No matching fragments found in this document.
[Plaintext beta, March 23, 1999]
OEC Volume 1: HCO
TO THE READER:
Scientology is a religious philosophy containing pastoral
counseling procedures intended to assist an individual to gain
greater knowledge of self. The Mission of the Church of Scientology
is a simple one - to help the individual 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 the first 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_____________
The
Organization Executive Course
AN ENCYCLOPEDIA OF SCIENTOLOGY POLICY
by
L. Ron Hubbard
FOUNDER OF DIANETICS AND SCIENTOLOGY
HCO
DIVISION
1
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 (R) and Scientology (R) are Registered Names.
Copyright (c) 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 1 ISBN 0-88404-026-7
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
HUBBARD COMMUNICATIONS OFFICE
DIVISION 1
7 Feb. 1970 HCO Makes the Org 1
HCO Division 1 Org Board Outline 3
17 Jan. 1966 Division 1 - HCO
Division - Organization Chart
(includes Additions per HCO P/L 25 Jan. 1966) 4
20 Nov. 1965 The Promotional Actions of HCO Division 7
7 Nov. 1955 Hubbard Communications Office - Certificates
(Op. Bulletin) 14
4 Oct. 1956 The Handling of Hubbard Communications Offices
(revised 30 July 1958) (HCOB) 8
24 Jan. 1958 Outline of the Activities of the HCO Office
of LRH (HCOB) 12
15 Nov. 1958 The Substance and First Duty of HCO 13
15 Nov. 1958 Outstanding Copyrights and Marks 15
20 Jan. 1959 When in Doubt about Copyrighting 15
15 Nov. 1958 Legal Aid - HCO 16
22 Nov. 1958 Owner of Materials - The Legal View 16
29 Nov. 1958 Future Programs (Confidential Memo to HCO
Secretaries) 17
20 Dec. 1958 The HCO Secretary should handle Bad Clinical
Results 18
2 Jan. 1959 HCO Office Designations and Personnel 19
13 Jan. 1959 HCO Area Secretary Material (reissued 20 Oct.
1959) 21
27 Feb. 1959 Duty of Area Sec re Personnel 153
1 Mar. 1959 Forbidden HCO Activities 24
14 May 1959 Hubbard Communications Office 23
29 May 1959 Technology 24
4 June 1959 Instructions to Attorney or Solicitors
(reissued 20 Nov. 1962) 25
10 Aug. 1959 Data Required as Reports from HCO Sees 26
10 Aug. 1959 Reports Required from HCO Secretaries 28
13 Aug. 1959 Reports Required from HCO Secretaries (adds
to 10 Aug. 1959) 29
20 Oct. 1959 HCO Order of Importance of Actions 29
19 Mar. 1960 Org Board 30
7 Nov. 1960 HCO Area Secretary Hat Addition 31
9 Jan. 1961 Duties of HCO 32
31 Jan. 1961 Spheres of Influence 35
14 Feb. 1961 The Pattern of a Central Organization - HCO
Area Office (excerpt) 37
17 Feb. 1961 HCO Continental - 38
17 Feb. 1961 State of Emergency 39
30 May 1961 How to Confess in HCO 41
18 Dec. 1961 HCO Standing Orders (excerpt) 42
10 Jan. 1962 HCO Standing Order No. 5 (reissued as amended
21 June 1967) 43
21 Nov. 1962 Re-issue of Materials 44
31 Dec. 1964 Use of Dianetics, Scientology, Applied
Philosophy 45
7 Feb. 1965 Keeping Scientology Working Vol. 0-35
4 Mar. 1965 HCO Secretary WW 46
4 Mar. 1965 Technical and Policy Distribution 47
2 Apr. 1965 Urgent Urgent Urgent - False Reports 52
22 July 1965 Home Addresses 54
15 Dec. 1965 Gifts 54
21 Nov. 1968 Senior Policy Vol. 0-277
DEPARTMENT ONE
DEPARTMENT OF ROUTING AND PERSONNEL
19 Sept. 1967 HCO Division, Department of Routing,
Appearances & Personnel 55
12 Nov. 1968 The Main Weakness 57
17 Apr. 1970 Vital - Department One 58
ROUTING - RECEPTION
17 Mar. 1958 Body Routing in Central Organization (HCOB) 61
19 July 1965 Release Checks, Procedure for Vol. 4-574
22 Sept. 1967 Routing Form Attestations 62
10 Aug. 1959 Reception 63
31 Oct. 1963 Reception Hat 64
7 Nov. 1965 Reception Log-In-the-Org List 73
25 July 1966 Allocation of Quarters - Arrangement of
Desks and Equipment 75
v
ORG BOARD
7 Apr. 1958 Routing of Org Board Changes Vol. 7-124
19 Nov. 1958 Organization 76
7 Oct. 1959 Org Boards (HCOB) 76
17 May 1960 Copies of Org Board 77
1 May 1965 Organization - The Design of the Organization 78
7 June 1965 New Org Board Design 80
12 Dec. 1966 New Org Board Design (2) 81
10 July 1965 Lines and Terminals - Routing 82
5 Feb. 1969 Double Hats 83
PERSONNEL PROCUREMENT
*******
26 Sept. 1956 Flow Line for Personnel (HCOB) 83
9 May 1957 Employing & Discharging of Personnel 139
14 Feb. 1961 Personnel Procurement 84
22 May 1968 Hiring Personnel - Line for
(Amendment of HCOP/L 14 Jan. 1966) 85
15 Mar. 1968 Student & Staff Program 87
10 July 1969 Org Personnel Recruitment 88
18 July 1969 Pubs Org Personnel Recruitment 90
2 Sept. 1969 Org PersonnelRecruitment - Sea Org
Cooperation 91
14 Dec. 1969 Org Protection 92
13 Jan. 1970 Org Personnel Recruitment (Revised) 93
1 Mar. 1970 Model Staff Application Form 94
PERSONNEL PLACEMENT AND CONTROL
13 Feb. 1966 Personnel Control Officer 96
27 Jan. 1958 Duties of Personnel Post (HCOB) 98
18 Oct. 1959 Putting New Personnel on the Job 99
18 Nov. 1965 Appointment of Personnel 100
23 Feb. 1966 Appointments and Promotions 101
22 Mar. 1967 Personnel Requirement 102
22 Mar. 1967 Admin Know-How - Alter-Is and Degraded
Beings (HCOB) 104
22 Feb. 1969 Personnel Placement & Purposes 105
24 Jan. 1970 Tech Admin Ratio 107
27 Jan. 1970 Tech:Admin Ratio and LRH Comm
Assignment - Central
and Area Orgs (includes HCO P/L 29 Jan. 1970
Existing Full Time LRH Comm Assignments) 108
21 Feb. 1961 Choosing PE and Registration
Personnel 110
30 Apr. 1959 Additional Staff Auditors 113
13 Mar. 1961 Staff Auditor Training 114
21 Aug. 1964 Staff Auditors (reissued 7 June
1967) 115
11 July 1965 Assignment of Tech Personnel 116
9 May 1966 Requirements for a SHSBC Supervisor 117
21 June 1966 Appointments - LRH Command Executive
Secretary
and Asst Guardian and Others 118
30 Sept. 1968 Executives - Training and Case
Levels 119
31 Mar. 1969 Public Divisions Staffing
Qualifications 120
STAFF STATUS
5 Sept. 1957 Validation of Staff -Vol. 5-240
1 May 1958 Employment Qualifications 121
23 Nov. 1959 Employment of Criminals Forbidden 121
10 Mar. 1959 Permanent Staff Members 122
2 May 1957 Qualifications of a Permanent Staff
Member see-122
3 June 1957 Qualifications of a Permanent Staff Member
(Assoc Sec Dir) 122
18 Jan. 1960 Qualifications of Permanent Staff
Members 123
2 June 1960 Requirements for Staff Posts 123
26 Nov. 1960 Permanent Staff Member Requirements 124
13 Feb. 1961 Permanent Staff Requirement Changes 125
17 Feb. 1961 Staff Post Qualifications-Permanent Execs
to be Approved see-129
26 Feb. 1961 Qualification of Executives 126
28 Mar. 1961 Staff Post Qualifications - Permanent
Executives to be Approved 127
23 Jan. 1962 Permanent Executives (amends 17 Feb. 1961) 130
21 May 1962 Permanent Staff 130
5 June 1962 Permanent Staff Privilege 130
12 Aug. 1963 Certificates and Awards (Administrative
Certificates) Vol. 5-180
vi
16 June 1964 Personnel Records - Admin Certs
(modifies 12 Aug. 1963) Vol. 5-184
21 Apr. 1965 Basic Certificates - Uncertified
Personnel Vol. 5-192
4 Jan. 1966 Personnel - Staff Status 131
20 July 1966 Staff Status (amended 19 Mar. 1968) 134
22 Aug. 1966 Addendum to HCO P/L of 20 July 1966 "Staff
Status" 135
5 Jan. 1969 Staff Status Two 136
1 May 1967 Voluntary Staff 137
TRANSFERS AND DISMISSALS
2 July 1968 Ethics - Org Suppression of 138
9 Apr. 1957 Dismissals and Post Changes 139
9 May 1957 Employing & Discharging of Personnel 139
26 Sept. 1957 Filling Posts 140
19 June 1958 Freeloaders 140
27 Apr. 1960 Security of Employment 141
28 July 1960 Hiring and Dismissing 142
18 Nov. 1960 Staff Transfers or Dismissals 143
10 Apr. 1965 Dismissals, Transfers and Demotions 144
26 Oct. 1965 Low Statistics 145
14 July 1966 Dismissal of Staff 145
16 Mar. 1968 Post Changes 146
20 June 1968 Personnel 147
SERVICE RECORDS AND FILES
4 Sept. 1965 Inspection dicer - The Org Personnel
Files 148
8 Dec. 1968 Department One Admin-Service Records 150
HATS
(See also Volume 0, pages 63- 77)
24 June 1957 New Post Hat Material 153
27 Feb. 1959 Duty of Area Sec re Personnel 153
23 Sept. 1959 Carrying out Instructions 154
10 Feb. 1960 Putting Hats on 155
9 June 1961 Technical Hat Checking - Vital Policy
for HCO Area Sec 156
18 June 1963 Policy Checks 157
2 Jan. 1968 HCO Hat Section - Orders to Staff 158
14 May 1970 Hat Checkout Sequence 159
SEA ORG
28 May 1968 Volunteers and non-contracted Staff 160
13 Aug. 1968 Qualifications of the SO 161
18 Aug. 1968 Ethics Clearance - An Open Letter to
all Sea Org Applicants 162
27 Aug. 1968 Sea Org Internes 163
2 Sept. 1968 Sea Org
Recruits - TravelExpenses 163
DEPARTMENT TWO DEPARTMENT OF COMMUNICATIONS (A study of this
Department should include the section of Volume 0 entitled
DEVELOPED TRAFFIC, pages 119-142.)
2 Nov. 1967 HCO Division, Department of
Communications 164
6 July 1959 Outflow 166
24 Feb. 1966 Mail Statistic - Dir Comm's
Functions 167
25 Feb. 1966 Communications Functions 169
MAIL AND TELEPHONE
3 Aug. 1956 Mail Line (HCOB) see-171
9 May 1957 Mail (HCOB) 171
19 Dec. 1957 Phone Bill 172
3 Sept. 1957 Method of Opening and Invoicing Mail 173
4 Aug. 1961 Private Mail and Telephone Calls 175
vii
8 July 1962 Telephone Answering 176
26 May 1965 Communications - Registered
Mail - Phone Calls 177
11 June 1965 Correction to HCO P/L 26 May 1965 177
5 Aug. 1966 Registered Mail 178
18 Jan. 1970 Registered Mail 178
31 Aug. 1965 Mail Opening 179
3 Feb. 1966 Legal, Tax, Accountant & Solicitor, Mail &
Legal Of dicer 180
11 Oct. 1966 Legal, Tax, Accountant & Solicitor Mail
Incoming & Out-going 181
17 Aug. 1965 Return Address 182
12 Oct. 1966 Mailing of Letters 183
11 Nov. 1966 Postal Economy 184
7 Oct. 1970 Mail Line (revised reissue of HCOB 3 Aug.
1956) 171
7 Dec. 1970 Guardian's Office Mail (amends 31 Aug. 1965
& 7 Oct. 1970) 179
COMMUNICATION SYSTEM
2 Mar. 1959 HCO Theory of Communication (reissued 23
June 1964) 186
9 Apr. 1957 Communication Centre 188
21 Apr. 1957 Information Boards 189
9 May 1957 Bulletin Boards & Information Boards 192
20 Sept. 1958 Bulletin Board--Comm Centre (HCOB) 190
9 Apr. 1957 Bulletin Board 190
I May 1957 Comm Center, Arrangement of 191
20 Dec. 1958 HCO Communicator Basic Hat & Comm System
HCO Of fices 192
6 Jan. 1959 HCO Personnel Training 194
29 Jan. 1959 HCO Communicator Hat 194
24 Aug. 1959 Tips to HCO Communicators 195
14 Oct. 1959 Comm Speed 197
9 June 1960 HCO WW Internal Comm Schedule 198
31 Jan. 1961 Message Placement 200
30 May 1961 Current Office Work 201
21 Sept. 1961 Despatch Lines 202
9 Feb. 1964 Comm Baskets 203
22 June 1964 Organization Posts - Two Types Vol.
0-105
13 Mar. 1965 The Comm-Member System 204
13 Mar. 1965 The Comm-Member System (Issue II) 206
29 Mar. 1965 Routing Despatches Vol. 0-110
1 May 1965 Order Board and Time Machine 301
38 July 1965 Handling of Photographs Vol. 0-114
4 Jan. 1966 Scientology Organizations Communications System:
Dispatches (includes Public Div Flash Colours per HCO P/L 23 May
1969) 214
30 Mar. 1966 The Three Basket System Vol. 0-104
30 Sept. 1969 Orders of the Day Vol. 0-118
COMMUNICATION INSPECTION SUPERVISION OF COMMUNICATION
25 Jan. 1966 Communication Inspector Hat 217
17 July 1966 Despatches, Speed Up 218
17 Oct. 1966 Stale Date Reports 219
9 Sept. 1966 Security 21ø
TELEXES INTER ORG COMMUNICATION
15 Jan. 1958 Field Office Communication (HCOB) 220
2 Mar. 1959 HCO Cable and Dispatch Designation
System see-220 & 226
15 July 1959 HCO Saint Hill Cable Designation 221
12 Aug. 1959 Cable, Don't Phone (HCOB excerpt) 221
21 Aug. 1959 Handling of Telex Machines 222
21 Oct. 1959 Additional Message Designation 223
7 Oct. 1961 Friday Cables 223
4 Jan. 1966 HCO Cable Designation System 224
22 July 1966 OIC Cable Arrival Time, Change of 227
9 Aug. 1966 Use of Telex Machine 228
13 May 1968 Telex Comm Clarity 230
15 Apr. 1968 Speed and Accuracy of Relay Telex
Traffic 230
11 Feb. 1969 Telex Lines and Logistics 231
viii
POLICY LETTERS, HCOBs AND EDs
29 Oct. 1957 HCO Files 235
17 Dec. 1958 Duties of Sec'l ED 232
24 Feb. 1959 Letter Designations on HCO
Bulletins 234
25 Feb. 1959 HCO Master File 234
23 Apr. 1959 HCO Filing System 235
22 May 1959 Policy Letter and Bulletin Distribution
Code 236
25 June 1959 (Modifies HCO Policy Letter of 22 May
1959) 237
7 Sept. 1959 Policy Letter and Bulletin Distribution
Code 237
10 May 1960 Bulletin Distribution 237
21 June 1959 Signatures on Bulletins, Policy Ltrs and
Sec EDs 238
1 July 1959 Responsibility for HCO Files 238
30 Oct. 1959 HCO WW Steno's Hat 239
4 Jan. 1961 Urgent Mimeo Change 243
4 Feb. 1961 Types of Letters Established 244
23 Feb. 1961 Directives from a Board Member 247
20 Mar. 1961 Mimeo and File Procedure 248
23 Mar. 1961 Distribution of Bulletin Change 249
9 July 1962 Mimeo and Magazine Distribution, Sthil
Course Vol. 4-411
20 Mar. 1963 HCO WW Electric Stencil Cutting
Machine 250
I Apr. 1964 New Mimeo Line - HCO Executive
Letter 250
29 Apr. 1965 Mimeo Distribution Changes - Sec ED
Distribution Vol. 7-649
7 May 1965 Cancellation - Mimeo Distribution
Changes 251
8 May 1965 Flash Colours and Designations 252
2 Nov. 1965 For Fast Line Sec EDs and Admin
Orders 255
25 Jan. 1966 Distribution of Mimeo Issues 255
3 Feb. 1966 Sec ED Change in Issue and Use 256
3 Feb. 1966 Sec EDs - Definition and
Purpose - Cross Divisional Orders 257
10 Aug. 1966 Sec EDs, Executive Director &
Guardian 259
14 Apr. 1969 Bulletin and Policy Letter
Distribution 260
13 June 1969 Summary of Policy on Executive Directives,
Admin and Advice Letters, and Executive Letters 263
20 Aug. 1965 Appointment of Xerox Of ricer 265
ADDRESSO
26 Jan. 1959 Scientology Magazines 266
22 June 1959 Mailing Lists 266
15 Jan. 1960 PAB Mailings 267
14 Feb. 1961 Address Unit (excerpt from Pattern of a
Central Org) 267
9 Aug. 1962 Names and Addresses of Academy
Enrollees 267
16 Apr. 1962 Comments on Letter Registrar
Department 268
18 Nov. 1962 Address Machines 269
11 Apr. 1963 Important - Emergency Library 270
10 Jan. 1964 Address Changes for WW 270
24 Sept. 1964 Changes of Address to HCO WW - Founding
Scientologists 271
20 Oct. 1964 Stickers for PABs Wanted 272
30 Oct. 1964 Mailing Lists for Franchise Holders 273
8 Apr. 1965 Cancellation of Mail Lists to Field
Auditors 277
31 Oct. 1964 Addressograph Equipment Warning 278
21 Jan. 1965 Addressograph Equipment 280
21 Dec. 1964 Address Lists to City Offices 281
27 Sept. 1965 Changes of Address for WW 281
2 Nov. 1965 Foundation Central Files Of ricer and
Address-in-Charge 282
9 Jan. 1966 International Changes or Area Changes of
Address 282
30 July 1968 Gross Income Senior Datum 283
16 Sept. 1968 Address Lists 283
2 Sept. 1968 World Addresso Co-ordination 284
18 Apr. 1969 World Addresso Co-ordination Revised 286
8 May 1969 Address Lists - Addresso and Central
Files 287
17 May 1969 Mailing Lists - Central Files - Addresso
Basic Definitions and Policy 288
28 Jan. 1970 Field Mailing Lists 290
20 Mar. 1970 Re: Persons who ask off Mailing
List 291
TRANSPORT
19 Feb. 1960 Vehicles 292
15 Nov. 1964 Transport Arrangements 293
6 Oct. 1962 Car Washing 295
ix
DEPARTMENT THREE DEPARTMENT OF INSPECTIONS AND REPORTS
2 Nov. 1967 HCO Division, Department of Inspections and
Reports 297
14 Dec. 1969 Org Protection 92
INSPECTIONS
4 Sept. 1965 Inspection Officer 299
22 Feb. 1965 Inspections 300
1 May 1965 Order Board and Time Machine 301
15 Aug. 1965 Things that Shouldn't Be 303
27 Aug. 1965 Housing - Staff, Students,
Preclears 303
21 Sept. 1965 Cleanliness and Tidiness of Premises 304
6 Nov. 1966 Statistic Interpretation - Estate
Statistic 305
ORGANIZATION RUDIMENTS
11 Dec. 1961 Organization Rudiments 306
15 Dec. 1961 Rudiment Check Sheet for Orgs 310
17 Jan. 1962 Org Rudiment Reports to Me 314
20 Nov. 1965 Org Rudiments Section 315
ORGANIZATION INFORMATION CENTRE - O.I.C.
11 Aug. 1960 Organization Information Centre 317
23 Sept. 1960 Organization Information Centre 320
23 Nov. 1960 Reports to O.I.C. 320
22 Dec. 1960 Important Change in Reports 321
8 Apr. 1961 OIC Board 322
11 Dec. 1962 OIC Reports to HCO WW 323
11 Dec. 1962 Change in Report Line 325
29 Mar. 1965 The Fast Flow System 326
6 Feb. 1968 Organization - The Flaw 327
30 Sept. 1965 Statistics for Divisions 328
11 Oct. 1965 OIC Cable Change 330
16 Dec. 1965 Statistics of the International Executive
Division 331
I Mar. 1966 Executive Division
Organization - Statistic (excerpt) 333
1 Mar. 1966 The Guardian - Statistic
(excerpt) 334
9 Jan. 1966 OIC Section SH 335
3 Mar. 1966 OIC Report Form 336
4 Apr. 1966 Addition to HCO P/L 3 March 1966 - OIC
Report Form 337
6 Mar. 1966 Statistic Graphs - How to Figure the
Scale 338
1 May 1966 Statistics of Office of LRH 339
7 June 1966 OIC Publication and Distribution 341
2 Aug. 1966 Graph Change - Ad Council
Statistic 342
27 Sept. 1966 OIC Report Form 343
12 Oct. 1966 OIC Graphs 344
27 Apr. 1967 Tech Division Statistic 345
6 July 1967 Advanced Courses Supervisors' Statistic 346
8 Sept. 1967 Statistics and Org Ed Copies 347
10 Sept. 1967 Statistic - GDS Div Six 348
4 Oct. 1967 Auditor and Org Individual Stats 348
19 Feb. 1968 Stats Dissem 349
25 May 1968 GDS - Dissem Division 349
5 June 1968 Stats Dissem 350
10 May 1970 SO ED 43 Int - Dissemination Division
G.D.S. 350
24 Feb. 1968 OIC Publication and Distribution 351
25 June 1968 Public Divisions Stats 352
29 Oct. 1968 Class VIII C/S Qual Stat 352
20 Jan. 1969 Public Divisions Gross Divisional
Statistics 353
31 Mar. 1969 OIC Report Form 354
31 Mar. 1969 Completions Statistic, Triple Grades, Tech
& Qual Divisions 356
8 Apr. 1969 Cancellation of HCO P/L 31 March
1969 356
x
22 Sept. 1969 HGC Statistic 357
5 Feb. 1970 Statistics, Management by 358
17 June 1970 OIC Change - Cable Change 359
[Note: The subject of Statistic Interpretation is fully covered
in Volume 7, pages417-443.
ETHICS
(A study of this Section should include CONDITIONS - Volume 0,
pages 189-249.)
23 Jan. 1959 Ethics 361
20 Nov. 1959 Validation of Franchises 362
7 Dec. 1959 Scientology Cleanup 363
31 Dec. 1959 Blow-offs 364
23 May 1960 Cancellation of Certificates 366
27 May 1960 Dear Scientologist 367
26 Mar. 1962 Staff Regulation - Relations with Pcs and
Students 368
6 Mar. 1965 Amnesty Policy 369
17 Mar. 1965 Rights of a Staff Member, Students and
Preclears to Justice 370
2 Apr. 1965 Administration Outside Scientology 372
5 Apr. 1965 Scientology Makes a Safe Environment 374
12 Apr. 1965 Justice 374
5 Apr. 1965 Handling the Suppressive Person - The Basis
of Insanity 375
5 Apr. 1965 The No-Gain-Case Student 383
7 Apr. 1965 Amnesty - Cancelled Certs - Justice
Comments 387
19 Apr. 1965 Training and Processing Regulations 388
22 Apr. 1965 Correction to all "Justice" Policy
Letters 390
28 Apr. 1965 Power Processes 391
29 Apr. 1965 Petition 393
26 May 1965 Petitions 394
29 Apr. 1965 Ethics - Review 395
30 Apr. 1965 Emergency, State of 399
1 May 1965 Staff Member Reports 402
8 May 1965 Results of HCO Technical Investigation 405
11 May 1965 Ethics Officer Hat 406
16 May 1965 Indicators of Orgs 408
27 May 1965 Processing 411
31 May 1965 Noise - Session Interruption 412
2 June 196$ Writing of an Ethics Order 413
7 June 1965 Entheta Letters and the Dead File, Handling
of 415
25 Sept. 1965 Addition to HCO Policy Letter of 7 June
1965 422
22 Aug. 1966 Dead File: Restoration to Good
Standing 422
17 June 1965 Staff Auditor Advices 423
I July 1965 Ethics Chits 425
I July 1965 Comm Cycle Additives 426
30 July 1965 Preclear Routing to Ethics 427
7 Aug. 1965 Suppressive Persons, Main Characteristics
of 428
16 Aug. 1965 Collection from SPs and PTSs 430
20 Aug. 1965 General Amnesty 431
26 Aug. 1965 Ethics E-Meter Check 432
1 Sept. 1965 Ethics Protection 433
14 Oct. 1965 Potential Trouble Source Routing 435
29 Oct. 1965 Ethics Authority Section - Of rice of
LRH 436
15 Nov. 1965 Reporting of Theft and Action to be
Taken 437
15 Dec. 1965 Ethics Chits 438
30 Dec. 1965 PTS Auditing and Routing 439
6 Mar. 1966 Rewards and Penalties 440
8 Mar. 1966 High Crime 444
29 Apr. 1966 Ethics: Clearing Course 446
4 Aug. 1966 Clears, Invalidation of 446
16 Aug. 1966 Clearing Course Security 447
15 Aug. 1966 Ethics Orders 448
19 Aug. 1966 Numbering of Ethics Orders 448
27 Sept. 1966 The Anti-Social Personality - The
Anti-Scientologist 449
5 Oct. 1966 Students Terminating - Leave of
Absence - Blown Students 455
26 Dec. 1966 Admin Know-How - PTS Sections, Personnel
and Execs 456
29 Dec. 1966 Historical Precedence of Ethics 459
xi
11 Aug. 1967 Second Dynamic Rules 463
15 Aug. 1967 Discipline - SPs and Admin - How
Statistics Crash 464
18 Sept. 1967 Ethics Of dicer Check-outs 466
20 Sept. 1967 Confidential Data 466
1 Oct. 1967 Admin Know-How - Uses of Orgs 467
4 Oct. 1967 Org Exec Sec and Distribution 468
6 Oct. 1967 HCO Exec Sec Condition 468
16 Oct. 1967 Admin Know-How No. 16 - Suppressives, and
the Administrator
How to Detect SPs as an Administrator 469
18 Oct. 1967 Policy and HCOB Alterations - High
Crime 471
20 Nov. 1967 Out Tech 471
22 Nov. 1967 Out Tech 472
27 Nov. 1967 R6 Materials 473
7 Feb. 1968 Fast Flow and Ethics 474
22 Feb. 1968 Ethics and Admin - Slow Admin 475
2 Mar. 1968 Advanced Course Security Check 476
5 Mar. 1968 Administrative Know-How - Job Endangerment
Chits 477
12 Mar. 1968 Mistakes, Anatomy of 479
22 Mar. 1968 Conditions Penalties - New Employees &
Persons Newly on Post 479
18 June 1968 Ethics 480
19 June 1968 Ethics Training 481
20 June 1968 Ethics Officers 482
29 June 1968 Enrollment in Suppressive Groups 484
27 July 1968 A Tiger 485
12 Aug. 1968 Ethics Power 485
26 Aug. 1968 Security Checks Abolished 486
15 Sept. 1968 Sea Org 487
4 Oct. 1968 Ethics Presence 488
21 Oct. 1968 Cancellation of Fair Game 489
15 Nov. 1968 Cancellation of Disconnection 489
16 Dec. 1968 Security Div 1 490
13 Jan. 1969 Unusual Favours 491
13 Feb. 1969 Ethics Protection Conditions, Blue Star,
Green Star, Gold Star 492
7 Apr. 1969 Org Reduction or Eradication 493
20 Apr. 1969 Dumbness 495
27 Apr. 1969 Death Wish 496
10 Nov. 1969 Former Staff Members 497
7 Dec. 1969 Ethics, The Design of 498
7 Dec. 1969 The Ethics Officer, His Character 500
9 Dec. 1969 How to Prevent an Ethics Of ricer from Doing his Job
(revised 12 Dec. 1969) 504
26 Jan. 1970 Minors - Legal on, Students and
Staff 505
23 Feb. 1970 Ethics - Quality of Service 506
18 Apr. 1970 Ethics and Franchise 508
21 Apr. 1970 Field Ethics 509
POLICIES ON "SOURCES OF TROUBLE"
6 Oct. 1958 Who can be Processed - Who can be
Trained 510
30 Aug. 1960 Training Restrictions 512
27 Oct. 1964 Policies on Physical Healing, Insanity &
"Troublesome Sources" 513
5 Nov. 1964 Corrections to HCO Policy Letters 516
10 Feb. 1964 Enrolment on Self Determinism (reissued 23
June 1967) 516
27 Oct. 1964 Policies on Physical Healing, Insanity and Potential
Trouble Sources (reissued 23 June 1967) 517
7 Apr. 1965 Healing Policy in Field 521
26 July 1965 Release Declaration Restrictions - Healing
Amendments 522
21 Feb. 1969 Cancellation of Pol Ltr of November 5,
1964 523
13 Mar. 1969 Addition to HCO Pol Ltr of 23 June
1967 523
6 Apr. 1969 Dianetics 524
7 May 1969 Policies on "Sources of Trouble" 525
12 June 1969 Dianetic Registration 527
16 May 1970 Institutional and Shock Cases, Petitions
from 529
xii
THIRD PARTY
26 Dec. 1968 The Third Party Law 530
24 Feb. 1969 Justice 532
15 Mar. 1969 Third Party - How to Find One 534
25 Aug. 1969 Third Party Investigations 535
6 Jan. 1970 Third Party Investigations 537
JUSTICE SYSTEM COMM EVS, BOARDS, APPEALS, COURTS, ETC.
7 Sept. 1963 Committees of Evidence 538
22 Sept. 1963 Concerning Committees of Evidence 544
11 Nov. 1963 Committees of Evidence (addition to HCO P/L 7
Sept. 1963) 545
24 Feb. 1965 Addendum to HCO Policy Letter of September 7,
AD13 545
1 Mar. 1965 Suppressive Acts - Suppression of
Scientology and
Scientologists - The Fair Game Law see-552
7 Mar. 1965 Suppressive Acts - Suppression of
Scientology and
Scientologists - The Fair Game Law see-552
7 Mar. 1965 Certificate Cancellation 546
7 Mar. 1965 Offenses & Penalties 549
23 Dec. 1965 Suppressive Acts - Suppression of
Scientology and
Scientologists - The Fair Game Law 552
17 Mar. 1965 Fair Game Law - Organizational Suppressive
Acts 558
17 Mar. 1965 Administering Justice 560
27 Mar. 1965 The Justice of Scientology - Its Use and
Purpose
Being a Scientologist 561
31 Mar. 1965 Justice Policy
Letters - Corrections 563
8 Apr. 1965 HCO, Org Executive and Divisional Secretaries,
Justice on, and Auditing of 565
23 Apr. 1965 Clarification - Auditing of Org
Executives 566
26 May 1965 Courts of Ethics 567
4 June 1966 Board of Investigation 569
31 Oct. 1966 Boards of Investigation 570
17 July 1966 Evidence, Admissibility of in Hearings,
Boards or Committees 571
5 Aug. 1966 Chaplain's Court - Civil Hearings 572
26 May 1968 Boards of Investigation and Committees of Evidence,
Termination of 574
17 May 1969 An Ethics Policy Letter 575
16 June 1969 Board of Appeal 575
27 Sept. 1969 Appeal 576
26 Jan. 1970 OTL Last Court of Appeal 577
REFUND POLICY
23 Oct. 1963 Refund Policy 579
31 July 1966 Refund Notice 581
I Aug. 1966 Refund Addition 581
3 Feb. 1969 Legal - Standard Waiver 582
5 Feb. 1970 Scientology Refunds - Writ of Expulsion
and Waiver 583
GENERAL REGULATIONS
26 July 1957 Funds or Favors Received 585
27 Feb. 1961 Outside Pcs of Staff Members 586
26 Mar. 1962 Staff Regulation - Relations with Pcs
and Students 368
21 Mar. 1965 Staff Members Auditing Outside Pcs 586
29 Mar. 1965 Excerpts from HCO P/L 9 Nov. 1964 & 26
Nov. 1964 (revised) 587
13 Jan. 1966 Regulations for Auditing of Staff and
Students 588
xiii
YOUR POST
A post in a Scientology Organization isn't a job. It's a trust
and a crusade.
We're free men and women - probably the last free men and
women on Earth. Remember, we'll have to come back to Earth some day
no matter what "happens" to us.
If we don't do a good job now we may never get another chance.
Yes, I'm sure that's the way it is.
So we have an organization, we have a field we must support, we
have a chance.
That's more than we had last time night's curtain began to fall
on freedom.
So we're using that chance.
An organization such as ours is our best chance to get the most
done. So we're doing it!
L. RONHUBBARD
xiv
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 FEBRUARY 1970 Issue II
Remimeo
HCO MAKES THE ORG
When you look over the flow lines of a 7 or 9 Division Org Board,
you will see that it flows from left to right.
Division One - HCO - Hubbard Communications Office in
Scientology Orgs - has
the major functions of:
(Org Form
Dept 1 (Routing
(Personnel
(Communications
Dept 2 (Address
(Transport
(Inspection
Dept 3 (Reports (OIC)
(Ethics
These essentially create the org and hold it there.
When they are missing as functions actively and continually
pursued, then there is no flow, no production, no income, no org.
There is only a group of individuals floundering around everyone
wearing all the hats.
Strike out HCO or fail to form it up and, in solid practice, soon
there is no org.
The HCO Area Sec is responsible for "hats" and hat folders, org
boards, personnel assignments, personnel procurement and readying
personnel for posts, routing of bodies through the shop and routing
forms for them. She is responsible for internal and external
communication and for transport of people and goods as well as
vehicles. She is responsible for inspecting the org, comm lines,
posts and activities, for compiling the stats and posting them in
OIC and for Ethics being in in the org and all Ethics actions.
This is a big hat and an important one.
In a medium sized org of up to 30 staff, HCO usually has a
reception who holds Dept 1, a Communicator and an Ethics Officer,
who also does inspection and reports. With the HCO Area Sec. this
is a 4 person HCO. In a 30 person org, there would be 20 Admin
personnel. HCO has about a fifth of these as above just to operate
the org.
Address, as the numbers in CF increase, gets another staff member
in Dept 2, making 5 in HCO.
When you consider that Div 2 (Dissemination Division), also part
of the HCO Exec Sec Area, needs people on Registration, Letter
Registration, CF filing, mimeo, publications, it is obvious that
the HCO ES has the lion's share of Admin personnel, 10 or 11 of the
30 staff.
When you add the two non-tech Exec Secs, an LRH Comm in Div 7 to
hold also Estate with a cleaner or two, put two people in Finance,
and one in Tech Services, you wind up with about 4 in the Public
Divisions, which is about right.
The Public Division 4 usually operate as an all hands team but
are posted with a PES and 1 man to cover each Division's functions.
If an org is not laid out this way by HCO then it will probably
fall on its head. Long, grim experience has told us this.
1
AND IT IS HCO THAT LAYS THE PATTERN.
HCO, in other words, PUTS AN ORG THERE AND KEEPS IT MANNED AND
WORKING.
The org isn't laid out by the Exec Secs. It is laid out by the
HCO Area Sec.
Where orgs have been too short sighted to keep HCO in and
functioning, they have troubles - low pay, out finance and
generally fall apart.
The biggest job in an org is to get a competent HCO there and
keep it there.
In an org with an active LRH Comm, it is usually his job to see
there is an HCO there and operating. If he neglects this he always
falls on his head. He cannot do any part of his job without an
operating and competent HCO there. An LRH Comm has a primary duty
of reporting a missing or incompetent HCO direct to the LRH Comm
Worldwide. LRH Comms have been removed in disgrace for letting HCOs
vanish without reporting and raising the roof.
The HCO Area Secretary is an important person in the org. She
requires in actual fact, a letter of appointment signed by the
Founder. The post is that important.
Who puts HCO there?
This is the first business of an Executive Council. An EC that
fails to put an HCO there and keep it there, functioning and
competent, is going to fail. They should choose their HCO Area Sec.
man up the Division, in keeping with their numbers on staff and
Tech-Admin ratio, and get an official letter of appointment for her
signed by the Founder and get on with it.
Few people realize that HCO is actually a separate company. It is
the worldwide comm network of Dianetics and Scientology. As its
finances and personnel are meshed in with the rest of the org, its
identity does not stay visible. But note it is still called HCO and
the rest of the Divisions are called "the Organization" and it is
divided off on the Org Board.
HCO owns all the addresses in all orgs. It, not the orgs, leases
the copyrights and marks of Dianetics and Scientology.
The services of HCO are great. When these are absent or
diminished, the whole org will fail.
When upper management bodies do not concentrate on putting HCO
there and continuing it, they will soon have a bad situation on
their hands internally.
If there is no start to the flow lines of the org, there will be
no flow lines very very soon. Experience has shown us this time
after time.
An EC which has no operating HCO will find itself trying to be an
HCO with only HCO duties. The answer is to put an HCO there. A good
one that does its job, headed by an HCO Area Sec who wants to get
the show on the road.
L. RON HUBBARD Founder
LRH:jz.ei.cden Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
[The example given on page 1 is modified by HCO P/L 10 June 1970,
Public Divisions and Tech Admin Ratio, Volume 6 - page 35, which
gives the Tech Admin ratio for the three Public Divisions.]
2
L. Ron Hubbard FOUNDER Mary Sue Hubbard
CONTROLLER _ _
HCO
THE GUARDIAN WW _ _
HCO CO EXEC SEC
1
HCO DIVISION I
HCO AREA SECRETARY
EXECUTIVE |
DIVISION 9 HCO AREA SEC. SEC.
DIVISION 9 SEC. |
| RECOGNITION COMMUNICATION PERCEPTION
Department I Department 2 Department 3
SOURCE EXISTENCE CONDITIONS POPULATIONS ORIEN I
Department 28 Department 27 Department 26 Department
25 DEPARTMENT OF DEPARTMENT OF
DEPARTMENT OF Dep.
ROUTING & COMMUNICATIONS INSPECTIONS &
PERSONNEL REPORTS
OFFICE OF LRH OFFICE OF HCO OFFICE OF OFFICE
OF DEPART
EXEC SEC ORG EXEC SEC PUBLIC PROM
EXEC SEC
Director of Director of Director of
Routing Communications Inspections &
Office of LRH Office of HCO Office of Org Office of
Public and Personnel Direr
Co-ordinator Exec SecExec SecExec SecProm
Co-ordinator Co-ordinator Co-ordinator
rice
Guardian
[This Org Board outline reflects the December '66 development of
raising Division 1 and Division 5 one inch higher than the other
Divisions (Volume 1 - page 81), the December '69 move of
Appearances to Division 6 (Volume 6 - page 125), and the October
'67 introduction of the Public Divisions (Volume 0 - page 252,
Volume 6 - page 7). The earlier 1965 form and later February
1971 FEBC form are shown on Volume 7 - page 33. l
3
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 JANUARY 1966 Issue II
Remimeo
DIVISION 1 HCO DIVISION
ORGANIZATION CHART
HCO AREA SECRETARY OFFICE OF THE HCO AREA SEC SECRETARY TO THE
HCO AREA SECRETARY
Dept 1 Department of Routing, Appearances and Personnel
Routing Section
Writes and issues Body Routing Forms Has Reception Events Log of
Org Sees that Reception is a promotional contact for books and
literature Logs Phone Calls Logs people into and out of org
Appearances Section
Sees that Organization Staff looks good Sees that all entrances
are of easy access and channelled by signs Handles all signs
Personnel
Interviews all new Personnel Keeps Personnel Roster Handles staff
status matters Routes staff to Review Hat folders, compiles and
issues
Letter Out Hat Check Unit
Keeps all letter emanation points hat checked, defending HCO's
statistic
Org Board Unit
Keeps Main Org Bd posted
Inspects and causes to be posted all Divisional org boards
Expediter Unit
Fills in temporarily in spots of overload to expedite the backlog
and get the flows moving (Assigned by Personnel Control)
4
Dept 2 Dept of Communications
Mail Section
Logs incoming and outgoing mail Franks all mail Mails all mail
Bulk mailings Package Insurance Packaging Customs Clearances
Dispatch Section
Routes all Comms Keeps Main Comm Centre Inspects Divisional Comm
Centres Provides every staff member with a Comm Station
Communication Inspection Unit
(This post is most active when Letters Out statistic has dropped)
Inspects all In baskets and Pending baskets for unanswered
communications and reports to the HCO Area Sec via Dir of Comm what
is found. If the statistic doesn't rise - may go around and
empty Pending baskets back onto lines routed Back to Sender, Dev-T
or Misrouted Particles, and reports what is found to HCO Area
Secretary via Dir of Comm.
Inspects, when Letters Out still does not rise, drawers, file
cabinets and other places unanswered comm may be stored, and
reports what is found to HCO Area Secretary via Dir of Comm.
Telex and 'Phone Section
Handles all Telexes Handles 'Phone Comm Systems Liaison with GPO
Lost and Found Section
Cares for all property found Looks for all property and
dispatches lost
Comm Files Section
Handles all HCO Files Handles Telex Files Handles Personnel Files
Handles Ethics Files Handles LRH Communicator Files Xerox (Office
Duplication) Machine
Secretarial Executive Director Section
Signs and seals SEC EDs and certificates Handles all SEC EDs
Handles all Ethics and other HCO Orders
Address Section
Handles all Address actions and equipment Keeps Address Files
5
Dept 3
Dept of Insp and Reports
Inspection and Reports Section
Inspects Projects and orders for completion and reports to those
executives who issued them
Org Rudiment Section
Gets in routinely any Rudiments
Time Machine
Handles the Time Machine for Org Orders for all Executives of the
organization
OIC
Designates statistics for AdCouncil approval Collects statistics
Graphs statistics weekly Posts the OIC Board for the Org Handles
Weekly report to OIC WW Writes weekly SEC ED of Conditions for
AdCouncil approval and issue by SEC ED
Ethics Section
Ethics Investigations Writes Ethics Orders Holds Ethics Hearings
and suggests Executive Ethics Hearings Handles all Ethics matters
Guards and Watchmen
Committee of Evidence Section Handles all matters regarding
Committees of Evidence
Legal Section
Handles all legal matters, suits, court appearances Attorney
Liaison
L. RON HUBBARD
LRH :ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: Expediter Unit, Communication Inspection Unit, Committee
of Evidence Section and Org Rudiment Section have been added per
HCO PL 25 January 1966.]
6
THE PROMOTIONAL ACTIONS OF HCO DIVISION 1
(From HCO PL 20 November 1965, The Promotional Actions of an
Organization, with the addition (17a) from HCO PL 15 December 1965.
These are given complete for all divisions in Basic Staff Volume 0,
starting on page 84.)
1. HCO AREA SECRETARY - Co-ordinates and gets done
the promotional
functions of Division 1.
2. DEPARTMENT 1 (Dept of Routing, Appearances and
Personnel) - Sees that
the org has a good clean appearance.
3. Sees that personnel are properly dressed,
well-conducted and give the org a
good tone.
4. Requires Reception to make known free introductory
lectures to all callers.
5. Has books on display at Reception.
6. Keeps staff from collecting in Reception Centre and
talking Scientology before
callers.
7. Controls public notice boards of the org and makes sure
they also feature org
services available.
8. Routes people swiftly and accurately to the required
services.
9. DEPARTMENT 2 (Dept of Communications) - Keeps a
complete Address File
in such shape that mailings are wide and sent to people who will
respond. Never lets go of an address or a mailing list and keeps
them all properly corrected and up to date and in proper categories
for ready use.
10. Sees that mailings go out promptly and on schedule.
11. Sees that internal despatches are swiftly delivered and are
in accurate form.
12. Sees that letters and orders arrive safely and are quickly
handled and not overlooked.
13. Oversees stationery and typing quality so that communications
going outside the org look smart and sound bright.
14. DEPARTMENT 3 (Dept of Inspection and Reports) - Sees that
the org is there and functioning.
15. Sees that Suppressives and.enturbulative elements do not
block dissemination.
16. Sees that service is accurately given and that no squirrel
tech is used.
17. Prevents the phenomenon of no-case-gain by spotting Potential
Trouble Sources and handling.
17 a. Ethics gets case resurgences by finding the right SPs.
L. RON HUBBARD
LRH :ml.rd
Copyright (c) 1965 [Note: Considerable evolution has
occurred since 1965, and this
by L. Ron Hubbard Policy Letter should be studied in
conjunction with its revision
ALL RIGHTS RESERVED of 15 April 1973, in the 1973 Year
Book.]
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO BULLETIN OF 4 OCTOBER 1956
Distribution (Revised 30 July 1958)
(copy for each hat folder) (Issued at Washington)
HCO Washington for info (See page 12 for reissue of
Sterling Area Office
for distribution HCO Bulletin of 24 January 1958)
THE HANDLING OF HUBBARD COMMUNICATIONS OFFICES
The purpose of the HCO offices is to act as stable terminals to
an organization in any given area so as to provide immediate
administrative assistance to L. Ron Hubbard when in that area and
communications from operations to him and from him when he is not.
An HCO office is essentially a terminal. It should regard itself
in company with other HCO terminals.
The foremost visible use of an HCO office is to act as a stable
terminal for any area operation. An area operation can forward its
communications to LRH and other operational areas through HCO
terminals and should not forward communications in any other
fashion than through HCO terminals, when these communications apply
to other Scientology areas.
At present we have an HCO office in Washington, D.C., London, and
HCOs are being set up now in South Africa and Australia, and
France. These will be followed by additional HCO terminals as may
be indicated.
If an HCO office considers itself primarily a unit which handles
mail, it should disabuse itself at once. An HCO Secretary should be
able to provide all necessary secretarial functions for LRH, but
the activity of the terminal does not end there. The HCO Clerk
receives all incoming communications and routes them to the proper
hat terminal in the organization - i.e., if LRH receives a
communication regarding an HPA course, it is referred by the HCO
Clerk to the Registrar, who will handle the communication; a letter
to LRH requesting processing fees, would be forwarded by the HCO
Clerk to the Registrar; a question concerning memberships, to the
Membership Secretary, etc. There was a time when LRH received and
handled all manner of communications. But now we have definite
organization posts established, and communications are referred to
that post to which they are pertinent. It is the function of the
HCO Clerk to determine proper routing of communications received in
HCO.
The HCO is, in essence, a stable point to which can be
communicated communications and difficulties in any area and these
communications are forwarded to the proper terminal in the
organization, or an analysis is made of the difficulty and
communicated to another HCO terminal for clarification there. In
addition to that, LRH may require reports on or about a given area
and it is up to the HCO office to supply this information. The HCO
should consider itself more of a trouble-shooting unit than a
secretarial office. It is true that it is an office, and it must be
conducted precisely as an office. It is true that it is secretarial
and it is also true that it does have the function of being an
extended pair of eyes for LRH.
The responsibility of being "an extended pair of eyes" continues
into being able to evaluate what is right and what is wrong and
saying so without introducing unnecessary turbulence on the
communication lines. The HCO offices exist to permit good
communication through to other areas and to LRH and this can easily
be interrupted by too much turbulence.
An HCO office is essentially self-supporting. It is supported by
royalties and other monies which come into being because of the
existence of L. Ron Hubbard on a
8
personal service basis to organizations and by reason of
transcribing and creating material for use in such areas.
In use as a communication system from one area to another or from
an area to LRH, the following procedure must be followed: The area
must be instructed that any communications to any other Scientology
area or to LRH must be forwarded through the HCO office. In this
sense the HCO office in any area is a message center receiving from
any other area and emanating to any other area in this network.
Furthermore, the HCO receives materials from other areas and
communicates these in their own area directly.
For example: A Dir of Tr dispatch which originates with the Dir
of Tr London: It passes from D of T London to HCO London across the
Atlantic to HCO Washington, and to D of T Washington. This same
procedure would be followed from Washington. D of T. Washington,
originates communication. It goes to HCO Washington, then crosses
over to HCO London, and HCO London passes it on to D of T London.
In handling communications it will be found that when too bulky a
packet of communications is made, something on the order of two
ounces, that Customs often intercept the packet and inspect it,
thus delaying the line considerably. Thus packets have to be broken
up into smaller packets so that this does not interrupt our
communication lines.
The preparation of the PABs comes under the HCO offices, under
the hat of "PAB Liaison". PABs are printed and distributed from
London. PAB copy comes from the HCO office where LRH is at the
time, and all copy is ok'd by LRH before it is printed.
The various hats under HCO are: HCO Secretary, HCO Clerk, PAB
Liaison, Manuscripts, Proof Reading, Tape Transcription, Ability
Magazine (Writing - Editorial Director - Editor), Certainty
Magazine (London), HCO Editorial, Public Relations, Advertising,
HCO Board of Review, Advanced Clinical Courses, and Examining.
The financing of an HCO office is dependent upon the area in
which it is located. This is done by utilizing Book Sale monies. At
the end of any given year the expense an HCO has been to an area is
deducted from a proper allocation of book fees to that HCO and this
does not enter into the basic royalties due to LRH. For example,
let us say that �2,000 worth of books have been sold in an area in
a given year and HCO has cost �720 to maintain during that period.
The Accountant then simply writes all HCO expenses under the
heading of "Preparation of MSS" and so discharges it from his
books.
Filing System used by HCO offices: The file "Dispatches To and
>From LRH" is set up by area - Washington, London, South Africa,
etc. Within these area files are folders marked "Academy", "HGC",
etc., filed by proper names - "Academy" (rather than the name of
the individual). Under "Business Files" in HCO can be kept both
proper names (company names) and subject names - projects. For
instance, there can be a file titled, "Roneo", rather than filing
under "John Jones Mimeograph Company", so that in future the file
can be found by the subject name - a new person might or might
not know that John Jones Mimeograph Company is the company from
whom we order Roneo supplies, parts, etc. HCO files should be kept
in a very orderly fashion. However, operational notes can be from
time to time destroyed. These are only valid for a few months at
best.
HCO also acts as a preparation and distribution area of HCO
Bulletins and Policy Letters. These are Bulletins of instructions
to operations in general, to staff auditors, and to other things
very intimate in the Scientology areas. An HCO Bulletin will not be
mailed from Washington to be distributed in London. It will be
found a very much sounder policy is to send an HCO Bulletin COPY to
London. London will cut a stencil and distribute. Thus London
always has its own stencils and Washington has its own stencils. It
is paramount that these stencils be cut and that extra material be
cut since
9
such situations arise as a post being vacated without the person
on that post in a Scientology operation having saved the material
relating to that post. It is up to the HCO office to furnish the
material from HCO Bulletins and other sources. Any Bulletin or
Policy Letter issued by HCO is distributed ONLY to organization
personnel and our field offices; none are to be distributed to
non-organization persons. The contents of these bulletins are
intended for staff and staff should not release the information
outside of staff, without express permission from LRH.
While the speed of handling, which is to say the order of
priority, of messages is very difficult to ascertain and does
depend in the main upon the good judgement of the HCO terminal
itself, it will be observed that the following list of precedences
should be given to communications going through HCO channels. Any
communication labelled "Emergency" should be sent through with
extraordinary speed and care. Anything not so labelled should go
through routine. Packages of financial materials such as cheques
and requests for cheques should be given the next priority. All
green slip messages, which is to say operational messages, should
then be given the next priority. Letters from the field, reports or
data are given the last priority and may even be sent by regular
mail to save postage.
The Colour Flash marking system originated some time ago wherein
green means an operational message, pink means a financial message,
etc., should be very closely followed by the HCO. The neatness and
accuracy of an HCO terminal may very well influence the neatness
and accuracy of administration carried on in a Scientology area and
this at all times must be before the HCO terminal. Priorities of
speed in terms of colour flash would be any green or pink message
marked "Emergency" and then any pink message and then any routine
green message and finally white (which is to say field letters,
etc.) should be given last priority and even sent by regular mail.
Air letters should be used wherever possible.
It is up to the secretary in charge of an HCO office to keep the
premises acceptably neat and orderly at all times since the
appearance of the office is very likely to influence the caller's
opinion of LRH personally, therefore it is highly probable that HCO
offices, as finance accumulates and makes this possible, will
become the better-looking offices of Scientology.
The occupation of spare time by an HCO Secretary should never be a
problem. If she finds herself with spare time, it is only necessary
for her to remember that we are doing an Encyclopedia of Dianetics
and Scientology and we are transcribing many hundreds of hours of
lecture tapes. It is very necessary that these tapes be transcribed
so that they can come out in an eventual Encyclopedia. The
transcription of these tapes is a very careful and painstaking job.
It is necessary that the written script must be understandable,
therefore it is necessary for the HCO Secretary to understand the
material on the tape as she transcribes it on to a typewriter. Such
tapes are available and will be made available and each HCO office
will have a tape recorder with a foot pedal in order to put in such
time. THE CONGRESS OF SCIENTOLOGISTS in Washington, D.C. has this
Encyclopedia as a project. An HCO Secretary can contact Congress of
Scientologists in Washington, D.C., to determine which tapes they
should transcribe - C of S monitors this project. In addition to
this project, there will be other materials to transcribe and a
tape can be sent through by mail containing dispatches which can be
received by an HCO office and the dispatches of that area can be
taken off it directly and emanated into the area.
Tape Transcription post of HCO is to transcribe any and all tapes
given them by LRH - manuscripts, articles, bulletins, letters,
or anything else from LRH.
An HCO office is itself. It is a separate organization from all
Scientology organizations. It works in conjunction and cooperation
with Scientology organizations, but it is itself.
No one in an area in authority in Scientology has any right to
dismiss or change
10
an HCO Secretary or other HCO personnel. This can only be done by
LRH himself. Therefore, an HCO Secretary should not feel any qualms
about remarking on the conduct of an office or its general
appearance or activity. The HCO Secretary is not there as a spy but
is often asked about the state of an operation. She should give a
true and factual, not a coloured, picture of it, but at the same
time, she should not withhold an opinion for fear that it will
influence her own status which it will not.
It is paramount that traffic to LRH be held to a minimum. The
reason for this is that correspondence actually cuts into LRH's
origin time on mss and books. His job is not, first and foremost,
an administrative job in Scientology. Therefore, the HCO of rices
have been created to do this job for him as much as possible in
order to salvage writing and research time. Thus, an HCO office
should feel bound to handle routine or uninteresting material and
to handle it in such a way that it will be in all ways satisfactory
to the people originating it. To waste time and postage on much of
the material which is received at an HCO terminal office is not
included. Therefore, the HCO office should pleasantly acknowledge
communications received which have no particular influence on the
operation and file them without further referral to them than
perhaps a remark in a report to the HCO terminal near which LRH is
that letters from so and so and so were received and acknowledged.
This will do much to cut down weight. In other words, an HCO
terminal has the right to acknowledge and file without forwarding,
at its own discretion. It does not, however, have this right on
green and pink operational messages.
An HCO office must be open during the routine business hours of
the day customary in that area. It must open at a precise time in
the morning, there must be an exact lunch hour which is followed
and it must close officially at a certain time, no matter how long
the HCO personnel stays there in the evening. By keeping regular
office hours it is possible then for an area to be secure in its
ability to contact the HCO terminal. If the HCO cannot be contacted
or if it is sporadically out of communication it will be found that
the area will begin to get a little restive about contacting LRH.
HCO offices doing extra work for the area: It may sometimes be
found feasible to implement the expenses and occupy time in an HCO
office by taking on additional work in an area which is not
immediately concerned to the HCO terminal. However, it will be
considered in a very poor light if this work is undertaken to the
cost of the HCO terminal's actual line of work.
HCO offices should keep painstakingly accurate accounts of petty
cash, postage, receipts and disbursements in general.
HCO offices are always liable in the accounting field to
inspection by the Accountant of any Scientology area.
HCO offices exist to expedite Scientology communications. If they
fail to actually speed the communication line it will be discovered
that they will become by-passed; when they are by-passed an
enturbulence will result. It is, therefore, up to an HCO terminal
to give communications every possible expedition and to reassure
people wondering about this and being anxious about communications
that every means has been taken. HCO offices should have regular
pick-up and delivery schedules to area offices in order to seem
even more stable.
The first principle of an HCO terminal is to be stable. Stability
is built on good scheduling, proper dispatch and relaying of
communications and an orderly set of communication lines. LRH's
reputation is to a marked degree in the hands of HCO terminals.
__
Pertinent to this bulletin, above, is HCO BULLETIN OF 24 JANUARY,
1958, which is being reissued here to bring the two together in one
release.
11
HCO BULLETIN OF 24 JANUARY 1958
(The following is a memorandum issued on March 9, 1953. It is
still appropriate and is reissued here as an HCO Bulletin.)
Subject: Outline of the Activities of the HCO Office of L. Ron
Hubbard.
I maintain a Communications Office which is devoted to specific
interests and which should be used for those interests and which
should not be used for any other purpose by the organization. Its
use for other purposes inhibits the work for which this office was
designed and has a tendency to clog my writing communication line.
Thus, the indulgence of the operation in general is requested so as
to keep this communication center well within its own functions.
The functions of this center are:
1. The receipt and answering of correspondence addressed to
myself, some of which is personal, much of which is to the interest
of the general operation.
2. The answering and delivering of telephone communications
relating specifically to communications addressed to me or
proceeding from me.
3. The typing of manuscripts and investigation material from my
Dimaphon records or personal dictation.
4. Compilation of investigation and case information submitted to
me by auditors.
5. Assistance to the Treasurer in receiving bills and expediting
their payment.
6. The care of social and Governmental matters in which I happen
to be concerned.
7. Maintaining my Comm lines in good order.
Casual communication with this office inhibits its efficiency and
involves it in concerns which inhibit a swift expedition of my
work.
The office is not concerned with the activities of the central
staff beyond acting as a communications relay point from myself to
these operations and from these operations to myself.
This memorandum is issued because various parts of the operation
have involved my office in concerns beyond its scope, the first
effect of which is to cause my correspondence to receive secondary
attention. A secondary concern is involving the office petty cash
and stationery materials with those of the remaining operation
which should have their own, procured by proper vouchers through
proper channels.
I have no feeling about this beyond the attitude I always
exhibit: when my communications lines or any part of them are
challenged, or when personnel who work very close to me have their
time employed on duties which are beyond the immediate scope of my
office.
L. RON HUBBARD
LRH:mld.rs.cden Copyright(~) 1958 by L. Ron Hubbard ALL RIGHTS
RESERVED
12
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 15 NOVEMBER ADO
THE SUBSTANCE AND FIRST DUTY OF HCO
The most important function of HCO in any organization is that
which justifies its existence.
Being the purveyor of ethics, technology and awards, HCO must
then first and foremost of all its duties, be the keeper of every
seal, copyright, trademark, registered mark, master tape, master
book copy, and master bulletin file in the organization.
HCO Secretaries should act at once to take unto themselves and
keep locked secure and not available to anyone else, the seals of
the organization in the area. HCO seals for certificate validation
or sealing are HCO's by right. Organization seals are held by HCO
for the "Secretarial of the Executive Director" of HASI. If HCO
sees or hears of any new seals being made up for whatever purpose,
the order is "seize and ask for instructions later".
None are permitted to use such seals or any seals except HCO.
All this applies now and later. And it will become more important
as time goes on.
Seals, regulation of, permits only legal certificates, documents
and minutes to be sealed.
Similarly, any book on Dianetics and Scientology must be
copyrighted in the name of L. Ron Hubbard and the copyright becomes
the property of HCO. No copyright of anything must ever be
permitted to escape. In the case of its having been done (a book on
the subject copyrighted in the name of someone or something else)
HCO Secretary in the area must request an assignment of copyright
to L. Ron Hubbard from its present owner and must be tireless and
remorseless in getting the copyright, using any available means at
whatever cost.
Similarly any trademark, registered mark, or patent for any sign,
symbol, shield, device or design for Dianetics or Scientology or
their organizations must be secured for HCO. All these are
registered to L. Ron Hubbard and by blanket transfer are the
property of HCO only. The name in which it is done is L. Ron
Hubbard; the owner is then HCO.
In the case of a new symbol, design, shield, device, or name, HCO
registers the mark first and argues afterwards. Don't worry ever
about cost of this. They're priceless to HCO and other people like
to tell HCO it's too much trouble or too expensive, leaving the
matter susceptible to piracy.
Master Tapes, Master Book Copies, Master Bulletin Files are all
the property of HCO. Seize, hold, reissue only when you are sure
you have your master copy and that the inferior copies can be
issued without hurting your file.
HCO Secretaries have in this their first order of action, their
first and continuingly most important duty. The items mentioned
here are even ahead of pay cheque since they are the source of pay
cheques for all.
Register anything, copyright anything, seize anything like this
in the country of the HCO area, entirely independent of any other
or the main HCO office.
13
Only when you have all these do you have an HCO.
Don't let one seal, one copyright, one design, one device, or
even the names Dianetics and Scientology escape you on this. All
the money you need to hire experts, lawyers, artists and pay fees
is yours for the asking from the main office of HCO. Just ask.
What is the first duty of a new HCO Secretary? Seals, copyrights,
marks, tapes, bulletins and books.
What is her chief continuing duty? Seals, copyrights, marks,
tapes, bulletins and books, keeping them registered, registering
any new ones, and using those we have.
What is her substance of office? Seals, copyrights, marks, tapes,
bulletins and books.
What is her authority for being in office? My orders, the seals,
copyrights, marks, tapes, bulletins and books.
She does not copy tapes from tapes or sell books or bulletins.
She is the source of the copy people use to copy or print and use
and sell. She is source in her area.
Given no part of this we have no HCO, no Dianetics, no
Scientology, no clear Earth. All is confusion everywhere. Given it
we have indeed brought order.
Concentrate on doing this. All else that we do then falls into
line. Bring order first to our substance - seals, ethics,
technology and awards. If we don't own it we can't tell anyone
anything. And we do own it. Only we have to collect it.
Our possessions must not be permitted to lie in the rain.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
Extract from:
OPERATIONAL BULLETIN NO. 3
7th November 1955
HUBBARD COMMUNICATIONS OFFICE
The HCO takes over final authority on any certificates to be
issued. The certificates are prepared by the various Scientology
organizations, but they are finalized by the HCO. No other
organization can issue certificates except the HCO.
W. H. Young Chairman
L. RON HUBBARD
(copy HCO, Washington) (11/19/57) bt.rd.jh
14
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1. HCO
POLICY LETTER OF 15 NOVEMBER ADO Issue III
OUTSTANDING COPYRIGHTS AND MARKS
No book issued on Dianetics and Scientology by any other author
than myself has received my permission to copyright in any name but
L. Ron Hubbard. If any book or pamphlet has been so copyrighted or
any design trademarked it is illegal. The holder must be persuaded
to assign or made to assign or sued until assignment is made. We
never close such a case and never falter in expending money to
accomplish this.
A simple request is ordinarily enough.
To leave one copyright outstanding anywhere is unthinkable.
All copyrights are made to L. Ron Hubbard, then after "my demise"
it says in the franchise, to L. Ron Hubbard, Founder. But all
copyrights, marks and rights, by blanket assignment are the
property of and will remain the property of HCO Ltd the main
office. Although the copyright is to L. Ron Hubbard it becomes by
that the property of HCO with no further administrative action by
reason of existing contracts and franchises.
L. RON HUBBARD
LRH:rd Copyright (c) 19 58 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HCO
POLICY LETTER OF 20 JANUARY 1959 Issued at Washington (This is to
correct and replace HCO Policy Letter of January 15, 1959)
All HCO Personnel
All HCO Secretaries:
When in doubt about copyrighting it, copyright it. Copyright and
Trademark
anything and everything.
L. RON HUBBARD
LRH:mp.aap.rd
Copyright (c) 1959
by L. Ron Hubbard [Text of 15 January 1959 read simply,
"When in
ALL RIGHTS RESERVED doubt, copyright 'mark and file'."]
15
HUBBARD COMMUNICATIONS OFFICE LONDON HCO POLICY LETTER OF 15
NOVEMBER ADO Issue II LEGAL AID - HCO
Any HCO Secretary anywhere is fully authorized to incur any
expense to secure or make the seals, file or transfer or assign the
copyrights, trademarks or registered marks of Dianetics and
Scientology, secure a tape library and a master book and bulletin
file and protect and safeguard these.
An HCO Secretary may hire independent of her usual solicitors and
definitely independent of the solicitors of the area organization,
lawyers or attorneys who are experts on copyrights and trademarks
to (1) train her in their use and value and (2) secure them to her
office in execution of this bulletin.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE LONDON
HCO POLICY LETTER OF 22 NOVEMBER 1958 Full distribution Incl. ACC
5th London
OWNER OF MATERIALS THE LEGAL VIEW
The HCO is owner and custodian of all tapes, publications,
bulletins and materials of Scientology.
This material even when sold is still the property as to content
of HCO.
The physical tape, the paper, the covers, the boxes can be sold
but the actual content of the tape or book is basically, by law,
still owned. The fact of buying a book does not transfer data into
other ownership which can then sell it. This is common practice and
law and is necessary to safeguard the ethics of the subject as well
as the trademarks and copyrights. The material does not pass into a
new ownership for resale when a tape or book is sold.
ANNOUNCEMENT OF MATERIAL AVAILABLE
The 5th London ACC tapes and the 5th London ACC Question Periods
tapes will not be pressed, sold or copied for any purpose. They are
retained by HCO for use in teaching ACCs. The reason: Engram
running is not easily taught and general release of data could be
dangerous.
Students, however, are free to use it all they please or "own it"
in a Scientology (not a legal) sense.
Therefore we have students who are experts and can audit the
materials but we do not enfranchise students to teach or release
these 5th London materials.
Instead I am making a series of HPA/HCA lectures in the near
future and putting them on records. ACC students will be free to
buy these and play them to Scientologists.
Dianetics The Modern Science of Mental Health and Science of
Survival are soon to be available in any quantity for anywhere.
Congress Lectures are now on records and are available to all
Scientologists anywhere and it is recommended that these only be
played publicly.
LRH:mp.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
16
HUBBARD COMMUNICATIONS OFFICE WASHINGTON, D.C.
29 November 1958
CONFIDENTIAL MEMO TO HCO SECRETARIES
FUTURE PROGRAMS
HCO will shortly be HCO Ltd. Each HCO will present its area
organization with their exclusive area franchise for use of
materials of Dianetics and Scientology. This will apply in all
sterling areas and U.S.
Book stocks and sales, Congresses and ACCs will be wholly under
HCO super
.
vision.
Reason: These are the hats I myself wear:
1. Enfranchisement of areas (Ethics, Technology, Awards). By
reason of holding all trademarks, registered marks, copyrights,
etc.
2. Book writing, promotion and even manufacturing and sales. (All
this backs up on HCO anyway sooner or later.) Books handled by
Assns are usually a loss anyway. We could be careful and do a win.
3. Congresses. I have to ok them and furnish tapes and appear at
them, so why not supervise them, too.
4. ACCs. I have to plan, oversee, organize and give ACCs, even ok
their quarters, etc. so we have to handle ACCs anyway.
5. Magazines. We have to do everything about a magazine but mail
it. So here is HCO for it again.
6. Legal supervision and Accounting audits.
7. Basic arrangements and policies of organization.
My hats include HCA courses, HPA courses, HGCs, PEs, etc. to a
far lesser extent and these, the highest regularly income items,
are for local area organizations.
HCO is "my personal office" in an area. Therefore, to be real we
have to handle what I have to handle.
Looks like a lot on our plate. But we can speed up and do it.
Maybe when we have some of these things neat, the load can be
shoved off. But right now we are for it.
Therefore, even before I give the official word, HCO Secs had
better give these things their eagle glance and not be taken by
surprise when the orders are issued to land on one or another item
above. I know we can cope.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 20 DECEMBER 1958 HCO Secretarial Letter of 20
December 1958
The HCO Secretary should handle bad clinical results by
recommending to the organization the following:
1. Better discipline of Director of Processing and auditors,
Auditor's Code compliance, HGC regimen followed.
2. Put poorer auditors on repetitive command processes only.
3. Put poorer auditors on processes which patch up ARC breaks as
fast as they happen. (Factual Havingness; "Recall an ARC Break".)
L. RON HUBBARD
LRH:rd Copyright(~) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
18
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 2 JANUARY 1959
HCO OFFICE DESIGNATIONS AND PERSONNEL
There are three types of HCO offices. These are 1 ) Worldwide, 2)
Continental and 3) Area.
In London all three office types exist. In Washington and
Melbourne, Continental and Area offices exist together. Where there
is no Continental office only an Area office exists.
Definitions:
WORLDWIDE (WOO) - The central office of HCO for this Planet.
All accounting reports, copyright files, book inventory reports,
authority for book printing and shipment, scheduling of ACCs and
Congresses, appointment of Continental and Area personnel, issuance
of all policy letters, issuance of book MSS, HCO Bs, PABs, Magazine
materials, tape transcription, etc are done from HCO WW. The
general management of HCOs is done by me from London even when I am
elsewhere than London. The master library of tapes, books,
copyrights, MSS, are all in London. All routine reports, finance,
requests for books, requests for policy, should be made to London.
HCO WW has as allowed personnel HCO Executive Sec World, HCO
Communicator World, Magazines and PABs World, Tape Transcription W.
Tape Library W. HCO Board of Review W. Book Administrator W. HCO
Steno W. plus other personnel as needful.
Definition: HCO CONTINENTAL OFFICE: The central HCO office for
one or more continents or islands. It handles books, tapes, lecture
records, a magazine and other functions for a continent. Its main
order of businesss is the sale and inventory of books in any given
large geographical area and the publishing of a specific magazine
for that geographical area and general supervision of it. A
Continental office handles the traffic of a continent in terms of
dissemination and coordinates HCO Area of rices in its zone. It
carries on my function of dissemination on a continental basis. It
also handles ACCs and special events for that continent.
An HCO Continental office personnel consists of an HCO Executive
Secretary Continental, an HCO Communicator C, a Magazine make-up
personnel C, a Book Administrator C, one or more shipping clerks C,
one or more file clerks or stenos C.
Definition: An HCO AREA OFFICE is that office that cares for a
Central Organization in terms of preserving its form and structure,
taking care of its ethics, technology and awards (certificates). It
carries on my function of preserving and managing Central
Organizations. It is for one Central Organization and makes sure
that policies and programs are carried out, that good processing
and training are given, that people who are trained get examined
and certified. It administers justice. It helps care for special
events such as ACCs and Congresses given in its area. It sells
books only through the local Central Organization.
Its personnel consists of an HCO Secretary, Area, and HCO
Communicator Area, an HCO Steno Area who is also Secretarial
Executive (or governing) Director, Area, an HCO Board of Review
part or full time. It adds clerks and stenos as needful.
You can see by this that there are three distinct sets of HCO
lines, all of them important, all distinct.
19
Of course in early stages an office doubles up on its hats. HCO
Continental and HCO Area may be the same office with the same
people - but sooner or later, as traffic rises, the overburden
of work starts swamping everyone. Then one should realize the wide
difference between an HCO Area office and an HCO Continental
office. HCC Area cares for a Central Organization. HCO Continental
publishes a magazine and sell< books and handles special events
for a continent.
There are two types of lines here. They are internal and
external. Anything inside a Central Organization is internal.
Anything flying about amongst HCO offices only i; external
The principle in staffing in HCO is this: Have a hat for every
post involved regardless of the number of bodies. When a person
gets overloaded, get in somebody to wear a part of the hats that
post held.
For instance an HCO Continental office and an HCO Area office is
running with the same people wearing both hats. Soon someone sees
the local Central Organization is being neglected. Then it's time
to get an HCO Area Sec and pass the police of the local
organization and Secretarial Executive Director under her. Magazine
make-up, general supervision, special events, are retained by HCO
Continental Exec Sec. Then as load increases get an HCO Steno, give
her Sec'1 Executive Director under HCO Area Sec and catch up the
files and help the Communicator. Learn to put new personnel under
the hats where they are needed and before everybody collapses from
overwork.
The problem of my own traffic when I am in a Continental office
is handled by airmailing all bulletins and policies and MSS I write
straight to London for reissue there. Thus my presence does not
mean expanding an office beyond its normal complement or
contracting London when I leave. This is a set pattern wherever I
am.
Area HCO Offices are not necessarily dominated by Continental
offices. Chain of command is from London WW to Area offices with
Continental HCO always informed. This is done to speed comms.
London mails bulletins, etc direct to area offices and also to
continental. Magazine articles can go to Continental offices only.
A Continental and the WW office do not need to be inside the
building of a Central Organization. On the other hand an HCO Area
office must be in the same premises as a Central Organization to
help or function at all. Therefore when a Central Organization is
space starved, HCO, funds permitting, should rent other space for
Continental and book- storage and shipping if in the same town.
All Central Organization org boards should include the Area HCO
office up in the right-hand corner with dotted liaison to the Asst,
Assn or Org Sec of the Central Org. Another board near the Central
Org's board should carry the org chart of HCO Continental and HCO
W. This is in any Area office.
HCO is a wholly practical organization, grown out of my own
functions. To bring order it itself must be orderly. Its comm lines
must be very precise in order for them to have impact. I think you
will find on study that HCO office types as designated here will
tend to speed the comm of Scientology around the world with a
minimum of difficulty.
L. RON HUBBARD
LRH:mp.gh.cden
20
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 JANUARY 1959 Issued at Washington
(Re-issued at Saint Hill 20 October 1959)
HCO Area Secs HCO AREA SECRETARY MATERIAL
Advisory Duties to a Central Organisation
PURPOSE: To ensure the survival of a Central Organization by
assisting it to render sincere, effective service in the fields of
policy, ethics, technology and awards; and to assist LRH to wear
his hats in this regard.
A major part of the duties of an HCO Area Sec consists of
supplying a Central Organization with services as follows:
POLICY
There are definite and well-considered policies which make up the
structure and hats of a Central Organization. These are all issued
as Directives. These have the approval of boards in the field of
management. They are the hats of staff members in a Central
Organization. They appear today as Secretarial to the Executive
Director's.
All confusion generated in a Central Org stems from five sources:
1. Failure of a staff member to know his hat and perform his
duties thereby.
2. Inability of a staff member to do his job.
3. Public confusions about the Central Organization.
4. Lack of written policy.
5. Lack of funds.
All of these in the above order of importance, are the concern of
the HCO Secretary where her zone of action is the Central
Organization.
Each of the above categories is headed emergency when it goes
wrong.
HOW TO PUT ON A HAT
The work of the Org Sec or Assoc Sec and Department Heads is to
get people to get the work done. Actual work performance, personnel
and issuing orders belong to these only, not to HCO.
The complete limit of an HCO Area Sec. in the matter of policy,
until categories 2, 3, 4 and 5 are clearly observed, consists of
the following:
Hat Drill:
(a) Call in a staff member having him bring his hat
(b) Open the hat and read a few lines silently (c) Ask the staff
member to directly quote the substance read
(d) Should the staff member be unable to quote the substance,
return the hat with calm advice to study it; or
(e) Should the staff member know his hat, thank him.
The above is the total drill. STABLE DATUM: When order is
entered, confusion blows off. Therefore, never Q and A with, agree
with, be amused about and try to answer confusion. A staff member
knows his hat or he doesn't. If he does there's no confusion.
That's it.
If the above is done with dignity as often as necessary or after
hats change, it will prove to be enormously helpful to the Org Sec.
Assoc Sec. or Dept Head. They can get the work done. They always
fail to get the hats understood.
The HCO Area Sec is not the manager. In doing the above she does
all I ever do in educating people in their jobs. I just keep
pointing out the existence of order and know-how. I never Q and A
with confusion. I never agree with it. I never explain. I only
point out the orderliness of things and staff members eventually
learn their posts and do their jobs well.
Serious complications, ARC breaks, more confusion than can easily
be handled can easily be generated by doing more than the above
steps.
21
When step 2 above is clearly the case then the HCO Area Sec
advises the Org Sec or Assoc Sec or Department Head, never the
staff member. If no heed is taken the HCO Area Sec then dispatches
me the full particulars.
If a hat doesn't exist or new hats are needed, that's the time to
yell for the Marines, namely me. But mere confusion is no reason to
yell. Don't expect me to furnish extraordinary solutions. I have
already furnished simple ones. All confusion stems from 1, 2, 3, 4
and 5 above - but mainly 1 and 2.
Don't ever act embarrassed or fool about in doing this drill.
It's an auditing job'
That's all there is to policy except this: STABLE DATUM: When
this action is unpopular with a staff member and covert criticism
of HCO results, that staff member is an unwilling person and cannot
take orders of any kind. Removal of this by auditing or dismissal
will make a better organization. That has been proven many times
and is no HCO defence mechanism.
ETHICS
The HCO Sec sees that the Code of a Scientologist, the Auditor's
Code, and the Instructor's Code are known and used at all times by
auditors and instructors and that the Code of a Scientologist is
followed strictly by the Central Org in its service of the field
and public. Aesthetics go with ethics and are a concern of HCO in
all presentations, buildings, stationery, shows, books, dress.
Scientology must look good, its tapes must sound good.
TECHNOLOGY
The HCO Area Sec provides the Central Organization with all
needful technology, bulletins, tapes, records, books (for library)
and data so that the Central Org can give the highest quality of
service.
That HGC Auditors use allowed processes well and with the best
presentation is a primary concern of HCO. The HCO Area Sec sees to
this personally and consistently.
That students are instructed properly and in accordance with
standard processes, and that LRH tape or records are played on
every course is of primary importance to HCO. The HCO Area Sec sees
to this personally and consistently.
Technology given in public lectures and performances must be
standard and this is of deep concern to HCO when it is not.
The HCO Sec is the Custodian of Technology in any Central
Organization. AWARDS
Certificates and Clear Bracelets are the concern of the HCO Sec.
To assist her in this she has the HCO Board of Review and bulletins
about it.
Slow issue of certificates when earned, confused service on the
Extension Course are guarded against and remedied by the HCO Sec.
That certificates mean competence is of primary concern to HCO.
OTHER DUTIES
The HCO Sec has other duties and spheres of interest. Copyrights,
accounting, safeguard of a franchise for HCO and Secretarial to the
Executive Director summarize these but these are all the subject of
later hat editions, or earlier bulletins.
One final duty cannot be minimized in this regard - MEND ALL
ARC BREAKS WITH HCO AND LRH WITH TR5N.
L. RON HUBBARD
LRH:js.rd Copyright 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
22
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 14 MAY 1959
Convert to local Sec'l
HUBBARD COMMUNICATIONS OFFICE
The purpose of the HCO offices is to act as stable terminals to
an organization in any given area so as to provide immediate
administrative assistance to LRH when in that area and
communications from operations to him and from him when he is not.
The HCO is, in essence, a stable point to which can be
communicated communications and difficulties in any area and these
communications are forwarded to the proper terminals in the
organization, or an analysis is made of the difficulty and
communicated to another HCO terminal for clarification there. In
addition to that, LRH may require reports on or about a given area
and it is up to the HCO office to supply this information.
In use as a communication system from one area to another or from
an area to LRH, the following procedure must be followed: The area
must be instructed that any communications to any other Scientology
area or to LRH must be forwarded through the HCO office. In this
sense the HCO office in any area is a message center receiving from
any other area and emanating to any other area in this network.
Furthermore, the HCO receives materials from other areas and
communicates these in their own area directly.
For example-A Director of Training dispatch which originates with
the Dir of Training London: It passes from the D of T London to HCO
London across the Atlantic to HCO Washington, and to D of T.
Washington. This same procedure would be followed from Washington.
D of T. Wash, originates communication. It goes to HCO Wash, then
crosses over to HCO London, and HCO London passes it on to D of T
London.
HCO also acts as a preparation and distribution area of HCO
Bulletins. These are Bulletins or instructions to operations in
general, to staff auditors, and to other things very intimate in
the Scientology areas.
Casual communication with this office inhibits its efficiency and
involves it in concerns which inhibit a swift expedition of my
work.
L. RON HUBBARD
LRH:gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
23
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 1 MARCH 1959 Issued in Washington
HCO Personnel Assoc Sec London
FORBIDDEN HCO ACTIVITIES
No HCO or HCO Sec. full or part time, may do the administrative
work of a Central Org or its personnel.
This means also that no HCO Sec may do letters, correspondence,
filing, reception, mailing, phoning for an Assoc Sec. Org Sec or
Dept Head.
This is so forbidden that entrance upon these activities or
permitting a Central Org Head or Officer to use HCO for secretarial
actions can cause the immediate dismissal of an HCO Sec or
Personnel.
When such use of HCO has been allowed, chaos has resulted and the
HCO office has become nullified and my lines cut. Therefore, it is
looked upon in a very serious light.
L. RON HUBBARD
LRH:mp.rd 13.3.59
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO
POLICY LETTER OF 29 MAY 1959
TECHNOLOGY
It has come to attention that from time to time various written
articles and technical bulletins have been copied for various
purposes in a somewhat alter-iced manner and no data source (name)
included.
This is strictly forbidden as all HCO Bulletins as well as other
materials are copyright LRH.
HCO should always "capture" any such random technical material
and forbid its issuance.
In future to help prevent such occurrences and as
non-enfranchised auditors will be receiving some HCO
Bulletins - all HCO Bulletins should contain a copyright notice
as per books.
Rhona Swinburne
HCO Secretary WW
LRH:rs.rd for
Copyright(~) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
24
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 NOVEMBER 1962 (Reissued from HCO
Policy Letter of June 4, 1959)
CenOCon
INSTRUCTIONS TO ATTORNEY OR SOLICITORS
HCO AREA SEC ENFORCE
It is my prerogative to instruct attorneys, lawyers, barristers
and solicitors and to hold correspondence and conferences with them
and to advise them.
PENALTY
Any Scientology Organization personnel seeking advices from
attorneys, etc., without obtaining permission from me or passing
them through me, shall be subject to loss of 50% of units each week
for 10 weeks.
REASON
No attorney or solicitor has materially assisted us when not
instructed by me and money has been lost and organizations damaged
by approaching attorneys or solicitors without authorization on
behalf of the organization.
DEPUTY PERMISSION
In my absence only a member of the International Council or his
deputy may approach attorneys or solicitors and either myself or
the International Chairman must be fully informed before any action
of importance may be undertaken.
L. RON HUBBARD
LRH:dr.rd Copyright(; 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
25
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO
POLICY LETTER OF 10 AUGUST 1959
HCO PERSONNEL ONLY
DATA REQUIRED AS REPORTS FROM HCO SECS
The first interest regardless of emergencies is promotion and
dissemination. This means that the most important report is whether
or not the magazine is going out on schedule and whether or not PrR
is functioning alertly. These are continuing reports of continuous
interest.
The second interest is financial that being the most direct index
of whether or not the promotion is reaching people and what mark we
are making in the society. Weekly reports of income must come
through to HCO from Accounts and through to me. In addition there
is a Registrar's financial report on the number of sign-ups there
have been in the week.
Of third interest is the effectiveness of the service being given
and the quality of that service in terms of training and
processing.
After that comes the general state of the Org departments
beginning first with finance as to whether or not it is coping and
whether or not statements are going out monthly and whether or not
there is a complete statements book and a complete current bills
book. The exact items mentioned for Accounts are quite important. I
know at once if the statements aren't going out that Accts is
running a can't have on the Organization and I know if there is no
complete statements book there is no accurate issue of statements,
causing ARC breaks. Further if there is no current bills book then
it is obvious that soon we will have some big financial crisis to
handle on HCO lines. The source of the majority of HCO Central
Organizations emergency despatches is financial. Further, the
greatest number of cans dropped by Central Organizations occur in
the finance department or through lack of financial planning.
The Department of next interest is training. If there are very
few students we know that the training is very bad. The quality of
training has been directly reflected in the number of students
present for the last seven years.
Then comes the HGC with the burning question of "Are they making
any clears? And if not, why not?"
Then, but not necessarily in order of importance since it
influences the whole health of the Organization, is the PE
Foundation. A full PE Foundation means a healthy future survival. A
thin PE means a lousy PE Director and poor administration and
public presence.
Next there is the matter of programs. Are the programs being
carried out or aren't they, or of course are there any?
After that is Materiel and the burning question here is: First:
Are the quarters clean? and Second: Are they holding down expenses?
Two organizations are being all but wiped out by bad spending by
the Dir of Mat.
Next there is the state of any books sales. This again is an
index of reach and a bad answer up on order filling costs us many
gains.
26
Then comes CF. If CF is good we have got the data on the people
with whom we are working and if it isn't good we'll flop.
Then there is Address. A good efficient Address set up means that
we'll be able to locate people. If the Address set up isn't good,
what use promotion, for where are the people?
After all these come staff morale and other sections and
activities.
What I have listed here is the way to put a finger on the pulse
of any Scientology Organization. Starting at the top if we drop
these people out of the line up as effective operating units in the
Organizations, then we've had it. There are people around who would
tell you that there are a lot of things more important than these
things. But in fact, there aren't.
Under programs of special nature as above, second only to
promotion and dissemination activities, is the question of staff
co-audit success. We'll be as successful as we are clear. There are
three major buttons to be run out of all Scientologists to make us
brilliantly successful everywhere. There are first victim, second
money and the third will be given out in due course. Each of these
should be run on a comm process with the terminal generalized. When
these are fully flat throughout our Organizations you will see us
soaring to success without any quibbles on the line. Naturally, we
want all Scientologists to get these flat but Central Organizations
come first on the line up.
The gist of this problem is this: By sheer hope and force of
personality a few of us are overcoming the collective banks of
everyone in Scientology that is idle or going back against us in
his or her activities. When the energy and comm we are expending
doing just this can be released broadly into dissemination we'll
take this planet and achieve our goals with ease. So this special
program always requires special mention.
Few reports are ever required on HCO since HCO people are already
selected out for zing and I have every confidence that HCO will
make it. In HCO I mainly want personnel changes to keep the rosters
straight. And finance coming through routinely to grease the wheels
of the fighting line.
This then is a general rundown on the reports that I want here at
Saint Hill from HCO offices in Central Orgs. I want HCO to keep its
finger on Central Org pulse and keep it going somehow no matter how
until we're thoroughly ahead everywhere.
Best, RON
LRH:mc.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
27
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 AUGUST 1959
Ltd - HCO Secs Only
REPORTS REQUIRED FROM HCO SECRETARIES
Following on the Special Telex bulletin which was sent to HCO
Secretaries by LRH on August 8, 1959, here is a shortened
questionnaire which HCO Secretaries can use to ensure that they are
checking on all the data required, in this report. It is suggested
that the HCO Secretary should at least once in the week, inspect
some part of the whole picture as outlined below:
FIRST Promotion and Dissemination
Magazine going out on schedule? Dir PrR functioning alertly?
SECOND Financial
Weekly reports from Accounts coming to HCO every week? and sent
through to LRH? Registrars weekly report on number of signups?
THIRD Effectiveness of Service
Quality of training and processing?
FOURTH General state of OrgDepts:
Finance
Statements going out monthly?
Statements book up to date?
Current bills book up to date?
Training
Number of students?
Quality of training?
PE Foundation
Numbers?
Quality?
Materiel
Quarters clean?
Holding down expenses?
Books
Book orders coming in?
Book orders being filled?
C/F
Have they got the data we want in the files?
Filing up to date?
New names quickly in the files?
Address
Is set-up geared to help promotion?
General efficiency?
Special Programs
Staff co-audit?
Staff being used for optimum efficiency?
Other programs?
PH:brb.cden Peter Hemery
Copyright (c) 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
28
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 AUGUST 1959 (Addition to HCO Policy
Letter of August 10, 1959)
Ltd HCO Secs only
REPORTS REQUIRED FROM HCO SECRETARIES
It should be noted that the headings listed in HCO Policy Letter
of August 10, 1959 are in order of importance. That is to say:
Promotion and Dissemination come first in importance, then
Financial, then Effectiveness of Service, and lastly the General
State of the Organization Departments and Special Programs.
PH:brb.rd
Copyright(~) 1959 Peter Hemery
by L. Ron Hubbard HCO Communicator WW
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 OCTOBER 1959
HCO ORDER OF IMPORTANCE OF ACTIONS
The following actions of HCO are in the order of importance:
1. Speed up communication at all relay points.
2. Analyze and report on Central Orgs.
3. Promote and Disseminate.
1. HCO is basically a communication organization and no HCO
personnel are outside this fact. HCO puts in comm systems and takes
the lag out of them. This is done by designing adequate systems and
taking the lag out of relay points. In HCO, if it's comm, do it
now.
2. HCO exists as an exterior view to Central Orgs and, by knowing
more about how a Central Org should run and by seeing its
difficulties better than people more involved, analyzes Central
Orgs and finds solutions to any and all of the great number of
Central Org problems. HCO is never run by a Central Org as that
would destroy its function as outlined herein.
3. HCO is Central Orgs' future. They almost never handle future
in a Central Org. That's giving "future" to HCO.
HCO handles future by suggested and executed promotion. HCO gets
the books out-its first promotional function. It gets the magazine
out. It plans, it executes promotional stunts. HCO is the book
seller, the advertising agency and the public relations department
all in one. All these are future things. When they are not done
Central Org, living in the present, goes downhill. It's up to HCO
to keep Scientology promoted and going uphill, foreseeing the tough
spots and getting
over them to bring the Central Org to eventual victory.
LRH:js.rd
Copyright(~) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
29
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 19 MARCH 1960
CenOCon
ORG BOARD
The following Hat additions have been approved:
HCO SEC HAT - PERIODIC DUTY
An HCO Sec should occasionally get the Central Org Dept Heads and
Org Secs together for a Tour of the Organization Board. This is to
make all posts more real, to give live communication on the
subject, answer any questions and in general make the Org more real
by making the posts and who occupies them, and post purposes, more
real.
HCO Sec would start at the top of the Board, pointing out the
purpose of the Org. Then calling attention to the Bd of Directors.
Then the Executive Director and his purpose, and so on down the
Board, explaining what each post is for (its purpose), which dept
it comes under, and who is currently occupying it. He would point
out each and every post listed on the Board. He would answer any
questions concerning the entire Board and clear up any
misunderstandings which might exist. He would continue to do this
periodically as he saw fit. (Whenever a staff member is moved up
into a Dept Head position the HCO Sec would take him to the Org Ed
and make certain the Dept Head knew it thoroughly.)
FOR ALL DEPT HEAD HATS
Whenever a new person comes on staff and is placed in your
Department, as soon as you have him on his post and he is squared
away in his job, take him to the Org Board, and go over it
thoroughly with him, explaining the various posts in the Org and
their purposes. The purpose of this is (1) to remove any confusions
the new staff member may have regarding names of posts, their
particular purpose and who occupies Org posts, and (2) to make the
Org immediately more real to him. The Dept Head answers any
questions the new staff member has regarding hats or posts or
anything shown on the Org Board.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:js.gh.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
30
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 NOVEMBER 1960
CenOCon
HCO AREA SECRETARY HAT ADDITION
It is the responsibility of the HCO Area Secretary to ensure that
Executives who are consistently giving out orders and possibly
taking action of a punitive nature do not get stuck on an outflow.
That is to say - through pulling some overts as part of
necessary duties an Executive by not getting these cleared or
confronted goes onto a compulsive run of averts which are quite
unnecessary against the Organization and staff members.
The action of the HCO Area Secretary would be to make sure that
timely assistance [is given] in the way of auditing - perhaps
some scheme whereby the Executive concerned receives 2 hours a day
for a period, the auditing to be mainly concerned with the clearing
up of ARC breaks, PTPs and O/Ws on Organization Personnel.
L. RON HUBBARD
LRH:js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
31
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East
Grinstead,Sussex HCO POLICY LETTER OF 9 JANUARY 1961
All Personnel in HCOs and Cen Orgs Hat check on HCO Personnel.
- Urgent - With the advent of HCO Ltd the following is in
immediate effect, even before HCO Ltd is qualified in your area.
DUTIES OF HCO
To establish the new world wide expansion of Scientology, our
first order of business, having resolved technical and
dissemination, is to bring about even more effective HCOs.
The following will remain stable as to duties and policies of
HCO.
The first action in bringing order to an area is to establish
order in HCO so that HCO can establish order.
The duties and policies of HCO are as follows:
Make Ron's postulates stick.
Bring Order.
Concentrate on posts, lines and flow particles not personalities.
When a Central Org staff member must have auditing before he can
perform his duties, relegate the matter to the D of P.
HCO DUTY IMPORTANCES
The following actions of HCO are the actions: of HCO in the
following order of importance.
A. COMMUNICATION B. COLLECTION C. TECHNICAL D. ADMINISTRATION E.
DISSEMINATION, BROAD F. ETHICS
G. CERTIFICATES AND AWARDS.
Under these sub heads we get all the actions of HCO.
A. Communication: The first action of HCO is Communication.
Before anything else is done Communicate and take care of
communications. Then do other things. Communication has priority
over all other actions. HCO is first a Communication Office and
then other things. HCO is my Comm Centre in a Central Org. My comms
have priority over all other comms. HCO relays them, deletes
backflash and keeps me informed.
32
The good order of Central Org Comm lines is also the business of
HCO.
The primary comm line to the public is handled by HCO.
B. Collection: The second most important action of HCO is my
collections both for its survival, for my research and for our
survival.
HCO must be solvent. Even if a Central Org is teetering, HCO must
remain solvent with money in the bank. Otherwise, who is to handle
emergency if a Central Org slips?
For ages, Central Orgs thought they could survive only if they
absorbed my book money, royalties and special events. When these
were taken away by HCO Central Orgs began to gain some self
respect. No Central Org now needs any part of them. Before they pay
the light bill they pay HCO.
HCO must have a creditor folder in a Central Org's bill file with
all it owes me or HCO in it.
HCO must keep its accounts and stay solvent. Otherwise my
terminal might vanish and the area could collapse, according to
long experience.
Give to HCO what is Ron's
HCO WW owns all HCO bank accounts and may draw them down at will.
There is no percentile arrangement between an HCO and HCO WW.
If an HCO has the money it should have I can operate in an area.
If it doesn't I tend to stay away as it means other areas must bear
the expense of a low HCO.
HCO's Accounts must always be capable of being summarized by an
accountant.
I must always have a signature on all HCO accounts.
C. Technical: HCO is the technical repository and library of an
area. Its bulletin files, tape library, book section and policy
letters must form a complete knowledge of Scientology and
administration, available to itself, the Central Org and
Scientology personnel. This library must be so composed as not to
lose its bits and so as to be able to issue HCO Bulletins and
Policy Letters with ease always retaining a master copy.
HCO must make sure technology in use is understood by all
technical personnel - executives, auditors and instructors. This
is done by "hat checking" them on vital HCO Bulletins signed by me.
The foremost hat of any Scientologist is the hat of a
Scientologist. HCO makes sure it is worn technically. After all, in
November of 1960 we finally ceased to grope on any technical
matter. We now know we know. It's time all Scientologists, old or
new, got that idea too.
The first and most fatal breakdown in any area is technical. When
technical goes, all else goes. New good personnel - the new
executives - surety by registration people-auditor
morale - student confidence - income - all these things
fall if technical fails. All these things happen if technical stays
up.
I said in 1950, "it would go as far as it works". Now it's
working. It will go as far as it is supervised and checked.
HCO guarantees technical excellence by technical hat checking
Central Org people.
Do it and win. Keep the library and win. Hold the technical fort
and win against the lot. Our ammunition is know-how. Fire it and
replenish the magazine.
33
D. Administration: The Administrative pattern of a Central Org is
known to us and is a perfection drill.
If all Central Orgs have the same pattern and reports, I can
administer Scientology and it can grow. If they're all different or
if one fumbles, my task becomes heroic.
The pattern of the posts, lines, terminals, actions and reports
of a Central Org are becoming an exact pattern.
This pattern must be hat-checked into solid existence by HCO.
D. Security: Under Administrative excellence comes security. When
security fails we know administration ceases.
Security checking is part of administration.
This is not a moral problem. It is one of getting the job done.
When Security fails we get Dev-T, unrest and emergencies on the
Admin lines.
We care not for the personality of the man or girl on the post.
What we care about is the post, its particles and flows. Face the
post, not the personality. If the personality fails, send it to the
D of P and keep the post functioning. It's kinder on the
personality.
E. Dissemination: Broad, mass dissemination (mags, books, ads) is
the province of HCO. Individual dissemination to individuals is the
province of the Central Org.
HCO sets the quality. The literature, the sound of tapes, the
excellence of the broad appeal is all the province of HCO.
F. Ethics: Field and Org ethics and methods of enforcement are a
minor function of HCO. It must be done but is not the end-all that
the medics made it. We shall soon see every Scientologist state
licensed, I hope. That, with us running it, will make this job
easy. Meanwhile - cope. After ABCD and E are done.
G. Certificates and Awards: These are issued promptly and, on
merit, by HCO.
Please know the above, HCO and get the picture in perspective. It
will be easier. Thank you.
L. RON HUBBARD
LRH:js.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
34
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 JANUARY 1961
Assn Secs HCO Secs
SPHERES OF INFLUENCE
There is no reason for conflicts amongst HCO Offices and HASIs.
If the functions of organizations and hats are well understood,
there is no reason for confusion.
An HCO Continental Office has these basic functions: To broadly
disseminate Scientology to masses of people not connected or not
yet connected with Scientology. This is done by magazines and
preparing proper literature.
Continental legal representative for Scientology is an HCO
National function.
Broadly, the technology and dissemination of Scientology and its
awards and good name are an HCO Continental function.
Supervision of all HCO Offices on the continent and their
activities is an HCO Continental activity.
An HCO Continental Office does not pin down on one Central
Organization to the exclusion of broad dissemination and the
conduct of other HCO Offices.
An HCO Area Office has in its keeping the library of Scientology
Information for the use of the Central Org to which it is attached.
It takes care of collections. It makes sure that HCO Bulletins and
HCO Policy Letters are read and understood by the Central Org and
its personnel. It keeps the Org Board. (There is no change here
from the HCO Policy Letter that recently laid down the duties of an
HCO Area Office.) It can security check any Scientologist or
Central Org personnel.
An HCO Area Office does not run the Central Org or hire or fire
its personnel but in case of emergency and in the absence of
competent Central Org personnel may find it necessary to take
charge temporarily. This has happened now and again in the past.
The Association Secretary or Organization Secretary has full
authority over his or her organization and personnel. It is his or
her task to cope when policy does not exist, to hold the form of
the organization, to keep it busy and prosperous and its morale
high.
In times of expansion I find it necessary, as Executive Director
of a Central Org, to shift its form and activities toward a greater
reality. At such times my orders are relayed through the Comm Lines
of HCO or, in rare cases, directly to the Assn (or Org) Secretary
or the Organization's personnel. I try to stay on command lines but
I sometimes have to have data from staff members directly. I always
try to info the Association Secretary when this happens. A by-pass
of this character happens usually in times when command lines have
broken or when emergencies of magnitude threaten an Org's existence
or when I am hunting for new Org patterns that will work.
In short, an HCO Continental Secretary is supposed to see that
more people hear about Scientology on a mass basis - that better
handouts and write-ups exist, that Scientology stays firm on that
continent or part of the world and that HCO Area Offices function
well with well-staffed personnel.
35
An HCO Area Secretary is supposed to see that technology stays
high, that awards are issued properly, that people in Central Orgs
know their HCO Bulletins and HCO Policy Letters and that the Org
Board stays straight and that Communication first and foremost
occurs and that HCO remains solvent.
On most Continents or in large areas the HCO Continental and the
HCO Area Office of a Central Org are together. This makes for
confusion, perhaps, but for the time being, is an economic measure.
But although they double up personnel they should not be too
duplicative in their duties. HCO Area rates its own office, even if
it's small, its own access to files and facilities. As things
expand, HCO Continental should establish separate quarters as
feasible economically, but that's mostly future and depends on
Central Orgs really making money.
This HCO Policy Letter is not laying down policy, it is only
seeking to clarify functions. None of it has any force of law, it
only seeks to promote a good understanding at a time when expansion
heightens confusions and at times even tempers.
It is my task to establish a new form for Central Orgs. It is the
HCO Secretary's task to make it understood and to make sure it
takes form in fact. It is the Association (or Organization)
Secretary's task to cope if necessary, to make the Org and its
personnel get the job done and to run the whole service activity of
Scientology, and to keep up staff morale. It's the HCO Continental
Secretary's task to make more people hear about Scientology, to
guarantee the quality of presentation, to make sure HCO Area
Offices are effective, to conduct special events and, of course, as
in the case of all HCO Offices, to make my postulates stick.
If we do just these things we can expand with a minimum of strain
and a maximum of effectiveness.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
36
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 FEBRUARY 1961
Cen Orgs Copy for each Staff Hat Not for Franchise
THE PATTERN OF A CENTRAL ORGANIZATION
HCO AREA OFFICE
An HCO Area Office is attached to each Central Organization.
It expedites internal and external communications and in
particular communications to and from HCO WW and myself.
As part of communications supervision it hat checks into
existence with staff members HCO Bulletins, HCO Policy Letters and
other official releases.
It issues and keeps to date the organization hats. HCO Area keeps
the Org Board.
Fundamentally it is also a library of technical and
administrative data consisting of books, mimeos, tapes and general
know-how.
HCO Area has the power to take action to maintain a high
technical level, a good administrative form in the organization and
to security check personnel.
It examines students and issues certificates through its HCO
Board of Review.
Mainly through the HCO Continental of a continent it reaches
broad masses of the public where a Central Organization reaches
individual members of the public.
The whole activity of an HCO Area Office is Communication,
Collection, Local Book Sales, Technical Level, Administrative Form,
Ethics, Certificates and Awards. To this, through HCO Continental,
is added broad promotion and dissemination such as public book
sales, the magazine, ads and special events.
L. RON HUBBARD
LRH: eden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 14 February 1961. A complete copy is in
Volume 7, page 147.1 37
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 FEBRUARY 1961
CenOCon
HCO CONTINENTAL
The duties and activities of HCO Continental are generally
defined as helping me wear my hat in the Continental Area.
To fully understand the duties of HCO Continental one has to
understand what I do or would do and then see that it is done.
First would be the general, mass dissemination of Scientology by
books, magazines, tapes, etc and Special Events such as Congresses.
Second would be ethics, certificates and awards which would
include justice.
Third, but not in order of importance, would be technical
excellence and results in processing.
Fourth would be the good functioning of all HCO Area Offices in a
Continental Area, their personnel and finance problems and seeing
that they do their job as outlined in a recent HCO Bulletin.
Fifth would be the preservation and form of Central Organizations
and their income and survival, particularly during a State of
Emergency (HCO Policy Letter of February 17, 1961, Issue II).
Sixth and throughout would be action as a personal secretary or
personal secretarial functions to myself.
Seventh would be handling franchise holders and field auditors.
Eighth would be legal activities.
In short, Continental is an extended arm of HCO WW and maintains
my presence and action in a Continental Area.
Just as my own hats are generalized and at times nebulous, so are
HCO Continental's duties.
HCO Continental is governed by the maxims - Make Ron's
postulates stick - Keep Comm going - help Ron wear his hats.
L. RON HUBBARD
LRH :aec.js. eden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
38
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 FEBRUARY 1961 Issue II
CenOCon
STATE OF EMERGENCY
In HCO Continental in particular and in HCO Areas, no management
actions are undertaken toward a Central Organization (except for
hat checks and other routine duties as covered in the Actions of
HCO Area Offices) unless there exists a State of Emergency.
If a state of emergency exists in a Central Organization, HCO
must assume that management has already to some degree failed to:
(a) Follow the form of a Central Organization (b) Put standard
policies into action (c) Show initiative, or (d) Put properly
qualified personnel on post
and HCO must pitch in and act to help the Assn Sec with or
without his or her approval.
The indication of a state of emergency can be read beforehand
from an O.I.C. board, being forecast by red lines in three or more
graphs, or by three red lines on one graph. If management has
tolerated this without action when one red line occurred a state of
emergency has already begun when it reaches three, since this is
patently one or a dozen dropped balls. The organization can be
assumed to be out of control.
I almost never directly interfere with the running of a Central
Organization beyond okaying Executives and Assoc Secs, codifying
tested patterns of operation and furnishing policies based on
existing experience. However, when a Central Organization shows
signs of failing, I have to step in.
It is not a good thing to have to step in suddenly. It is always
attended by swift action because I never step in unless an
emergency already exists and in an emergency one has to act fast.
Fast action is seldom attended by smoothness. But in the various
emergencies which have occurred in the past when I had to step in,
the Organization was enabled to survive.
HCO Area, HCO Continental and HCO WW, in that order, become aware
of emergencies.
The main responsibility of handling and executing orders in a
state of emergency falls on HCO Continental, often via HCO Area.
But HCO Area may act alone, briefing HCO Continental meanwhile,
until the situation is fully in the hands of HCO Continental. HCO
Continental may act alone, fully briefing HCO WW and myself
meanwhile.
Until a state of emergency exists HCO has little to do with the
actual running of a Central Organization, beyond HCO Area duties as
outlined elsewhere in HCO Policy Letter of January 9, 1961. But
when a state of emergency has come into being, the powers of HCO
representatives become the same as those of the Executive Director
in all but signing contracts or certificates or awards.
The purpose of handling a state of emergency is to bring the
organization up to survival level instantly, now, at once, by any
practical, fast means.
The steps to be taken are:
(a) Immediately inspect and instantly correct the Pattern of a
Central Organization errors which might have developed;
(b) Put standard policies in action where ignorance or "know
better" may have introduced off-beat policies;
(c) Demonstrate initiative in remedying the situation and
encourage initiative in others;
(d) Security check personnel and get better qualified personnel
on critical posts.
In-a state of emergency an HCO Area Sec can appoint or transfer
personnel up to department head level at will without consultation
with anyone but with full advices to
39
HCO Continental. Such appointments and transfers are always
temporary in nature and can be appealed in writing with full data
and graphs by an Assoc Sec to HCO Continental, HCO WW or to the
Executive Director. But the temporary appointment or transfer may
not wait for the findings of such an appeal, but goes into effect
the instant it is ordered, verbally or in writing by the HCO
representative.
Reformation of departments or lines must take effect as soon as
ordered by the HCO representative during a state of emergency. An
appeal may be made, in writing, by the department head, or the
Assoc Sec to HCO Continental, HCO WW or the Executive Director but
the temporary measure must go into effect and stay in effect until
findings are issued upon the appeal.
While all this may seem vigorous, it is what I would have to do
and would do if I were on the ground. Thus it is in reality HCO
Continental helping me wear my hat.
STATE DEFINED
A state of emergency is exactly defined as existing in the face
of one or more of the following circumstances:
1. The Central Organization Income falls below �1,000 or
$3,000 by Thursday
2:00 p.m. of the week it comes in. (For City Offices �500 or
$1,500. This includes only New Zealand, Los Angeles, Durban,
Sydney, Perth, San Diego, Capetown, Seattle and New York.)
2. Two charts on the O.I.C. board show red lines of decline for 2
consecutive weeks (same 2 charts) as of the moment of posting on
Tuesday at 2:00 p.m. reflecting the past week.
3. One chart shows a red line for each of three consecutive weeks
by the time of posting on Tuesday at 2:00 p.m.
4. Twenty percent or more of HGC cases showing no gain or a
decline in any given week.
5. The PE Foundation has less than 20 for the PE Course and less
than 10 new for the Co-audit for any given week.
6. The Organization is dunned by a creditor.
7. Academy students unable to pass HCO Board of Review or Academy
attendance very low, either which signifies a state of emergency in
the Academy.
In the case of 1 (Income less than �1,000 or $3,000), the state
of emergency is general and action may be taken throughout the
organization.
In the case of 2, the state of emergency is general.
In the case of 3, 4 and 5, the state of emergency is confined to
the departments affected.
In the case of 6, the state of emergency is general.
As a state of emergency only comes about after balls have been
dropped abundantly, and as this already betokens either bad morale
or security risks present, do not be too upset, HCO representative,
if your actions meet protest in one form or another in the Central
Organization. Your action triggered only an existing protest. So
don't ever worry about my standing behind you. I stand behind
department heads and the Assoc Sec all the way unless a state of
emergency develops. Then I back up HCO.
A state of emergency must be declared to the Assn Sec or, in his
absence, his deputy, by the HCO representative before it officially
exists.
One state of emergency may only exist for ten days from the date
it is declared but may be declared again immediately after if the
defined emergency is repeated.
L. RON HUBBARD
LRH:aec.js.rd Copyright(~) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
40
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MAY 1961
HCOs Only
Don't Remimeo HOW TO CONFESS IN HCO
The way for an HCO to confess to me that it isn't doing its job
now that tech problems are solved is to write me as follows:
Dear Ron,
We are having a dreadful time with low units. We have had to loan
money to the Central Org even though you forbade it. We're sorry we
can't pay for any of the books we're selling. We are having trouble
finding good personnel. Here are some newspaper clippings - we
are sorry it's bad publicity but PE made a mistake. We are not able
to get out our bulletins because we haven't any money for HCO
staff.
Oh yes, here's a clipping that says the Medical Association is
after quacks and also here are a number of bad letters from the
public.
Best, HCO Detroit.
Liberally translated this or any part of this reads in fact:
Dear Ron,
We are really goofing here in HCO. We get HCO Bulletins all right
but we don't make them stick.
Quality is terrible in the HGC and Academy but of course that has
nothing to do with us.
We made sure we didn't get a good staff staff auditor for Lists 1
and 2. We got one who propitiates and can't do a Security Check.
We'd like to get the Central Org on the ball but we can't
confront how upset they get so we don't usually show them any
policy letters. If any of your postulates stick here, they come in
on a rumor line and get to Central Org by accident.
Clearing the public would take much too long so we abandoned it.
It may not be true anyway. Certainly we're still aberrated.
Hope you are as apathetic as we are.
Worst, HCO Detroit.
P.S. We'll see if we can't keep technical at an even lower level.
Then we can all go broke.
If the above bears any relation to persons living or dead, it is
purely coincidental. Just assign it to my worse nature after
working all night trying to solve problems HCOs should have
prevented in the first place.
Anyone would do his job if there were a war on. Well, I've got
news for you. There is. And unless you see that clearing gets
routine in HGCs, and good auditors get produced by Academies, not
just you, but the whole human race will have lost that war.
We win if HCO does its job. We win if we turn out releases and
clears routinely. We lose if any of the statements made in the
fictitious letter above remain long true and remain unsolved in
HCOs.
Any part of that text is solved by HIGH TECHNICAL SERVICE.
L. RON HUBBARD
P.S. Thank God, I've never received anything like these letters.
But I do receive lines in them. L.R.H.
LRH:jl:rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
HCO STANDING ORDERS
Standing Order No. I
"All mail addressed to me shall be received by me."
Standing Order No. 2
"A message box shall be placed in all Scientology Organizations
so that any messages for me may be received by me."
Standing Order No. 3
"AD HCO Personnel and Scientology Personnel should not discourage
communication to me."
I am always willing to help.
By my own creed, a being is only as valuable as he can serve
others.
L. RON HUBBARD
[From HCO Policy Letter of 18 December 1961 STANDING ORDERS]
42
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 JANUARY 1962 (Reissued as amended on
21 June 1967)
Remimeo Tech Hats Qual Hats HCO Hats
HCO STANDING ORDER NO. 5
STUDENTS
All students formally enrolled into any Academy of Scientology
shall be thoroughly trained.
The standard of the lowest professional certificate shall be such
as to permit immediate and unashamed use of the student on
graduation in any Hubbard Guidance Centre.
The only lasting overt that can be done with Scientology is to
fail to disseminate it well and accurately. This includes student
training.
Students must be trained to expect and achieve spectacular
processing results early in training.
Students must be oriented during training into caring for the
cases of their preclears.
In event of a poor or difficult student, it must be demanded by
Supervisors that the matter be remedied by Review or Ethics.
Students must be trained to resolve their problems with
Scientology.
Students must be trained to audit regardless of their own
restimulation or cases. When auditing, auditors do not have cases.
Students must not be permitted to sag or slack or fall away in
attendance and this can be done because all such attitudes result
from a student's failure to obtain a reality early in training.
We must train new Scientologists so that we can have pride and
confidence in them as Scientologists, not from an examination of
their record but from the sole fact that they have been Academy
trained.
Students and Supervisors alike should fully understand that
neither we nor this universe can afford to waste even one potential
auditor.
L. RON HUBBARD Founder
LRH:sf.jp.cden Copyright (c) 1962,1967 by L. Ron Hubbard ALL
RIGHTS RESERVED
43
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 NOVEMBER 1962
CenOCon
REISSUE OF MATERIALS
It is forbidden to re-issue Scientology technical data in
bulletins and policy letters by a Central Org or of rice over some
other signature than mine.
Culling bits out of a tape and issuing over the signature of the
D of T or some such, as has been done in Australia, is not only an
alter-is, it is also terribly confusing and opens the door to 1950
where countless "authorities" sprang up after lecture and
"developed" a "new technology". I took responsibility of origin of
my materials at that time to prevent further chaos and spinning
pcs. I have never relaxed that responsibility and we have done
well.
If you excerpt tapes or notes, do so over my name, not somebody
else's.
Materials for dissemination to the public can be of course
rewritten and published so long as no confusion as to origin is
generated.
Issues of materials of mine under other names without credit is
the most destructive action that can be undertaken as it splinters
the whole of Scientology.
L. RON HUBBARD
LRH:gl.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS
RESERVED
44
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 DECEMBER 1964
Remimeo Franchise Sthil Students
USE OF DIANETICS, SCIENTOLOGY, APPLIED PHILOSOPHY
In order to protect the good names of "Dianetics", "Scientology"
and "Applied Philosophy" the following policies are continued or
become effective immediately.
1. All lectures, books, publications, films, models and diagrams
on the above subjects are copyrighted by L. Ron Hubbard.
2. Permission to use these words is given to all bona fide
holders of certificates issued by an organization accredited by L.
Ron Hubbard, subject to the following conditions:
(a) The names, data, materials and processes are only to be used
in connection with and in relation to the Level and Class for which
the certificate has been issued.
(b) Technical information, by which is meant the "how" and "why"
of our activities, must not be released by lecture, writing,
demonstration or by any other means except by books or tapes
published by L. Ron Hubbard, or an organization approved by L. Ron
Hubbard, or on a properly organized Course by a person certificated
to teach that Course, or in a properly arranged auditing session
where a "process" may be applied within the Class and Level of the
auditor.
Note: The reason for the foregoing is that when data gets relayed
other than from the original source, i.e., book, bulletin, lecture,
etc., an alterisness occurs, be it ever so small, which can be
disastrous.
3. (a) The names "Dianetics", "Scientology", "Applied Philosophy"
may only be used in a Company or activity name under licence from
L. Ron Hubbard.
(b) Such licence can be withdrawn at any time.
(c) The licence is not transferable except with written
permission of L. Ron Hubbard or a person authorized by him to grant
such permission.
(d) Licences will only be issued to individual Franchise Holders.
(e) Licences will not be issued where the title includes a place
name which indicates an area larger than the immediate vicinity of
the Headquarters of the Franchise Holder.
4. Anyone practicing Scientology under any name other than his
own must get permission of the Franchise Secretary.
5. The use of data and/or materials under another name or using
the data and/or materials in conjunction with any other Philosophy
is forbidden.
6. The use of data and/or materials other than for the betterment
of an individual, group or mankind is forbidden.
7. Certificates and, therefore, permission to practice, etc., may
be withdrawn at any time by L. Ron Hubbard or any person authorized
by him to do so, if there is any infringement of the above or, if,
in his opinion, it is necessary, for any reason.
It is not intended to stop any bona fide Scientologist, properly
certificated, from practicing or using Scientology data or
material; on the contrary, it is necessary to protect you from
mis-use of them by others.
LRH:jw.rd L. RON HUBBARD
Copyright (c) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
45
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 MARCH 1965
General Non-Remimeo Franchise Sthil Scn Staff Former Sthil Grads
Sthil Students
HAT MATERIAL DIVISION 1
HCO SECRETARY WW
Under the hat of HCO Certificates and Awards, all matters
relating to certification and membership are referrable to the HCO
Secretary WW when not handled at lower echelons.
Under the hat of HCO Justice, all matters relating to Committees
of Evidence, Convening Authorities, carrying out sentences and
review are referrable to HCO Secretary WW when not handled at lower
echelons, or for final review.
In matters of dispute, the award or revocation of Franchises is
referrable to HCO Sec WW under the HCO Policy hat. HCO Sec WW may
over-rule the Franchise Secretary's awards or withdrawals of
Franchise when these become matters of dispute
Under HCO Technical Hat, all questions of what data is issued to
whom and the proper routing of data to Scientologists is directed
by HCO Sec WW, when clarifications are required
All data to be sent to Saint Hill graduates is determined and
executed by HCO Sec WW.
All organization conditions are assigned by HCO WW and conditions
may also be assigned to org departments by HCO WW where the matter
is overlooked locally. (See Condition Formulas Policy Letters.)
Any matter affecting HCO Area Secretaries or HCO Continental
Secretaries may be referred to HCO Sec WW for clarification or
decision.
HCO Secretary WW is the World Wide level Executive for Division
One (HCO) and a member of the World Wide Council of Three of which
the Org Sec WW and the Assistant Treasurer WW are the other two.
(See Policy Letters of similar date.)
L. RON HUBBARD
LRH :jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
46
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MARCH 1965
Issue II
General
Non-Remimeo
Sthil Execs HAT MATERIAL
DIVISION 1 (HCO)
TECHNICAL AND POLICY DISTRIBUTION
The HCO Secretary (WOO, Continental or Area) passes on and makes
available for issue all
1. Staff Releases.
2. Releases to HGC.
3. Releases to Academies.
4. Franchise releases.
5. Major magazine releases.
6. Minor magazine releases.
7. Org letters.
S. Brochures.
9. Ads.
10. Instructors' answers.
11. Public lectures.
Bulletins and policy letters and articles may be
A. Culled from files.
B. Obtained newly written from LRH.
C. Copied from LRH tapes and rewritten.
D. Summarized from A, B and C without injecting new materials,
policies or technology.
All Bulletins, policy letters and articles from A, B. C and D
must bear the LRH by-line.
No other material is permitted on lines 1 to 11 above than
straight Scientology. No interpretations are permitted.
All materials released, used or sold must be straight Scientology
as given in the writings or lectures of LRH.
Under the Copyright hat, all HCO Secretaries must make certain
that all materials published are properly copyrighted in the name
of LRH. No org copyrights are permitted.
Books may not be advertised for sale or the advertisement paid
for from the HCO Book fund except LRH books. To advertise and sell
any other book requires HCO Sec WW clearance in writing for that
one time.
No technical articles or letters by another person than LRH are
permitted in Scientology publications. Only data written by others
on application, use or results of Scientology may appear and any
tech data if non-standard must be deleted from the article or
letter.
Lectures by others on application, use and results only are
permitted in public lectures of any kind including Congresses.
Use of Scientology technical or policy data in testimony is
forbidden. Only application and results may be testified to. Only
low level works may be read as part of any testimony and no
Scientology words may be used in such instances.
All staff members looking for data to release, use or print must
look to their HCO Secretary. If the HCO Secretary is in doubt, he
or she should consult the next higher HCO Secretary.
No effort should be made by HCO to censor opinion or comment on
policy or technology, the whole effort is to be directed to the
dissemination and use of correct Scientology technical and policy
materials only. As there exists a correct technology and policy
structure, alteration of it becomes a retarding factor in
organizational solidarity and expansion. The prime cause of
alter-is in tech and policy is ignorance of it or stupidity.
47
POLICIES GOVERNING RELEASE
1. DISSEMINATE SCIENTOLOGY
That is the governing policy of all the rest.
2. DATA SHOULD BE CHANNELED TO THE RIGHT SOURCES.
If promotion is to one-legged men, don't send them materials
about eyesight.
The dissemination materials are designed for the more able
members of society who seek self-betterment. Don't channel them
toward psychiatric cases or strata they would not have an effect
upon.
Example: A person in charge of an org or HGC is
psychoanalytically oriented and seeks only "patients" as preclears
and handles them as such. The org declines because this is a wrong
target since promotion was aimed at quite different people.
Example: An office is successful handling workers and
longshoremen but new direction of that office seeks to pull in only
idle intellectuals who would never act in any case, and the office
declines. In either case, the source of success was not spotted and
when direction of reach altered everything declined. The old public
that was being reached was offended and the new public was useless.
The above two examples are actual.
3. THE WORKABLE AND PROVEN MATERIALS OF DIANETICS AND SCIENTOLOGY
ONLY MAY BE RELEASED.
This at once excludes all squirrel or off-line materials by
others. Experience has shown that no significant or lasting
developments have arisen off-line in 15 years following a whole
track of very murderous technology other than Dianetics and
Scientology.
This truth emerged in the first 3 years after 1949. Every effort
was made to encourage other development. The LRH research hat was
put on LRH solidly by others.
Every group and organization devoted to off-line materials that
came into being - E-Therapy, Howes, others others
others - all wound up discredited and rejected by everyone even
their early promoters and adherents. Thus by the test of time and
of continued use only, show that if an org adventures on off-line
materials it will decline markedly or cease to exist. All groups
that have departed or "dreamed it up themselves" have perished.
Even psychology, psychoanalysis and psychiatry are dying. supported
now mainly by governments, detested by the public. So this is not
propaganda, this is a Survival fact; groups that use squirrel
material fail.
4. ALL EFFORTS TO DISCREDIT THE PERSONS OF ANY LEADING OR
REPUTABLE SCIENTOLOGISTS MUST BE SAFEGUARDED [AGAINST] IN ALL
RELEASES, ESPECIALLY LRH.
This means more than it seems to say.
The near-collapse of one org was traced back to a whispering
campaign by its principals against LRH and MSH. All of "the data"
was false. By newspaper standards it should have been listened to
avidly. Instead, the public deserted the org and it nearly
collapsed and the person who did it was eventually driven out of
Scientology by fellow Scientologists although no discipline was
ordered and the matter ignored.
The public buys only "our brand" despite newspaper publicity,
government actions, whispering campaigns and rumour. This again is
from actual experience. Orgs that apologize for its tech or people
or LRH suffer a declining public.
It is a pure survival fact that failure to protect the names and
repute of Scientology leading personalities and LRH collapses an
org. The only proof is that those orgs that haven't aren't here any
more and those orgs that strenuously have are thriving.
Protecting names and repute may also sometimes involve selection
of correct materials. Example: Despite explicit orders to the
contrary, mainly Level V materials were released at the Australian
Enquiry. The org suffered heavily and not wholly from the
government. The foolishness of it came home to most well-trained
Scientologists.
Sending Level VI works to Level 0 people is easy to see and
intercept. But an instructor teaching Level IV to Level II students
is not always found until somebody blows. This comes under
protecting names and repute as well as properly targeted tech
because the recipients can't understand it and so may think it's
silly.
48
Releasing unfavourable photographs, badly recorded tapes or films
all come under this policy.
5. THE PUBLIC MUST BE PROTECTED AGAINST ABUSERS OF TECHNOLOGY OR
POLICY.
Persons who try to use Scientology lines to get loans or funds
for fraudulent purposes must always be exposed by HCO Secretaries
by public postings when proven and Committees of Evidence when
doubt exists.
A complaining pc does not come under this heading but more likely
under the policy of correct technology or who to accept for
processing, unless less auditing was given than paid for or no
auditing at all was given, at which time it comes under this
policy.
Anyone using a Scientology mailing list for purposes other than
the greatest good for the greatest number of dynamics should be
heavily censured and brought to book.
The Scientology public and any mailing lists are the exclusive
property of HCO. It does not matter how the mailing list was
gathered or if we ever saw it before. If someone used Scientology
to collect names, that's a Scientology mailing list. It's ours and
comes under this policy.
6. DELIVER SCIENTOLOGY WORKS, TRAINING, PROCESSING AND RESULTS.
Although actual training and processing is under Division II,
whether or not it was or will be delivered (past and future but not
current) is up to HCO.
By making the right materials available for publishing and use in
training and processing, HCO expects them to be employed.
If they are not employed, then the matter falls back on HCO to
act.
The reason I had to continue research and writing myself as a
lonely action was because nobody else developed anything despite my
expectations and despite the money they spent. The reason I had to
enforce use was because other technology crept in and failed,
causing org emergencies. HCO then furthers my own hat, assumed for
research in July 1950, and for control of things, to be sure tech
wasn't altered or misapplied in 1952 and after. So long as those
two things have been watched and kept in effect we have prospered.
Where they haven't been watched carefully and where no control
existed to get them in effect everything died as our history
clearly shows.
Even when I strayed on research, we still did better than with
the strayings of others. The public knows rightly that I correct
any errors as soon as I discover them and that errors grew less as
research went on.
Therefore HCO issues the best material it has for the right
targets and notes carefully any lack of results because of
misapplication and retains the authority and control necessary to
correct bad delivery under its Justice hat as well as its
certificate and awards hat.
The formula is "Issue the correct data properly, correct use when
delivery is poor or non-existent."
Early HCOs had some trouble in executing this policy because (a)
they were operating on a technology that was advancing and
therefore always changing. Now and then HCOs are held up by (b) my
not being able to write up and issue or issue the needed materials
because of comm line jams. The best solution for (a) is to issue
what has beer' working and the best solution for (b) is to excerpt
tapes or what you have and ssue. However (a) has now vanished
because of completed technology and (b) is becoming no problem to
the degree I can get it written up and issued.
7. INSTRUCTION AND ADMIN POLICY ARE ALMOST AS IMPORTANT AS TECH.
Completely aside from developing Scientology tech itself it took
14 years to develop the technology of instruction (how to
communicate the data and make auditors). It took 15 years to fully
develop the technology of our administration.
Admin publicly is looked down on, like 19th century psychology,
because it was not developed. Teaching and business admin alike
have been quite low paid or in disrepute in the civilization. They
were not Sciences. For instance business admin students in a
University are renowned for falsifying exams more than students of
other
49
subjects. That's because there was no subject there anyway.
Why we had to know how to teach is self evident.
In Scientology, to keep our orgs going and live through bad times
we have had to develop a whole new subject - Admin. We had to
have its laws, the economic factors that regulate business and all
the rest.
We are pretty good. People with "formal training" in subjects
used in our orgs are seldom as good as Scientologists who just
studied with us as part of their job.
The main thing to know, like in studying our tech, in our
teaching and admin there are two subjects there to be studied and
used. Our teaching is Scientology type teaching. Our admin is
Scientology admin. Both are regulated by Scientology policy. Orgs
prosper when they know and use them and fumble and get poor when
they don't.
Holding teaching and admin policy and releases in is best handled
by insistence they exist and are ours and are not what the person
thinks they are - borrowings from the schools or business world.
The business world already borrows from us. The biggest management
association in the world since 1958 or so has been duplicating (as
well as it could) everything we do in business admin and planning.
Of course, having no HCO, they squirrel and it's hard to see how
they twist our stuff so far around. But it is our material. Even
their "Congresses" have the same number of days and lectures and
have programmes printed on our exact format.
When we have our teaching materials (not just "study") all
written up you will see the universities use them. We already have
some universities trying.
As we write our Admin up in books, business will use it all the
more. But the point is, we lead in this field, others follow. We
only develop and use Scientology Admin to help us as we go toward
freedom. But we still use it and only it. Because it's more modern
and it's what we need.
The thing to guard against in releasing teaching and Admin policy
letters is the change factor. Teaching and Admin evolved with our
formative years. Thus patterns and policies, like our tech, grew
better. Growing better, some of it became obsolete.
When re-releasing an old policy letter, always blue pencil out
everything gone old and contradicted by later policy letters. You
can still salvage a lot that still applies-a surprising amount. But
try to cut out the contradictions with our modern policy where they
exist. After all, we were children when we first tackled teaching
and Admin. As we grew, we became wiser. But even our Admin
childhood has wisdom in it and in some places even more fire and
interest.
Don't release contradictory hats where you can help it. Modernize
them with a blue pencil whether you retype them or remimeo them or
not.
That way none get a chance to invalidate a really great
achievement - teaching that works despite aberration and Admin
that works amongst Men.
8. ISSUE TECH AND POLICY AS BROADLY AS POSSIBLE WITHIN ECONOMIC
LIMITS.
It costs money to issue anything. The way to sustain issue is get
it paid for one way or another. Total subsidy of all tech and
policy issue can stop its being issued for it is no longer
economical to issue it.
Thus to disseminate over any long period, the data must somehow
be paid for or dissemination ceases. Actually you can't give away
Scientology really. Money, credit or favours will flow back. But
often only after many years. And meanwhile people eat.
Unless you pay attention to the economics of dissemination you
will cut the dissemination line even if only temporarily.
If you have data, don't try to throw it all away by frantic
unpaid for dissemination. Use some of the data as a leader (to
announce with) and sell the rest of it.
This applies to magazines, books, training and processing, all of
them.
People don't respect data they read in magazines anyway. For some
reason they respect books. The public believes books and hoards
them and throws magazines away Even paperbacks suffer. A book has
to have a hard cover to gain respect.
Thus a magazine article on tech ideally should point up a book to
buy. Tons of
so
bulletins are less well received than one book.
The point is, don't invest a lot of money on the quality and
thickness of magazines or other temporary media. Put the data
between hard covers and sell it as a book.
Don't give a lot of free courses or free admittances to Academies
or courses or free intensives in HGCs and call it dissemination. It
isn't. Beyond a small amount it cuts your ability to disseminate.
The cost of the give-away does not come back in and you can't
finance more outflow because you gave it all away.
This can even happen to an HCO in its publishing to the org,
mimeos and new books. It gives away all its materials to the org
and suddenly finds the org "can't pay for more mimeo paper" or a
new mimeo machine. The way to handle is not to charge for bulletins
and policy letters directly but to insist the org profit by the
tech and admin by promoting harder for the org.
My policy on this has always been to promote more business than
the org can handle and then let it solve the jams thus brought
about. Orgs I founded have never failed to handle such problems
providing one demanded they did. The only problem an org can't
handle is "no dough"; the only weak point of orgs, traditionally,
has been promotion. They are sometimes even afraid to promote for
fear they'll get too big (something wrong with the top exec's comm
lines is the usual cause). I have seen an old time psychiatrically
oriented D of P book pcs 6 months in advance rather than hire more
than 6 auditors and a queasy D of T seek to shut everyone out of an
Academy "because they would not be socially acceptable".
Such persons in the wrong positions will rail against
promotion - because it makes pcs and students crowd in too hard.
So you get plans "to train more only when we have instructors" or
"few pcs until the next Academy class graduates so we have
auditors".
Instructors, auditors, that's Division 2's problem. HCO ignores
it.
So part of paying for dissemination and ads is promoting to drive
in more business than the org can handle and making it make more
money than it can waste. An org always manages to handle the
business and it always wastes lots of money.
So in issuing materials, remember to promote them too. Then
there's always enough money flowing back to pay for more printing,
more bulletins and policy letters, more books and tapes.
If you don't become strenuous on this point of policy you will
cease to disseminate. And I have always waived aside all objections
to honest, appealing, clear-cut, heavy promotion as treasonable
suggestions. Let somebody "doing the may" complain about the "hard
sell" in it (insistence people buy) and I always find myself
somebody else and do the mag and go on promoting.
Therefore people who (a) want us to give it all away and thus end
our ability to pay for more and who (b) shudder at the possible
inflow, I always carefully note down in my little black book for
transfer. And an HCO Sec anywhere would do well to advise higher
authority in all cases where efforts to reduce our ability to pay
for our dissemination get in our way.
Whereas this possibly may seem unreasonable, it works. And every
time I've not followed it ruthlessly, as a policy, we've come a
cropper.
9. OFFER ANYTHING YOU OFFER AT A HIGH APPEAL LEVEL AT HIGH
VELOCITY AND HEAVY IMPACT.
If you know it works and is the way, you will have no trouble
with this policy.
If you don't, you will have trouble.
The answer to this policy is to have a good subjective and
objective reality on Scientology. Then you couldn't keep yourself
from following it.
L. RON HUBBARD
LRH:jw.cden Copyright(~) 1965' by L. Ron Hubbard ALL RIGHTS
RESERVED
51
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 APRIL 1965 Remimeo
Division I HCO Hats Office of L. Ron Hubbard URGENT URGENT URGENT
FALSE REPORTS To all HCO Personnel Hats and to other org staff
members for interest.
ALL HCO IS INTERESTED IN WHEN ORIGINATING COMMITTEES OF EVIDENCE
IS FALSE REPORTS, FALSE ATTESTATIONS, NO REPORTS OR REFUSALS TO
REPORT. ON CASES OF THESE ONLY SHOULD HCO CALL A COMMITTEE OF
EVIDENCE UNDER MISDEMEANOR OR CRIME. CORRECT PROCEDURE IS DEMAND
CORRECTION OR REPORT AND IF STILL FALSE OR STILL REFUSED HCO SEC
CALLS COMMITTEE OF EVIDENCE AT ONCE. HCO WILL CALL COMMITTEE OF
EVIDENCE WHEN REQUESTED BY OTHER DIVISIONS BUT ITSELF ORIGINATES
COMMITTEE OF EVIDENCE ONLY AS ABOVE.
In this fashion you will find quite magically that HCO can
succeed in doing what we've been trying to do for 15
years - clear group engrams. The first technology on this was
the Elizabeth Dianetic Foundation attempt, when all the staff were
gotten together and tried to talk the group engrams out. This has
never worked; you will find the above POLICY will work.
Be wholly relentless in executing this POLICY. Never let an
instance go by. Always get the correct report when you detect the
faintest discrepancy. Always demand demand demand the report when
it's refused.
False attestations are death and dynamite. These come in when an
Instructor or Auditor, D of T or D of P or Board of Review signs a
request for CLASS or GRADE. This request infers and therefore
"attests" that the student or pc is qualified for the Class or
Grade. If at some later date (barring amnesty intervention) the
student or pc is shown to be incompetent in that class or grade,
HCO should at once unearth the original class or grade request and
call a Committee of Evidence on whoever signed it since it was a
false attestation of competence for auditors or state of case for
pcs.
HCO signs all such classes and grades and therefore the CRIME is
"putting HCO at risk of reputation by false attestation".
Such requests for class or grade need not be notarized or sworn
to. The initials of the person or persons attesting that the
student or pc has attained that class or grade is enough to become
a false attestation if the student or pc weren't that good.
Certificates for courses we sign not for competence but for time
on course, or for check sheet or that the account is paid. This is
still false attestation if 1. The student spent less than the
required time on course by reason of blow or absence or just not
the required number of hours; 2. The student did not enrol
properly; 3. The org was not paid for the training by policy letter
arrangements; 4. There was no check sheet for the course; 5. The
check sheet was not signed routinely as the student passed each
requirement on the sheet; 6. The student has enrolled on a higher
course with no certificate in hand for the required lower courses.
On CLASSES there are many sources of false attestation. It is a
false attestation if 1. The student was not examined, 2. The
student really flunked the exam; 3. The student was really
incompetent at the level being classed for; 4. The student
falsified something to obtain the request for classification; 5.
The student goofed up at that level later after leaving. There
could be others. They would all add up to "falsely saying it was OK
for HCO to classify".
On Grade Certificates it would be false attestation if any
request for grade is made, verbal or signed and if 1. The pc had
not had the lower grades flattened; 2. The grade certificate of the
lower grade was found to be false yet the pc was audited on the
higher grade processes; 3. Any other processes were run instead of
the grade processes; 4. The grade processes were altered in any
way; 5. The student was not audited; 6. An auditor not classed for
the grade did the auditing; 7. The pc was left in bad condition; 8.
The pc ended up in an ARC Breaky condition yet the Grade was asked
for by the HGC or auditor; 9. The pc didn't pay for the auditing in
accordance
52
with current policy; 10. The payment, in the org, was not
invoiced properly to the org; 11. The auditing of the pc was found
to contravene policy as to the org staff auditing outside pcs, or
the two year org student or pc rule was broken in the case of an
outside auditor; 12. The pc was actually a potential trouble
source; 13. The pc had been listed as a Suppressive Person; 14. The
pc was found to be a fugitive whose status was not cleared by HCO.
In the case of OIC DATA, the whole org relies on these figures.
It is easily seen where figures are in discrepancy graph to
graph - Example: "10 pcs being audited" on one graph and "no
income HGC" on another graph. Or lots of entrances and graduations
from the Academy but nobody listed as on course.
In such instances HCO must protect its reputation for accuracy
and when such discrepancies are seen, a very hard line should be
taken with those responsible and if they do not at once tell ALL, a
Committee of Evidence must be promptly ordered. If they do tell
all, a full report should be sent at once to the senior org and to
Saint Hill, whose OIC graphs also may be out because of the false
datum, thus hiding an actual condition from senior orgs.
If an org makes no report or fails to answer up when a report is
requested, start burning the wires until the report is forthcoming.
Never rest on it. If no report arrives even so, call a Committee of
Evidence promptly.
If a person is told to report to HCO or something is supposed to
be delivered to HCO and does not arrive, recognize the
circumstances as a WITHHOLD and like any auditor finally achieve
compliance or call a Committee of Evidence.
When writing a SECED ordering a Committee of Evidence always
state whether it is for "a false report" or "false attestation" or
"no report".
You will find inevitably that where there is a false report, a
false attestation or a no report or a refused report many other
offences can suddenly emerge. These were hidden like a group
cancer. Pulled to view, the group clears.
HCO has "guards and forces" on the org board. They come in HCO in
the last department at the bottom. This is significant.
Troubles, commotions and upsets only occur after a series of
false reports, false attestations, no reports or withheld reports.
Sometimes the report situation has been sour a year or two before
the offending group or person causes a blow-up in the area. Had we
acted early on the false or no reports we would have prevented an
awful mess.
Therefore you can safely say that we will not need "guards or
forces" (such as sending an HCO Sec half across her Continent to
handle an upset org) unless we have already missed on demanding the
data.
Quite magical!
Other Divisions may also use this. They however also get involved
with other offences and need Committees of Evidence for them. And
we will convene a Committee at their request and say so in the
SECED.
In HCO we only originate a Comm Ev when we have evidence of a
false report, a false attestation or a no or withheld report and
only after we've demanded it and failed to obtain it. Then we
pounce. And pounce hard!
If we are vigorous and brisk in pursuing this one matter, and if
we are alert to detect the falseness or absence of a report and if
on every serious technical or admin goof we trace back to who
attested the person to be lily white and as skilled as the original
"whizz kid" at his business and slap them with a Comm Ev, we'll
have peace from Tierra del Fuego to the Mountains of the Moon, and
a virgin with a bag of gold could walk through our domain untouched
and singing her sweet song.
Get very expert in sniffing out the falsity in a report or the no
report. And act!
Let other divisions work on other crimes and ask us for Comms Ev
for them. Promote the idea now and on and on "if you want to get
into real trouble, falsify something to HCO or fail to report;
that's the fastest route to suicide known".
And make it stick!
And all will be well for we will then run out the group engrams
which would otherwise remain, and so we keep the group clear.
LRH:wmc. eden L. RON HUBBARD
Copyright (c) 1965 53
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 JULY 1965 (Replaces HCO Policy
Letter of 17 August 1959)
Gen Non-Remimeo
HOME ADDRESSES
We want to keep at HCO WW a file of home addresses and telephone
numbers of all important staff personnel in every organization
throughout the world.
Important personnel includes Executive Secretaries and Divisional
Secretaries.
It is the responsibility of HCO Secretaries in each organization
(or the Org/Assoc Secretary if there is no HCO Secretary) to see
that these addresses and telephone numbers are sent in to HCO WW
Saint Hill, East Grinstead, Sussex, England; and also to see that
HCO WW is informed of changes and new personnel.
L. RON HUBBARD LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 DECEMBER 1965
Remimeo
GIFTS
When a staff member has a baby the following line will be
followed:
The HCO Area Sec in the org concerned prepares a card and sends
to St Hill Exec Letter Unit, giving details of the birth, parents'
names, etc.
The Exec Letter Unit secretary prepares a letter from LRH and one
from MSH and forwards with the card for signature. These letters
and card are routed back to the HCO Area Secretary.
The HCO Area Sec then orders a bouquet of flowers and attaches
the card to those and has these delivered by the Flower Company.
The two letters are sent separately.
A separate card and letter can be sent from the staff of the
organization. A supply of appropriate cards can be kept for these
occasions.
Care must be taken to do this promptly so that the action is
appropriate and doesn't occur a month or two late. Also as usual
issue to the New Baby an associate membership as our welcome to the
team.
L. RON HUBBARD
LRH :emp.cden
Copyright (c) 1965 [Note: The associate membership in the
last paragraph has
by L. Ron Hubbard been corrected from a life time
membership per HCO P/L 31
ALL RIGHTS RESERVED December 1965.]
54
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 19 SEPTEMBER 1967
Remimeo HCO Exec Sec Hat HCO Area Sec Hat Dept of RAP Hats
HCO DIVISION, DEPARTMENT OF ROUTING APPEARANCES AND PERSONNEL
In accordance with HCO Policy Letter of February 28, 1966
entitled "Danger Condition Data, Why Organizations Stay Small", the
following sets out the sections and units of the Department of
Routing, Appearances and Personnel.
All Organization Boards are to be posted in accordance with this
line-up.
DEPARTMENT OF ROUTING, APPEARANCES AND PERSONNEL Director of
Routing, Appearances and Personnel PARTICLE SPEED FLOW SECTION
Particle Speed Flow Officer ROUTING UNIT Routing In-Charge
Receptionist HCO Courier Routing Inspector Routing Forms Compiler
Routing Signs & Badges Clerk ORG BOARD UNIT Org Board In-Charge
Staff Posting Clerk Status, Classification & Grade Posting Clerk
Conditions Flagging Clerk APPEARANCES SECTION Appearances Officer
STAFF APPEARANCES UNIT Staff Appearances Clerk OFFICE APPEARANCES
UNIT Office Appearances Clerk GROUNDS APPEARANCES UNIT Grounds
Appearances Clerk MAINTENANCE CHECKING UNIT Maintenance Checking
Clerk PERSONNEL PROCUREMENT SECTION Personnel Procurement Officer
PERSONNEL ALLOCATION UNIT Personnel Allocator
PERSONNEL ADVERTISING UNIT Personnel Advertising Clerk
55
PERSONNEL INTERVIEW UNIT
Personnel Interviewer
PERSONNEL HIRING UNIT
Personnel Hiring
PROSPECTIVE PERSONNEL FILES UNIT
Prospective Personnel Files Clerk
PERSONNEL CONTROL SECTION Personnel Control Officer
PERSONNEL ASSIGNMENT UNIT
Personnel Assignment In-Charge HCO Expeditors
PERSONNEL STATUS UNIT
Personnel Status Clerk
PERSONNEL ATTENDANCE UNIT
Personnel Attendance Clerk
PERSONNEL LEAVING UNIT
Personnel Leaving Clerk
PERSONNEL FILES UNIT
Personnel Files Clerk
HAT SECTION Hat Officer
HAT ASSEMBLY UNIT
Hat Assembly Clerk
HAT ISSUANCE UNIT
Hat Issuance Clerk
HAT CHECKING UNIT
Hat Checking Clerk
HAT CHECKSHEET UNIT
Hat Checksheet Clerk
HAT RECEIPT UNIT
Hat Receipt Clerk
Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.bp.rd Copyright 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: HCO Pot Ltr of 11 December 1969, Appearances in Public
Divs (Volume 0 - page 98, Volume 6 - page 125), states, "The
Appearance of the Org and Staff is transferred out of Department
One, which becomes the DEPARTMENT OF PERSONNEL AND ROUTING ..." and
places APPEARANCES in Division 6.]
56
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 12 NOVEMBER 1968 (Reissued from Flag
Order 1406 of 1st October, 1968)
Remimeo
THE MAIN WEAKNESS
The Main Weakness in ships, Flag, all orgs is DEPARTMENT ONE.
The usual is to put the orders issuance typist on it and that's
the lot. Typing doesn't even belong in it! Belongs in Div II Mimeo
for the lot even though it keeps getting pushed back to Div I.
The Third Mate gets so wrapped up in Comm and Ethics matters he
to date, along with nearly all HCO Secs, forgets Dept 1 totally.
HERE BEGINS THE GAME OF MUSICAL CHAIRS. Post transfers in orgs
stem in the great majority from Personnel scarcity. Procurement of
new personnel belongs in Dept 1.
Look over the sections in Dept 1 and you will see they ARE NOT
DONE BY DEPT ONE.
The post of its department head is usually really held from above
even though somebody in Dept 1 has the title.
A COMPETENT executive heading up Dept 1 and getting ALL ITS
FUNCTIONS DONE as ROUTINE (not as howling flaps) would cool off
almost every ship or org upset.
So let's cease to transfer everyone daily and put somebody in
charge of our Dept Is who can get the job done.
L. RON HUBBARD Founder
LRH:ja.ei.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
57
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 APRIL 1970
HCO Sec Hat
Dir RAP Hat
Applies to
Scn and SO
Orgs VITAL
DEPARTMENT ONE
Department One is the single most important department in the
Org.
This is true to such an extent that HCO could be otherwise
unmanned but if Dept 1 were well manned and did its duty the org
would prosper; but if Depts 2 and 3 were manned with Dept 1 empty
and its duties undone the org would collapse.
Years ago practically the whole concentration in HCO was Dept 1
duties and orgs were efficient, well staffed and prosperous. To the
degree Dept 1 fell out, Ethics crept in and orgs shrank.
I myself have to keep an eye on Dept 1 functions as it tends to
slip down the org board.
Dept 1 is the generation point of the org.
A new study I did of this, based on two actual situations of org
long term upsets led to Dept 1 as a hidden omission. When Dept 1
functions went out, other functions fouled up.
If you are trying to get an org running without a strong,
effective, well manned Dept 1 skip the effort - the thing to do
is put in a Dept 1 fast and get it working fully.
WHAT'S ONE?
So what are the principal functions of Dept 1 ?
Appearances was taken out and put in the Public Divs. Perhaps in
some PLs not all the functions were given. But these functions are
traditional and were developed and used in the earliest and later
Scn orgs.
The functions of Dept 1 are:
PERSONNEL ORG BOARD
HATS.
Now one can find a frame of mind which says once these 3 are
done, that's it You got people, got them on an org board and the
hats are somewhere in policy. And it requires nothing more. AND THE
INSTANT THAT ATTITUDE OCCURS THE ORG PROMPTLY BEGINS TO HAVE
TROUBLE AND FAIL.
These three functions are a full day's work every day.
It's true that HCO Makes the Org as in HCO PL 7 Feb 1970 Issue II
"HCO Makes the Org".
But Dept 1 of HCO is the key.
PERSONNEL
If you don't keep recruiting and pushing Personnel as a function
you can't expand and certainly will contract. New personnel are
always being taken on. There is often a ridge that buffers off
people who want to come on staff - an old-timer attitude, a
clique idea. It recurs often. Then one day you look up and there's
not even a clique left. Oldtimers are people who were once brand
new! So how do you eventually get any veterans if you don't
recruit.
58
Orgs do expand. Their expansion chokes for lack of a constant
personnel inflow. If an old staff member "graduates" to a higher
org where's the experienced staff member there to take his place if
you didn't constantly recruit?
High calibre people can't be selected out from a thin recruiting
line.
So Dept 1 has to work constantly on recruiting or the eventual
state is no org.
There's no lack of business for an org. Tech Divs in '69 were
BACKLOGGED as much as 70 to 125 pcs. So who'd sign up if he had to
wait. 300 signed up for triple Scn grades at one Congress. The org
could deliver only 30 and brushed off 270 sign-ups!
This all comes down to Dept 1s failing in 1968! Failing to
recruit new staff.
So nobody signs up just to wait. Pub Divs go into apathy. Pay
gets scarce because the bigger an org is the more per capita it
earns.
So personnel affects income.
Lack of recruiting brings about low per capita production as
unsuitable or non productive staff has to be held on to when there
aren't any more. Per capita earning for a Scn org fell to �15-10
per staff member in 1969! That's silly. In a Sea Org org it was
$5000 in the spring of '69! That's per SO member in that org. Look
at your Qual stat of number of staff divided into gross income for
the week and you'll see what I mean.
It comes back to Dept l's personnel recruitment function. It's
life or death for an org.
ORG BOARD
Putting up an Org Board looks like a one time action to some.
Then it goes promptly out of date and as nobody can find anybody in
the org (as it's the routing chart as well) and as functions are
left unmanned, there goes the gross income and there goes the org.
Key functions MUST be manned.
The Tech-Admin ratio never stays in view unless you have an up to
date daily posted Org Board. When in a small org Admin exceeds 2
for every Tech person pay and financial planning go to pieces. When
the org is bigger the ratio is 1 to 1 and the income higher, pay
and facilities far better.
Yet how do you ever detect this without an Org Board posted every
week at the very least and every day at optimum.
The Org Board is the general plan, the function indicator, the
routing and the personnel situation for the org. It's one of our
best bits.
It's Dept 1 that keeps it there and keeps it up to date.
HATS
Our best trick is the hat trick.
Hats contain one's individual duties. They are complete.
In an old prosperous org every staff member had his post hat. HCO
PLs and local write-ups in a folder were kept for every post and by
every post.
They were compiled and issued by Dept 1.
And Dept 1 had a steady stream of staff members coming in and
going out getting checked out on their hats.
Not just once. Every time stats sagged in an area, hat checks
were done. A log of hat checks was kept.
Somebody in Dept 1 was always making up, issuing, checking out,
logging, keeping straight HATS. One couldn't draw a final pay check
in an org unless one turned in the post's hats and in good order
too. The final pay check went to Dept 1 and was handed over in
return for the post's hats.
59
Nobody went on post until Dept 1 checked him out on his hat.
Posts couldn't transfer without a hat turn over.
Losing a hat cost a heavy fine.
That's how important hats were.
Then what about the Staff Training Officer? He has a training
function like Staff Status, like the Org Exec Course, like HDC.
Hats were hats. One studied them. One got checked out on them.
Nobody got near a post who didn't know what it was.
And orgs prospered. And were happy.
ETHICS
When Dept I goes out Ethics comes in. There was no ethics post in
an old org. There were Dept 1 functions.
If staff members are too few, if the Org Board is out of date, if
no one has his hat and doesn't know his job, then Ethics is
inevitable.
And Ethics came in about the time when Dept 1 went out.
MISSIONS
A review of Sea Org Missions shows they have to do Dept 1 actions
in orgs. Because there's no Dept 1 there even when there's an HCO.
So absence of Dept 1 in orgs pulled the SO in and gave the SO a
function that it didn't want.
AFFORDING DEPT I
I can hear an org with only 10 people in it, struggling along,
being told it has to man up Dept 1 with 1 full time person at once!
What consternation!
"But we don't have the staff!"
"But that would throw out our Org Board Tech-Admin ratio."
"But we're all overworked and confused enough already "
"We can't process enough pcs to afford it."
"Our students are so long on course we can't get any auditors
"
But those are all symptoms of a missing Dept 1. Even slow
students. If the Course Super knew his hat he'd be in there amongst
the students with 2 way comm and correct routing and slow would
become fast.
Trying to run an org with no org must be quite a trick.
Get a Dept 1 in and operatig and you'll see a fast difference!
L. RON HUBBARD Founder
LRH:nt.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
69
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
For Hats of 37 Fitzroy Street, London W. 1
Association Secretary
Organization Secretary HCO BULLETIN OF 17 MARCH 1958
Reception (Issued at Washington)
Registrar
Director of Training
Director of Processing
BODY ROUTING IN CENTRAL ORGANIZATION
It is a truism that if the people who walk up the front steps
were all expertly handled by Reception, the Registrar and the Dir
of Training or Processing as the case may be, there would be no
dearth of students and preclears.
Example: In a certain office we were getting 2 preclears a week.
The Registrar went elsewhere and a better Registrar was put on
post. Instantly, without time for one letter to be answered by the
new Registrar, we got eleven preclears a week. Investigation of
this determined that the old Registrar was not interviewing
promptly just the people who casually walked in. These people were
not being handled and routed. Hence, low income.
ROUTING
Reception must regard everyone who walks in, trade people and
business callers excepted, as a potential pc or student. Reception
does not handle unless Reception is also Registrar. Reception calls
Registrar and routes the body at once with a show of efficiency. If
Registrar not on post, Reception routes to another officer, the Org
or Assn Sec. the Dir of Tr or Pr. In other words Reception keeps
none waiting but locates a terminal for the caller at once that can
sign the caller up. Then Reception makes sure the caller physically
gets to the org terminal.
This is Reception's first order of business. Callers in person
take precedence over mail, phone, or other interests.
The Registrar or a deputy in the Org or Assn Sec or Dir of Tr or
Pr signs this person up for something - a book, a membership, a
one week intensive or a course. The person must be sold something
large or small.
In signing up an obvious 7 wk case for 1 week of auditing - or
3 furs, the person goes to Testing on Testing's regular schedule.
Then it is up to the Dir of Pro to sell the proper number of weeks.
Then the pc comes back to Registrar.
On potential students anyone can be signed up for a course. But
the Comm Course instructor can demand that processing be received
before Comm Course.
Neat, fast, no wait, efficient reception followed by confident
registering can quintuple any org's income.
Reception does not permit callers to be talked to by hangers on
or non-authorized persons. Reception chops this sort of thing
without making it obvious to the caller. Why? Because students or
off post staff or outside auditors can say and do things that drive
away callers.
Why work with Books, Abilities, personal letters and good
training and processing to get people to come in if nobody then
cares for them. Or are we trying to waste people?
So let's snap them onto our lines fast, sign them up for
something and get them wheeling along our very efficient channels
in Pr and Tr when they walk up that front step.
Get it fixed into the org and channels that when they walk in
they've had it. Go on that certainty and you've done half the job
already.
Them as hem and hew are twice as easy to sign, to route. So do
it. They can't help but win if we sell and sign. Neither can we.
Best,
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
61
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 SEPTEMBER 1967
Remimeo Staff Hat
ROUTING FORM ATTESTATIONS
All terminals on all routing forms must sign their full name to
the routing form and date when they are so signing. This is to be
done where formerly only initials were required.
Such a signature is an attestation that the required action of
that terminal is okay unless the signatory states otherwise on the
routing form.
Unless signatures are signed and dated it can be very difficult
to trace who (and when) actually handled the form at each step.
No terminal can pass on a routing form if the previous immediate
terminal has not attested it as okay.
Written by a Board of Investigation Chairman - Monica Quirino
Secretary - Dalene Regenass Member - David Ziff Mary Sue
Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH :jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
62
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 AUGUST 1959
CenO
Issue the following as a Sec ED:
RECEPTION
When people call, Reception is to get the name and phone number
of the person always.
Reason: Receptionist failed to get the whereabouts of a friend
who called me-then the friend wound up in the wrong hands.
Invariable Rule.
L. RON HUBBARD
LRH :brb.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
63
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 OCTOBER 1963
HCOs Central Orgs Reception
RECEPTION HAT
The following rundown on Reception Hat was written by Bob Oakes,
HCO Area Sec in Los Angeles. Although parts of it are specifically
applicable only to Los Angeles, it may be used in other Orgs and
adapted to local usage.
PURPOSE: To create and maintain good communication and service
amongst staff, students and the public.
The premises of the reception room are for the routing of bodies
and communications into and out of the Organizational communication
lines. It is the function of the receptionist to see that bodies of
Staff and the Public move into and out of the Organizational
communication lines. This means that no bodies are allowed to stack
up, gather, or remain on the premises of the reception room for any
length of time.
DUTIES OF RECEPTION:
1. To handle all incoming people. 2. To route all incoming
people.
3. To handle phone calls. 4. To handle and invoice book sales.
5. To make appointments with the Registrar for anyone wishing
Training or Processing, or information on Scientology.
6. The Night Receptionist is also the Personal Efficiency
Department Receptionist, and has additional duties that will be
covered later.
FURTHER DUTIES:
7. To attend Staff Meetings. 8. To know and carry out the
Policies of the Organization.
9. To make certain that persons who have no particular business
here are not allowed to loiter on the premises.
10. Miscellaneous duties, covered later. ONE: HANDLING INCOMING
PEOPLE
This is Reception's first order of business. Callers in person
take precedence over mail, phone, or other interests.
Since Reception is the entrance point for everyone coming into
the Organization it is vital that the Receptionist be of neat
appearance and know how to run good 8C.
A. When someone enters Reception rise and ask: "May I help you?"
Introduce yourself, be friendly, but don't fall all over the
person. Remember that the person probably doesn't know about
Scientology. That's what he or she is here for.
If you were absent from your desk and return to find someone
waiting, ask: "Have you been attended to?" Handle accordingly.
B. The Reception area is not a lounge. No one but Reception is
allowed to handle incoming people. Staff members, students,
preclears or the general public should not be encouraged to loiter
in this area. Students especially are notorious for interfering
with preclears and new people. If this gets started somehow, break
it off without being obvious. Deadbeats, hecklers and disreputable
characters should be kept out of Reception at all times. If you
need help to get them out, ask for it.
C. Reception must regard any people that walk in, except trades
people and business callers, as potential Preclears or Students.
Snap them onto our fines fast. Sign them up for something, and get
them wheeling along our very efficient lines of Processing and
Training when they walk up the front steps.
64
Get the person's name, address and phone number. Make out a green
slip used for this purpose, and for change of address. Put on any
additional information you have such as: "Person has read
Dianetics", or "Person recommended by Joe Jones, HCA", etc. Route
to the Letter Registrar for an Information Packet to be sent, then
to Central Files.
D. NEVER give technical information in Reception.
E. Keep Reception area quiet. NEVER yell to a staff member about
a phone call. Either ring them and tell them, or go see them.
F. Keep your desk tidy. Remember that people coming in are your
future units, so treat them with respect. Don't scare them away. As
the word Reception explains: PEOPLE ARE YOUR MAIN CONCERN ABOVE
ANYTHING ELSE.
TWO: ROUTING INCOMING PEOPLE
A. 1. Anyone requesting information on Academy Training or HGC
Processing is routed immediately to the Registrar with a show of
efficiency.
2. If the Registrar is busy, ask the person to take a seat and
wait a few minutes.
3. If the Registrar is not on Post route the person to the Org
Sec. the Director of Training or the Director of Processing.
4. In other words, Reception keeps no one waiting, but locates a
terminal for the caller at once that can sign the caller up.
5. Reception makes sure that the caller is escorted physically to
the Org terminal. Either Reception escorts in person, or has the
Org terminal come and get the person. Introduce the terminals,
being careful to get the names correct.
B. 1. Anyone wishing general information on Dianetics and
Scientology should be routed to the Registrar.
2. If the Registrar is not on Post, and no one else is available,
handle it yourself.
3. For new people, always recommend the Personal Efficiency
Course, and get the person's name for the mailing list.
4. Sell the person a book.
C. Preclears or Students who report to you for Testing should be
escorted to Testing-in-Charge and introduced.
D. Trades people should be put in contact with the Director of
Material and introduced.
E. When a person comes in for a previously made appointment,
notify the Org terminal by phone. Escort, or have escorted to the
terminal. Introduce if necessary.
F. 1. Anyone seeking information on the business of the
Organization such as City, County, State or Federal Employees,
Newspaper Reporters, or anyone else, ARE TO BE ROUTED TO THE
ORGANIZATION SECRETARY ONLY. IN THE ABSENCE OF THE ORGANIZATION
SECRETARY, ROUTE TO THE HCO EXECUTIVE SECRETARY ONLY.
2. These people are to be given NO information by you other than
the name of the terminal they must talk to, and whether the
terminal will see them.
THIS IS A MANDATORY, INVARIABLE RULE
G. Anyone wishing Technical information should be routed to:
(a) Registrar (b) Director of Training (c) Director of Processing
H; Be sure that anyone that enters the building leaves with
something solid, even if
65
it's only a rundown sheet on our P.E. functions.
THREE: HANDLING PHONE CALLS (HCO WW note: Make these instructions
applicable to your own particular switchboard and system.)
A. Our phones have 6 buttons. From left to right: Hold, three
outside lines DUnkirk 8-3481, DU 8-3482, DU 8-3483, a blank button,
a Comm Line button.
B. "Hold" Button. To prevent disconnect when switching to another
line, always press the Hold button first, then switch to the
desired line.
C. Outside Lines. All incoming calls use the number Dunkirk
8-3481, as this is our listed number. However, if line one is busy
a new call is automatically switched to line two. If both are busy
it is switched to line three. If all are busy, the caller gets a
busy signal.
D. Incoming Calls.
1. The phone at reception is the only one with a bell signalling
incoming calls.
However, the call can be answered from any phone.
2. Light Signals:
(a) An incoming call has a slow flashing light
(b) A call on hold has a rapidly flashing light
(c) A line in use has a steady light.
3. Answering incoming calls.
(a) Press button and answer with: "Church of Scientology".
(b) Handle the person the same as if he or she was standing in
front of you.
(c) Find out who is calling, who they are calling and what they
want.
(d) Record this information on a daily telephone call record
sheet including who is calling, who is wanted, time of call.
(e) If call is to be relayed, press Hold button, press Comm Line
button, and dial the Org terminal. Inform the Org terminal who is
calling and the line the person is on. Make sure terminal takes
call. Hang up.
(f) If Org terminal is not available, press line button and
inform caller. Offer to take message. Write message on dispatch and
place in terminal's Comm Center basket.
(g) STABLE DATUM: Always press Hold button before pressing any
line button. This will avoid the possibility of disconnecting
anyone already talking to an Org terminal when a new call comes in.
(h) Incoming Long-Distance or Toll (Trunk) Calls.
1. Do not accept incoming collect (transferred charge) calls on
Org
business.
2. If in doubt call the Org Sec. and ask if the call is
acceptable.
3. On collect calls for staff member personal business, call the
staff member and let him or her decide if the call is to be
accepted.
(i) HCO Calls: All HCO calls or calls for L. Ron Hubbard are
referred to HCO to handle. Since HCO is not open in the evening,
get person's name and number and tell the person HCO will call him
or her in the morning. Then put the message in the HCO
Communicator's Comm Center basket.
(1) Other Calls: Calls for a staff member not on duty would be
handled as in "i" above. The message is placed in the person's Comm
Center basket.
E. OUTGOING CALLS: LOCAL (HCO WW note: Make these instructions
applic
able to your own switchboard and system.)
1. Most outgoing calls are made on line three, to leave lines one
and two open
for incoming calls.
2. Check to see that lights are not lit on the line you want to
use, press the line
button and make your call.
3. If you inadvertently pick up a phone line already in use,
PRESS THE HOLD
BUTTON BEFORE MOVING TO A NEW LINE.
66
F. OUTGOING CALLS: LONG DISTANCE AND TOLL (TRUNK)
1. All such calls are made by Reception.
2. Reception places the call for the staff member.
3. Reception keeps a log of such calls including: date, time,
where it was made to and who made it.
4. The financial week in this Org ends at 2 p.m. each Thursday.
At such time Reception dispatches the Director of Accounts as to
the calls made for the week just ending.
G. COMMUNICATION LINE: (HCO WW note: Make these instructions
applicable to your own intercomm system.)
1. This is a party line. There is a steady light signal when it
is in use.
2. If the Comm Line is busy, and Reception has to relay an
incoming call, be courteous, ask to use the line for a moment.
3. There are 20 phones on the Comm Line. A list of the Staff
Posts and their Comm Line numbers is kept beside each phone.
4. Answer the Comm Line buzzer by pressing the Comm Line button,
lifting the receiver, and giving the name of your Post.
H. STABLE DATUM:
Reception receives and routes calls and bodies. Reception does
not give
information unless no one else is available.
STABLE DATUM:
Reception never gives out the names, addresses or phone numbers
of Staff,
students, preclears, or anyone on the mailing list to anyone who
calls in.
STABLE DATUM:
If a caller refuses to give his name, do not connect him with
anyone.
If a caller becomes heckling or obscene, hang up.
STABLE DATUM:
Find out what the caller wants. He may be calling the Org Sec.
when he really
wants information that the Registrar should provide.
FOUR: INVOICING (HCO WW note: These instructions may not be
applicable to your Org.)
All invoicing is done at Reception except Testing Materials which
is handled by Julia Salmen or the Director of Accounts.
A. What is Invoiced.
1. Anatomy of the Human Mind Lectures.
2. Communication Course.
3. Co-Audit Course.
4. Books.
5. Donations to the Church.
6. Hubbard Guidance Center Processing.
7. Academy of Scientology Training Courses.
B. How to Invoice.
1. The final figure at the bottom right-hand corner of the
invoice should always equal the exact amount received. (Cash,
cheque, or whatever.)
2. The invoice should contain all pertinent data. (a) Buyer's
name, address, phone number, date of purchase. (b) Total charges,
total on account, amount received, terms of payment.
(c) Invoices should show clearly whether payment is for:
Spiritual
Training, Spiritual Processing, Books, or whatever. In addition
to written words explaining the sale a large letter "B" is put on a
Book Sale Invoice, a large letter "T" is put on a Training Invoice,
a large
67
letter "P" is put on a Processing Invoice.
(d) On Book sales the retail price of the Book should be shown,
any
discounts deducted from that, charges, tax, etc. There is a tax
table on the Invoicing Machine. You should also indicate that the
Book was delivered to the person, or that the Book is to be mailed.
(e) Invoices should show whether payment is by Cheque, Cash or
Money
Order.
(f) If purchaser is making use of credit we owe him, it should be
shown
where this credit originated.
(g) Initial every invoice written so that any question arising
may be traced
to the writer of the invoice.
(h) Discounts:
1. International Members: Get a 20% discount on books and tapes
costing over $1.25; 20% discount on E-Meters.
2. Franchised Auditors: Get a 40% discount on books costing over
$1.25, and a 20% discount on E-Meters.
3. Lifetime Members: Get a 20% discount on books, tapes,
processing and training. Not on E-Meters.
4. Lifetime AND International Member: Gets a 30% discount on
books and tapes, 20% discount on E-Meters.
5. Staff Members: Get a 40% discount on books and tapes only.
DISCOUNTS FOR ANY CATEGORY OF MEMBERSHIP APPLY TO CASH PURCHASES
ONLY. THEY DO NOT APPLY TO CREDIT PURCHASES.
(i) Exam pies of Invoices
1. Book Invoice:
QUAN.DESCRIPTION PRICE AMOUNT
1 Dianetics, MSMH 4.00
1 Problems of Work 1.25
Less 20% 1.05
(Tax on this amount) 4.20 4 20
Delivered: Date (or)
To be mailed: Tax 17
Total 4 37
Received By Mary Reception
68
2. Processing Invoice. Payment data taken from contract.
QUAN.DESCRIPTION PRICE AMOUNT
25 Hours of Spiritual
Guidance 700
Cash down 200 200
Balance due 500
11 pays $41.00
1 pay $49.00
First payment Jan 0, 19XX Tax
Total 200
Received By MR
3. Training Course Invoice. Payment data taken from contract.
QUAN.DESCRIPTION PRICE AMOUNT
HCA Course _
Spiritual Training 750.00
Cash down 250.00 250 00
Balance due
11 pays$41.00 /
1 pay $49.00
First payment August X, 19XX Tax
Total 250 00
Received By MR
69
3. Distribution of Invoices.
(a) White copy goes to the purchaser.
(b) Yellow copy is put in a basket at your desk. When you have
time, distribute Book invoices to the Comm Center basket of the
Book Administrator; Training Invoices to the Comm Center basket of
the Director of Training; Processing Invoices to the Comm Center
basket of the Director of Processing; Memberships and other
Invoices to the Director of Accounts.
(c) Pink copy goes to Central Files (Addressograph) for address
check and inclusion in the person's CF folder.
(d) Goldenrod copy remains in the machine, undetached, and is
collected after 2 p.m. each Thursday by the Director of Accounts.
Dir Accounts will give you the invoice number starting the new
week. Record this number on your desk calendar for the appropriate
date.
4. Incorrect Invoices.
When an invoice is written incorrectly, void it and write one
correctly. Don't try to make complicated corrections. VOID ALL
COPIES, including the copy in the invoicing machine (Goldenrod
copy). Write VOID in large letters across the face of the invoice,
and in small letters across the final figures at the bottom right
of the invoice. ALL copies of voided invoices including the white
copy must go to the Director of Accounts. Failure to include all
copies may result in difficulties in auditing the books.
FIVE: MA KING APPOINTMENTS WITH THE REGISTRAR
Do not try to teach anyone the basics of Scientology. Your job is
Reception and Routing, so receive a new person and route to the
Registrar. Whether a person is there in person or on the phone,
route to the Registrar. If the Registrar is not immediately
available, make an appointment.
SIX: PERSONAL EFFICIENCY DEPARTMENT RECEPTION DUTIES
This will be covered in a separate part of the hat called Night
Reception.
SEVEN: TO ATTEND STAFF MEETINGS (HCO WW note: May not apply
exactly to your Org.)
The Staff Meeting is held the first Friday of each month. All
Staff attends. EIGHT: TO KNOW AND CARRY OUT THE POLICIES OF THE
ORGANIZATION
Each Staff Member has three hats: Post Hat, Technical Hat, Staff
Hat. These contain the Org Policies. Learn them. You will be
checked on them from time to time.
NINE: To make certain that persons who have no particular
business here are not allowed to loiter on the premises. This
speaks for itself. If you need help to eject someone, ask for it.
TEN: MISCELLANEOUS DUTIES
A. The Reception area should be kept clean and neat at all times.
See that there are plenty of ash trays available, and keep them
clean. Keep your desk neat, and dust whenever it is necessary.
B. Reception acts as a message center to some degree. This does
not conflict with the Comm Center, but is an extra service for
Staff, Preclears and Students. There is always someone on
Reception.
C. STABLE DATUM: Never leave your post without having someone
cover the post for you.
D. Telegrams, Cables, Special Delivery Mail and Packages are
usually delivered to Reception. Notify the Director of Accounts
about any mail; notify HCO about books and tapes; all telegrams and
cables are routed unopened to HCO; notify the Director of Material
about any other deliveries.
70
If you have any questions concerning your Post or Duties, check
with the following Posts in this order:
1. Director of Promotion and Registration - your Department
Head. 2. The Director of Administration. 3. The Organization
Secretary. 4. The HCO Area Secretary. 5. The HCO Executive
Secretary. 6. The HCO Continental Secretary. 7. L. Ron Hubbard.
NIGHT RECEPTION HAT (Personal Efficiency Department Reception)
(HCO WW note: This section may not apply literally to your
particular Org)
All the data in the Reception hat also applies to Night
Reception. Night
Reception is also P.E. Reception, and the following additional
data is needed.
P.E. DEPARTMENT COURSES FOR WHICH RECEPTION DOES SIGN-UP:
1. The Personal Efficiency Course: Class starts every
second Monday 7.30 to 10.00
p.m.
2. The Co-Audit Communication Course: Tuesday and
Thursday, 7.30 to 10.00
p.m.
3. The Co-Audit Course: Monday, Wednesday, Friday, 7.30 to
10.30 p.m.
4. The Anatomy of the Human Mind Course: Tuesday and
Thursday, 7.30 to 10.00
p.m.
PROCEDURE FOR SIGNING UP P. E. COURSE STUDENTS:
Materials
1. A desk or table.
2. A pad of white admission cards to the Personal Efficiency
Course.
3. A pad of invoices for "Free P.E. Course".
(a) Pads are 41/4 by 7 inches in size and have a tan flexible
card binding. (b) Pads are marked "FREE P.E. COURSE" in red ink on
front cover.
(c) Pads are further labeled: Sales Book - Triplicate 50 sets
Rediform - Stock 5H5 SIB.
4. A supply of releases entitled: "Personal Efficiency Course
Release".
5. A supply of pens, at least 2. One for student, one for
Receptionist.
Personnel
1. One person can easily sign up six students in a half hour
period. A large number arriving together should not be kept
waiting.
2. The P.E. Director should be asked for additional help if it is
needed.
3. Duplicate sign-up sets of materials should be available for
immediate use.
4. NOTE: The P.E. Course starts every second Monday. Students
will not be accepted for a late start except on the express
permission of the P.E. Instructor.
SIGN-UP PROCEDURE:
1. Ask the student to sign the white admission card.
2. Ask the student when he wishes to start the Course.
3. Write the starting date on the detachable, white, P.E.
Admission card.
4. Write the current date on the P.E. Course Invoice. NOTE: Write
heavy enough to make the third copy LEGIBLE.
5. Ask the student for his phone number, and write on invoice. If
none, put "None".
6. PRINT student's name from white admission card on invoice. If
you can't read it, ask him or her to spell it.
7. Ask for and write student's address on the invoice.
8. Hand P.E. Release to student. Ask him to read it, and circle
True or False to the questions and sign it. Have him explain any
False answers in writing on the back of the release.
9. While student is working on the release, write on the Invoice:
"6 lectures, Free P.E. Course." Put in the starting date. Sign
invoice in the "Rec'd" block in the lower right-hand corner of the
invoice.
71
10. Hand student white card, white copy of invoice, and route him
to the P.E. Classroom.
11. After all students are in class, sign all releases as
"witness" and fill out admission card stubs.
ROUTING OF P.E. INVOICES:
1. White copy is routed to the student.
2. Yellow copy is routed to the P.E. Director.
3. Pink copy is routed to Addressograph and Central Files.
Routing of a completed book of 50 White P.E. Course stubs is to
the P.E. Director.
PROCEDURE FOR SIGNING UP ANATOMY, COMM COURSE, AND CO-AUDIT
STUDENTS:
The regular Invoicing Machine is used for these courses, and
regular Invoicing
procedure and distribution as previously shown in the regular
Reception Hat is used.
ANATOMY COURSE:
1. A pad of 50 BLUE Cards for the Anatomy Course is used.
2. A person gets a card ONLY if: (a) The person buys the entire
course at once and pays $50.00. (b) The person is an HCA student
NOT in on a discount letter.
3. A person buying single lectures pays $2.50 per lecture, and
gets an invoice.
COMMUNICATIONS COURSE:
1. A pad of 50 PINK cards is used for the Communications Course.
2. A person gets a card ONLY if they buy a three week course and
pay $15.00.
3. Persons buying single nights at a time pay $2.50 and get an
invoice.
4. Write "NEW" on invoice when person starts the Comm Course.
This alerts Addressograph to prepare an HAS Certificate.
CO-AUDIT COURSE:
1. A pad of 50 YELLOW cards is used for the Co-Audit Course.
2. A person gets a card ONLY if signing up for three evenings and
paying $15.00.
3. A person buying single evenings pays $5.00 and gets an
invoice.
RELEASES: A person signing up for the P.E. Course, Anatomy, Comm
Course or Co-Audit should read, fill out and sign a standard
release form.
RELEASE FORMS FOR ALL CATEGORIES ARE ROUTED TO ACCOUNTS.
THESE ARE CONSIDERED VALUABLE DOCUMENTS, AND ARE STORED IN THE
SAFE.
DON'T FORGET TO COLLECT MONEY, AND MAKE CHANGE IF NECES
SARY. IF A LARGE AMOUNT OF MONEY GATHERS IN RECEPTION IN THE FORM
OF CASH, CHEQUES OR MONEY ORDERS, GIVE IT TO THE DIRECTOR OF
ACCOUNTS. NORMALLY THE CASH BOX IS LOCKED IN THE RECEPTION DESK AT
THE END OF EACH DAY.
Issued by: Peter Hemery
HCO Secretary WW
for
L. RON HUBBARD
Authorized by: L. RON HUBBARD
LRH:lr.rd Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS
RESERVED
72
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 NOVEMBER 1965
Gen Non-Remimeo HCO Sec Dept 1 Dept 3 Dept 7
RECEPTION LOG
IN-THE-ORG LIST
Reception belongs in HCO Division l, Department 1.
Reception keeps a log book. It is usually a cheap, large accounts
ledger such as are bought at the dime store.
In this log book Reception notes mail received and outgoing
(before it is given to Accounts), persons arriving and departing
from the org, supplies received and sent away and all occurrences
of note.
This log book is kept by the day and hour using day, date, month,
year and a 24 hour designation of time. Spaces exist between days
and the days and dates are plainly marked.
The log is the official registry of activities.
It must be legibly kept.
It is resorted to when information is required concerning mail,
supplies, personnel, students and pc arrivals and departure at the
start and end of service
IN-THE-ORG LISTS
Any person arriving in the org for service is logged. When they
leave the org after service they are logged out.
People arriving give their local address to Reception.
People departing should depart via Reception and give their
forwarding address which Reception sends on to Address.
Reception, from this data, makes up a weekly roster of persons
present for service (training or processing or any other service).
This is the "In-the-Org List".
Accounts uses this list to effect Area Collections for incidental
credits or past credits.
The list is made by Reception by keeping a basic list and adding
to it or subtracting from it and Xeroxing it at the end of each
accounts week. It need not be continually retyped. It is only
corrected. The person's name, what he is there for and his or her
local address is put on the list.
Reception gets these names by the person arriving and giving them
or departing via Reception.
Near the public notice board put up a nice sign, "Inform
Reception of your arrival and departure from the Org before and
after training or processing".
Reception is also part of the Accounting Invoice routing. The
Central Files copy
73
of student or pc invoices is routed to Reception before it goes
to Central Files.
Reception checks these invoices and notes:
1. If a person has reported in person and is not later invoiced.
2. If a person is invoiced in but has not come to Reception.
In both cases Reception reports the discrepancy to Inspection and
Reports.
Inspection and Reports either finds the missing Invoice as per
(1) above or finds the missing person and gets him to Reception in
case (2) above.
If the person is found to be receiving service (training or
processing) without proper and adequate invoice for it, the matter
is reported to the HCO Area Sec. to local Ethics AND BY CABLE TO
SAINT HILL or by fast despatch to the Office of LRH, Saint Hill.
IN-THE-ORG LIST COPIES Copies of In-the-Org List go to Ethics,
all Secretaries and Area Cashier weekly.
Anyone finding a name of a person already departed or a person
there but not appearing in the list must inform Reception via the
HCO Area Secretary.
L. RON HUBBARD
LRH:ml.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
74
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 JULY 1966 (Adds to HCO Policy Letter
of 22 October 1962 "THEORY OF SCIENTOLOGY ORGANIZATIONS")
Remimeo HCO Area Sec RAP Hats Receptionist
ALLOCATION OF QUARTERS ARRANGEMENT OF DESKS AND EQUIPMENT
In allocating quarters and arranging the desks and equipment of
the personnel who are to use them, it is essential to analyze the
particle flows to be handled by these personnel: what particles
does each post handle; where do these particles come from; what
does this post do with them; and where do the particles go from
there.
Example: All types of particles from the public enter the org
through Reception. Thus the space allocated to Reception should be
easily accessible to the street; the channel to it should be
clearly marked; and there should be nothing along this channel
which would stop or distract the flow of particles to Reception.
Within the Reception area itself, the Receptionist's desk should be
so placed that it is clearly visible from the entry and there
should be no barriers or distractions between it and the entry;
thus incoming particles will naturally flow to it as the first
barrier in their path.
What Reception does with these particles is discover their proper
destination in the org and route them to it; as well as give
persons entering the org recognition. Thus, Reception's space must
have in it a Public Bulletin Board and notices of services, book
display and the like; and space and chairs, etc., for bodies to
wait in if their destination terminal is not immediately available.
Reception's highest priority particles are incoming public
bodies; and these go mostly to Registrar and/or Accounts from
Reception. Thus, Registrar and Accounts should be easily
accessible - preferably adjacent - to Reception, and clear
channels should exist between Reception and them.
Incorrect allocations of space and/or placement of desks and
equipment therein slow, confuse and even lose traffic. Example: An
org had its Public Bulletin Board, some chairs and a magazine stand
in the hallway leading to its Reception area, out of view of the
Receptionist. An inestimable amount of body traffic was lost by
this arrangement - inestimable simply because these items
stopped the flow and Receptionist never saw many of the bodies that
came in the door.
It would be wise for any org to review its allocation of space
and arrangement of desks and equipment in terms of particle flows
as above, as a routine action once every six months or so.
L. RON HUBBARD
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
75
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 19 NOVEMBER 1958
All hats
ORGANIZATION
An organization is composed of terminals and communications by
associates in a common purpose.
An organization's efficiency and purpose are forwarded only to
the degree that its communication and command lines are known.
The policies of this organization are established by the Board of
Trustees and are formed by common agreement which then becomes
reality by execution through its command lines.
Therefore no single board member or unauthorized person can alter
existing policy or create new policy by the issuance of directives
or instructions over his own signature. If and when this should
occur it is the duty of the recipient of such a directive or
instruction to forward it to the next higher authority on the chain
of command. We thus corral and straighten out our communication
lines by bringing to light hidden areas of confusion caused by the
un-mocking of posts brought about by the by-passing of terminals on
the chain of command.
This directive is effective now.
L. RON HUBBARD Executive Director
LRH: mp. eden Copyright (c) 195 8 by L. Ron Hubbard ALL RIGHTS
RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO BULLETIN OF 7 OCTOBER 1959 HCO Secs Assoc Secs
ORG BOARDS
All Orgs have been asked to submit copies of their Org Boards to
HCO WW. If this has not been done, they should be sent off
immediately.
Henceforth any personnel changes should be notified here each
month together with new appointments made or old ones relinquished.
Co-operation in this will enable HCO WW to maintain a present
time picture of all Orgs everywhere.
Roddy Stock Supervisor Central Orgs for L. RON HUBBARD
LRH: RS: let. eden Copyright (c) 1959 by L. Ron Hubbard ALL
RIGHTS RESERVED
76
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MAY 1960
Assoc Secs HCO Secs
COPIES OF ORG BOARD
It is essential not only that the Org Board in each Organization
should be kept up to date, but also that copies of the Org Board
should be sent at regular intervals to HCO WW. The necessity for
this became apparent recently when it was discovered that in a
certain Central Org, the staff had been allowed to become top heavy
in Admin, to the extent of several times the allowed
proportion - instead of only two admin personnel for every
technical one, there were six or seven. This was not so apparent
just by looking at staff lists, but it would have been glaringly
obvious if Ron had looked at the Org Board.
Making a copy of the Org Board is not a long job when done in the
following manner. Take a large sheet of white or brown paper. Type
the posts and names only, not the purposes or other
details - type them in blocks, on thin white paper, and cut them
out with scissors, a whole block at a time. Then draw the lines of
the Org Board roughly on the large piece of paper, and attach the
blocks of posts and names in the proper places with gum or paste.
Finally, draw the lines in firmly in red and blue pencil. It need
not be a "perfect" job, excruciatingly neat, so long as it is quite
clear and accurate. Put the date and the name of the Org on it, and
send it air mail to HCO WW.
These copies of the Org Board must be sent every three months to
HCO WW, on January 1st, April 1st, July 1st and October 1st of each
year. If this is done regularly, it is not necessary to keep
sending in changes of posts unless there are really major changes.
It is the responsibility of the HCO Area Sec to see to it that
these copies of the Org Board are made and sent in regularly,
though he/she may delegate the actual work, to another HCO
personnel if available (HCO Steno for example). Please co-operate
in this as it is considered very important.
Note to HCO Secs: Add two more lines to your 'HCO l' reports as
follows:
P. Was a copy of the Org Board sent to HCO WW this week?
Q. If not, when will the next copy of the Org Board be sent?
.........
Send in your first Org Board copy now' as soon as possible after
receipt of this Policy Letter, then the next one on October 1st,
and so on (if you send one now, it need not be sent again on July
1st).
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
77
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 MAY AD 15
Gen Non-Remimeo Issue III
Hang Near New
Org Board
varnished over ORGANIZATION
or relettered THE DESIGN OF THE ORGANIZATION
As our Org Board and Org pattern we have not only an Org Board
but a "philosophical system", which gives us the levels of able and
extra able beings and an analysis of one's own life as well.
If you look at the levels written above the departments you find
the spans of the Bridge which are followed to Release, Clear and
OT. You can easily see which ones are missing in one's own life and
the lives of others. These are the upper end of the awareness
scale.
When you look at the department names you can see what is missing
in your own life.
You can also see where your post or your job breaks down, for
every job has all these "department names".
When you look at the Division names you see what the Cycle of
Production must be in this Universe to be successful. By studying
this you can see why other businesses fail. They lack one or
another of these divisions.
Although the organization seems to have a great many departments,
and would fit only a large group, it fits any org of any size.
The problem presented me in deriving this board was how to
overcome continual org changes because of expansion and applying it
to organizations of different sizes. This board goes from one
person to thousands without change. Just fewer or more posts are
occupied. That is the only change.
The staff ratio here is one administration person in the five
non-technical divisions to one technical person in the Technical
and Qualifications Divisions (excepting only staff staff auditors
and field staff members who count as Admin personnel). Staff is
added in rotation amongst the non-technical divisions every time a
technical person is put in the Technical or Qualifications
Divisions.
The board is entered from the left and proceeds to the right.
It is actually a spiral with 7 higher than and adjacent to 1.
The organization corrects itself through the Review Division,
under the authority of the 7th Division.
Organizations go in phases. The phases agree with the Cycle of
Production.
A forming org, unable yet to function fully, is a CLASS ZERO Org.
It is only at Recognition and gives a Class Zero Course only and
uses only Grade Zero processes. When it can give a Level I Course
and use Grade I processes it is a Class I Org. And so on. The HGC
of the org may not process above the class allowed in the Academy.
The Review Case Cracking Unit only may use processes above the
class of the Org and then only when its Review personnel are so
authorized by Saint Hill.
There are two tendencies Man has that this board resolves.
Man's systems are based on groups and masses of people.
Every person on this Org Board is "statistized". That means the
job he does is a statistic that can be verified. He is not lost in
a group.
The tendency of filling up every box indicated on an organization
chart (which
78
Man usually does) is checked by the formula that there must be
only one Admin staff member for every tech as above. Thus Divisions
4 and 5 are heavy with personnel containing five times as many as
all the other divisions.
In expanding, each department acquires seven sections, every
section then acquires seven sub-sections, every subsection acquires
seven units.
At this time of issue we find Scientology itself just at the end
of its Dissemination Cycle (Division 2) and just entering upon the
Organization Cycle (Division 3). There will be a full and long
Organization Cycle. This will eventually be followed by a
Qualifications Cycle in which we adjust civilization. After that
will come a Distribution Cycle in which we use Scientology
elsewhere in the Universe, and then will come the Source Cycle
again, finding us all on a higher plane.
This pattern will probably be in use for a very long time.
This board is one of the very few things in Scientology which is
not completely new. It is taken from an ancient organization and
which I have refined through considerable experience by adding
Scientology and our levels to it. It is based on an extremely
successful pattern.
This org pattern is designed not to make money or Scientologists
as one might think. Its whole purpose is to make the "Ability to
Better Conditions", which is the mission of Scientology.
THE LEVELS
Your main interest in this board is of course its levels.
There are over thirty-two levels to the left of the board,
covering the average human states.
Our board shows how we move up onto the Bridge at Communications
(Level 0), and then progress division by division to Level VII. One
Division equals one Level left to right.
The abilities recovered in these levels are marked above the
department names (Communication, Perception, Orientation,
Understanding, etc.) and take us all the way to a new state at VII.
As he progresses along this line left to right, a level is given
the person each time a division is passed.
At Level V we find we can move people from the lowest human
states onto the Bridge, before we ourselves exit at the top.
Thus we leave behind us a Bridge.
In 1950 when I said "For God's sake Build a Better Bridge," I had
to do it on my own.
But here it is, not only a bridge but also an organization to
carry the weight of the spanning, a very needful thing.
L. RON HUBBARD Founder
LRH:mh.jp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: See HCO P/L 15 December 1969, Class of Orgs (Basic Staff
Volume 0, page 254), which
cancels classes of Orgs and permits any official Org to "perform
and teach any Class or Grade up to IV".]
79
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1965
Gen Non Remimeo
Dir Mae HAT
HCO Sec HAT NEW ORG BOARD DESIGN
The new org board consists of a couple sheets of clear blue
Formica 4 feet high by more than 8'9" long. These sheets are often
4' x 8' so you have to have one and a piece. It can be longer than
8'9". That is the minimum. That gives one department only 5 inches
of width.
A yellow vertical stripe of sellotape split in half separates
departments in a division and divisions are separated by a full
width of it. A thin strip of green goes all along the top of the
departments.
The level word goes above each department and the yellow tape.
The command lines are in red sellotape.
The names of departments are cut on a DYMO (from Dymo Ltd.,
Browells Lane, Feltham, Middx, tel. no. FELtham 7284, with model
M.29 No. 7213 American Tool 'N' Tape Kit), using tape approximating
the colour flash of the department as feasible.
Executive Secretaries and Secretary titles and names are in gold
Dymo tape.
Directors' titles and names are in gold banded brown tape.
Other executives' titles and names are in gold banded black tape.
Communicators are in this tape.
Section names are in the same tape colour as the Department name.
All sub-sections or units are the same tape colour as the
Department name.
All general staff members are in plain green tape.
All Provisional or temporary staff members are in black tape.
The name of a Deputy is in green tape but the title, even when
preceded by "Deputy" is the colour code as above.
If you can't get a Dymo, cable us and we can send you one from
Saint Hill.
Formica is available any place.
You put everything on the board that's on the copy sent you and
your other bits in the appropriate department.
Dymo tape sticks and unsticks easily if you have to change it
about.
COMM CENTRE
Your Comm Centre goes along the bottom of the Org Board by
person's name if you can make it that way and it's safe.
Otherwise, put up your Comm Centre elsewhere, as usual, one
basket for each staff member. But rig it in order of divisions and
departments and colour flash the baskets and put the title, name,
home phone and home address of each staff member on the basket
card.
The org board is thus paralleled by the basket system so they
don't have to be in the same room open to the public. The Division,
dept stack is only 1' basket wide for compactness. If too high,
make it 2 baskets wide or 3.
The board ought to be very visible to the public. The Comm Centre
should not be.
Where a staff member holds 2 hats, he gets preferably 2 baskets.
No org member should be in 2 divisions ever no matter how many
hats he or she wears except the Exec Secs.
The Comm Centre baskets can go around 2, 3 or even 4 sides of the
room. The Org Board must be all in one line.
TITLE OF ORG The title of the Org may be put on a sign painted by
a sign painter in the upper 80
right top of the org board. Just under it the "Board of
Directors" is placed with names and titles on gold tape -
L. Ron Hubbard, Chairman Mary Sue Hubbard, Secretary
Marilynn Routsong, Treasurer.
If local law demands other names they are put on in white tape.
Being a board member does not deliver any extra authority to an
individual as it must act as a board.
"L. Ron Hubbard" is put over to the left top of the board in gold
painted letters, not Dymo, as the public expects it to be there
where it is given on your Org Board sketch.
"HCO" and "Org" are proportionately big and placed as on the
sketch. SUMMARY
It is more than a pretty board.
It's what is called a "Philosophic Machine". Studied along its
level lines it tells what's missing in a case or an org. Studied in
its department names, it gives what's missing on any post. Studied
on its division names it gives the ideal cycle of action and
pattern that should exist in any company.
It is a brand new look at org function and flow.
It will scale up to 200,000 staff members or scale down to one
with no change of pattern. You just add seven sections to each Dept
and 21 sub-sections to each section and seven units to each
sub-section and so on and on, naming each according to the formula
expressed in the Divisions.
A lot could be written about this org board. The main thing is
you've got it. And the second you put it up - beware. It's going
to yank the org straight.
DUTIES The Director of Materiel gets it erected. The HCO Area Sec
keeps it posted. OFFICIAL
It is the official assignment or appointment of any post.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 DECEMBER 1966
Gen Non
Remimeo NEW ORG BOARD DESIGN (2)
Org Board I/C (Supplements HCO Policy Letter of 7 June
1965 )
HCO AND QUAL DIVISIONS
As HCO Division and Qualifications Division are senior, all
material concerned with these Divisions on the Org Board (from the
title of the Division downwards) is to be placed one inch higher
than for the five other Divisions.
DEPARTMENT OF REVIEW
The awareness level (in red) above the Department of Review is to
be changed to "CORRECTION".
ACTING TITLES
Acting Executives (Department Heads and above) are to have their
names posted in red banded gold tape (Dymo Catalogue No. 171/2).
Mary Sue Hubbard
LRH:cden The Guardian WW
Copyright (c) 1965, 1966 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
81
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JULY 1965
Remimeo
All Exec Hats All Divisions
LINES AND TERMINALS ROUTING
The most important things in an organization are its lines and
terminals. Without these IN IN AN EXACT KNOWN PATTERN the
organization cannot function at all.
An Executive putting in new lines and posts or making changes in
old lines or terminals REQUIRES CLEARANCE FROM THE OFFICE OF LRH
before the order can take effect.
Anyone following such an order, to alter lines and terminals in
the org which are already established by policy who does not file a
job endangerment ethics report (a statement that his or her job is
being endangered by the illegal order of a senior) must share any
penalty for such alteration.
People who haven't a clue about the org pattern throw it into
chaos by altering the established pattern. Then the org won't work
and goes broke quickly.
Therefore the most serious threat to the stability of an org is
shifting lines with no understanding of what is supposed to happen.
The lines and terminals (hats) outlined in policy are based on
long, hard experience. When they short-circuit the org ceases to
function as an org and becomes a mad scramble.
When despatch and body routing charts laid down by policy are
carefully followed, the org will function. When they are not, it
won't.
A serious fault in any executive or staff member is unawareness
of the co-ordinated functions of terminals, or complete unawareness
of other org hats and functions.
A D of T trying to wear an Ethics hat, a Qual Sec shifting his
internal lines, a Registrar who seeks to assign the hours of
auditing would be enough in any large org to throw it into a jumble
where nothing works or flows.
There is more to an org than one person wearing all hats plus
another person wearing all hats, etc. Such an org just won't
prosper.
The hardest job any top executive has is teaching the staff the
lines and terminals and getting them followed. That is because
green staff is unaware of the org itself, or its flow lines.
A lot of the time, when one sees a declining statistic, it is
only that certain lines are out or being misrouted.
The lines will flow if they are all in and people wear their
hats. If the body and despatch lines flow, the org will prosper. If
they are disarranged, they won't flow and won't prosper.
No executive or staff member has any right to establish or alter
terminals and lines without express written permission from the
Office of LRH.
Believe it or not there will be people around in orgs who have no
faintest concept of its pattern - or the existence of an org.
And these will be the first to attempt large changes. And these are
the first you should send to the staff training officer to get
checked out on their posts.
It is an Ethics offence to issue orders altering lines without
clearance from the Office of LRH.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
82
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 FEBRUARY 1969 Issue III
Remimeo
DOUBLE HATS
Double-triple-quadruple hat wearing makes a lie out of "We've
got a "
QM (Quartermaster) or a PRO (Public Relations Officer).
If the guy also wears other hats, the post is HELD ONLY FROM
ABOVE. Therefore you don't have a QM or a PRO or what have you.
Report unfilled double-hatted posts as HELD FROM ABOVE. It's a
false report to say they're posted as they're NOT. This accounts
for a lot of holes in the line up.
L. RON HUBBARD Founder
LRH:ldm.ei.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE LONDON HCO
BULLETIN OF 26 SEPTEMBER 1956 To Washington and London
FLOW LINE FOR PERSONNEL
The Procurement of Personnel for the Organization Technical Staff
should be from the field or the School to the HGC, from the HGC to
staff posts when important and need filling.
In other words, a blank for Day Instructor is filled from HGC
staff-the replacement on HGC staff comes from the field or from the
students at the School.
Exception - Business staff is occasionally transferred to
Technical Staff.
Reason - It is easier to brief on auditing than on what we do
in the Organization. Auditing not Organization is real to field and
student.
L. RON HUBBARD
83
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 FEBRUARY 1961
HCO Secs Assn Secs PE Directors
PERSONNEL PROCUREMENT
The most fruitful source of Admin personnel, such as typists,
clerks, receptionists and so forth, is the PE Test
Course - Co-audit line.
Prominently displayed in one place where it can be seen by these
people should be a help wanted notice asking them to see or call
the Assn Secretary's secretary during business hours for
Administrative positions such as typists, clerks, secretaries and
receptionists.
A help wanted notice for Trained Scientologists should also be
displayed.
Most Admin assistance has come in from the PE line in the past or
from agencies and in either case they usually eventually take
training.
People are eager to help. Let them.
Warning: If there is no specific person listed to be seen, you
lose your would-be staff simply by misrouting at reception when
they come in to apply - and that takes in Scientologists who
would work for us as well. If a Central Organization did not
somehow stop so many of its incoming applicants for training and
processing the unit would treble. If it did not misroute job
applicants it would have a qualified staff.
At once prepare and post the above permanent notices.
Also at once provide the Assn Sec's secretary with applications
for employment, giving schooling, any Scientology training and so
forth and keep them dated and on file. File as well, with the
application, a spare copy of test results.
L. RON HUBBARD
LRH:js.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
84
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 MAY 1968 Issue I (Amendment of HCO
Pol Letter of 14 Jan 1966
Issue II)
Gen Non-Remimeo
HCO Exec Sec Hat
Org Exec Sec Hat
Dept 1 Hats
Financial Planning Hats
Org Sec Hat
Qual Sec Hat HIRING PERSONNEL
LINE FOR
This is the exact line to be followed for the hiring of
personnel.
A person who comes in or calls in response to an ad is put on
lines to the Personnel Procurement Officer in Dept 1, Div 1.
The Personnel Procurement Officer finds out all the pertinent
data about the person, i.e. past experience, training, what
position or type of position they are interested in taking and only
if the person mentions it, their expected wages.
The Personnel Procurement Officer takes him to Personnel Control
Officer to be put on post immediately.
ALLOCATION BOARD
In Dept 1, an Allocation Board is to be kept which shows
vacancies. This Board is a piece of cardboard which shows all Divs
and Depts of the Org Board aligned much as the Org Board. It is
kept by Personnel Control and when a request for a staff member
comes in, the Personnel Control Officer writes on a small strip of
paper the post that is vacant and who requested the personnel on
the reverse side of the paper. A pin is then stuck through the end
of the paper and it is stuck in the Dept where the vacancy is. The
same action is taken when an ED comes out in which new personnel is
authorized, and these are taken up at once, with all priority.
The Personnel Procurement Officer is never told what kind of
personnel to procure, unless a professional photographer or some
such is required and he has to put ads in the paper. Mostly his
whole attention is just to be on procuring staff, all kinds, not
categories.
The Personnel Control Officer, when he receives a new Staff
member from PPO, looks over the person's qualifications, checks his
allocation board and places him in a suitable position. Or, he can
be allocated to replace a staff member who is wanting to be
transferred.
At the top of each Div and Dept is the maximum Quota of personnel
authorized for that Dept or Div by the Exec Council and the current
number of persons in the Dept concerned and the Division.
FINANCIAL PLANNING
Since Wages comes under Financial Planning and the Quota is set
by Exec Council, all this data must be presented to them, however
it is sent to them after the person is put on post, with all
details about his qualifications and where he has been placed.
85
The Personnel Procurement Officer then, when hiring a new person,
sends to Exec Council:
(a) A P.O. giving all details of the interview with the new
person. (b) The person's preference as to where to work. (c)
Personnel Procurement's recommendation as to placement. (d) The
Allocation Board up to date.
Financial Planning gives a maximum figure for the person taking
into consideration his/her training, and the type of position to be
filled.
The final say in the Placement of the Personnel remains with the
HCO Exec Sec as one of the functions of her office.
DISMISSALS
The Org Exec Sec through the Org Sec and Qual Sec has the power
to dismiss personnel in accordance with Ethics and status policies.
SUMMARY
Since the hiring of Personnel and Wages play a big role in the
overall well-being of the org, planning and care has to be taken on
each person or else we will find ourselves way overboard on the
admin side or paying huge wages to clerical help and a consequent
disintegrating organization turned bureaucracy.
The way to keep this under control then is not to cut down your
procurement. This should go ahead at a tremendous rate, and
meanwhile you should be pushing your people out the top of the
organization to the next highest org or sending those eligible for
training. Allow your staff to expand and move on. Do this by
procuring enough replacements as want to leave.
L. RON HUBBARD Founder
LRH:js.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: This issue of 14 January 1966 policy of same title puts in
the line from Personnel Procurement Officer to Personnel Control
Officer for immediate placement on post (paragraph 4), instead of
Personnel Procurement Officer ". . . tells them the data will be
forwarded to the proper person and they will be notified in the
next day or two"; changes keeping of Allocations Board from PPO to
PCO; adds paragraphs 6 and 7; gives CSW to Exec Council for
Financial Planning purposes after placing new person on post
(paragraph 9); and adds final paragraph. "Ad Council" is amended to
"Exec Council" throughout.]
[This 22 May 1968 issue was later amended by HCO P/L 21 July
1972, Issue IV, Staff Qualification Requirements for Hiring
Cancelled, where the procedure of putting new persons on post
immediately was changed to assigning new personnel to the HCO
Expeditor Pool and instant hatting them on what they are to do and
putting them to work immediately under supervision.
86
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 MARCH 1968
Remimeo
STUDENT & STAFF PROGRAM
STUDENTS:
Students will now have an opportunity to earn free Level Courses.
Any student who is presently on a Level Course and brings in 5
students for HAS or above may have his next Theory or Practical
Course free.
He may do this as often as he likes.
This offer only applies to students actually on a Levels Course
(HRS to HAA), now or in the future (in other words, this does not
just apply to those presently on a course, but to future enrollees
as well).
The award is given for actual people brought in who signed up and
paid.
Five HAS courses sold should equal the cost of a Levels Course.
If it does not in your Org, then change the number of people the
student must bring in until it does.
STAFF:
If RAP finds a student who shows himself to be intelligent and
responsible (up stat) or an untrained or partially trained staff
member who has the same indicators, RAP may offer that person his
or her Levels up to and including HAA free of charge in return for
a one year contract.
The contract is specifically for auditing - we want trained
and experienced auditors from this. We want them in the Tech
division or in Qual.
The contract commences after the training has been completed.
Later, the staff member may be offered his Class VI or VII in
return for a 21/z year contract. This contract would include
getting his Power free. This contract requires him to be Staff
Status II.
Inter Org arrangements and agreements re awards will have to be
made between those concerned. The outer Org would pay unless
specifically awarded by the Guardian, or unless it fell in to some
other award system.
These programs are designed to increase Org flow, speed movement
upwards, expand staffs, and increase the number of trained auditors
in the world. We are beginning to have much larger flows and must
get trained staff quickly to handle it.
Lt. Fred Payer
Sea Org
Approved by -
LRH:Jc.cden L. RON HUBBARD
Copyright (c)1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[This policy was cancelled by LRH in HCO P/L 27 September 1970,
Issue II, Volume 3 - page 136 being in direct violation of HCO
P/L 27 April 1965, Issue II, Price Engram, Volume 3 - page 91,
which forbids cutatives in prices as damaging to expansion. ]
87
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 JULY 1969
Remimeo
ORG PERSONNEL RECRUITMENT
Hereafter it is policy that anyone wishing to work in an official
Scientology Organization either must be an HDG or above or be
recruited as follows:
1. Sign a 21/z year contract.
2. Be put on full time training on the Dianetic Auditor Course at
org expense.
3. If and when he meets the exact requirements of an HDC for
groups or HDG for orgs and receives his certificate he is placed on
staff.
4. Any training thereafter (Staff Status II being his next
action) as an auditor or staff member is done part time while on
post without charge.
5. Any auditing he receives thereafter up to Grade IV is at 50%
full rates or is done outside the org by a fellow staff member who
is fully qualified, any necessary Reviews being at half charge and
all C/S being done free of charge by the org.
6. The Grades V and VA being at 50% discount, the staff member
bearing all travel and living expenses himself if received at a
distant place, the staff member being off payroll for the time
absent from post.
7. All Advanced Org grades being obtainable from AOs for a 50%
reduction of fee paid in cash on enrollment at the AO, providing
the EC of his org signs a letter stating he is a contracted staff
member to that org, all travel and living expenses being paid
personally by the staff member and being off payroll during his
absence.
8. Class VI and Class VIII, PRO and HGC and Course Supervisor
training to be at org expense at 50% fee, living and travel
expenses also paid by org but only on a letter from the Org's EC
and evidence of a new 5 year contract being signed to that org to
begin on resumption of post at the org. Any unfinished portion of
the 21/z year contract is cancelled but in general practice Class
VI and VIII training should be extended at org expense only to
those who were actual and highly valuable org auditors for a
reasonable period of time.
SEA ORG COOPERATION
The Sea Org's SHs and AOs will cooperate by remitting 50% of fees
as above and under the above conditions.
(SO members eventually receive all their grades, classes and
courses free of charge, as they are not on salary. The SO requires
a person to be HDC or above or on enrollment and the signing of the
SO contract is followed at once by full time training to HDG at
full SO expense after which the person receives his sea training
and Staff Status II, etc. on a part time basis.)
REQUIREMENTS OF HDC
The requirements of HDC or HDG MUST be upheld and are very
explicit. Anyone receiving a certificate in Standard Dianetics
must:
1. Have shown skill and ability in obtaining routine good results
on pcs using Standard Dianetics and
88
2. Have had good case gain from Standard Dianetic auditing.
If the potential org staff member fails on either of the two
above accounts or if they are in question, he is not given any
certificate and his contract is cancelled. This must occur within
one month of his enrollment on course.
INTENTION
It is the specific intention of this Policy Letter to
A. Technically train new staff members in Dianetics and Course
Supervision before permitting even clerical or other posts;
B. To have persons on staff who can audit and therefore help
others;
C. To have persons on staffs who are good ethics cases since
persons who are not able to audit and who do not get good case gain
are too often found to be bad ethics risks or have to be preclears
too long. (Org personnel and admin upsets stem only from such cases
as do not meet 1 and 2 Dianetic requirements above.)
D. To have orgs that are critical of poor org training and org
processing standards at any class or grade and can detect such
flaws at once even in their lowest ranks.
E. To have high morale, efficient and effective orgs and official
activities.
HIGHER CLASS APPLICANTS
If a person who is already an HDC applies to become an org staff
member he is given his HDG and any Scientology grade he can cover
in 3 weeks at org expense.
If a person who is applying is of a higher class he is still
given a month of free training at org expense.
In the case of a Class VI, (although the contract must be for 5
years) he is sent for his Class VIII as the first action.
In the case of a Class IV applying he is given a Standard
Dianetics Course (to HDG) if he does not have it and if he also has
this (HDG) and Class IV he may be given his Class VI at org expense
(on a 5 year contract) if feasible for the org.
FOUNDATIONS
Foundations exist to keep an area calm and to prevent a
no-auditing situation for many.
They also exist to service day org staff.
It is fatal not to have a Foundation.
The Contract of a Foundation is valid only if the staff member
works evenings and weekends which is equivalent to a full time Day
post in hours. (c)
This being true, then all the above conditions apply to
Foundation staff procurement. The times in training are the same if
the student goes both evening and weekend.
Part time Foundation staff (only evenings or only weekends) may
not have these
conditions.
L. RON HUBBARD
LRH:cs ei.cden Founder
Copyright (c) 1969
by L Ron Hubbard
ALL RIGHTS RESERVED
[See also pages 91 and 93 in this Volume and HCO P/Ls 29
June 1971, Issue IV, Org Personnel
Recruitment Requirements Eased, and 21 July 1972, Issue IV, Staff
Qualification Requirements for Hiring Cancelled, in the Year Books,
for changes in requirements.!
89
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East
Grinstead,Sussex HCO POLICY LETTER OF 18 JULY 1969
General Non-Remimeo Pubs Org
PUBS ORG PERSONNEL RECRUITMENT
As Pubs Org does not itself run Dianetics or Scientology courses,
being a publications rather than a normal service organization, its
staff cannot be technically trained in their own org as would be
the case elsewhere.
HCO P/L 10 July '69 "Org Personnel Recruitment" thus applies with
the following modification for Pubs Org personnel and potential
personnel.
The lower level technical training (Dianetics to Class IV) can be
done at either of the Copenhagen Orgs or at SHDK, without charge
except that Pubs Org must either pay for or supply the course
materials used by its staff. A no charge invoice is issued upon
production of a current letter signed by Pubs EC stating the staff
member is contracted to Pubs Org.
Staff Status and other post training is done at Pubs Org.
All other regulations as to full time or part time training,
acceptability for staff, auditing fees, Advanced Org grades, Class
VI and Class VIII are as given on the 10 July '69 P/L.
Pubs Org staff, at distant offices such as the Pubs Org US
Shipping Office, receive their training under the same regulations
at the nearest Org.
The intention of this policy letter is to have the same staff
requirements and benefits for Pubs Org staff as for other Org
staffs, as well as the A to E intentions stated in the above P/L.
W/O Ken Delderfield CS-6 for
L. RON HUBBARD Founder
LRH:KD.nt.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
90
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 SEPTEMBER 1969 Issue III
Remimeo
(Addition to HCO POLICY LETTER OF 10 JULY 1969)
ORG PERSONNEL RECRUITMENT SEA ORG COOPERATION
Recruits and applicants to the SO via the Dianetics Course may
not be paid or uniformed. Only regular SO bed and board may be
furnished.
Upon completion of the HDG, the new SO member is then entitled to
receive a 50% allowance until such time as he has passed his Sea
training, etc. as laid down in FOs.
Once all his basic training is completed he is then entitled to
full Sea Org privileges - NOT BEFORE.
It is called to attention that if the member fails to pass his
DAC by examination and by excellent auditing and case gain he is
promptly terminated as a recruit and advised to complete his DAC
and auditing at a local org at his own expense. If he passes and
becomes a creditable HDG he is of course accepted as a SO member.
L. RON HUBBARD Founder
LRH:ldm.ei.cden Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: This policy is modified by HCO P/L 13 January 1970, Org
Personnel Recruitment {Revised), on page 93 of this Volume. ]
91
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 DECEMBER 1969
Remimeo Div l's Div 2's Div 3's
ORG PROTECTION
Orgs who send their staff for training to a higher org must first
demand of the staff member that he sign a Note to the extent of
$5,000 in order that he may commence the course. (Each course
received by the staff member at org expense is priced at the value
of $5,000.)
Such a Note, as mentioned above, must be legally binding in that,
if he breaks his Contract, he is automatically in debt to the org
for $5,000. Legal action is taken in the case of refusal to pay
this debt, or failure to adhere to regular payments until the debt
has been paid off fully. His Certs and Awards are suspended, and
further training or processing is denied until the matter is
handled. SH & AO Registrars are informed by the org of Contract
breakers.
Val Docs, Div 1, Dept 3, receives the original of the Note once
it is signed and witnessed, and Accounts receives a copy for filing
in the staff member's Accounts folder. A copy is retained by the
staff member and presented to the Registrar prior to being enrolled
on the course. NO NOTE = INELIGIBLE FOR THE COURSE.
The note is withdrawn and cancelled when the staff member has
completed his Contract.
It is the intention of this Policy Letter that before Contracts
are signed and services taken at Org expense, due consideration is
given to the consequences of Contract breakage.
Lt. Robin Roos CS-3 for
L. RON HUBBARD Founder
LRH: RR:rs.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
92
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 JANUARY 1970
Remimeo
ORG PERSONNEL RECRUITMENT (Revised)
The following Policy Ltrs are modified:
HCO Pol Ltr of 10 July 1969 "Org Personnel Recruitment" in which
org personnel applicants are required to take an HDG course, etc.
HCO Pol Ltr of 2 September 1969 Issue III (Addition to HCO Pol
Ltr of 10 July 69) "org Personnel Recruitment - Sea Org
Cooperation".
HCO Pol Ltr of 14 July 1969 "New Personnel and Expansion" in
which orgs are advised not to have more than 5 Auditors which is
poor advice.
These policy letters are relegated to ADVICES and are NOT
mandatory for recruitment of staff members.
In practice the idea of training staff members on the basis of a
contract only has not generally worked out as it was used by many
just to obtain a free course.
ANYONE PROVIDED WITH A FREE COURSE BEFORE OR WHILE A STAFF MEMBER
MUST SIGN AN UNDATED NOTE FOR THE FULL AMOUNT OF THE COURSE.
This also applies to courses given a staff member by a higher
org.
The note must include any expenses or advances.
The original of the note is to be forwarded to the Guardian's
Office WW D/G Personnel.
There have been many ways people have come on staff. All these
are valid. Training them first should be regarded as only one of
these ways.
L. RON HUBBARD Founder
LRH :rs.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: This policy is amended by HCO P/L 29 June 1971, Issue IV,
Org Personnel Recruitment Requirements Eased, and HCO P/L 21 July
1972, Issue IV, Staff Qualification Requirements for Hiring
Cancelled, in the Year Books. I
93
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF I MARCH 1970
Remimeo HCO ES Hat HCO Area Sec Hat Dept 1 Hat
MODEL STAFF APPLICATION FORM
Date
I of
Block capitals Permanent Address
__ do hereby apply for a post in
City State
the _ Organization.
I understand that my signing a contract for 21/z years beginning
with the date of going on staff, any and all training and
processing I will subsequently receive while on contract will be
given without charge.
Mark One.
I I (a) I wish to go on staff now and sign the contract and a
note now and do
l l any further training part time.
(b) I wish to take my HDC Course first and will sign the staff
contract and
a note before enrollment understanding that if I break
the contract the
full fee becomes due and payable and I will be refused further
training or processing in any org.
AS A CONTRACTED STAFF MEMBER I REALIZE I WILL RECEIVE MY POWER
PROCESSING IN THIS ORG WHEN MY CASE IS FULLY PREPARED FOR IT.
I am male (c) female (c) - years old, born in
Date in
Town, Country.
(If a minor, I will present written consent of parents or
Guardian to work in the org with this application.)
I (have had) (have not had) (mark one out) psychiatric treatment.
If so, give
details
I (take) (have taken) (have not been on) drugs. (Mark out 2.)
I am (married) (unmarried). (Mark out one.)
94
My (husband) (wife) (has) (does not have) any objection to my
working in the
org.
My parents (have) (do not have) any objections to my working in
the org.
I (am) (am not) connected to persons hostile to Scientology. If
so, give details
My education consists of (give details)_
I am particularly competent at (give special skills)
If employed, I agree to receive pay proportionate to org income
from week to
week.
If employed, I agree to the usual rules and regulations that
govern staff members.
Witness Signed
Witness
COMPLETE THIS FORM AND GIVE IT TO RECEPTION TO PLACE IN THE
BASKET OF HCO DEPT 1.
CS-I for L. RON HUBBARD Founder
LRH:jz.ei.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
95
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1966
Remimeo
AdCouncil
Exec Sec Hats
HCO Area Sec Hat
LRH Comm Hat Exec Div
Dir RAP Hat HCO Div
All Exec Hats
Pers Cont Officer Hat PERSONNEL CONTROL OFFICER
As the Personnel Control Officer is in actual fact responsible
for the effectiveness of staff members, since they influence all
statistics and he is blamed for lack of good staff, the following
is therefore required:
NO SEC ED APPOINTING OR PROMOTING PERSONNEL MAY BE PUBLISH
ED FOR ANY DIVISION OR THE ADCOUNCIL OR OKAYED BY THE LRH
COMMUNICATOR UNLESS IT HAS THE PERSONNEL CONTROL OFFICER'S
INITIAL UPON IT FOR THE HCO AREA SEC.
The Personnel Control Officer, not having a very high rank, may
not change the SEC ED but may only refuse to okay it.
The LRH Communicator must refuse to okay for issue any SEC ED
concerning personnel appointments or assignments or promotions
unless it already has on it the initials of the Personnel Control
Officer, regardless of who proposed it.
NO PROMOTION, TRANSFER OR ASSIGNMENT MAY BE DONE BY ANY DIVISION
OR EXECUTIVE WITHOUT ITS BEING THE SUBJECT OF A SEC ED.
Any wages drawn by a person not so appointed may be claimed by
the org from the verbally appointing person.
EXPECTED ACTION
It is expected that the Personnel Control Officer will look up
the
1. Leadership Survey 2. Any Case Graphs 3. Any Case Reports
4. All Ethics records
of every personnel on an appointment SEC ED before he or she
okays it.
The Personnel Control Officer must beware of low leadership
scores for executives of any rank and refuse an ok on that basis
alone for executives.
Poor Case gain or a Suppressive tendency record should be
definite cause of a refusal to okay a personnel SEC ED.
Ethics records should be considered mainly on the basis of
disclosing suppressive tendencies.
No one may try or file chits on a Personnel Control Officer for
refusing to okay a SEC ED for the HCO Area Sec.
96
In any org of size the Personnel Control Officer must be separate
from the HCO Area Sec.
The initialling may not be done by the HCO Area Sec if the
Personnel Control Officer will not initial.
SEC EDs appointing Personnel Control Officers must be initialled
by the HCO Area Sec.
ETHICS ACTION
If a Personnel Control Officer initials a SEC ED and a person so
appointed turns out to be suppressive or grossly incompetent and
comes to an Ethics Hearing or Committee of Evidence, then the
Personnel Control Officer or the HCO Area Sec becomes at once an
interested party and must prove beyond reasonable doubt that due
care was taken in the appointment.
If the Personnel Control Officer refuses to okay a SEC ED and can
show no reason or statistic or record why not, if challenged by
higher authority, then he or she must initial it. But if the
smallest reason exists why the appointment is questionable he is
immune to any challenge.
All appointments, particularly to Executive Positions are done by
statistics and record, not by personality.
"Leaving the post empty rather than fill it with a bad personnel"
is the maxim of his judgment on initialling SEC EDs for the LRH
Communicator to ok.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
97
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
BULLETIN OF 27 JANUARY 1958 (Issued at Washington)
DUTIES OF PERSONNEL POST
Purpose: To maintain at all times a complete and accurate record
of present and past employees of the organization.
1. There should be two sections in the Personnel Files, (1)
Present Employees (2) Past Employees. Keep a file folder for each
person employed by the org. Folder to contain date employment
started, date of birth, permanent address, local address, next of
kin, qualifications, name of post or posts held and dates held,
date employment ceased and any other pertinent data, plus test
copies.
2. Interview new person, determine his qualifications for a
particular post, settle on pay, determine his goals concerning
working for the organization. After new person has been employed,
give him the hat folder for the post which he will hold, making
sure the folder is complete. Make sure the duties of that post are
understood by the employee. (The department head also will go over
his duties with him.) If no folder exists for that post (if it is a
new post), put together a hat folder for post and deliver to
person. Make sure the new person understands the purpose of the
post which he is to take over.
3. Deliver new person into hands of department head in whose
department he will work.
4. Dispatch HCO Secretary whenever a person goes on or goes off a
post. (If a new person, also give address and birthday.)
5. Dispatch Receptionist to set up basket for new personnel (HCO
Secretary to dispatch Reception on change of posts, removal of
baskets. Personnel does not otherwise dispatch Reception on
personnel changes - this goes to HCO for okay, posting to Org
Board and advising Reception to make proper changes on the baskets.
)
6. Dispatch person making up payroll of new personnel (and their
salary), old personnel leaving, or change of regular personnel unit
pay.
7. Check back later and make sure this person has written up his
"hat" for hat folder - if it's not been done before - or to
make certain "hat" is understood.
8. There should be a Check Sheet for the head of Personnel,
listing what is to be done, in order, checking off each item as it
is done. When completed, put the Check Sheet into the employee's
folder mentioned in item 1.
9. When someone leaves the organization, collect a complete hat
folder for each hat he's been wearing.
10. Any staff member upon leaving the organization, or when
changing posts, must present his hat folder or folders to
Personnel.
L. RON HUBBARD
LRH:rs.rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS
RESERVED
98
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 OCTOBER 1959
Assn Secs
PUTTING NEW PERSONNEL ON THE JOB AND TAKING OVER WHEN PEOPLE QUIT
OR ARE TRANSFERRED
The first action, without deviation, in placing a person newly on
post is to find a specific and unalterable place for them to sit
and where they can store their mest and where they aren't in
another person's road.
The second action is a basket ( 1 per person) in the comm centre.
The third action is a three basket stack for "In" "Pending" and
"Out". Use pasteboard boxes until somebody buys new baskets.
The fourth action is providing the new person with a hat (no
matter how brief until a new one is written up).
The fifth action is briefing by the Assn Sec.
The sixth action is check over by the HCO Sec on what new person
should know as a staff member (colour flash, etc.).
The seventh action is to get his pay straight with accounts.
Further actions are obvious and most important of these is to get
the new person to do some specific work.
Most of these actions are prepared before the person enters the
org - the day before at the latest.
Putting a new person in order is to have a new staff member. To
neglect him is to invite a disorderly future for him or her. These
apply to changes in post as well as new people on post.
If a new person hasn't gripped it in a week, is still begging for
help from all, he's a DevT Merchant. Unload, he won't be any better
in ten weeks and the org will be a lot worse. Such a person can't
be at Cause over the job and will only destroy the post (as witness
the way you have to do his work as well as your own - dead
post).
Don't ever fill a post because it's empty. Fill it only to get
more work done. If more work isn't done you are ten times worse off
having it filled with a DevT Merchant than having it empty. You
have to have three staff members extra for every DevT Merchant you
have on staff. Why - because the coin has "efficient" on one
side and "destructive" on the other - and it never stands on
edge. There are no cases on staff-ever. Cases exist only in
sessions.
REMOVAL OF PERSON FROM POST
When a person is removed from a post the Assn Sec in a Central
Org or the HCO Sec in an HCO must capture all mess, papers of the
removed person, move his dispatches back into lines and the HCO Sec
must recapture the hat.
Posts are not turned over from leaving A to arriving B without
the Assn Sec and HCO Sec pitching in on it. It's the Assn Sec who
dusts the removed person off and puts the new person on. Don't
leave it up to the old person to break in the new person
exclusively.
A change of post always means a review of post.
If leaving A were to be the only person to groove in arriving B
the whole org would begin to slide into strange new patterns. So
capture a post being vacated even if the new arrival was coached
for a week or two by the departing person.
At the moment of departure the Assn Sec grabs the post, the mess,
the work, the HCO Sec grabs the pending basket, the files, the hat.
Everything is put in order by these two. Then the new person is
formally grooved in by the Assn Sec and the HCO Sec. These present
the new person with his post, his instructions, his work, his hats.
It need only take a few minutes. But it makes havoc when it's not
done.
Here's where you find all the secretly closeted skeletons, the
long lost despatches, the reason why Bilch never wrote again. So
don't deny yourself the gen available in a post transfer and don't
deny a new person the security of getting his hat from the most
important people in the place.
Things work better this way.
LRH:js.rd L. RON HUBBARD
Copyright (c) 1959 99
by L. Ron Hubbard [See also reissue of the above policy on
ALL RIGHTS RESERVED 9 September 1964, Volume 7-page 287.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 NOVEMBER 1965
Remimeo
All Divisions
APPOINTMENT OF PERSONNEL
The authority of appointment or assignment of personnel is as
follows: APPOINTED DIRECTLY BY L. RON HUBBARD:
HCO Executive Secretaries Org Executive Secretaries HCO Area
Secretaries LRH Communicators Saint Hill Dept 21 Aide,
Co-ordinator, Officers Estate Manager (who has the rank of Officer)
The above appointments or assignments are issued directly and
individually. This includes Acting and Deputy titles as well.
APPOINTED DIRECTLY BY ADVISORY COUNCIL:
Secretaries of Divisions (Deputies or Acting or permanent)
The above requires no further authorization or advices except
AdCouncil Minutes. APPOINTED BY SECRETARIES:
Directors of Departments (Deputy or Acting)
This requires only notice published in AdComm minutes. APPOINTED
BY DIRECTORS:
Officers and In-Charge (Deputy, Acting or permanent)
By despatch and posting. APPOINTED BY OFFICERS:
All personnel below the rank of Officers (Deputy, Acting or
permanent)
A DEPUTY is assigned where the appointment is already filled by
another. A Deputy is a second in command who acts in the absence of
the actual appointed person.
An ACTING is a provisional appointment which if held with good
statistics for a year may be made permanent and the prefix Acting
is removed.
A PROVISIONAL is used to designate anyone who has served in orgs
less than a year.
Deputy, Acting or Provisional appointments may be changed without
Comm Ev or cause.
A Permanent appointment may be changed only with a Comm Ev.
"Staff Status" is a result like a certificate, depending on
study, service and examination. It is assigned by number derived
from study, service and examination.
It is courtesy to inform superiors of appointments.
It is mandatory to inform the Org Bd Section of Dept I and the
Personnel Officer
and Accounts.
L. RON HUBBARD
LRH:ml.cden
Copyright (c) 1965
by L. Ron Hubbard {Amended by HCO P/L 12 July 1971, Issue
III Appointment
ALL RIGHTS RESERVED of HCO Area Secretaries, in the 1971
Year Book.]
100
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 FEBRUARY 1966
Remimeo Executive Hats APPOINTMENTS AND PROMOTIONS
When a staff member is promoted, the principle will be solidly
held that if the post just vacated by him or her goes into
Emergency or Danger Condition within 90 days the promotion is to be
suspended and the staff member is to resume his or her former post.
It is obvious that a post which is not well organized or is held
up by personality alone will slump if changed.
A staff member being promoted may therefore object to the
personnel officer concerning a successor he does not believe
capable.
The staff member being promoted has a dual responsibility - to
learn his new post and to write up his old hat and break in his
successor properly.
In expanding organizations our greatest liability is promotion.
It is vital and necessary, but it tends to lose lines and leave a
messy lower strata in the orgs which can swamp them.
This follows as well Policy on undoing changes which occurred
just before a slumped statistic.
The Advisory Council and AdComms must always look at this factor
of persons promoted off a post just before a slump as the probable
best reason for the slump.
Similarly a person taking over a new post is in a Power Change
Condition and must not alter anything or do anything rash until
enough time passes for him to appreciate what the new post is all
about. Most slumps following after a promotion occur because the
new occupant of the old post has either lost the post's lines or
has made some brand new order that applies to nothing real. There
is no majesty and innocence like ignorance. The first day of a
yacht under a new owner is the hardest day of its life as he throws
all the bits overboard that propped open the hatches thinking they
were kindling wood, tries to hoist the sails with a can opener and
runs the engine on the galley fuel.
A staff member is rarely promoted unless his statistic is good.
That means the old post he leaves is in good shape. If the old post
slumps under a new appointee then that new appointee must have
thrown away the lines and ordered the main cabin turned into the
sail locker and the engine into the anchor. It will take the old
holder of the post weeks to get it running again and he is
obviously the only one that can. Further, he goofed in letting an
incapable or fast change artist fill his former shoes and he didn't
yell when he noticed next day that the keel had been hoisted as the
mainsail as soon as he, promoted, left his old post.
New brooms love to sweep clean. Especially the competent orders
of old brooms.
Taking over a post in danger or emergency is a feather in one's
cap when it rises to normal under new management.
Taking over a post in normal operation and getting it into
emergency or danger requires a lot of stupid changes or no work at
all and should be the subject of an Ethics hearing.
But also, the old holder of the post must be returned to it
regardless of holes left at the top for otherwise a hole exists
below and the org will sink into it.
I speak from long, hard experience. Time and again I have had to
resume a post I had left because it collapsed. So I have become
very careful of who succeeds me on a post. Very careful indeed. And
I train them individually and heavily no matter what new post I now
hold. The bigger we get the more I get promoted so I have to keep
it up.
L. RON HUBBARD LRH: ml.rd Copyright (c) 1966 by L. Ron Hubbard
ALL RIGHTS RESERVED
101
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 MARCH 1967
Remimeo
All Execs
Org Exec Course
(Div 1 Dept 1
Personnel) URGENT AND IMPORTANT
Div 1 Dept 1 for
Adherence
Tech Sec for (Reference HCO B of 22 Mar 67
attention Alter-Is and Degraded Beings)
attention PERSONNEL REQUIREMENT
A Scientology org must be at CAUSE over the environment and
public.
Whenever it has gotten into trouble it has slipped to effect.
It is only the negligence or alter-is or non-compliance on the
part of certain persons on staff or in the professional employ of
org (such as attorneys, accountants) that gets the org in trouble.
Such beings are uniformly degraded beings. They are at best pcs.
They are not truly staff members or effective professionals.
The more degraded beings you employ or retain as professionals to
"fill a post" or "need a lawyer" or for any other reason, the more
the org will be at effect.
These are the people who get you and your org in trouble.
Their characteristic is alter-is of tech, alter-is of policy, and
non-compliance with Tech, Policy and orders.
Where these characteristics are spotted in a person hired on
staff the person is only qualified to be a pc and MUST NOT BE
RETAINED ON STAFF or as a professional contact.
This is a different thing than a suppressive. A suppressive is
seeking to destroy knowingly and gets no case gain.
"Degraded being" is a harsh term but a true one. It means a
person who is at effect to such a degree that he or she avoids
orders or instructions in any possible covert or overt way because
orders of any kind are confused with painful indoctrinations in the
past.
This person cannot be at cause without attaining OT Level 3.
Therefore they prevent the org from being at cause as they cannot
be at cause themselves and will not let the org or anything else be
at cause including executives.
Persons who alter-is tech or refuse to comply with proper legal
orders constitute a class of pcs we can process gently and happily
but MUST NOT employ.
Further an org that goes mad on "process the whole staff"
continually regardless of duties has a degraded being complex. ("Us
poor equal thetans".)
In such an org the degraded beings outnumber the Big Being staff
members. Such an org is not at cause over the environment but is a
sort of mutual aid society or a self
102
treating mental ward where the inmates use Scn to treat each
other but are but dimly aware of the outer environment.
In a staff member we expect lots of auditing and case gain. But
we do not expect him to be on staff yet only capable of being a pc
(as he alter-ices and non-complies).
We are completely happy to service such. We refuse utterly to use
them on staff.
A staff member must be capable of being, with the org, cause over
his environment.
It is policy that an executive may not retain on his staff or in
his division or in the org any repeatedly alter-icing or
non-complying staff member but must see the person dismissed,
gently but firmly and put in a pc status only.
Personnel Officers hiring persons who have little ability to be
cause over their own life environment are in violation of this
policy.
We can process and bring up to stature such beings. But they are
pcs entirely and cannot do other than bring an org down to the
effect level and so get it into often severe trouble. They are the
source (next above suppressives) of all org executives' overwork
and woe.
The cash-bills ratio of an org is a very good index of the
proportion of degraded beings on its staff or even in charge of
things there.
An effective remedy for WW on such an org is to send someone to
examine alter-is and non-compliance in that org and dismiss all
staff so inclined. The org, even with 2 who are Big Beings left in
it, will do better!
This policy letter is based on new tech data concerning thetans.
When complied with it will increase the effectiveness of orgs many
times over.
Our problem is to lift up people. We cannot do so if we are
internally held down.
If our orgs are not maintained at cause then we fail the millions
for the sake of being stupid about a few. Remember, we have not
abandoned anyone by refusing him or her staff status.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
103
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
RED ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 22 MARCH 1967
Remimeo
Level (c) IMPORTANT
ADMIN KNOW-HOW ALTER-IS AND DEGRADED BEINGS
Alteration of orders and tech is worse than non-compliance.
Alter-is is a covert avoidance of an order. Although it is
apparently often brought about by non-comprehension, the
non-comprehension itself and failure to mention it, is an avoidance
of orders.
Very degraded beings alter-is. Degraded ones refuse to comply
without mentioning it. Beings in fair condition try to comply but
remark their troubles to get help when needed. Competent higher
toned beings understand orders and comply if possible but mainly do
their jobs without needing lots of special orders.
Degraded beings find any instruction painful as they have been
painfully indoctrinated with violent measures in the past. They
therefore alter-is any order or don't comply.
Thus in auditing pcs or in org, where you find alter-is (covert
non-compliance) and non-compliance, given sensible and correct tech
or instructions, you are dealing with a degraded low level being
and should act accordingly.
One uses very simple low level processes on a degraded being,
gently.
In admin, orgs and especially the Tech Div where a staff member
alter-ices, or fails to comply you are also dealing with a degraded
being but one who is too much a pc to be a staff member. He cannot
be at cause and staff members must be at cause. So he or she should
not be on staff.
This is a primary senior datum regulating all handling of pcs and
staff members.
A degraded being is not a suppressive as he can have case gain.
But he is so PTS that he works for suppressives only. He is sort of
a super-continual PTS beyond the reach really of a simple S & D and
handled only at Sect 3 OT Course.
Degraded beings, taking a cue from SP associates, instinctively
resent, hate and seek to obstruct any person in charge of anything
or any Big Being.
Anyone issuing sensible orders is the first one resented by a
degraded being.
A degraded being lies to his seniors, avoids orders covertly by
alter-is, fails to comply, supplies only complex ideas that can't
ever work (obstructive) and is a general area of enturbulence,
often mild seeming or even "cooperative" often even flattering,
sometimes merely dull but consistently alter-icing or
non-complying.
This datum appeared during higher level research and is highly
revelatory of earlier unexplained phenomena - the pc who changes
commands or doesn't do them, the worker who can't get it straight
or who is always on a tea break.
In an area where suppression has been very heavy for long periods
people become degraded beings. However, they must have been so
before already due to track incidents.
Some thetans are bigger than others. None are truly equal. But
the degraded being is not necessarily a natively bad thetan. He is
simply so PTS and has been for so long that it requires our highest
level tech to finally undo it after he has scaled up all our
grades.
Degraded beings are about 18 to I over Big Beings in the human
race (minimum ratio). So those who keep things going are few. And
those who will make it without the steam of the few in our orgs
behind them are zero. At the same time, we can't have a world full
of them and still make it. So we have no choice.
And we can handle them even when they cannot serve at higher
levels.
This is really OT data but we need it at lower levels to get the
job done.
LRH:jp.rd L. RON HUBBARD
Copyright(~) 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
104
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 FEBRUARY 1969
Remimeo Exec Hats Dept 1 Hats
PERSONNEL PLACEMENT & PURPOSES
People basically want to work.
As has been long since expressed, an Executive's sole resource is
the willingness to work of his staff. And an individual's
willingness to work increases or decreases depending directly upon
the degree to which he can follow the line of his basic purposes.
People are different, they are not all the same, and they do have
different purposes.
And Ethics' purpose of removing other-intentions from the
environment does not somehow involve pressing everyone into some
common mold.
True we all share common purpose in seeking to free our
fellows - but one serves it better as an auditor, another as a
Franchise holder, another in the Sea Org. Each according to his own
abilities & individual purpose line.
PERSONNEL PLACEMENT
Therefore personnel placement must give the highest attention
possible to the purposes of the individuals placed. And when out of
necessity placing someone in a job that he does not want, that
person must have a concrete (& not at all vague) assurance that is
real to him that the measure is not meant to be permanent and that
as soon as he's made things go right in that area he will be
shifted to a post more in keeping with what he seeks.
To do otherwise will only accomplish a gradient of degradation &
suppression towards the end, if prolonged too long, of loss of the
staff member.
The point is simple: someone who does not want a hat (however
loyally he analytically attempts to make it go right for the good
of the group) will eventually goof it up unless successful
accomplishment of a result on it will CLEARLY lead to major
progress on the line of his own highly particular purposes.
It's not particularly difficult to unearth by two-way comm why
the individual came into Scientology, or joined the org, or what he
hopes to be able to do as a result of gaining org experience. Man,
that's where he lives!
This obviously does not include the momentary whim of someone
suffering a set-back to "be the janitor" for a while.
For the individual, no license is given herewith to fail in his
assigned duties without full consequence: the right granted hereby
is to claim proper reward for successful accomplishment in the form
of a more desired post. The caution made to the Executive is simply
not to keep the pianist hanging pictures longer than he must.
PLACING "EXPERTS"
In general in a choice between 2 personnel, one person with
little experience on a specific post yet with a purpose line
running through his history that leads him to actively want to do
that post and a second person classed as an expert in the wog world
105
on the detailed functions of that post yet with no desire at all
to do it now (averts?), choose the first one every time.
He's the one that'll find a way to educate himself on all its
duties inside 3 days. He's the one whose graph, even if starting
low will look like
The second person's graph, while apparently starting high will
dwindle down to nothing and his "expertise" eventually serve only
to glibly convince the previously willing around him that "nothing
can be done anyhow".
On occasion the 2nd individual can be used as a shock troop to
handle an emergency where there is no time for the first person to
spend his 3 days. But to then keep him on that job without a real,
to him, hope of getting on to his purpose line will uniformly lead
to disaster.
EXECUTIVE FUNCTION
AN EXECUTIVE ENABLES HIS JUNIORS TO HAVE RISING STATS.
From one viewpoint, that's all an Executive does as an executive.
ENABLES, you'll notice, not "forces". The Executive provides
channels & co-ordination so that his juniors can get on with the
job.
People basically want to work. And our purpose is so identical to
the most basic purposes of a thetan (common purposes exist too),
that an Executive should expect the highest enthusiasm on the part
of his staff.
And he can get this so long as he makes it increasingly easier
for staff to do their jobs and realizes that someone who has
stopped producing has fallen (or been pushed) off his basic purpose
line.
(1) Therefore persons should be asked before placement if they
want that particular job. And given it only if they do.
And in accordance with HCO Pol Ltr 24 Feb 69 (2) The Executive
should protect his staff from false reports, false conditions and
unreasonable transfers.
(3) The Executive should disenturbulate his area by finding and
exposing the false reports.
Guy Eltringham Research and Projects Officer for
L. RON HUBBARD Founder
LRH:GE :nt.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL
RIGHTS RESERVED
106
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 24 JANUARY 1970
Remimeo ECs
TECH ADMIN RATIO
HCO Policy Letter, 30 April, 1965, "Emergency, State of,"
paragraph five, as below, must not be used to delay Org Programme
No. I per LRH ED 49 INT.
"NO NEW PERSONNEL
No personnel may be added to the portion in a State of Emergency.
No new people may be hired on for the portion in a State of
Emergency. No personnel may be transferred to a portion that is in
a State of Emergency, unless an incumbent is transferred off, and
in such a way that the personnel of the portion does not increase
in number."
An Org's personnel ratio (one in HCO and one in Pub Divs to one
Tech personnel) must be corrected NOW according to Org Programme
No. 1 regardless of what condition the Org, Org portion, division
or section is in. The correction of personnel ratio as per above is
an immediate action.
L. RON HUBBARD Founder
LRH:jz.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
107
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 JANUARY 1970 (Cancels HCO PL 28 Oct
'69 LRH Comm Hat Modifies HCO PL 8 May 66 LRH Comm, No Other Hats)
Gen. Non Remimeo HCO Exec Sec HCO Area Sec LRH Comm
TECH: ADMIN RATIO AND LRH COMM ASSIGNMENT CENTRAL AND AREA ORGS
This policy gives a table to establish the assignment of the LRH
Comm Hat which is worn by the HCO Exec Sec or the HCO Area Sec or
separately and solely, depending on the number of staff employed
and their allocation in the Tech Admin ratio.
In the basic unit of 3 persons on staff, the LRH Comm hat is worn
by the HCO Exec Sec. who continues to wear it until there are one
or two persons assisting the HCO Area Sec. at which point the
latter takes over the hat. By the time the staff totals 27 overall,
the HCO Area Sec must take the hat over from the HCO Exec Sec.
Table 1 shows the suggested allocation of staff, with 18 Admin
(maximum), 9 Tech (minimum). The allocations in the Admin Divisions
are not absolutes, as long as the Admin staff do not exceed 18 in
total.
Note that the Org Exec Sec is included in the Tech figure and
that Treas Dir is included in the Admin figure, as are Tech
Services personnel, whether in Dept of Tech Services, or in the
Dept of Exams (e.g. invoicing, routing).
TABLE I 27 TOTAL STAFF
HCO EXEC SEC ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec + 2 Treas Sec & 8 (max)
Tech Services 2 total
Dissem Sec + 2 6 - 7 (about)
Tech & Qual
9 (max) 8 (min)
9-10 (about)
18 Admin (max): 9 Tech (min) = 27
As the Org increases in size, the Tech Admin ratio reduces
towards 1: 1.
By the time staff totals 45 the HCO Exec Sec appoints a full time
LRH Comm who holds the hat separately.
Table 2 shows an allocation of staff of 26 Admin (about) to 19
Tech (about).
TABLE 2 45 TOTAL STAFF
HCO EXEC SEC LRH COMM ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec + 3 Treas Sec and + 10 (about)
Tech Services 11 (about
Dissem Sec + 4 4 total
15 (about) Tech and Qual
18 (about) 19 (about)
26 Admin (about): 19 Tech (about)= 45
When staff totals 76, the Tech Admin ratio must be 1: 1, with
allocations roughly as in Table 3.
108
TABLE 3 76 TOTAL STAFF
HCO EXEC SEC LRH COMM ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec Treas Sec and + 15
Tech Services
+ 5 (abt) 7 (abt) 16 (about)
Dissem Sec
+ 6 (abt) Tech and Qual
+37 21 (about) 38 (min) 38 Admin: 38 Tech= 76
As Divs 1, 2 and 3 are heavy on Admin (Address, CF and Ltr Regs,
Accounts), that side of the Org Board has slightly more than the
Public Divisions, when the ratio is strictly 1: 1.
At 150 total staff, Exec Secs will need assistance on their comm
lines and one Admin person is assigned as Exec Secs' Communicator,
who will work up to Div IX Sec.
The Div IX Sec can gradually acquire assistants to strengthen the
Exec Secs and the LRH Comm. Such assistants are always included in
the HCO portion's allocation.
APPOINTMENTS
LRH Comms are appointed on the nomination of the Org's HCO Exec
Sec and ratified by the Guardian WW on the recommendation of the
LRH Comm WW.
GUARDIAN'S OFFICE
Guardian's Office personnel are external to the Admin-Tech ratio.
FACILITY DIFFERENTIALS
Existing facility differentials awarded by the Founder which give
extra personnel to an Executive may remain but are included in the
Tech: Admin ratio as Admin personnel.
EXISTING FULL TIME LRH COMM ASSIGNMENTS
Where an LRH Comm is separately assigned already in an org, he
must remain on that post, regardless of the number of personnel on
staff, but is included as Admin personnel.
Lt. K. Urquhart CS-7
Approved by Aides Council Flag for L. RON HUBBARD
LRH:KU:jz.rd Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The last paragraph is the full text of HCO P/L 29 January
1970, Issue 111, modifying the 27 January issue of the above Policy
Letter.]
[This Policy Letter is amended by HCO P/L 9 July 1970, LRH
Comm-Single Hatting, which states, "Any restriction on the
appointment of a full-time single hatted LRH Comm for any reason
whatever is cancelled. (c)
109
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 FEBRUARY 1961 Issue II
CenOCon
CHOOSING PE AND REGISTRATION PERSONNEL
Control= Income.
When you have people who cannot control people on PE and
Registration posts your income falls or vanishes.
This comes about from the state of "self-determinism" in the
society today. What with advertising and stepped up political and
economic controls, the "self determinism" of the general public is
only re-activism.
As any control we exert upon the public brings about a better
society, we are entirely justified in using control.
The best control, for PE and Registration purposes, includes the
greater good of the applicant. Therefore, KNOWINGNESS must be
included with Control. One must discover what is best for the
applicant and then control him into obtaining it. Leaving it up to
his "self-determinism" is really leaving it up to his reactive
mind.
With our current run-down of processing (S.O.P. Goals) any staff
member will sooner or later get his or her control button freed up.
But if there are financial emergencies, as these affect all
staff, the entire staff should be tested out for knowingness and
control and those members who are best at it should be placed in
Registration and the PE Foundation.
Priority of personnel by degree of ability to control is as
follows:
Chief Registrar (Body Reg) PE Director Letter Registrar D of P PE
Personnel D of T
The best test for good control is not the E-Meter. The E-Meter
mainly registers bad control and selects people out, rather than
in. The E-Meter is better used for elimination of candidates rather
than their choice.
The best test is Upper Indoc. By conducting an Upper Indoc class
for the whole staff, income would be bettered anyway. But carefully
grading all staff who take it will result in singling out the
persons capable of good control.
A good control person for our purposes would have a free or nul
needle on control and help and would probably have high E and F
traits on the graph. A high S trait is probably not disqualifying
for our purposes here.
110
Disqualification for a Registration or PE post would be:
E-METER
Falls or changes Pattern when control is mentioned.
Falls or changes pattern when help is mentioned.
GRAPH
Has a low E and/or F trait.
Has a low S trait.
I.Q.
Has an I.Q. below 120.
APTITUDE (Accident Test)
Has a bad score.
PROCESSING
Does not respond to Rising Scale Processing. (Note: SCS behaviour
as a pc is not a good index as control ability may be obsessive and
still serve our purpose.)
UPPER INDOC
Cannot get intention into the ash tray.
Is easily flunked by person being "processed".
Is balked by failures to control.
The control factor of a staff member in the Registration and PE
Posts is sufficiently important to warrant such study and care by
an HCO Sec or Assn Sec. Time spent on this for a bit is better
spent than on "some new campaign". Bad control personnel on Reg and
PE posts will waste whoever is driven in anyway.
CASE HISTORY
HASI London has a very poor control index. This is due to the
historical bad character of control in England.
HASI London has had a very difficult time with finance of recent
years.
These two facts are associated closely. Due to the control
character of the British public, the control necessary from HASI
London to the public is called upon to be extraordinarily good,
better than anywhere else.
To substantiate this, once Mary Sue, whose control factor is
good, took over suddenly as Registrar - D of P in London, and in
her first week of office signed up (and got wins for) 15 preclears
as opposed to the average 5 when a bad control personnel had the
post. Her 15 pcs (with wins) continued as long as she was
Reg - D of P. a matter of many weeks.
As soon as she went off, the organization dipped back toward 5 a
week. No announcement of her presence or departure was made. No
extraordinary promotion
111
was attempted. Control must have been a primary factor as this
was many, many years ago when her altitude was slight.
DOMINATION
Dominance of others is a control symptom. We are not looking for
pleasant control - we are looking for effective control. It is
sometimes found in rather aberrated persons. Napoleon had a high
control factor and a high I.Q. and practically nothing else. But
the control factor does not need to be aberrated as per the above
case history.
As a staff member, if you want to know why your unit is low,
demand a view of the results of all the above mentioned tests on
Registration and PE personnel and require that those persons in the
organization who show up best on the above-listed tests be placed
in the Registration and PE posts in accordance with the above
priority. Your income will go up.
SUMMARY
At this stage it is necessary that our best control personnel
come into the closest contact with the public.
Income is proportional to the control exertion of our personnel.
People with an abiding faith in the "self-determinism" of public
persons should not be allowed near PE and Registration lines.
The control skill of a staff member can be tested. Bad control
factors are most easily recognised. Staffs should be tested on
control.
Current run-down will eventually boost up all staff members to a
high level of control. We may not be able to afford to wait and let
income suffer.
The whole staff can have its control level raised by Upper Indoc.
Upper Indoc is the most reliable test of control skill.
People who can control others are not necessarily our sanest
people but are our most effective people on PE and Registration
lines.
HCO Secs and Assn Secs should review this control factor in PE
and Registration personnel as the fastest means of improving
income. Steps taken, however, should keep in view the morale of
staff and staff members, and that control can be directly remedied
by processing. A seriously bad control person on PE and
Registration lines should, however, be transferred rather than
processed at once.
We have always seen that our best auditors made our best staff
members. Well, these were, of course, our highest persons on
control.
L. RON HUBBARD
LRH :js.vmm.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
112
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 30 APRIL 1959
(Convert)
ADDITIONAL STAFF AUDITORS
In order to procure enough auditors for the HGC and to conserve
unit pay, the following system may be used:
All auditors on administrative posts excepting only department
heads shall be listed in order in such a way as to avoid
consecutive listing from one department.
Thereafter, this rotating list shall serve as an "on call" list
for staff auditor duty.
All short term pcs, so far as feasible, shall be assigned against
list and long term pcs shall be assigned to regular staff auditors.
Example: Smith, HPA: CF Clerk
Jones, BScn: Tr Admin
Brown, HCA: Letter Registrar
Peters, HPA: Address files,
etc. down through all Admin staff.
An extra staff auditor is needed one Monday. Smith is assigned to
the pc that week.
The following Monday a staff auditor is needed. Jones (whose name
comes next) is assigned.
A month later another extra staff auditor is needed, Brown is
assigned, since Smith and Jones have already done theirs.
When the end of the list is reached, it is started at the top
again. Then two or three extra auditors are needed, two or three
are pulled at once.
The Admin staff person doing extra auditing spends all the time
left in his working after auditing, at his own job, trying to keep
it caught up.
I have seen so many staff posts stay vacant a week or three
without bringing the Org to harm that this plan seems feasible.
Town auditors should be used, when used, mainly on evening and
weekend pcs.
This plan also has the virtue of keeping auditors on Admin from
losing out and getting rusty.
L. RON HUBBARD
LRH:mp.gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
113
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
CenOCon HCO POLICY LETTER OF 13 MARCH 1961
Attention:
Assn Sec
HCO Sec
D of P
D of T STAFF AUDITOR TRAINING
Only full time staff auditors in the HGC may be trained during
working hours - to wit: their late afternoon briefing period. No
other staff member may be so trained even though he is a potential
staff auditor.
All other staff or field persons may be trained for staff
auditing during a one or two evening a week briefing or tape
playing period.
No field auditor may be trained free during an evening briefing
period unless he or she has signed a contract to work full time for
the organization for one year. The organization is to be the sole
judge of when such person is to be called up for employment.
No staff person may be trained in such an evening briefing unless
he has signed a contract to work for the organization for one year.
No certificate is furnished for this briefing day or evening but
note of receiving it should be entered in Academy rolls.
The following is the contract that must be signed by the person
and by HASI: HUBBARD ASSOCIATION OF SCIENTOLOGISTS INTERNATIONAL
STAFF EMPLOYMENT CONTRACT (To be filed when signed with the Assn
Sec's Sec)
I do hereby contract with the Hubbard Association of
Scientologists International to serve for at least one year on HASI
or HCO staff at units not less than those of a staff auditor in
return for a briefing course conducted in the evening by the HASI
during one or more nights per week.
I understand fully that failure to continue this briefing course
once begun does not cancel this contract.
I understand further that this employment will commence at the
sole discretion of the HASI.
I also understand I may use these materials in my own practice
until called for employment.
I also understand that a penalty of �250 (or $750) will be levied
against me if I fail to execute this contract, as a payment for the
training in lieu of my failing to take employment, and I do
undertake to pay this sum at once upon my refusal to accept
employment when offered.
By my hand and seal this day of 19
(c)
Witness Signature
Hubbard Association of Scientologists International by:
Witness
LRH:jl.rd L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
114
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
RAP Hats HCO POLICY LETTER OF 21 AUGUST 1964
Tech Hats Reissued on 7 June 1967
Qual Hats
STAFF AUDITORS
All auditors working in an HGC in any Central Organization or
City Office must be full time staff members in the Day Org or full
time in the Evening and/or Weekend Foundation.
No auditor may be "on call" or "part time" in a Central Org or
City Office HGC. An auditor is either a staff auditor, working full
time on units, or he may not audit for the organization.
There will be no exceptions to this policy permitted.
Three organizations have at one time or another nearly gone
extinct because they employed outside auditors on an occasional or
"consultant" basis. They keep several auditors "on call" and when
they have a pc for them call them in. This measure is only an
effort to preserve units. It is foolish as it eventually destroys
units.
At least three great evils result from "the consultant policy".
1. There is no way of setting up a staff training programme or a
staff auditing programme that includes such people.
2. Technical result suffers because the pc is not really given an
HGC auditor but someone who is not under direct control of the D of
P.
3. HGC pcs often wander off from the HGC and turn up later in
somebody's practice - even though the org investment in
procuring that pc was great.
There are other lesser reasons. But there is no point in
detailing them.
Outside (non-staff) auditors have often been of great assistance
to orgs and it is regretted if this seems critical of them. Other
outside auditors, however, have not been.
The FIRST REASON AND LAST REASON FOR THE EXISTENCE OF A CENTRAL
ORG OR CITY OFFICE IS TO HOLD UP THE TECHNICAL STANDARD OF AN AREA.
That is POLICY ONE in every Central Org and City Office. I would
never have established them except that it became obvious that they
were the only way to hold up and maintain the technical standard of
Dianetics and Scientology.
I can get data to them, supervise their auditing and training and
act to correct technical abuses. I cannot do this in areas where
there are no orgs that are in effect part of my office.
The moment an Org passes auditing and training to the field, the
field is holding the standard and I can no longer directly maintain
a high technical standard in that area.
The fmal test is the actual experience. In an area where an org
uses the field on a casual labour basis to do its technical, I very
soon begin to receive nothing but entheta on my Standing Order # 1
lines (public comm lines). The theta comms vanish. There's nothing
but natter. So I look and I find every time that the org
responsible for that area has ceased to deliver tech service
through staff members, but is using a "consultant" plan.
This "consultant plan" seems sound to orgs. In weeks when there
are no pcs they don't have to pay the auditors. Sounds good.
But it is in violation of Org Policy Number One. The org is only
there to hold a standard. When it passes that to the field, it
isn't there at all. And sure enough it rapidly starts to go broke.
There is another aspect to this. How about the field auditor who
depends on "an occasional pc in the HOC". It sounds good to be able
to do his own too. But actually he is often merely being denied his
rightful job as a staff auditor.
So there will be no more of this "consultant auditor" idea.
Hire only full time Auditors. And hire in high ratio to the
number of admin staff.
LRH:jw.jp.rd L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
115
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 JULY 1965 Amends and cancels HCO
Policy Letter of 5 July 1965
Gen Non-Remimeo
ASSIGNMENT OF TECH PERSONNEL
QUAL DIV
Auditors are fully assigned by name to the Qual Div. The practice
of borrowing auditors from the Tech Div confuses the lines.
Assign enough auditors to Review to take care of the work. If it
is too consistently an overload, assign additional auditors, but on
a permanent org board basis, not a daily borrowing.
TECH DIV
First call on the auditors of the HGC who are not working is the
Dir of Tech Service (Dept 10).
If the Director of Tech Service has no use for them, the second
priority on idle auditors is Dir Comm for Expediters.
COURSE SUPERVISORS
First call on Course Supervisors who have no students or whose
classes have been combined so as to leave them with no students is
the D of P. Second call is Academy Admin and third call is Dir Comm
and nothing may interrupt any of these priorities.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
116
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 MAY 1966
Gen Non-Remimeo St Hill only Staff SHSBC Students Qual Sec Hat
Tech Sec Hat D of T Hat Supvsor's Hats
REQUIREMENTS FOR A SHSBC SUPERVISOR
To be appointed as a Saint Hill Special Briefing Course
Supervisor someone must meet the requirements of the Personnel
Control Officer, as per HCO Policy Letter of 13th February 1966.
Additionally someone must:
(A) Be a contracted SH Staff member.
and (B) Be at least a Class VI (prov) trained Auditor and be a
Clear or a Clearing Course Student (which means, of course, that
they have been released on all levels 0 to VI).
DIRECTOR OF TRAINING
The same requirements apply to the D of T of the SHSBC. However
he/she must have further technical experience such as:
(A) Have been an SHSBC supervisor with good statistics.
or (B) Have been a Director in another Department of Tech or Qual
Divisions with good statistics.
or (C) Have been an Interne at Saint Hill with good statistics.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
117
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 JUNE 1966
Remimeo
APPOINTMENTS - LRH COMM AND EXECUTIVE SECRETARY AND ASST
GUARDIAN AND OTHERS
In all appointments of LRH Communicators, Executive Secretaries
and Assistant Guardians in all orgs, Continental Exec Divs and WW,
Clears have top priority.
Such appointments also have top urgency in becoming Clear.
In making such appointments the following considerations should
be taken into account:
1. Clear 2. Good statistics prior to appointment or while not yet
Clear 3. Length of time in orgs 4. Staff Status attained
5. Experiential track.
After this date, LRH Comms, Exec Secs, Assistant Guardians,
Divisional Secretaries, Executive Secretary Communicators and
Departmental Directors may not be given permanent appointments
unless Clear and may only hold Deputy Status unless Clear.
When cleared, a Deputy may then be appointed "Acting" which, if
held successfully for one year may then be designated as a full
appointment.
If there is a Clear on a staff who fulfills the requirements (as
given 1 to 5 above) but who has seniors who are not actively
progressing toward a state of Clear, then the Clear must be
appointed to a top executive post, supplanting if necessary any
senior who is not actively making a successful effort to become
Clear in the immediate future.
Any LRH Communicator, Guardian, Assistant Guardian, Executive
Secretary, Divisional Secretary or E.S. Comm or Departmental
Director, Deputy, Acting or Permanent, who is not making rapid and
visible progress up the Gradation Chart by standard technology
toward a state of Clear may be ordered to a properly convened
Committee of Evidence on the following charges as they apply:
(A) Failure to personally apply Scientology;
(B) Lack of effort to improve one's case;
(C) Disagreement with standard technology;
(D) Use of other practices instead of Scientology;
(E) Suppression of an organization;
(F) Blocking Clears out of executive posts;
(G) Preventing people from becoming Clear.
118
If found guilty of one or more of the above charges the executive
may be removed from post or demoted by the Findings when approved
and supplanted by a Clear or a staff member who is making good case
progress and otherwise qualifies as per 1 to 5 above.
It is the unmistakable intent of this policy letter to give
Clears executive appointment priority and to have all senior
Scientology executives Clear and to supplant as senior executives
all persons not making reasonable progress in that direction.
Momentary case difficulties, temporary bog-downs lasting no more
than 3 months and physical illness are not to be interpreted under
the heading of no-case-progress.
Failure to actively work toward the state of Clear or failure to
make any progress toward Clear or trying to keep Clears out of top
appointments are the basic data to be used in applying this policy
letter.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 SEPTEMBER (c)1968
Remimeo
EXECUTIVES TRAINING AND CASE LEVEL
The requirement for Senior Execs such as Exec Secs, Secs, LRH
Comms, Ethics Officers and Div 1 Dept I, as well as good Ethics
records, good stats on post, is that they are technically trained
to SHSBC level and are OT III.
It is proven that a person who is technically trained is much
more able to handle work and personnel than an untrained
individual.
As reality is proportional to charge off it is vital that our
Senior Execs are at least OT III.
Any HCO ES, Org ES, Public ES, LRH Comm, Divisional head, Ethics
Officer and Dept 1 Personnel who are currently on post and who do
not meet these requirements are expected to immediately get stuck
into their auditing and training and be completed within the next 6
months.
It is quite vital that an LRH Comm be trained as an LRH Comm is
supposed to hold the tech line firm and not allow additives or
alter-is.
Irene Dunleavy
LRH:ei.rd CS - 7
Copyright Q) (c)1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
119
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 MARCH 1969 Issue III (Amends HCO PL
24 April, 1968, Issue II)
Gen Non
Remimeo Franchise
PUBLIC DIVISIONS STAFFING QUALIFICATIONS
The Public Divisions are an extremely important area of action on
the Org Board. These Divisions keep the new people coming in,
businesses continuing and expand an Organization.
So in fact much is required of Public Divisions personnel. They
must be of a high cause level in carrying out the old programmes
and building new ones.
It is very clear that without the Public Divisions an Org will
not go very far.
To understaff these Divisions or to unmock them with ineffective
staff is an act of unstabilizing an organization's future and
depriving Scientology of a faster dissemination level.
Dissemination Division is also very important but where would it
be without the Public Divisions creating a public for it to
disseminate to? Exactly nowhere and expansion would dwindle more
and more each day.
There are specific qualifications required of the Public
Divisions and their personnel:
1. Anyone with a thick ethics file is NOT allowed to work in the
Public
T (c) . . .
Divisions.
2. Any new Public Divisions staff who do not attain Staff Status
I within three weeks of joining the Divisions are to be sent to PCO
for reassignment.
3. Any new Public Divisions personnel must be Grade IV Release
within one month of starting in any of the Public Divisions.
4. Each Public Division must have a Secretary and three Directors
on post.
5. There must be a fulltime booksalesman on post.
6. Every staff member in the Public Divisions must be Staff
Status IV within two months of appointment to any Public Division
post.
When any Public Divisions personnel has achieved Staff Status IV
and Grade IV Release he or she is fully entitled to wear the Public
Divisions Badge which is obtainable from Qualifications WW via your
own Org Dept of C and A.
( INFINITY Brassy Metal - ARC
Tom Morgan - Public Exec Sec WW
Jim Keely - Qual Sec WW
Bruce Glushakow - HCO Area Sec WW
Ad Council WW
Rodger Wright - LRH Comm WW
LRH:ei.cden Jane Kember - The Guardian WW
Copyright (~)1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
120
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 1 MAY 1958 (Issued at Washington) EMPLOYMENT
QUALIFICATIONS
Effective July 1, 1958 no person whose profile is below the
centre line of an OCA or APA or whose IQ is below 120 or whose
cases do not improve easily with auditing may be employed on any
technical or administrative post of Scientology organizations nor
may they be continued on such post.
Employment qualifications for all new hirings must include the
above.
This is not in the interest of getting people clear. It is based
on the long experienced fact that such people as are below the
centre line of an APA or OCA or whose IQ is below 100 are more of a
liability to the organization than a help. The post had better be
left vacant than be filled by sub-optimum personnel.
It is also policy to fill all technical and administrative posts
with people who are
good auditors.
L. RON HUBBARD
LRH: eden
Copyright (c)1958 [Note: This policy has since been
cancelled by HCO P/L 21
by L. Ron Hubbard July 1972, Issue IV, Staff Qualification
Requirements for
ALL RIGHTS RESERVED Hiring Cancelled ]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 NOVEMBER 1959
CenOCon
EMPLOYMENT OF CRIMINALS FORBIDDEN
It is hereafter a fixed policy rather than a verbal policy that
no person guilty of unpunished current lifetime crimes for which he
could be blackmailed by subversive elements may be employed by any
Central Organization or HCO and insofar as it can be made
effective, franchise holders. No such person may be given or
continue to hold any certificate.
Further no person of known or unknown criminal record or
liability in the eyes of the law may be employed by HCO or a
Central Organization without being cleared both case wise and with
the law of the area.
Immediate compliance with staff employment standards OCA-APA, IQ
and aptitude is required by me of all organizations.
To this should be added an E-Meter check for criminal records or
undetected current life crimes which could be used for blackmail
purposes by subversive agencies in assisting our destruction. Any
serious crime on the third or second dynamic should place the
person in the forbidden employment category to be remedied only by
clearing as a case and as required with the law before further
employment or use of any kind may be given or made of them.
Association Secretaries are requested to intercede for such
detected persons with the law at the person's request to mitigate
punishment.
L. RON HUBBARD
LRH:js.cden
Copyright (c) 1959 [Modified by HCO P/L 21 July 1972,
Issue IV, Staff Qualifica
y L. Ron Hubbard tion Requirements for Hiring Cancelled,
re: Meter check and
ALL RIGHTS RESERVED qualifications on hiring. ]
121
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HASI
POLICY LETTER OF 10 MARCH 1959
PERMANENT STAFF MEMBERS
Permanent Staff Members are entitled to claim Permanent Staff
Member privileges when they become in possession of their
certificate.
These privileges naturally cease should a Permanent Staff Member
leave staff without a formal leave of absence, neither can they be
claimed if a Staff Member has given notice of leaving.
LRH rd L. RON HUBBARD
by L. Ron Hubbard ALL RIGHTS RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
ASSOCIATION SECRETARY DIRECTIVE 3 JUNE 1957
QUALIFICATIONS OF A PERMANENT STAFF MEMBER
ADMINISTRATIVE:
1. Must have been with organization three months.
2. Must know the Code of a Scientologist.
3. Must have passed an examination on the Organization Board and
Comm Centre given by HCO Board of Review.
4. Must be accepted by a staff majority vote, an Advisory
Committee majority vote and finally must be passed on favourably by
Association Secretary.
TECHNICAL:
1. Must have been with organization three months.
2. Must have a certificate in force in Dianetics or Scientology.
3. Must have passed successfully five levels of Indoctrination.
4. Must know the Auditor's Code and Code of a Scientologist.
5. Must have passed an examination by HCO Board of Review for
validation.
6. Must have passed an examination on the Organization Board and
Comm Centre given by HCO Board of Review.
7. Must be accepted by a staff majority vote, an Advisory
Committee majority vote and finally must be passed on favourably by
Association Secretary.
BOTH: A permanent staff member cannot be dismissed except by a
unanimous vote of the Advisory Committee or by L. Ron Hubbard. He
has the rights of vacation with pay. There may also be an honorary
staff member who is neither temporary nor permanent. Permanent
Staff Member Examination is given by HCO Board of Review.
Jack Parkhouse
[Note: Originally issued in two sections, Administrative and
Technical, as FCDC P/Ls of 2 May 1957 b; L. Ron Hubbard, with an
additional point between 6 and 7 which read: "7. Must have a
minister's certificate in force and must keep it in force."]
122
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 JANUARY 1960
CenOCon (Issued as Sec ED in Washington DC)
QUALIFICATIONS OF PERMANENT STAFF MEMBERS
(Cancels previous Directives)
1. Knows Organization Board.
2. Knows Communication Centre.
3. Meets OCA (APA) and IQ Standards.
4. Has worked for Organization for three months.
5. Has been checked clear on all present life overts and
withholds.
LRH:js.rd
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 JUNE 1960
CenOCon (Cancels previous directives)
REQUIREMENTS FOR STAFF POSTS
Applicants for staff positions in HCOs or Central Orgs must pass:
1. A security check demonstrating no criminal record or
intentions;
2. A "help check" showing normal help ability;
3. An acceptable (not wholly below centre line) profile on a
personality test; and
4. An IQ of at least 1 10.
Persons showing criminal background this life may not be
employed.
STAFF AUDITOR REQUIREMENTS
A staff auditor must have the following:
1. A professional certificate in hand and in force except where
certificate is awaiting
only final signature when the interim letter may be substituted.
2. A knowledge of modern processes.
A staff auditor, to obtain permanent staff status, must have:
1. A thorough knowledge of an E-Meter, pre-sessioning and model
sessioning.
2. A thorough knowledge of the CCHs.
3. A free needle on help.
4. A profile in the upper third of the graph.
5. An IQ of 120 or more.
6. A knowledge of the comm centre.
7. A knowledge of the Org Board.
A permanent staff member in any division must meet the above
requirements.
REGISTRAR POSTS
No person may serve in a letter writing or registration capacity
who is not
reasonably released on "help" (does not consider help impossible
in the field of action
of PrR). Such persons should be specially processed on help.
LRH:js.rd L. RON HUBBARD
Copyright (c) 1960 [Modified by HCO P/L 21 July 1972,
Issue IV, Staff
by L. Ron Hubbard Qualification Requirements for Hiring
Cancelled
ALL RIGHTS RESERVED with regard to checks and
qualifications on hiring. I
123
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 26 NOVEMBER 1960 Reissued from Sthil
All Central Orgs Already issued in SA
PERMANENT STAFF MEMBER REQUIREMENTS (Effective I April 1961)
To qualify for staff intensives, vacations, sick leave and other
benefits in an HCO or Central Org a person must be a Permanent
Staff Member.
The following are the requirements of a Permanent Staff Member:
1. Any certificate in force (including HAS).
2. Security check passed. (No Criminal, subversive or Commie
background.)
3. Help button in good condition.
4. An acceptable (not wholly below centre line, and majority of
points not lower than the centre line) graph.
5. IQ 1 10 or above.
6. A knowledge of the Comm System and HCO Policy Letter April 8,
1958.
7. A knowledge of the Org Board.
8. 3 months on Staff.
Note: (Persons showing a Criminal, subversive or Communist
background may not be employed.)
REQUIREMENTS
FOR AN EXECUTIVE POST
1. Permanent Staff Member.
2. A Professional Certificate in force.
3. Control button free needle.
4. Help button free needle.
REQUIREMENTS FOR A TEMPORARY
STAFF AUDITOR
1. Professional Certificate in force. (Or a letter showing exam
has been passed and certificate is being prepared.) (Letter from D
of T.)
2. A thorough knowledge of the E-Meter.
3. A thorough knowledge of the CCHs.
4. No inversion on help.
5. No inversion on control.
REQUIREMENTS FOR A PERMANENT
STAFF AUDITOR
1. Permanent Staff Member.
2. Free needle on Help.
3. Free needle on Control.
4. Adequate case gains on pcs processed.
Note: The pay grade of a staff member should be regulated in view
of the above as well as his actual position in the Org.
L. RON HUBBARD LRH: aec.gh.rd Copyright Q) 1960 by L. Ron Hubbard
ALL RIGHTS RESERVED
124
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 FEBRUARY 1961
CenOCon
PERMANENT STAFF REQUIREMENT CHANGES
(Modifies HCO Policy Letter of 26 November 1960)
Instead of passing an examination on the Org Board, effective on
receipt of this policy letter, a permanent staff member applicant
must pass a stiff examination on
"The Pattern of a Central Organization", HCO Policy Letter 14th
February, 1961
and
The Staff Information Bulletin that gives the paper colour flash
system and other data and has long been in staff hats, being a
condensation of many earlier bulletins. (HCO Policy Letter of April
8, 1958.)
Further, if a staff member has not qualified for permanent staff
member by deadline, he may not receive staff rate processing under
the D of P.
Deadline on the earlier policy letter is relaxed until June 1,
1961.
L. RON HUBBARD
LRH:js.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
125
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 FEBRUARY 1961
CenOCon
QUALIFICATION OF EXECUTIVES
See HCO Policy Letters on Executives and Personnel, 13th February
and 17th February, 1961.
I will qualify and issue a Qualification Certificate to any staff
personnel who meets executive requirements regardless of whether
they occupy an executive post or not.
This means that an Executive Qualification Certificate for a
Central Organization executive post, does not demand or command
that the holder occupy the post or receive executive units.
A person who does not actually hold an executive post but who
wishes to receive an Executive Qualification Certificate must pass
all requirements for that executive post and must receive as well a
high mark on a Hat check of that post.
Having once occupied such a post in the organization does not
automatically qualify a person but will be taken into account.
Such persons seeking an Executive Qualification Certificate,
should be handled exactly as an executive is handled in their
application.
Having extra qualified persons on staff for all executive posts
means faster expansion and quicker filling of vacated posts, with
immediate executive units rather than filling posts on a temporary
basis with the consequent long wait for units.
L. RON HUBBARD
LRH :jl. eden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
126
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 28 MARCH 1961
CenOCon
PERSONNEL POLICIES STAFF POST QUALIFICATIONS PERMANENT EXECUTIVES
TO BE APPROVED (Modifying HCO Pol Ltr of Feb 17, 1961 )
I desire now to approve of all executives appointed to post in
Central Organizations, before the appointment is given permanent
status.
I desire a full report from HASI attendant to the dismissal of
any permanent executive before the dismissal occurs.
The data to be submitted to me, to qualify a department head as a
permanent holder of post includes:
1. A minimum of 45 days successful performance of duty on post.
2. A statement from the D of P taken from pc graphs of the
Auditor quality and ability of the person being appointed.
3. The appointee's own graph and IQ.
4. A summary of his Scientology career.
5. A security check sheet on the person.
6. An E-Meter assessment, particularly on Help and Control.
7. His exam results for permanent Staff Member.
8. Report on Hat Check of post by HCO Sec.
9. SOP Goals procedure fully flattened.
No new executive, not approved by myself on the above basis, may
draw the salary of his executive post, but only the salary formerly
drawn on a non-executive post until my approval is received by the
Assn Sec. effective on receipt of the letter.
No executive may continue as an executive on permanent status,
unless approved by myself, on or after 1 August 1961, and if not
approved will revert to pay as a leading auditor even while
retaining post.
For the purpose of this Policy Letter the following posts are
defined as Executive Posts:
In HASI:
Association (or Organization) Secretary PE Director Director of
Training Director of Processing Director of Promotion and
Registration Chief Registrar (Body) Letter Registrar Director of
Material Director of Accounts.
In HCO:
HCO Continental Secretary HCO Area Secretary.
All persons permanently so appointed by myself shall be given a
small certificate to that effect.
The assembly of the materials required, 1 to 9 above, is solely
the responsibility of the person being appointed.
127
Temporary Executive Appointments to be Passed by HCO
The HCO Continental Secretary must pass upon any temporary
appointment of an executive, before the person is given post. This
does not mean such temporary appointment may receive the pay of the
post.
The authorization to appoint a temporary executive may be refused
only on the following grounds:
1. Past unsuccessful experience with the appointee on that post.
2. Graph points lower than centre.
3. IQ less than 120.
4. Security check not passed.
5. Control and help buttons.get very bad reaction on E-Meter.
6. Examination of staff profiles and longevity show other persons
better qualified for post.
If no person can be found who qualifies for the temporary
executive post, it may not be filled.
In event of abuse or confusion of this section the Assn Secretary
may stop any action in progress and send full details to me for
decision.
Temporary and Permanent Defined
A Temporary Executive fills the post on a temporary basis, using
the word Temporary in the post title. He or she does not draw the
executive post's units, but draws former units or the units of a
leading auditor, whichever is higher. He or she may be removed from
post with or without cause by the Assn Sec at any time, or a
qualified HCO Sec during the time that HCO Sec is handling a State
of Emergency.
A Permanent Executive uses the full title of and draws the full
units of a post.
He or she may be transferred to a similar post by the Assn Sec.
or by the HCO Sec who is handling a state of emergency that applies
to that department. He or she may be suspended for no longer than
two weeks in any three months from post without pay, to be
processed in event of a consistent failure in that department. He
or she may be removed from post only by myself after due
investigation, and reports are received by me.
Appointment to Staff Posts
No appointment may be made to any post on staff until the
following procedure has been followed.
An application form (green ink on pink since it belongs to
Accounts and affects pay) is made available at the office of the
Assn Sec's Secretary.
People desiring employment are directed by Reception to the Assn
Sec's Secretary (or a small stock of forms may be left with
Reception).
The application form is self-directing. The person fills in his
own various qualifications and vital statistics. It then sends the
person directly to Test in Charge to be given a test or (as is more
likely) to receive the test from his files. The person then goes to
the HCO Sec. The HCO Sec marks the application form in spaces to
review the test, makes a brief security check and marks in that
result and then states either (a) The person is employable on staff
or (by This person cannot be employed on staff until processed or
(c) This person cannot be employed.
If the results are (b) or (c) the person is so told at once. If
the results are (a) the person is sent to the Assn Sec (or his
Secretary) for interview and results of interview are marked. The
person is then told when to come to work or that he or she will be
informed if there is an opening.
If the person is employed (now or later), the application has the
units or pay marked on it by the Assn Sec's Sec and is sent to the
Accts Dept, when employment is begun.
The Accounts Dept makes a folder for the person in the creditor
file.
Accounts may not pay out a cheque until the form is in the
Accounts Dept, and is initialled OK, throughout.
128
The routing of the form is written on the left margin in each
case.
Important: After August 1, 1961 the Accounts Dept may not pay out
pay even to old staff unless an application form is in the Accounts
file.
Termination of Employment
When employment is terminated, the person terminating, to receive
his or her final pay, must be routed on a similar form.
The form is obtained from the Assn Sec's Sec. who is custodian of
all forms, by the Dept Head of the leaving person's department or
by the Assn Sec.
The form is self-routing on the left-hand margin. It is green ink
on pink paper.
The form is headed:
Termination Form Without this form you cannot receive your final
pay or any recommendation to future employers. The leaving person
fills in name and date and writes his given reason for leaving.
He gives the form to Dept Head for his or her remarks.
The leaving person then reports to HCO and gets checked out for
ARC breaks and withholds, and may be ordered to processing at
Organization expense, but not longer than 12 1/2 hours, preferably
5 hours.
If the leaving person then changes his or her mind about leaving
the form is destroyed by the Dept Head.
The person reports again to Dept Head for the form to be
continued, or destroyed in event of person staying, and then takes
the form to Director of Material to turn in his supplies and any
equipment, and get an initial. This includes E-Meter and any such
and in the case of a Dept Head or an Assn Sec may require a full
inventory by a paid company if the amount is great.
The person now goes to Accounts with the form and receives with
the form his or her final pay.
Accounts, while keeping the creditor folder of the person in a
"dead file" at the back of creditors file, until the year's storage
of files is made, places the person's original application for
employment and the termination form (stapled, termination at the
back) into Comm lines to the Assn Sec's Sec who files.
The person's final pay cheque is sent to HCO by Accounts and may
not be paid directly by Accounts to the person. HCO hands over the
final cheque when the person has been checked out by HCO or has
received any auditing recommended.
Seeking Personnel
Dept Heads seeking personnel may procure it wherever they wish,
and however they wish, but must first look in the job application
file of the Assn Sec's Sec in order to save time.
To keep the file straight, the Assn Sec's Sec should divide the
file into live (with 3 months) and inactive segments.
In times of expansion a mailing can be sent to the whole list.
This would serve to freshen the file and the replies can be filed
with the original applications. Until they lose a body, these
applicant people do not get "dead filed".
Keeping this application file up prevents the randomity of
Emergency Hiring and by-passes of security.
The most fruitful sources of new personnel are the PE and
Academy, and permanent help wanted notices should be posted in
each.
LRH:ph.cden L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard [This 28 March 1961 reissue of HCO P/L
17 February 1961
ALL RIGHTS RESERVED added the parts shown in this type
sty/e. ]
129
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 JANUARY 1962
CenOCon
PERMANENT EXECUTIVES (Amends HCO Pol Ltr of 17 February 1961)
The award of Permanent Executive status has hitherto been delayed
by changes in the processing requirements set forth in HCO Pol Ltrs
of July 22, 1961 and October 23, 1961.
Effective immediately, the award of full Permanent Executive
status shall only be made to an executive who has fulfilled all the
requirements as laid down in HCO Policy Letter of February 17,
1961, "Staff Post Qualifications", and who has also been checked
out as stably clear by HCO.
Meanwhile, any Executive who has fulfilled all the requirements
of HCO Policy Letter of February 17, 1961, except the processing
requirements, and who is not yet stably clear, shall be awarded the
status of Provisional Permanent Executive. This will entitle
him/her to draw the full pay for his/her post. But he/she will not
be allowed to draw permanent staff bonus units as an executive
until such time as he/she is checked out by HCO as stably clear.
LRH: sf.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO POLICY LETTER OF 21 MAY 1962 CenOCon
PERMANENT STAFF (Cancels earlier directives)
When a staff member has completed a contract with the
organization, has passed an examination on the Pattern of a Central
Org and has received a cleaned Prepcheck on the last two pages of
the Joburg and Form 6A, Saint Hill, informed of this, will issue a
Permanent Staff Certificate for that staff member.
LRH:jw.jl.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Cancelled by HCO P/Ls 9 August 1971, Issue IV, Urgent-High Crime
PL-Operation Staff Stability and Personal Security, 16 September
1971, Issue 111, same title, and 8 January 1972 revision of 9
August 1971, Issue IV, in the Year Books. ]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 JUNE 1962
CenOCon
PERMANENT STAFF PRIVILEGE
Staff Members who complete Permanent Staff requirements may
receive the benefit of International Membership while they are on
the staff of a Central Organization or City Office.
A N/C invoice is made out by Accounts (so that records exist)
upon application by a staff member.
If a Permanent Staff Member leaves the Org voluntarily or is
dismissed for a valid reason, the International Membership fee
becomes payable (part of a year's membership to be worked out pro
rata).
Copyright (c) 1962 L. RON HUBBARD
by L. Ron Hubbard ALL RIGHTS RESERVED 130
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Remimeo Issue V
All Staff Hats
A copy given to
each new person
employed PERSONNEL
STAFF STATUS
(This is a Policy Letter. The basic law of this organization and
its rules are found only on letters such as this one, printed as
this one is, green ink on white paper and signed as this one is.)
A Staff Status is a number giving the value and promotion
eligibility of a staff member in this organization.
The number appears after a person's name on the organization
board in the Communication Centre.
The numbers run from zero to ten. They designate the type of post
to which a person may be promoted or the status of the person.
It is important to have a higher status number. Therefore do all
you can to increase yours.
The status numbers most important to a new staff member are 0
(zero), I and 2.
0 = Temporary
I = Provisional 2 = Permanent
Above that are the promotional numbers which must be earned by
study and experience in the organization.
There are also technical status numbers. These are not
necessarily required of personnel in non-technical departments and
are elsewhere described.
If you do your job in this org and study how to be a better staff
member you will advance and will be secure.
The first three status numbers and the states follow:
TEMPORARY
A staff member who is newly hired is designated 0 (zero) status
after his or her name on the organization board. The person is
classed as TEMPORARY until he or she has been to Review after a few
weeks on post. The TEMPORARY must obtain a slip from their
immediate senior saying they are doing fine on post and present
this to Review. Review may require they have a knowledge of the org
board and comm lines and their own department before passing them.
Review may give the person who bears a recommendation several
interviews to pass the exam but after the 3rd exam is failed, must
dismiss. If they have no recommending slip, Review notes their name
and tells the person to get one from their senior and come back.
Review keeps a close record of all persons calling on it. Review,
when a recommendation slip is presented, then may examine the
person concerning the org board, etc. as per current "provisional"
check sheet.
If the TEMPORARY is recommended and passes, Review assigns the
person a 131
PROVISIONAL Staff Status and advises Org Board and Personnel
Files by sending them chits attesting the fact. The staff member
also gets a copy.
While TEMPORARY a staff member may be dismissed with or without
cause by his immediate superior or by Review or a Secretary or
anyone senior to a Secretary.
If Review does not pass the Temporary, Review dismisses the
person. However, if the person is to be dismissed, Review must
inform the person what he must do to make himself more employable,
get the person on a PE Course and processed, etc.
When Review tells a Temporary he or she did not pass or is
dismissed, Review also informs Dept 1, Personnel Officer.
Any Temporary, dismissed, may apply again to the Personnel
Officer for employment in another section or department of the org.
Pay ceases while under dismissal. Therefore when Review dismisses a
TEMPORARY, Review -
1. Tells the person he has not passed and no more chances will be
given.
2. Tells the person how to become more employable.
3. Puts the person in the files for possible future employment if
the conditions are met (2 above).
4. Informs Dept 1. Dept 1, being advised of a dismissal:
(la) Informs Accounts at once.
(2a) Makes a note of it in the person's file noting also Accounts
is informed.
(3a) Notifies the person's immediate superior whether the
superior is otherwise informed or not.
If a Temporary dismissed is upset about it, he or she is sent to
the Chaplain.
The Chaplain, on any dismissed person coming to him should
ascertain if the above lines were followed properly, that no ethics
policy or order was violated by superiors or org officers and that
the person follows the advice to become more employable if the
dismissal is in good order. If the Chaplain finds a gross
irregularity in a dismissal he should bring the person to Ethics.
TEMPORARY is designated as 0 status on the org board.
Every quarter the HCO Exec Sec of an org must dismiss all persons
who have Temporary Status and have not become Provisionals. Such
persons are sent to Review for dismissal.
PROVISIONAL
A staff member given a PROVISIONAL rating may have recourse to
Ethics and have an Ethics hearing if dismissed. He may be
transferred to other divisions without a hearing if his division is
over-manned.
A person, after one year, may apply for permanent status.
A PROVISIONAL is designated as " I " on the org board after his
or her name.
To obtain permanent status a PROVISIONAL must obtain his or her
Basic Staff Certificate. This has a check sheet for which the HCO
EXEC SEC is responsible for compiling. This is covered in earlier
Policy Letters.
The certificate is examined for by Review and issued by Certs and
Awards. The requirements are relatively elementary but are quite
firm.
132
Ethics chits issued while the person was employed are taken into
consideration.
The Secretary of the person's division must recommend permanent
status in writing to Review before an exam may be given.
PERMANENT
A PERMANENT STAFF MEMBER may not be demoted, transferred or
dismissed without a full Committee of Evidence being held. The
person may himself request a change of status or another post or
may resign without a Committee of Evidence being convened. (The
Evidence and findings of a Committee of Evidence are taken by a
Committee composed of one's co-workers and to be valid and put into
effect must be passed by LRH personally.)
No person may be paid as permanent or posted until the person's
name appears in a SEC ED. LRH Executive Director may not at his own
discretion wish to make the permanent award and if not included in
a Sec Ed it is not awarded.
PERMANENT status is then designated on the Org Board by the
numeral "2" after a person's name.
Certs and Awards issues the Permanent Certificate, but only after
a SEC ED so declaring has been issued.
Review, passing a person for permanent must advise Dept 1
Personnel, and the AdCouncil to prepare a SEC ED for LRH Exec Dir
issue.
The SEC ED advises Accounts and Org Board, and no pay may be
changed or the permanent status posted until the SEC ED is issued.
A person failing to get a permanent status remains provisional.
A person with PERMANENT status gets longevity pay according to
the number of years employed, at so much for each year. This is
backdated to first employment.
HIGHER STATUS
The higher status numbers are given to staff members as earned by
passing check sheets. Gaining a higher status does not mean
promotion but eligibility for promotion, said eligibility being in
plain view on the org board with higher status number.
No one may have a higher status than 2 after his or her name on
any org board without meeting all requirements up to the new status
sought, and passing the check sheet for each status in sequence.
Items already passed are credited on any future check sheet where
the items occur on the check sheet and have been passed.
The HCO Exec Sec WW is responsible for all check sheets for staff
status and the use and following of this Policy Letter via HCO Exec
Secs in orgs.
Staff quotas for Divisions and Sections are set by the Advisory
Council.
No hiring, promotions, assignment of status or appointments are
made except as made above
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Modified by HCO P/L 5 January 1969, Staff Status Two, Volume
I - page 136, Volume 5 - page 255, Volume 7 - page 503. l
133
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 JULY 1966 AMENDED 19 MARCH 1968
Remimeo
STAFF STATUS (Corrects all earlier Sec Ads and Pol Ltrs)
The intentions of the staff status system and the conduct of it
require a clarification as follows:
TEMPORARY
1. After two weeks' employment, if a newly hired staff member can
obtain a written recommendation from his immediate superior, he can
report to the Staff Training Officer in the Qualifications
Division, give him the recommendation and receive the training
materials for provisional. He can then study these and get checked
out on them by the Staff Training Officer and if passed, get his
Staff Status One, Provisional.
STATUS ONE PROVISIONAL
2. When the Provisional Staff Member has his Staff Status One, he
can receive the materials for Staff Status Two from the Staff
Training Officer and begin to study and pass them by check outs
from day to day. When he has passed them all, he is given a written
examination and, passing this, he obtains his Staff Status Two.
STAFF STATUS TWO
3. When a staff member has his Staff Status Two he can apply for
the materials for Staff Status Three, executive rating, and so on
up the Staff Status levels.
Obtaining an executive Staff Status does not ensure the
appointment as an executive but makes one eligible for such
appointment.
The one year service between One and Two is abolished.
Only a Staff Status Two is now eligible for contract.
Staff Status Two, if on contract, is entitled to free processing
up to Grade V, a 50% discount on training and further processing
and uniforms. No lower status has these privileges. This is true
for all Orgs, SH, WW and AO.
A Temporary Status staff member may be dismissed, transferred or
demoted without any Ethics action. Any person still a temporary
status after 3 months on staff will be let go.
A Staff Status One must have been given an Ethics Hearing and
found guilty of a misdemeanor or more in order to be dismissed but
may be transferred without a hearing.
A Staff Status Two must be given a Committee of Evidence and
found guilty beyond reasonable doubt to be dismissed and an Ethics
Hearing to be demoted or transferred.
A deputy or acting appointment may be demoted without Ethics
action, but only to the last permanent grade.
Staff Members may request transfer or demotion without Ethics
action. PENALTY If a Staff Member breaks his Contract, leaving
employ or going to a higher Org 134
with Contract incomplete, he is then liable for FULL PAYMENT of
all courses and processing he has received at FULL RATE (not just
50%), and owes for all transport or expenses he may have been paid.
SECURITY CHECKS
Security Checks should be given any new staff on a meter.
When a theft or insecurity has occurred staff should consent to
such a check and such a consent is contained in the hiring
Contract.
CHECK OUTS
Any staff member receiving a check out from the Staff Training
Officer and flunking is told to go off and study some more. The
item being checked out is marked with a date and initial at the
point just about where the flunk occurred and if the staff member
comes for reexamination within one week, the item being checked out
is simply checked from the last mark on. But if more than one week
elapses the whole item must be examined again.
A staff member is only sent to STAFF REVIEW OFFICER for remedies
if his flunks have been continual and he is not making progress at
all.
A log, loose leaf, containing the names of a staff member per
page is kept by the Staff Training Officer.
The Staff Training Officer may not hold any additional post than
Staff Review Officer and if so check outs must consistently be at
one period of the day and review another. If traffic is too heavy
not even this additional hat may be worn. If Staff Review Officer
is singly held the holder may also audit staff, and do assists.
ORG BOARD
The Org Board must reflect the status of a staff member.
UPPER STATUS GRADES
Grades Three and above are given check sheets by the Guardian WW.
EVENING STUDY
Staff members should study in their own time not on the job. But
they may be examined or reviewed while on the job.
LRH:jc.rd L. RON HUBBARD
Copyright:) 1966, 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 19 March 1968 amendment added the last sentence in
paragraph 8, and also the section headed "Penalty"; and under
"Security Check" added and such a consent is contained in the
hiring Contract and changed No Security Check should be given any
new staff on a meter except investigatory personnel to the above. ]
ADDENDUM per HCO POLICY LETTER OF 22 AUGUST 1966 Issue III
Only a staff member with Staff Status Two is eligible for
contract. Thus, before a Class VI may start his actual Internship
period, he must come on staff and while working in the org, study
for and attain Staff Status Two, at which time he will be eligible
for both Internship (provided of course he meets the other
requirements for Internship) and staff discounts.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
135
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 JANUARY 1969
Remimeo Guardian Hat RAP
STAFF STATUS TWO (Modifies HCO Policy Letter 4 January 1966,
"Personnel, Staff Status")
Staff Status Two, which precedes staff signing a contract, may be
awarded by a duly appointed Asst Guardian and the ED awarding such
may be okayed by the LRH Comm provided application for such is
accompanied by full CSW which demonstrates conclusively that the
applicant is fully qualified as per policy for Staff Status Two.
Any violation of this policy which results in an improper award
of Staff Status Two being made will be considered as a False Report
and will result in the assignment of a Condition of Doubt.
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH: ei.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
136
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 MAY 1967
Remimeo Dir RAP Hat HCO Area Sec Hat Execs Hat
VOLUNTARY STAFF
It has long been known that when voluntary staff are permitted to
hold full time Org posts, considerable Dev-T ensues. This is mainly
due to unfamiliarity with Org lines, discipline and policy.
When there is no known continuity of employment such as exists
under contract, it becomes impossible to train a staff member or
keep accurate records of personnel.
This latter factor lays Orgs open to great security risk, and
further can camouflage holes. An instance of this occurred when a
C.F. Section was without any personnel and yet rose to affluence on
the graphs!
It was found that the Dir Reg had been hurrying around collecting
volunteers daily to man C.F.
Because the statistics went up, not much notice was taken of the
wild calls for help from the Dept of Reg. When personnel were
finally put into the vacant posts, the C.F. statistics slumped,
while the new full time staff frantically sorted out the mix-filing
done by the well intentioned but untrained volunteers.
Thus the following policy is mandatory:
1. The proper line for hiring staff is through the regular
channel of Personnel Procurement.
2. Volunteers may only be put on a full time post, 'in training
expecting to be hired'.
This includes staff for Advanced Courses.
Executive Council WW Mary Sue Hubbard The Guardian WW for L. RON
HUBBARD Founder
LRH: jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
137
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 JULY 1968
Remimeo
ETHICS ORG SUPPRESSION OF
While there are many ways undoubtedly to suppress an org, the
most covert, most practiced and least noticed is as follows:
TRANSFERRING PERSONNEL ON POSTS OBSESSIVELY.
This makes it all but impossible to train anyone on a post.
It makes a complete confusion in a staff member as he can't
orient himself either on his own post or identify others with their
posts.
It also makes it hard to detect just who is goofing up as no one
is on post long enough for anything to be noticed except general
confusion. It thus obscures ineffective personnel.
It makes an org into a game of musical chairs in which stats
cannot rise.
As the effect is so insidious, personnel may not be hired,
dismissed, transferred, demoted or promoted without the full
approval of the Executive Council after recommendation by Personnel
Div 1 and clearance by the Ethics Officer and a review of stats or
personal life by I & R.
Therefore, any acquirement or movement of personnel has these
steps:
1. Recommendation by Personnel (attested by Pers Officer)
2. Clearance by Ethics (attested by E/O)
3. Review of stats on past posts or in life by I & R (attested by
I & R)
4. Majority vote by the EC of the org with publication in the
Orders of the Day.
THIS SYSTEM MAY NOT DELAY A PERSONNEL ACQUISITION OR CHANGE MORE
THAN ONE WEEK at the penalty of non-existence for the party (1 to
4) stale dating the action.
Obsessive transferring on a by-pass of this system so as to
adversely affect org stats, if established by Comm Ev, carries with
it the Condition of Enemy.
Org stability on post is desirable.
L. RON HUBBARD
LRH:js.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Modified by HCO P/L 21 July 1972, Issue IV, Staff Qualification
Requirements for Hiring Cancelled, re: Approvals for Hiring.]
138
HUBBARD COMMUNICATIONS OFFICE LONDON
Copies to HASI POLICY LETTER OF 9 APRIL 1957
Bulletin Board
Wash D.C. DISMISSALS AND POST CHANGES
It shall hereafter be the policy of the HASI to post all reasons
attached to any dismissal or change on post for the following
reasons:
1. To prevent unfair dismissals.
2. To prevent the occurrence of an unknown area in the past of
the organization.
LRH:rs.rd L. RON HUBBARD
9.4.s7
FOUNDING CHURCH POLICY LETTER 9 MAY 1 957
EMPLOYING & DISCHARGING OF PERSONNEL
Personnel for the Founding Church may now be employed only in the
following ways:
To fill a newly created post:
1. By the Executive Director; or
2. By the Organization Secretary after a majority vote of the
staff meeting.
To replace anyone no longer on post but the post provided for in
pay schedule:
1. By the Executive Director or the Treasurer; or
2. By the Organization Secretary; or
3. By the unanimous vote of the Advisory Council with the
approval of the Executive Director.
Hiring check sheet shall be as follows: Hired on what post, at
what date, at what pay, signed by the Organization Secretary;
acceptance of new employee's Social Security Number, and his or her
presence on staff signed by the Accountant; reported on the job at
what time and what date by the Department head under which he or
she will work. The check sheet is returned to the Accounting
Department when complete. No pay will be paid if no completed check
sheet is to hand in Accounting.
To dismiss any employee or to reduce in pay or grade any
employee, the following steps can be taken:
1. Dismissal or reduction directly by the Executive Director
(part-time, temporary, permanent and honorary).
2. Dismissal or reduction by the Organization Secretary, posting
and informing staff of cause in writing (part-time and temporary).
3. Dismissal or reduction by a unanimous vote of the Advisory
Council and not being vetoed by the Executive Director or the
Organization Secretary (permanent).
4. Dismissal or reduction by a majority vote of a properly
constituted staff meeting (one attended by a majority of staff and
on a regular meeting day), and not vetoed by the Executive Director
or the Organization Secretary.
A dismissal or reduction is sent in writing to the person giving
the day and hour of the dismissal or reduction by the Organization
Secretary, and the fact and cause is posted on the general board by
the Organization Secretary or the Executive Director.
L. RON HUBBARD President,
LRH:md.rd Founding Church of Scientology May 9, 1957 of
Washington, D.C.
[This P/L was originally issued from London on 9 April 1957. It
was amended for FCDC issue by changing Agent for Great Britain to
Executive Director, and Association Secretary to Organization
Secretary. ]
139
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W.,
Washington, D.C. HASI POLICY LETTER OF 26 SEPTEMBER 1957
FILLING POSTS
Staff posts are not to be filled conditionally or temporarily.
This applies in particular to Department Head posts, Instructors
and Staff Auditors. If a person is going to leave soon, he is to be
put on a post that is easily vacated or none at all.
Temporary ideas of being with HASI rank with bad auditing in
making a person ineligible for appointment to any post. It takes
time and money to train a person up to a post. The whole
organization becomes enturbulated when posts are rapidly changed.
Henceforth, continuance on post, like ability to do its duties,
ranks in primary importance in HASI employment. Discipline where it
is necessary should be done by changing pay units, not firing.
Appoint permanently or leave the post unfilled.
LRH:rd.cden L. RON HUBBARD
Copyright Q) 1957
by L. Ron Hubbard
ALL RIGHTS RESERVED
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W.,
Washington, D.C.
HASI POLICY LETTER OF 19 JUNE 1958
1 to each hat Field Offices
FREELOADERS
Any staff member may leave the staff at any time.
If a staff member does leave a TECHNICAL POST WITHOUT GOOD AND
SUFFICIENT REASON in the first year of his employment, he is
charged 250 guineas for his training, providing he has not been
dismissed.
The Association Secretary has the right to dismiss people by
reason of the APA and IQ standards as per HCO Policy Letter of May
l, 1958.
The reason for this directive is the fact that the organization
in Washington and London has been occasionally victimized by
persons giving their services to the organization for the sole
purpose of acquiring training. The expense of this training is such
as to make these services useful only after a few months have been
spent on staff. Washington and London have absorbed this expense on
occasion only to have such a person quit and avail himself of his
staff background to acquire preclears in the field. Training is
acquired in courses and it is only right that a course fee be
charged where
this trick is pulled.
L. RON HUBBARD
LRH:md.bt.rs.rd President
Copyright Q) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
140
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO BULLETIN OF 27 APRIL 1960
Sthil
SECURITY OF EMPLOYMENT
No staff member need have any fears for his job if the following
conditions are factual:
1. Doing his work
2. On post at the proper hours
3. Observing Sthil regulations.
People who do not do their work are the only ones ever dismissed.
This is the stable datum on which I operate. People who do their
work need very little supervision and have rights. People who don't
do their work don't have rights as they need too much supervision
from the rest of us, they slow us down. Therefore I usually can be
counted upon to eventually sack people who consistently don't do
their work. I can be counted upon to defend and retain in employ
anyone who does his job. I pay no attention to rumours or gossip.
If a person's department or area is running well, that person has
my full support. The philosophy is too starkly simple to be
believed by some people. But having run businesses, companies and
groups now for a third of a century, I have found that other
philosophies about work aren't effective. Thus I support the
personnel who do their jobs and protect them from personnel who
overburden us all. In fact, the world supports me only so long as I
do my job and so I just pass the same idea along in governing
staffs.
The term "on post" should have some attention. "On post" means
activity in the area of one's job during the appointed hours. "Off
post" means getting into other people's areas and hair. People who
drift about into the areas of other people and waste the time of
others are "off-post". A person off post during the appointed hours
is obviously not only not doing a job but causing others to carry
his work and is making somebody else look bad as well.
Those who are part of Earth's people today are all part of an
economic machine, whether we like it or not. No matter how we may
dislike the fact, we live so long as our share of the machinery
runs. Maybe it will all be different some day. Just now it isn't.
Those of us who work, get along all right. Those who don't, don't.
L. RON HUBBARD
LRH :js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
141
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 28 JULY 1960 Re-issued from Sthil
CenOCon
HIRING AND DISMISSING (Cancels previous directives)
When appointments are made to any post in HASI (FC) or HCO, the
appointment is only provisional until approved and confirmed by the
Executive Director. The appointment is not finally valid until so
approved.
As a general rule, personnel should not be dismissed unless the
dismissal is okayed by the Executive Director. If the reason for
the dismissal is considered urgent or necessary for security
reasons, a cable should be sent.
Peter Hemery HCO Sec WW for L. RON HUBBARD
LRH:rf.gh.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Cancelled by HCO P/Ls 9 August 1971, Issue IV, Urgent-High Crime
PL-Operation Staff Stability and Personal Security, 16 September
1971, Issue III, same title, and 8 January 1972 revision of 9
August 1971, Issue IV, in the Year Books.]
142
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 NOVEMBER 1960
S.A. only Info All Orgs
STAFF TRANSFERS OR DISMISSALS
No staff member may be transferred from post or dismissed without
all facts being presented to me.
All such data must be presented before the fact of transfer or
dismissals.
Any staff member or ex-staff member has the right of appeal to
me.
In cases of bad insubordination or other acts by a staff member
that may tend toward his or her dismissal, the following procedure
must be followed:
The staff member must be given a warning by an executive. This
may be done without any hearing.
If at the end of one week, the condition has not improved or has
been repeated, a hearing may be scheduled. The hearing must be in
my presence. I may refuse to hear the matter, at which time it
becomes nul and void as an issue. If the hearing is held and the
findings are unfavourable to the staff member, he may then only be
suspended until any stipulated auditing conditions are fulfilled.
Suspension is without pay.
If the staff member refuses to fulfill the stipulations of the
suspension in a reasonable time, he or she may only then be
dismissed.
Persons found to be preventing a fair hearing or denying me
information concerning ineffectiveness or abuses, may be warned,
suspended or dismissed as above.
Persons found to be circulating false accusations against other
staff members which imperil their employment, may be warned,
suspended or dismissed as above.
In the absence of justice there is no progress and there is no
team.
L. RON HUBBARD
LRH :aec.js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
143
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 APRIL 1965
Remimeo All Staff Sthl Staff Post Bulletin Bd All new Staff
Members HATS
DISMISSALS, TRANSFERS AND DEMOTIONS
It may not have come to the notice of all staff that HCO Justice
policy letters forbid staff members being sacked, demoted or
transferred.
Only persons with "Temporary" or "Probationary" status can be
dismissed as they are not staff completely as yet. Only persons
with Acting or Deputy status can be demoted as the appointment is
not permanent.
All others, to be demoted, transferred or dismissed without their
consent must be called before a Committee of Evidence. If the
findings of the Committee recommend dismissal, demotion or
transfer, only then may it be done.
A Committee of Evidence is convened by the Office of LRH through
the HCO Secretary and is composed of 5 other staff members like
yourself. Its purpose is entirely to obtain evidence and recommend
action which the Office of LRH then modifies or orders. No other
Justice actions or punishments exist in this org than those found
in Justice pamphlets or Letters.
If a person is wrongly dismissed, demoted or transferred he or
she may request a Committee of Evidence from the HCO Secretary and
may have recourse. A person so requesting may not also request
their seniors to also be tried but evidence may be obtained from
them (seniors). If your seniors have acted outside the Justice
Codes they can be handled in exactly the same way by higher
authority.
Your job is secure. It is also covered by the Justice Codes of
HCO. These are found in HCO (Hubbard Communications Office) Policy
Letters which arrive in mimeograph form in the HCO Secretary's
Office and which are also being made available in booklet form.
Keep the Justice Codes for a secure job and a peaceful
organization.
L. RON HUBBARD
LRH:wmc.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Amended by HCO P/L 12 July 1971, Issue III, Appointment of HCO
Area Secretaries, in the 1971 Year Book. ]
144
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 OCTOBER 1965
Gen Non-Remimeo
LOW STATISTICS
Personnel Control Officer is to be advised by Secretaries or LRH
Communicator for Div VII, of unsatisfactory Personnel.
Personnel Control then looks into the matter, finds out what they
were doing, and what they can do and either recommends a change of
post, or recommends sending to Staff Review Officer.
If sent to Staff Review Officer, Staff Review Officer will make
recommendations to help them improve their condition and route them
to proper placements outside the org.
It should be noted that failure to produce a satisfactory
statistic is violation of the staff contract.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 14
JULY 1966
Sthil Only All Staff
DISMISSAL OF STAFF
When a Staff Member is dismissed, he or she must be given:
1. One week's notice if employed continuously for more than one
week, and up to one year; or given one week's pay in lieu of
notice.
2. Two weeks' notice if employed continuously for 2 years or
more; or given two weeks' pay in lieu of notice.
3. Four weeks' notice if employed continuously for 5 years or
more; or given four weeks' pay in lieu of notice.
L. RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
145
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 MARCH 1968
Remimeo
POST CHANGES (Reissued and Amended from Flag Order 515)
Before a post may be changed, or a person removed from it and
another appointed to it, there must be a Board of Investigation to
determine -
Record and fitness of the person being removed or transferred.
Reasons for transfer.
Record and fitness of the person being appointed.
Reasons for appointment.
If the post is not in present time or is backlogged, the person
being removed may be called upon to bring it up to present time.
The hat of the post must be modernized by the Board and the
person being removed or transferred.
Any losses or damage to the material of the post must be
explained and, if the Board requires it, made good by the person
being removed or transferred.
Even if a post change is an emergency measure, the Board must
still be held.
The Boards are appointed by the local LRH Comm and the findings
are sent to LRH Communicator WW.
L. RON HUBBARD
Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
146
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 JUNE 1968 Issue II
Remimeo
PERSONNEL
Hereafter no staff may be hired, transferred, promoted, demoted
or dismissed without these three things:
A. Action passed upon by the Executive Council.
B. Any form to hire, transfer, promote, demote, or dismiss
personnel must have data on the person and the recommendation of
the Personnel Officer under whom it comes in Dept 1.
C. Any such form must have the Ethics record of the person in
brief and the recommendation of the Ethics Officer.
B & C are done before the form goes to the EC.
Use of this policy to prevent an org from expanding is
actionable.
The form must not be slow. The line must be very fast.
The EC must convene in extra sessions on such cases.
The form is filed in the Ethics files under the person's name as
are all personnel files hereafter.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
147
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 SEPTEMBER 1965
Remimeo
HCO Division Dept of Inspection and Reports Dept of Routing,
Appearances and Personnel INSPECTION OFFICER
The duty of the Inspection Officer is to inspect the status of
various projects and orders and to report this to the Secretary of
the Division concerned.
The Inspection Officer does not issue orders or instructions to
staff.
In reporting the status of projects and orders the Inspection
Officer does not send a carbon to the personnel concerned but sends
a carbon of his report to the Secretary concerned.
These reports are forwarded through the Director of Inspection
and Reports, the HCO Area Sec and the HCO Exec Sec. then to the
Secretary concerned.
Copies of all Inspections made are filed by the Inspection
Officer in the Org Personnel File of the personnel concerned.
Therefore all Inspection Reports are in triplicate, Original and
one copy on the route noted above, one copy to the Org Personnel
File of the person concerned.
All Ethics chits originated because of non-compliance and
alter-is on projects or orders are filed by the Secretary
concerned, not by the Inspection Officer.
THE ORG PERSONNEL FILES
The Personnel Officer in the Dept of Routing, Appearances and
Personnel keeps the Org Personnel Files.
These consist of a file by Division and Department with the
personnel in separate folders filed alphabetically in their
Department. The HCO Exec Sec and Org Exec Sec are filed in the
Executive Division by their offices. Secretaries are filed as the
Division Personnel name.
Nothing is filed nebulously by Division, Department or Section
only but by a person's name in that portion. Example: A report
concerning the "Organization Division" is filed in the folder of
the actual name of the Org Sec. A report concerning the "Dept of
Tech Services" is filed under the actual name of the Director of
Tech Services.
When Personnel are transferred their whole folder is shifted to
the new post. On a dismissal the file is closed out and filed under
Past Personnel by alphabetical name.
The Personnel Officer puts a separate copy of any SEC ED, Admin
Letter or Ethics Order into the folder of every person it mentions
and when a Division, Dept or Section is nebulously mentioned (no
actual name, only the Division, Dept or Section) a copy of it goes
into the files of the personnel in it.
To do this, extra SEC ED copies are run off by Secretarial
Executive Director or by mimeo.
The name on the directive is ringed with a pen before it is filed
in a person's file.
148
Inspection Reports are filed as above.
As each new person is hired, a folder is made by the Personnel
Officer and put into the Org Personnel files.
Copies of all Contracts, Agreements or legal papers connected
with the person are filed in the Org Personnel Files. The originals
are kept in Val Doc.
At Saint Hill such a file is kept for every organization in the
world. It is kept as above but is of course much thinner.
All Leadership Surveys, HCO Exec Letters answered by the person
are filed in his file at Saint Hill as well as any correspondence
from the Comm Member System and its reply.
Continental Orgs keep a skeletal file of the other orgs in their
Continental Area.
All org board copies of other orgs are kept by a senior org in
the Org Personnel Files at the head of the file for that org.
Orgs other than Saint Hill and Continental orgs have for their
outer org file only the org board copies of their senior orgs when
issued.
The Org Personnel File is used for purposes of promotion and any
needful reorganization and so should contain anything that throws
light on the efficiency, inefficiency or character of personnel.
The Org Personnel File is consulted by Ethics (see HCO Pol Ltr 1
September 65 Ethics Protection) to determine whether or not a
personnel's statistics are up or down so that it can monitor its
own actions accordingly and not bother personnel with up
statistics, handle medium statistic personnel routinely and come
down hard on down statistic personnel.
Copies of the Divisional Ad Comm reports, the Ad Council reports
and occasional spare OIC graphs that show a number of weeks are
also filed in the Org Personnel Files to help Ethics decide who or
what to investigate when receiving bad reports.
Ethics has its own files. HCO also has a Valuable Document file
kept under lock and other files. The Org Personnel File does not
abolish any of these for it is purely a personnel matter to aid in
appointments, assignments and promotion and Ethics actions against
personnel.
Great care should be taken by the Personnel Officer to see that
anything creditable or discreditable about any personnel is filed
under that person's name in the Org Personnel Files.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
149
HUBBARD COMMUNICATIONS OFFICE
Remirneo Saint Hill Manor, East Grinstead, Sussex
HCO ES Hat
HCO AS Hat HCO POLICY LETTER OF 8 DECEMBER 1968
Dir RAP Hat Issue II
PCO Hat
DEPARTMENT ONE ADMIN - SERVICE RECORDS
Department One is hereafter to keep its own administrative
Service Record for each staff member.
These are uniform throughout Scientology and are already kept in
the Sea Org. They are solely for the purposes of Personnel
Assignment data.
The Service Record is kept on light-cardboard weight paper, in a
two-holed loose leaf book. The Service Records of staff who have
left may be kept in the back of the book or sent on to the org they
have gone to.
Once the Background section has been filled out (which is done in
Dept One when the person first comes on staff) there are only 7
things which need to be logged in the Service Record:
1. Change of post (include date and whether demoted or promoted)
2. Enemy or Treason Declare (date, by whom and reason) 3.
Completion of Training level or Staff Status (date) 4. Attainment
of Pc Grade (date) 5. Signed a contract (date, length, org) 6.
Departure from org staff (date, where to) 7. Assignment of Power
condition (date)
NONE of the above is more than a one-line entry.
The Service Record is typed. The book is kept in PT DAILY by the
person assigned to it, by reference to the published orders of the
day, plus information from Tech on completions. Even in a large org
this is no more than an hour or so of work. But it must be done as
an invariable routine, as regular as brushing teeth, otherwise it
becomes a mad scramble once a week or when someone's record is
demanded.
The Service Record does not stay in the org, it follows the
person himself when he goes. HCO is responsible for sending it on
to the next org, keeping a photocopy on hand. Be sure to keep the
photocopy.
For purposes of more thorough investigation Ethics files are
consulted and the Service Record in no way replaces these.
A Service Record is numbered as follows: Abbreviation of org +
number (start from 0001). If the person changes to another org it
is numbered again by that org in the same fashion. Numbering might
eventually look like this:
SERVICE RECORD
Number:
NY 0098 SH 0206 WW 0295 S.O. 0401
This would be over a period of months or years.
The reason for putting this system in is that in the face of a
tremendous expansion of our activities we require a simple and
readable method of seeing what someone is all about. It is
senseless to try to build up this knowledge anew each time, or for
the Execs to have to carry it all around in their head.
Later on, dealing with staff members who have been actively in
Scientology for decades, the Service Record will still be a
handleable bit of admin.
The dimensions of the Service Record are 8 x 14 inches. Example
of the format is attached as part of this HCO P/L.
N. Jessup
LRH: ei.rd CS- 1
Copyright Q) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
150
Number:
SCIENTOLOGY STAFF RECORD
Date:
NAME NATIONALITY SEX
ADDRESS DATE OF BIRTH
NEXT OF KIN
MARRIED/SINGLE/DIVORCED/SEPARATED AGES OF CHILDREN
BACKGROUND
Training and education_
Past jobs held (Date and length of time)
Special skills: Can type Languages
Others
Government or Political Groups ever affiliated with
Religious groups ever affiliated vvith_
Ever affiliated to a suppressive group (dates)
Drug history if any (dates)
When did you contact Scientology and Dianetics Through whom
Any physical defects or handicap
Psychiatric or Institutional History (dates)
Results of tests (if taken) Leadership Judgment_
Social/Anti-Social IQ Other
Attested that the above is true and complete (full signature)
SERVICE RECORD
1. STAFF TRAINING (fill in date achieved):
SSI SSII OEC_
MINISTERS
2. TECH TRAINING: HRS BITS HCS HPA HVA HSS
Vl
HGA Vll_VIII _ _
3. GRADES ATTAINED: (c) I II III IV VVA
Vl CLEAR OTI OTII OTIII_OTIV OTV
OTVI OTVII OTVIII _
151
Scientology Staff Record: Page NAME
Date
152
HUBBARD COMMUNICATIONS OFFICE LONDON (Issued at Washington) HCO
POLICY LETTER OF 24 JUNE 1957
NEW POST HAT MATERIAL
When a new post is created, the person on this post will receive
a copy of past HCO and Founding Church (HASI) Policy Letters. Those
policy letters applicable to their hat should go in their hat
folder, others in their general bulletin folder.
L. RON HUBBARD
LRH: md. rs.rd
HUBBARD COMMUNICATIONS OFFICE WASHINGTON, D.C. HCO POLICY LETTER
OF 27 FEBRUARY 1959
DUTY OF AREA SEC RE PERSONNEL
The Area Sec provides and puts hats on Central Org Personnel and
is responsible to see that their hats are provided, are put on
(repeatedly if necessary), and are changed or turned in when
personnel changes.
The Assoc Sec or Org Sec procures persons, puts them bodily on
post, puts the person's hands on the equipment or mest of the job,
handles pay, supervises the actual conduct of the work (gets the
work done), sees that the proper hours are kept, etc. and changes,
transfers or dismisses the personnel.
These two functions are distinctly different and must not
overlap.
L. RON HUBBARD
LRH:iwh.dlf.rd
153
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill
Manor, East Grinstead, Sussex HCO BULLETIN OF 23 SEPTEMBER 1959
HCO Secs only
CARRYING OUT INSTRUCTIONS
My DC HCO Office was much enlightened when I told them after a
flap that when people question orders coming through HCO people
weren't compelled to think up new and wonderful answers. The job of
HCO was to make the original order stick.
In other words if by any line I require somebody to do something
in an Org and they come to you and ask for more data on it, you are
supposed to say "What did he say?" and then they read it back at
you and you are supposed to say "Well that's what he said, now
please do it." And they say "We can't do it because yap yap" and
you say "Read it again" and they do and eventually they find out
what it is they are ordered to do and they only find out THEN that
they can do it.
You are there to make Ron's orders stick. We've already proven
that when they don't the whole thing starts to go around the bend
because my orders are based on years of know-how and the other
fellow's changes are based on no experience.
So your first action is to know what it is I'm telling people to
do and then to make those orders stick, usually by quietly and
patiently getting them to understand what they are. The HASI London
Arthritic Project is a good case in point. It wasn't followed very
well and now there is traffic on the lines about it and if I didn't
now try to straighten it up believe me it could create thousands of
words of traffic because the way it is rigged now it will detract
from the income of the whole Org by bad programming (jamming
lines), not make income for it, which is a reverse of my
intentions.
Each department in a Central Org is rigged like a clock. People
who are trying to succumb do it by failing to get the gen and then
doing something that louses up the machinery.
Your function is to keep the place going the way it was intended
to run and not the way somebody else thinks it ought to. Example:
within the past three months HCOs have got Melbourne and Auckland
to handle departments exactly the way they were set up to run. They
have both experienced higher income lately. The business available
was the same. Only the method of handling the line was changed
(except that the new Assn Sec Melbourne was willing to run it right
over the staff's collective dead body if need be) and it was
changed directly back to my policies and suddenly the places
boomed.
Get them Hats on people and get the lines running the way they
are supposed to and you'll have high income weeks almost at once.
L. RON HUBBARD
LRH:iet.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
154
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO
BULLETIN OF 10 FEBRUARY 1960 Re-issued from Sthil
CenO
PUTTING HATS ON
The following extract from a dispatch written to LRH by Mildred
Galusha, Sec ED and LRH Personal Sec in Washington DC:
"Just want to thank you for putting Bonnie Turner on HCO
Secretary post, and to tell you that in my opinion he is doing a
very good job indeed.
"He is bringing some order in quarters where there wasn't much.
He knows his policy and doesn't dilly dally with it.
"The way he is putting Org Sec on post is something to
see - getting her baskets lined up, emptied, getting her lines
straight, putting stuff in hat which wasn't there, getting her to
know it, etc. getting her office neater, etc. it's lovely to watch.
I've never seen an Org Sec put on post before and it's great the
way he's doing it. And, I think Org Sec appreciates it!
"Sure hope he remains on this post. He's the one for it in my
opinion."
Bonnie took over the HCO Sec's post at a difficult time. Marilynn
Routsong had just stepped into the Org Sec's post at a moment's
notice. It was a time when firm guidance and leadership paid off.
Both Bonnie and Marilynn are much to be commended for the way in
which they have helped to hold things together in Washington.
This shows that, in an emergency or otherwise, knowing policy and
following it and getting others to follow it, and generally putting
hats on the staff, is one of the first duties of the HCO Sec in any
Org - certainly the best way in which the HCO Secretary can help
other staff members to do a good job. When properly done, the staff
member concerned will appreciate it and be happy about it, because
he knows then what his job is, and that he is doing it well.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH :js.rf.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
155
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 JUNE 1961
CenOCon
TECHNICAL HAT CHECKING VITAL POLICY FOR HCO AREA SEC
The HCO Area Secretary not only does Hat Checks routinely upon
all new and all old Staff Members, but also checks all staff out on
all Bulletins and Policy Letters issued for the week.
This is done by having a folder for all Bulletins and Policy
Letters issued. On the back of each Bulletin or Policy Letter is
written the name of each Staff Member on whom a check of the
Bulletin or Policy Letter has been made, the date the check was
made, and whether they passed or failed the check. When all
persons, to whom the Bulletin or Policy Letter was directed, have
passed a check on the Bulletin or Policy Letter, then the checking
job on the Bulletin or Policy Letter can be considered finished.
The check is done simply by calling the Staff Members in and
asking them one random question taken from some part of the
material contained in the Bulletin or Policy Letter. If they fail
to correctly answer this one question, they are flunked on the
check, told to re-study it and come in again for a re-check. A
Staff Member is called back as many times as it is necessary for
him or her to answer all the most searching questions correctly.
Choose different sentences from the text as subjects for
questioning.
The HCO Area Secretary does not engage in explanations or
discussions. The above is the entire procedure.
The purpose of this Bulletin and Policy Letter checking is to
make all sure that Staff Members are always informed of up-to-date
material, to reduce Dev-T caused by people not having read their
Bulletins or Policy Letters, and to increase faster execution of
directions.
L. RON HUBBARD
LRH: imj.rd Copyright (I) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
156
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 JUNE 1963
CenOCon
POLICY CHECKS
The HCO Area Secretary is, by policy, bound to check all new
policies that are issued for the week.
If a Policy Letter, Sec ED, Admin Letter, Technical Bulletin or
Directive comes in and it applies to your post, you can expect the
Area Sec to contact you re a hat check on it.
The Technical Director and the Assoc Sec will be checked on new
Technical Bulletins for the week. The Association Secretary will be
checked on any new policies or re-issued policies for the week.
Staff auditors receiving routine training under the Technical
Director will not be checked unless the Area Secretary is
specifically up to an Org Rudiment for auditors.
Academy personnel will be checked over on any new training
materials in the week they are issued.
This programme does not interfere with routine hat checks as per
org rudiments. The purpose of this programme is to help ensure that
staff know policy and can understand it and quickly apply it.
Issued by: Peter Hemery
HCO Sec WW
for
L. RON HUBBARD
Authorized by: L. RON HUBBARD
LRH:gl.rd Copyright(~) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
157
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JANUARY 1968
Remimeo
Hats Officer's Hat
Staff Training
Officer's Hat HCO HAT SECTION
ORDERS TO STAFF
HCO has always had the duty of getting policy known and applied
by staff.
Though Review Staff Training Officer now has the duty of checking
them out, this does not relieve HCO of the duty of seeing that
staff get checked out on Policy relative to their post and basic
Org Policy.
This is now the duty of the Hats Officer in Dept of Routing,
Appearances and Personnel.
When a new person comes on to a post or a person is transferred
to a new post, the Hats Officer collects the old hats and issues a
Time Machine Order to the person to get checked out on the vital
policy covering their post.
A person who is doing a lot of Dev-T actions and is offline or
off-policy in any actions should be reported to the Hats Officer as
well as Ethics so that the Hats Officer can order checkouts on the
appropriate Policy Letters and on Bulletins.
The Secretaries can also order their personnel to checkouts or
can notify the Hats Officer of personnel who need checkouts.
Since Dept 1 is responsible for the efficiency of personnel and
for their knowing the Policy covering their hat, all staff is under
HCO with regard to their Hat and so can be ordered to be checked
out on Policy.
When a staff member is not productive even after grooving in,
Personnel Control then takes over and handles the person by staff
status policy.
Taken from SECED 543 SH written by Mary Sue Hubbard
Proposed by a Board of Investigation
Len Regenass
Kevin Kember Halldora Sigurdson
Tony Dunleavy : Qual SecWW Len Regenass : HCO Area SecWW Eunice
Ford : HCO Exec Sec WW Tony Dunleavy : Org Exec Sec WW Ken
Delderfield : LRH Comm WW Joan McNocher : D/Guardian WW
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH:jp.rd
Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
158
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 MAY 1970
Remimeo Hats Of ricer Hat
HAT CHECKOUT SEQUENCE
In checking out Hats on staff, the Hats Officer should follow an
exact sequence:
1. Check out the Org Seniors and Div heads on their hats.
2. Check out the Org divisional heads on all the hats of their
immediate juniors.
3. Check out the personnel of each division.
4. Check out the hats of seniors and divisional heads on the hats
of seniors and other divisional heads.
5. Check out any other personnel earlier unavailable.
The reason for the sequence is that if you check out the juniors
in a division without checking their hats out on their senior, the
senior can easily issue incorrect orders to the wrong terminals.
This knocks off the hats, invalidates hats in general and IS THE
REASON HATS FALL INTO DISUSE.
There is a law on this-A SENIOR MUST KNOW THE DUTIES OF ALL THOSE
WHO COME UNDER HIS ORDERS.
When this law is violated any efforts of the Hats Officer become
invalidated and nullified.
There is another law - TO HOLD THE FORM OF THE ORG ALL THOSE
ENGAGED IN CONFERENCES OR ROUTINGS MUST KNOW THE HATS OF THOSE AT
THEIR OWN LEVEL OF ACTION WITH WHOM THEY ARE ASSOCIATED.
It follows of course that routing terminals must know the hats of
those to whom they connect and who are connected to them on comm
lines. Thus this is the last series of checkouts a Hats Officer
does in a full sweep.
Hats are checked out against an org board using the above
sequences.
The ideal organization would be composed of a staff who each one
knew all the hats of the group.
A Hats Officer is warned that it is almost impossible to check
out hats in a group that has not had a "Chinese school" drilling on
that org's org board. (Chinese school is an answering chorus of
responses to a teacher's questions, the teacher standing by an org
board or chart with a pointer.) Where there is no Staff Training
Officer this is undertaken by the Hats Officer.
Also where there is no STO, Divisional Summaries of actions are
checked out by the Hats Officer.
L. RON HUBBARD
LRH: dz. eden Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
159
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 28 MAY 1968 (Reissued from Flag Order
No. 785)
Remimeo
Volunteers and non-contracted Staff may only work in AO's. They
may not work on ships in the SO.
This does not bar volunteers working in AO's becoming SO members.
If they sign a contract, they can then come to SO.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
160
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 AUGUST 1968 (Reissued from Flag
Order No. 1 186)
Remimeo Corrects earlier P/L of same date Qualification A.
SEA ORGANIZATION QUALIFICATIONS OF THE SO
Flag Orders 1101 and 1103 dated 28th July 1968, and Cancellation
of Flag Order 12/8/68, concerning Qualifications for Sea Org, are
all cancelled.
Herewith are the qualifications that must be established for a
person to join the SO.
A. Class III Auditor or above or old HPA.
B. Grade IV Release or above.
C. 3 months or more experience in a Scientology Org.
D. Ethics clearance from local org.
E. Ethics clearance from WW.
F. No long term financial obligations or debts of large sums.
G. May not enter SO while under 12 years of age/may not bring
children under 12 years of age.
H. A person 12 years of age to 21 must have parents' permission
in writing.
I. May not enter the SO in an effort to dodge being drafted.
J. May not use the Sea Org to solve one's marital difficulties or
get away from spouse.
K. Must be willing to sign SO contract before coming.
L. Must settle any contract with another org.
Those who owe money inevitably have to leave the SO to pay their
debts so become of no use.
Also in the SO we have as many children as we can currently cope
with to train and educate.
It has been observed that those who have trained as auditors have
in doing so demonstrated actual intention to help others. Those who
have not had auditor training have, in many cases, demonstrated the
primary intention of helping themselves and so are of little value
to the Sea Org and should be on the public lines as preclears
instead.
Evidence of all the above qualifications must be presented by the
applicant.
Irene Dunleavy
LRH:js.rd CS - 7
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[This Policy Letter has since been cancelled by HCO P/L 21 July
1972, Issue IV, Staff Qualification Requirements for Hiring
Cancelled. (c)
161
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 AUGUST 1968
Remimeo (Issued from Flag Order 1233)
BPI
All Ethics hats SEA ORGANIZATION
SO mailing list
ETHICS CLEARANCE An Open Letter to all Sea Org Applicants
No one is allowed to slow in any way a person desiring to join
the Sea Organization, if he is qualified as per Flag Order l 186.
To do so is considered Suppressive.
You do need Ethics Clearance from Ethics International but this
is obtained in a very exact and very speedy fashion: as soon as you
have requested and obtained clearance at your local org (which the
Ethics Officer there is obliged to handle immediately) your E.O.
then telexes the International Ethics Officer at Saint Hill in
England. This telex is handled immediately at St Hill by
International Ethics and the reply comes back Yes or No within 2
days - No should be 24 hours.
If the answer is No, International Ethics is obliged to state the
reason why.
There are 8 possible reasons for negative reply:
1. Past enrolment in a Suppressive group.
2. This lifetime Suppressive Order on you.
3. Record of Institutionalization.
4. Criminal record within 5 years.
5. Broken contracts in Scientology.
6. Unpaid debts still unpaid.
7. A large, consistently poor and unchanging file.
8. Draft dodging.
THERE ARE NO OTHER REASONS FOR ETHICS DISQUALIFICATION.
Therefore, if you do not have any of these 8 you can count on
receiving an OK from International Ethics within 48 hours.
IF YOU DO NOT, then telex or telegram personally, yourself,
directly to CS-1 Aide c/o OTL WW, giving basic data and requesting
help. You can be sure then: (1) that you will get action (2) that
anybody down the line who failed to get your clearance handled is
in trouble.
If there is a comm lag of more than 24 hours it means we are at
sea. Stay calm - we will soon hit port for fuel and water.
The same applies in your local org - if you are slowed down in
any way from getting clearance, telex or cable me directly giving
the name of the Ethics Officer, the name of the HCO Area Sec. and
the name of the HCO Exec Sec. if you know them. They are all in
trouble if you have actually been stopped.
A negative reply to request for clearance can, if unjust, be
petitioned by mail to
CS- 1 Aide c/o OTL WW, Saint Hill. Give all the facts.
As you wish to join us, we will protect you.
W/O Nate Jessup
LRH:NJ:tvd.js.cden CS - 1 Aide
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
162
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 AUGUST 1968 (Issued from Flag Order
1265)
Remimeo
SEA ORGANIZATION
SEA ORG INTERNES
Any Class VI who wishes to do so may interne for the Sea Org.
The requirements are the same as for any other Sea Org applicant.
A Sea Org Interne undergoes a brief period of deck and Seamanship
training prior to beginning Class VII.
From Class VII he may go on to Class VIII in the Sea Org and
eventually become a Tech Missionaire.
The contract is for One Billion Years.
Technically trained Sea Org personnel are vitally needed and are
granted special insignia, etc. once their Basic Seamanship is
complete.
LRH:NJ:tvd.js.rd W/O Nate Jessup
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 SEPTEMBER 1968
Remimeo
SEA ORG RECRUITS - TRAVEL EXPENSES
Persons who have been accepted to join the Sea Org and signed the
Contract, pay their own travel expenses to reach the destination of
where the Sea Org is located.
This is in no way intended as a stop on joining the Sea Org, but
will eliminate us having to pay enormous travel expenses and puts
the responsibility where it belongs.
Robin Roos CS-3 for
L. RON HUBBARD Founder
LRH: RR:ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
163
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 NOVEMBER 1967
Remimeo HCO Exec Sec Hat Org Exec Sec Hat HCO Area Sec Hat Dept
of Comms Hats
HCO DIVISION, DEPARTMENT OF COMMUNICATIONS
In accordance with HCO Policy Letter of February 28, 1966
entitled, "Danger Condition Data, Why Organizations Stay Small",
the following sets out the sections and units of the Department of
Communications.
All Organizational Boards are to be posted in accordance with
this line-up.
DEPARTMENT OF COMMUNICATIONS Director of Communications PUBLIC
ORIGINATION SECTION Public Origination Officer MAIL RECEIPT UNIT
Mail Receipt In-charge Mail Logging Clerk Mail Opening Clerk Mail
Invoicing Liaison Clerk Customs Clearance Clerk
ORIGINATION INFORMATION UNIT
Origination Information In-charge Telephonist Bulletin Board
Information Clerk Public Originations Promotion Clerk
RETURN ADDRESS UNIT
Return Address Clerk
OUTFLOW COMM SECTION Outflow Comm Officer ADDRESS UNIT
Address In-charge Address Collection Clerk Address Checking &
Mail Forwarding Clerk Plate Tabbing Clerk Plate Embossing Clerk
ADDRESSING UNIT
Addressing In-charge Envelope Addressing Clerk Special Lists &
Card File Clerk Stuffing Clerk Geographical Sorting Clerk
MAIL OUT UNIT
Mail Out In-charge Mail Out Logging Clerk Franking Machine Clerk
Package Insurance Clerk Mail Out Delivery Clerk
164
LETTERS OUT UNIT
Letters Out In-charge Letter Typists Letter Signature &
Collection Clerk
COMM SYSTEM ESTABLISHMENT SECTION Comm System Establishment
Officer COMM CENTER UNIT
Comm Center In-charge Comm Center Basket Clerk Comm Center
Ribboning Clerk
STAFF COMM STATION UNIT
Staff Comm Station Clerk
INTERNAL COMM SYSTEMS UNIT
Internal Comm Systems In-charge Electronic Aids Technician
Inter-office Telephone System Clerk Public Address Systems Clerk
INTERNAL COMM FLOW SECTION
Internal Comm Flow Officer COMMUNICATIONS DISTRIBUTING UNIT
Comm Distributing In-charge HCO Dispatch Courier Mail
Distributing Clerk Mimeo Distributing Clerk
COMM INSPECTION UNIT
Communication Inspector Bulletin Board Clerk Letters Inspection
Clerk Lost Dispatch Clerk Lost Mail & Packages Clerk Letter Policy
Checking Clerk
HCO STENO UNIT
HCO Steno Secretarial to Executive Directive HCO Mimeo Clerk
Xerox Clerk HCO Steno Files Clerk
INTRA ORG COMM SECTION Intra Org Comm Officer
INTRA ORG COMM UNIT
Intra Org Comm In-charge Intra Org Dispatch Liaison Intra Org
Dispatch Expeditor Intra Org Mail Packaging Clerk
TELEX UNIT
Telex In-charge Telex Operator Telex Distributing Clerk Telex
Files Clerk
Mary Sue Hubbard
LRH:jp.rd The Guardian WW
Copyright (c)1967 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
165
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 6 JULY 1959 Issue 2
Convert Sec E.D. CenO
OUTFLOW
Outflow is holier, more moral, more remunerative and more
effective than inflow.
The order of priority of staff action follows for any department
or staff member:
1. Outflow to general public using any comm particle or body, 2.
Inflow of income producing comm particles, 3. Outflow of finished
work or reports to other org members,
4. Inflow of orders, requests, information from other org
members.
Give priority in terms of time as above and increase your unit.
L. RON HUBBARD
LRH:gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
166
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
Remimeo HCO POLICY LETTER OF 24 FEBRUARY 1966
Exec Sec Hats
HCO Sec Hat HCO Division, Dept 2
Dir Comm Hat
All HCO Hats MAIL STATISTIC
All mail points Hats
DIR COMM'S FUNCTIONS
The gross divisional statistic of HCO is letters out and letters
in. Why?
Because the Existence of an org is real to the public mainly by
writing in and getting answered.
The volume of letters out and letters in is wholly in the ability
of HCO to control. After all, it is the Hubbard Communications
Office.
When letters don't go out in volume, the public and field don't
know the org is there.
When letters come in and aren't answered then the public jolly
well knows the org isn't there and gets ARC Broke about it as well!
You can advertise. You must send out mags and these also say the
org is there. But that personal communication to Joe, Joe's reply
and answering Joe is vital vital vital for Joe now knows you're
there.
The ARC Triangle consists of Affinity, Reality and Communication.
Of these, Communication is the most vital. As you'll find in 1950
booklets, when you want to raise one corner of the triangle you use
the other two. If you want more C, you raise A and R. If you want
more R you raise A and C. If you want more A you raise R and C.
Now why do many people get cross with an org when they don't get
cross with me? It's a proven fact that this is so. Even SPs have
come in on an Amnesty and snarled at the org but demanded it obey
me! You should take a look at this. Why?
It's because I communicate to them. Aside from my actual interest
in them and aside from books and tapes of mine I see to it my mail
gets answered and work hard to make sure it is and change any
system that doesn't get it answered quickly. And my order is to
mail answerers on my lines "Give them what they want and keep the
peace". So I have a good mail statistic, letters in and letters
out.
Now why can't HCO have a good mail statistic too? When it doesn't
have.
Well, it just doesn't get the org to answer its mail. It is that
ugly stupid simple.
If I were Dir Comm (and I often wear that hat as Exec Dir of a
specific org) I would simply scream blue murder and red murder too
if I found unanswered public letters in anyone's in-basket or desk.
Because I would know that that person was lowering the Affinity
and Reality of the public for the org, costing us a fortune and ARC
Breaking people like mad. Whenever I have found this I have had
that person removed by transfer or demotion at once. It's that
important.
This is the order of importance:
1. Answer up 2. Answer up with Reality 3. Answer up with Affinity
4. Originate 5. Originate with Reality 6. Originate with Affinity
When you don't answer up quickly as an org, the first thought of
the person writing is that you are no longer there.
Sometimes some person will answer up "with reality" by going
entheta (enturbulated theta). Note that that violates (3).
167
You hear some people say in an org about mail "We are trying for
quality so our
volume is not " Dishwater! They're trying for silence.
A and R and C. And that C means Communicate. Not tomorrow. Today!
It has been completely proven (D.C. '58 - '59) by actual
tabulation and statistics that gross income exactly paralleled the
Letters Out statistic.
Given letters out and letters answered, then gross income above
that exactly follows the Qual gross divisional statistic.
Therefore Communication and the Quality of Service are what make
an org stable and affluent.
The Communication factor is in the hands of HCO. Why?
Because HCO has Personnel, Policy, Ethics and the Communications
Dept. So if HCO is doing its job at all at all at all in the 3
departments it will have a high letters out from the org and a high
letters in.
HCO hires the typists. HCO directs people to hat checks. HCO gets
rid of SPs. And HCO establishes whether people are busy. And HCO
has the Director of Communications.
If you think Dir Comm is a message clerk, think again. Dir Comm
sees to it there is Comm. And that's his hat. Not what despatch do
I route but is there a place to receive despatches and letters, to
send despatches and letters to (Comm Centre baskets, Comm stations,
address files, incoming mail, outgoing mail).
The whole Comm System belongs to Dir Comm. If an In basket in
Dist Div is still full, that's Dir Comm's business. If a Dissem
staff member stuffs despatches in his desk off lines, that's Dir
Comm's business. If the incoming letters in any department have
lain there a week without answer, that's Dir Comm's signal to jump
on Personnel and Ethics and tear the place apart. If book or tape
orders are unfilled for 30 days, that's up to Dir Comm to demand
the HCO Sec order a Comm Ev.
It's a serious matter. Dir Comm puts the lines there and sees
that they flow fast. If a Dir Comm can't do this then he just
hasn't got the idea at all at all and should be sent to Review to
do Comm Systems in clay.
It is a disgrace for HCO to have a low gross divisional
statistic. It means no HCO. It means no personnel officer, no
Ethics Officer, no HCO Sec and certainly no Dir Comm. This is harsh
but real. If there were a personnel officer on the job typists
would be available in the right spots and check outs on Comm Pol
Ltrs would be getting done on key letter answering and originating
points. If there were an Ethics Officer the SPs and generally
failed cases and "I don't knows" would not be in the org at all. If
there were an HCO Sec the whole Division would run and if there
were a Dir Comm there would be a fast flowing properly terminated,
properly policed Comm System.
It's easy to excuse a lack of mail flow and a low statistic.
"Well, we were under attack ...." "Our superiors don't understand
...." "We don't have proper personnel ...." "Our units are low
...."
Hell! Those things if true all go back to letters in - letters
out failure!
An org that originates lots of mail (and mags and ads) and
answers its mail has enough influence and money to plow its way
through anything, to get any help, to pay tons of staff.
Man! We have a total monopoly on the technology of the human
spirit. And we can be poor? Nuts.
If we handle our mail and deliver service, we can't lose! We just
can't!
So let's get our Comm Depts running like Mercury and get off the
launching pad.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
168
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 FEBRUARY 1966
Remimeo
Exec Sec Hats HCO Div I Dept 2
HCO Area Sec Hat Dept of Comm
Dir Comm Hat
Comm Dept Hats COMMUNICATIONS FUNCTIONS
(Reorganizes this Department)
The purpose of the Director of Communications is:
TO HELP LRH HANDLE AND SPEED COMMUNICATIONS FROM THE PUBLIC TO
THE ORG, THE ORG TO THE PUBLIC AND ESTABLISH AND SUPERVISE THE
INTERNAL COMMUNICATIONS SYSTEM OF THE ORGANIZATION AND LINK IT WITH
OTHER ORGS.
From this purpose it will be seen at once that the order of
importance of communication flows is:
1. From the public to the org. This is done by making it as easy as
possible for a member of the public to comm to the org and the
right terminal in an org. The chart published in the Auditor is a
direct and correct effort to do this. Return addresses, getting our
address known, all is part of the Dir Comm's responsibility. Self
addressed cards - any system to make it easy and fast for the
public to Comm to the org is the direct and first responsibility of
the Dept of Comm and there is a Section for it. Don't expect the
public just to somehow Comm to the org. Make it so easy that they
will. Even to dreaming up what they should write in about if Dissem
Div won't function despite nagging. Although this seems to
duplicate the Dissem Div it doesn't as its purpose is to make it
easy for the public to Comm and get our address known. It includes
all mail receipt and logging functions before it hands mail over to
Sec 4. It includes methods of receipt of those comms. This is a
section. Public Origination Section.
2. From the org to the public. Dir Comm must see to it that
letters and mail pieces flow outward from the org by seeing to it
first that the mail gets signed and sent quickly, that magazines
are prepared for with addressed envelopes, that address plates
exist for every member of the public in comm with us, that any type
of person or geographical section can be run off BANG by address
and seeing to it that letters don't pile up unanswered but forcing
them to be answered quickly. This is a Section in the Dept of Comm,
the Outflow Comm Section.
3. The establishment of Internal org communication systems
includes our Comm Centres, our Comm stations. Dir Comm sees that
every staff member has a basket in a Comm Centre and a personal
Comm station near his area of work no matter who the staff member
is - that includes the janitor! This is a Section in the Dept of
Comm, the Comm System Establishments Section. It works out the
system, puts up the baskets, establishes other needful systems.
4. The Supervision of Internal Comm consists of distributing mail
and despatches, picking up mail and despatches and speeding mail
and despatches throughout the org. This may look like a clerical
function and in a large part it is. But it is more important than
that. I can foretell every slumped part of the org just by watching
their in-baskets and pending baskets. The velocity of flow of mail
and despatches inside an org establishes the state of statistics.
Where Comm is slow, statistics will be down. Where it is fast it
will be up. Where it doesn't move at all, a danger condition will
result. This section does not have the rank to order comm to be
moved but it sure has the power of report and where Comm doesn't
move, this section
169
had better start yelling to high brass. Even a small terrier
barking long enough will get attention. It may be rough attention
but remember that an LRH Communicator is called a Communicator and
where despatches and mail don't move, and people in authority won't
act even when told and told, an LRH Communicator will be very
interested and must despatch WW. The wealth and value of the org to
Mankind depends on SPEED of flow of its despatch particles. Where
they hang up you either have an overworked personnel or a
non-working personnel. The overworked one can be told by a daily
full out-basket. The lazy one can be told by an empty out-basket or
one that has only Dev-T in it. The name of this section is the
Internal Comm Flow Section.
5. The handling of despatches between orgs is the Intra Org Comm
Section. This has the Telex, the packets of preaddressed envelopes
to other orgs, etc.
The most important section is of course the first one. This has
Mail Receipt and logging, is tied up with Invoice and has the
problem of getting the mail into the org fast with no loss of money
on the lines and no loss of mail into the org. The two rough
problems are those - how to safeguard incoming money and get it
invoiced accurately and how to make sure the mail received gets
into the org to the places it belongs.
The second section is a big one, containing address and all its
equipment and the HCO outgoing mail unit and all the magazine
mailing, the Franking machine, outgoing log, etc. Its big problem
is GETTING THE MAIL ANSWERED THROUGHOUT THE ORG! This means it has
to keep close liaison with all letter answering posts, Dir Pers and
Dept 2 Sec 4.
The third section is a small one and often gets overlooked. It
sets up Comm Centres and stations and labels baskets and fixes it
so there is a basket in a Comm Centre and a Comm station 3 basket
stack for every staff member. Its main problem is that caused by
changing personnel and posts. It solves this by making its system
parallel the Org Board, changing as the Org Board changes (and
hounding Dept 1 when the Org Board gets behind). The third section
also handles phones, intercomms, setting up Telexes, electronic
aids, Public Address systems and even the HOC's auditor supervisor
listening devices. Any electronic aid comes under this for setting
up and maintaining.
The fourth and fifth sections are well described as above.
________
At first glance the whole gross divisional statistic for HCO
rests on Dept 2. But this is not entirely true. It takes personnel
and routing and it takes Ethics to back all this up. And it takes
an HCO Area Sec to pound home the simple truth that if we Comm we
live and if we don't we perish.
HCO you see, is the management division of orgs really. Exec
Secretaries have the overall control and the brass. But it's HCO
that kicks orgs along and always has. And the mainspring of it all
is the Dept of Comm of HCO.
I could run a whole org into affluence just by holding one
hat - Dir Comm. Sometimes I wonder if that isn't the main hat I
wear. So I need help on it. Lots of it. Give me a hand with it.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
170
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 OCTOBER 1970
Remimeo Issue II
Dept of Comm
Comm Bureau MAIL LINE
Reissue of HCO Bulletin of 3 August, 1956 Revised
(The original issue stated only the Accountant could open mail.
This was changed by HCO P/L of 31 Aug '65, "Mail Opening", which
stated mail is opened by the Dept of Communications, HCO Division
1.)
"As the mail line contains money, preclear and student
applications and is in effect the income line of the organization,
it must be secure in the extreme.
"The mail opener opens all mail, whether personal or otherwise
and no matter how marked on the cover, which is addressed to the
organization or its personnelexcepting only mail for students
and/or preclears, and packages. Example: Any letter addressed
personally to a staff member and received at the HASI, even though
marked personal, would be opened. (This regulation has been found
important in this London operation three years ago.) (This
discourages receipt of personal mail by staff at business
address.)"
LRH: DZ:sb.rd Revised & reissued from
Copyright (c) 1956, 1970 LREI original by:
by L. Ron Hubbard Preparations l/C
ALL RIGHTS RESERVED Central Organizing Bureau
[Note: The above P/L was modified by HCO P/L 7
December for
1970, Guardian's Office Mail, page 179. The original issue
of L. RON HUBBARD
3 August 1956 appears in Volume 3, page 271.] Founder
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE LONDON (Issued at Washington) HCO
BULLETIN OF 9 MAY 1957
MAIL
Mail falls into three main divisions given in order of
importance:
la. Applicants for training and processing (people who say they
are coming in).
Ib. Prospects for training and processing (people who display
some interest in the organization).
2. Book and Tape orders.
3. General (anything not covered in categories 1 and 2).
All mail from whatever source goes at once to the Accountant. The
Accountant immediately sends categories la and lb to the Registrar.
Registrar answers at once category la, distributes copies of her la
answer and all lb to staff auditor in Central Files capacity.
Accountant gives all category 2 to the Assistant Shipping Clerk
in her office for immediate invoicing.
Category 3 is given by the Accountant to the Receptionist for
distribution.
Mail escaping this routing is illegally routed and any illegality
shall be dealt with severely.
Priority of answer is category la, category 2 from Shipping, and
category lb from auditors. All other classifications are considered
without priority but the above mentioned ones have classification
of speed.
L. RON HUBBARD 71
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W.,
Washington, D.C. FOUNDING CHURCH POLICY LETTER OF 19 DECEMBER 1957
PHONE BILL
The phone bill has risen to $400 a month. We are using 1000
message units per month.
Many of these calls, particularly local, are personal calls. Some
of these calls cannot be traced and are made local or long distance
by students.
Therefore please observe the following rules regarding phones.
1. If you make a local personal call on FC phones, keep a record
of it and give the Accountant 1 0c for each call you made. Pay her
at end of week.
2. Instead of keeping a record of your calls, you can also use
the pay phone which we are having moved to hall of 1810.
3. Refuse use of your phone to students, preclears and callers.
Direct them to the pay phone.
4. Any office with a phone in it must be locked during all times
it is not in use. Carry with you your office key. Lock your office
when you leave. If you see somebody else leave his office unlocked
while he leaves, lock it for him. A few times of locking people out
will cure the habit of leaving phones with no staff around.
5. Write airletters and postcards and letters rather than using
telegrams.
6. Use telegrams always rather than long distance phone calls.
The cost does not compare.
I am sure we can cut down this bill without impairing our own
communication
needs.
Best,
LRH Exec Dir of F.C.
LRH:bt.rd Copyright 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
[This Policy Letter was reissued on 7 October 1970 deleting No.
4.]
172
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH BLUE ON YELLOW
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I
HCO PROCEDURE LETTER OF 3 SEPTEMBER 1957 (Issued at Washington)
(This revises and replaces HCO Procedure Letter of May 15, 1957,
Modified) (Issued in accordance with Ad Comm recommendation of
January 7, 1958. . .HCO)
METHOD OF OPENING AND INVOICING MAIL
All Mail goes only to Accountant.
The Accountant opens all mail from whatever source.
The Accountant's first interest in mail is whether or not it
contains money. Therefore, he rapidly opens mail and places it in
either of two baskets.
Basket No. I - Accountant to Dir of Registration. Receives all
mail not containing money.
Basket No. 2 - Accountant to Invoice Clerk. Receives all mail
and money (as further described).
Basket No. 3 - Invoice Clerk to Dir of Registration. Receives
all mail as fast as invoiced.
Cash Box - Beside Invoice Clerk, receives all money.
The Accountant uses a stapler in fastening letters to envelopes.
He staples al] envelopes to their letters. He uses paper clips to
fasten money and cheques to letters.
The Invoice Clerk never uses a stapler, always uses paper clips.
The Accountant does no further separation of mail than (I ) mail
with money or orders in it and (2) with no orders or money in it.
The mail with money or orders in it is placed by Accountant in
Basket No. 2.
The Invoice Clerk only invoices. He does not otherwise process
mail. He writes name and address very clearly. He marks the invoice
number on the order letter and with a paper clip attaches the white
and the yellow to the letter. He writes any special directions
about the order on the invoice slip. He puts any money in the cash
box. He handles each order letter one at a time. He takes order
letter from Basket No. 2, writes invoice, verifies sum of money,
notes any discrepancy on the invoice or any credit due or amount
still owing, marks number of invoice on the letter, removes money
from order letter and puts money in cash box, clips white and
yellow to the order letter and places it in Basket No. 3 before he
touches another order from No. 2.
When invoicing to more than one organization the money is
invoiced to the organization giving the service, not necessarily
the organization mentioned in the letter or on the cheque or money
order. Such mix-naming on cheques or money orders by public is
straightened out by Accountant at time he deposits by simply adding
his pinks for any organization and taking that much money from Cash
box and depositing it to that organization. Cheques can be
cross-endorsed as needed to make this balance. It is balanced in
cash, not at time of invoicing. Further, a split of a cheque where
part is a payment for a book on one corporation and part is a
processing payment on another is simply invoiced with the proper
amount to each corporation and the cheque placed in cash box.
The moment the Accountant has finished with mail (he sets an hour
such as noon for end of mail day and keeps all mail arriving after
this hour to the next morning - thus invoicing only once a
24-hour day), he takes everything in Basket No. I to the Director
of Registration.
173
The moment the Invoice Clerk is finished he takes everything in
Basket No. 3 to the Director of Registration.
Neither the Accountant nor the Invoice Clerk distribute. Director
of Registration distributes.
On Receipt of any mail, Accountant stamps it with receipt time.
We only now consider it to be in the Comm lines of organization.
Director of Registration places the yellow and white Invoice
slips only in -
1. Shipping (Books and Tapes)
2. Memberships (for membership payments)
3. Accountant (payment on bills and notes)
Director of Registration places no letters in these three
baskets. Only white and yellow Invoice slips.
Dir of Registration detaches letters and places them in the
indicated baskets.
All letters accompanying orders or other such letters not
prospect or applicant go to Central Files in Charge who herself
writes answers to them while CF Clerk carries on CF.
All applicant letters, meaning people who apply for training or
processing, go to the Director of Registration.
All prospect letters, people who are merely interested maybe, go
to the auditor to whom they are addressed or, in case of doubt, to
Director of Registration.
Technical question letters go to Dir of Registration who tells
them to come in for training.
Complaints go to Dir of Processing always.
Business letters go to Dir of Administration.
HCO letters or letters to LRH go to HCO.
Field operation letters go to Organization Secretary.
Non-classified letters go to CF in Charge for procurement
purposes.
This bulletin is prompted by the following discoveries:
1. Everyone in an organization tries to act as a Comm Centre to
some degree.
2. Comm Centre belongs to Reception.
3. Mail routing is not the business of the Accountant beyond
finance.
I expect this procedure to be adhered to. If it needs
clarification or change, tell me.
L. RON HUBBARD
LRH:md.rs.rd Copyright(~) 1957 by L. Ron Hubbard ALL RIGHTS
RESERVED
{Note: Para 10 of this Procedure Letter has been corrected per
HCO Bulletin of 17 Sept. 1957 which deleted the sentence, "He does
not stamp mail as received."]
174
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 AUGUST 1961
Sthil Staff and Students
PRIVATE MAIL AND TELEPHONE CALLS
All private telephone calls, telegrams and cables, of Staff
members or Students, must be paid for in cash at the time of making
the call or sending the telegram, etc.
The charges for such services are obtainable from the operator.
Private letters may also be stamped or franked on payment of the
correct amount.
These services may be extended as a courtesy, but it is
understood that there is no obligation to do so. As far as
possible, please use the ordinary public services in the town.
During business hours, cash may be handed direct to the
switchboard operator in the front office. Outside of business
hours, when the switchboard is unattended, place the cash in an
envelope in the switchboard operator's basket in the comm centre,
with a note detailing the amount of the charge, and the exchange
and number, or nature of service. This facilitates the eventual
checking of the account. If you have not the exact amount, place
enough to cover it, and the switchboard operator will hand back
change next day.
Students wishing to use the telephone must always obtain the help
of the switchboard operator, during business hours. At other times,
they must ask an instructor or other Staff member.
Issued by: Peter Hemery HCO Sec WW for L. RON HUBBARD
LRH: imj. rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
175
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 JULY 1962 Sthil
TELEPHONE ANSWERING
On all calls received, anyone answering should state the phone
number and nothing else.
"East Grinstead 4571."
Do not use "HCO" or "Hubbard Residence" or any other answer than
"East Grinstead 4571 ".
On finding who is wanted, attempt to make the connection to the
proper person.
If the person cannot be found, offer to take a message by saying,
"I will take a message." Do not take further actions.
OVERSEAS CALLS
Calls received from overseas are generally unacceptable because
they take too long to connect and are often foolish and can be done
better by cable.
All our offices (except sometimes Los Angeles) know this and
always cable.
Therefore Overseas calls are never urgent no matter what the
operator may say.
Try to find out who is calling and try to connect. But do not
make later appointments for the call except as below.
Do not send anyone a message in the office saying, "Saskatchewan
is phoning you at 4.30."
Overseas connections are their problem, not ours.
CALLS FOR DR. HUBBARD
Telephone calls for myself, received before 2.30 p.m., should be
answered only as follows:
"Dr. Hubbard will be available after 2.30 this afternoon. Could
you please call then. "
If the caller states the matter is urgent say, "I will put you
through to Mr. Hemery," or, if Mr. Hemery is not here, "There is no
one else here. I will take a message."
Do not use other wordings or make other statements.
On calls received after 2.30 p.m., put them through to me, if
possible. Say only, "I will try to connect you", and try to locate
me and do so.
If I cannot be found, put the call through to Mr. Hemery. If he
is not available say, "I will take a message," and do so.
WRITING MATERIALS
Keep pads and tied down ball-points near the Butler's phone and
by the switchboard. Responsibility for doing this is the morning
receptionist's.
PHONE NUMBERS
An adequate record of phone numbers should be kept up to date by
the afternoon receptionist and available in a phone number book at
the switchboard.
STUDENT CALLS
All outgoing calls by students must be paid for to the
receptionist.
LRH:dr.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED 176
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 MAY 1965 Issue II
Gen Non Remimeo
COMMUNICATIONS REGISTERED MAIL
No org may accept any registered mail.
1. Long experience shows it comes only from psychos and
governments.
2. It is a lot of trouble to obtain from the post office.
So just reject it.
There's no worry it may contain writs. It is just sent by nuts.
PHONE CALLS
Phones are psycho. They have no memory.
Overseas phone calls are often incomprehensible and start
mysteries.
One often has to hang about for 6 or 8 hours in a mystery trying
to connect with a call coming in.
CABLE or TELEX is far better. Use it.
All overseas phone calls are turned down by orgs.
Inter-org phone calls even on one continent must be discouraged.
Use telexes and cables. Then we can find out what happened.
L. RON HUBBARD LRH:ml.rd Copyright (I) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Amended by HCO P/L 18 January 1970, Registered Mail, Volume 1,
page 178, and HCO P/L 9 July 1971 Issue III,
Communications - Telephone Usage - Daily Call In, in the 1971
Year Book.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 11
JUNE 1965 Gen Non Remimeo Reception Accts HCO CORRECTION TO HCO
POLICY LETTER OF 26 MAY 1965
ISSUE II - COMMUNICATIONS - REGISTERED MAIL
Exception to the rule that no org may accept any registered mail:
as HCO Policy Letter of April 11th, 1963 states that rolls of names
and addresses from each org are to be sent by registered surface
mail to Capetown, Capetown is to accept, and be alert to accepting,
such registered mail.
L. RON HUBBARD LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Amended by HCO P/L 18 January 1970, Registered Mail, Volume 1,
page 178.]
177
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1966
Remimeo
HCO Area Sec
Dir of Comms
Public
Originations
Officer REGISTERED MAIL
Any office in any country in which money is routinely sent via
registered mail may accept registered mail, providing that, on any
piece of mail coming in, it is ascertained that it is not from a
government or a known psycho, and that the signing for it does not
require the signature of any particular person.
L. RON HUBBARD
LRH: Ib-r. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JANUARY 1970
Gen Non- (Amends HCO Policy Letter of
Remimeo 26 May 1965 and HCO-Policy
HCO Area Sec Letter of 11 June 1965)
REGISTERED MAIL
Registered Mail may be accepted in the United States. It is
routed un-opened to the Assistant Guardian.
As Registered Mail is delivered to the Org in the U.S., and as
refusal of it has been a source of problems with the Postman at
ASHO, and per the Postman's report, with the Post Office, with
possible jeopardy to the Bulk Mail Permit in L.A., it may be
accepted and routed as above.
Written by Natalie Fisher
Assistant Guardian ASHO
Joel Kreiner
D/Guardian Legal US
Bob Thomas
D/Guardian US
Leif Windle
Policy Review Section WW
Jane Kember
LRH:NF.ei.cden The Guardian WW
Copyright (c) 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
178
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 AUGUST 1965
Gen Non-Remimeo
MAIL OPENING
The opening of mail is to be done in the Dept of
Communications - HCO Division 1, Dept 2. Mail is opened and
distributed only once a day which is after the first delivery. Any
other deliveries of mail by the Post Office are to be kept locked
up in a safe place until the next day.
In opening mail, follow this procedure: first divide the mail
into three categories:
(a) letters into org (b) packages and parcels for the org (c)
students' and pcs' letters and parcels.
The mail is counted and the count is noted in the mail log.
The students' and pcs' mail is sent to Tech Services for
distribution. Org mail is opened and each despatch is datestamped.
If letters contain a cheque, money order, postal order, cash or any
other negotiable form of money, they are to be logged in the mail
log book with the name of the remitter, exact amount of money, what
form the money takes and the letter is to be date-stamped in the
usual way. When this has been done, distribute all the mail into
the comm centre with the exception of mail with money. This is
taken by hand to the invoicing cashier in Dept 7 Org Division.
LRH:ml.rd L. RON HUBBARD Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Note: Practice since 1966 has been for Dir Income or Invoicing
Officer to be present when org mail is opened by Mail Opening
Clerk. - Ed.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1970
Gen Non-Remimeo (Amends HCO PL 31 Aug 1965, Mail Opening)
HCO Hats (Amends HCO PL 7 Oct 1970, Issue II, Mail Line)
Gdn Office Hats
GUARDIAN'S OFFICE MAIL
Mail to any Guardian's Office or its personnel is not opened by
Dept of Comm, but is distributed directly to the Guardian's Office.
This is for security reasons.
Leif Windle D/G Policy Knowledge WW for Jane Kember The Guardian
WW for Mary Sue Hubbard
LRH:MSH:JK:LW:nt.rd The Controller
Copyright (c) 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
179
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo
SH and WW only
Executive Hats
All HCO Mail Point Hats
All 'Phone Point Hats
To be enforced by
Dir Comm and Ethics I M P (c) R T A N T
LEGAL, TAX, ACCOUNTANT AND SOLICITOR, MAIL AND LEGAL OFFICER
There is all manner of legal type letters, government letters,
accounting notices, assessments and such and phone calls received
by persons in the org and this Pol Ltr FORBIDS it being routed all
over the org to anyone and everyone.
IT ALL GOES TO THE LEGAL OFFICER
I don't care who it is addressed to, or who is being called for
if it looks or sounds lawyer or legal or tax or T & C Planning or
Council or anything like legal or government IT MAY NOT BE ROUTED
TO ITS ADDRESSEE but must FIRST go to the Legal Officer only.
Anyone found holding or receiving or finding any legal or tax or
planning matter or letter or phone call without its being routed
first and at once to the Legal Officer will be reported at once to
Ethics and Ethics is to hold a hearing.
The Legal Officer is hereby authorized to have a clerk. The clerk
is to keep legal files and is to receive all such legal matters,
letters, summonses, etc.
The Legal Clerk may then Xerox a copy and send the copy only to
the addressee. But must keep the original and must show it to the
Legal Officer before even a copy is sent.
ALL OUTGOING MAIL to attorneys, tax crude, the alleged
government, the Council, etc. AND A FULL RECORD OF EVERY VERBAL
CONFERENCE ON SUCH MATTERS must be sent to the Legal Officer BEFORE
MAILING or before being held binding and must not be sealed or
ratified before so sending it to the Legal Officer.
NO STENO may mail a legal type letter or get it signed unless it
is FIRST SENT TO THE LEGAL OFFICER FOR OK.
Without that okay it may not be signed or mailed.
No officer, executive or person in the organization may make
legal contacts or commitments or arrangements that are not approved
by the Legal Officer.
Any phone or Telex operator receiving a request from an Executive
for a legal or government outgoing connection must route it instead
to the Legal Officer.
RECEPTION MUST ROUTE ALL LEGAL TYPE BODIES ONLY TO THE LEGAL
OFFICER AND TO NOBODY ELSE EVER.
Note: The government is so dispersed it mails anyone's mail to
anybody (absolute fact) and the most dangerous notices may get sent
to the most unlikely places and parts of the org. In the recent
accountancy emergency it was conclusively proven that a suppressive
always selects wrong targets and that includes wrong addressees.
The most vital notices were being sent to anyone whose name was
handy.
THE LEGAL OFFICER
The purpose of the Legal Officer is to help LRH handle every
legal, government, suit, accounting and tax contact or action for
the organization and by himself or employed representative, to
protect the organization and its people from harm and to bring the
greatest possible confusion and loss to its enemies.
180
This purpose can only be carried out if every piece of mail
incoming and outgoing that has to do with legal matters, tax
matters, Town and Country Planning matters, government matters,
solicitor matters of any kind passes through his hands and is
fitted by him into the tactics and strategy agreed upon or
formulated by the Legal Section.
The Legal Officer may not take direct orders from anyone but
myself, Policy Letters and SEC EDs, and obstructing him in the
performance of his duty is a crime and must be followed by a
Committee of Evidence.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF l l OCTOBER 1966
Remimeo
SH & WW only
Exec Hats
All HCO Mail
Point Hats
All HCO Phone IMPORTANT
Point Hats
To be enforced by LEGAL, TAX, ACCOUNTANT AND SOLICITOR
Dir Comm & Ethics MAIL INCOMING AND OUT-GOING
(Amends HCO Policy Letter of 3 February 1966)
Any legal, accounting or governmental communication must be
Xeroxed (duplicated) upon receipt with copies sent to the Guardian
WW, the Board of Directors and the addressee BEFORE the original is
routed to the Legal Officer. The responsibility for such Xeroxing
and routing is directly that of the Internal Comm Flow Section.
This responsibility for routing and informing of all terminals
involved by Xerox copies is being turned over to the Internal Comm
Flow Section as it has been seen that a breakdown within the Legal
Section itself can cause urgent matters to be neglected and
unhandled. This, therefore, changes the HCO Policy Letter of 3
February, 1966 where such Xeroxing was the responsibility of the
Legal Clerk.
No legal, accounting, or governmental communication can leave the
organization which has not been approved by the Legal Officer AND
SIGNED BY THE SECRETARY OF THE BOARD OF DIRECTORS. A copy of such
communications is sent to the Guardian WW and to the addressee.
This changes HCO Policy Letter of 3 February, 1966 in which the
Legal Officer approved such communications and such communications
were then signed by the originating terminal. Now, no matter who
originates such a communication, it is to be signed only by the
Secretary of the Board of Directors as a communication from the
Board of Directors, all Directors knowing about such.
In this way the Guardian WW, the Board of Directors, and the
addressee can be certain that ALL incoming matters of a legal,
accounting, or governmental nature have been received and handled
and that outgoing communications on these subjects are according to
policy.
L. RON HUBBARD Founder
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
181
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 AUGUST 1965 [Amended 16 January
1970]
Gen Non-Remimeo Dir of Comm Mail Clerk
RETURN ADDRESS
Effective this date, all mail and packages sent from an Org must
bear the return address of that Org (with the exception of meters
overseas to U.S., which are covered by other directives).
Therefore, it is the charge of the Dept of Communications to see
that no mail or packages leave their Org with no return address.
A rubber stamp with return address on it can be made and
envelopes stamped on receipt from suppliers, prior to being
supplied to various departments.
Until a stamp is secured and envelopes so stamped, return
addresses should still be put on outgoing mail. The person franking
mail must return any mail to dept sending for return address if he
finds any mail lacking return address.
Also to be investigated by Dir of Comm is cost of return address
stickers, which are ordinarily quite inexpensive.
L. RON HUBBARD
LRH :ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
182
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen Non-Remimeo
HCO Area Sec HCO POLICY LETTER OF 12 OCTOBER 1966
Dir of Comms Issue II
Outflow Section Officer Mail Clerk Letter Originating Hats St
Hill only
MAILING OF LETTERS (Corrects HCO Policy Letter of August 17,
1965, Return Address)
The following points should be considered in the preparation for
mailing of letters:
1. ADDRESS. The name and address of the person to whom the letter
is being sent should be typed or placed on the envelope at least
11/2 inches from the top of the envelope so as not to be
overprinted by the franking machine stamp.
Addresses should be neat, correct, and legible.
2. INLAND LETTERS: Letters addressed to persons residing in
England, Scotland, Wales, Ireland or Europe MUST NOT be put in
airmail envelopes. There is no airmail as such to these countries
and mail is sent by whatever is the fastest route.
Inland letters should always contain in the address the name of
the country of the addressee unless the city is well known.
3. AIRMAIL LETTERS: Letters to be airmailed overseas should be
put in airmail envelopes, if it is intended by the originator that
such be sent airmail, otherwise overseas letters will be sent by
the least costly mailing service. It is better for overseas letters
to be written on Air Letter Forms as these cost 6 pence in
comparison to one shilling and six pence for an airmail letter
weighing one-half an ounce or less.
The name of the country should always be included in the address
of the person to whom the letter is being mailed.
4. SECOND CLASS AIRMAIL: Only printed matter can be sent Second
Class Airmail and such can only be sent in envelopes which can be
easily opened (not sealed). Such envelopes can be opened easily if
they have tuck-in flaps or a metal clip. The name of the country
should be included in the address of the person to whom the printed
matter is being sent.
For Letter Registrars wishing to send materials urgently to an
interested person overseas, it would be best to send a letter on an
Air Letter Form and send enclosures under separate envelope by
Second Class Airmail.
If materials for overseas addresses weigh more than an ounce, it
is cheaper to mail materials to them surface mail, bearing in mind
that surface mail to Australia, New Zealand, and Hawaii is quite
lengthy. Letter Registration Packets are an exception and should
always be sent Second Class Airmail; however, promotional materials
sent free of charge to Field Staff Members if weighing more than an
ounce should have Financial Planning okay if being mailed other
than by Surface Mail.
Second Class Airmail of printed matter should, where possible, be
put in proper airmail envelopes and "2nd Class Airmail" put beneath
the airmail stamp.
5. RETURN ADDRESS: The Franking Machine is now designed to mark
all letters with the return address.
It is no longer necessary for the Director of Communication to
have envelopes stamped with the return address or to have return
address stickers and, therefore, this corrects HCO Policy Letter of
August 17, 1965 entitled "Return Address" in this respect.
It is now only necessary for the originator of Prepaid Letters
and Parcels to see that the return address is placed on such.
6. LETTERS TO BE MAILED: All letters out from a division should
be placed in the "Org Letters Out" basket for the division from
which they originate.
L. RON HUBBARD
LRH:rd.cden Founder
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
183
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 1 NOVEMBER 1966
Gen Non Remimeo
POSTAL ECONOMY (Cancels Urgent Directive ED 62 WW and 95 SH
Postal Reduction)
ADDRESSOGRAPH
There is to be not more than one plate per person in
Addressograph with the exception of selected lists as delineated by
policy. If a person's address is unknown, his plate should be
removed from active addressograph files until a correct address is
obtained, and his CF folder must be marked "Address Unknown".
As CF is in another division than Addressograph, an alphabetical
card file of all the plates in Addressograph is to be made for
cross reference purposes in the Addressograph Section.
Mailing pieces addressed to staff and students may not be put in
the mail, but must be put into the appropriate basket.
MAIL CLERKS
There may be no jam on the mail line. When mail is so heavy in an
org that opening mail jams with getting mail out, the post must be
split and mail opening done by another person than the one doing
mail out. If getting bulk mail out jams these other two posts, then
a third person must be assigned to bulk mail clerk, even if
temporarily. All mail must move.
POSTAGE
Each week the Mail Out Clerk takes a prepared checksheet to the
various divisional secretaries for an estimate of their postage
needs for the following week. This, totalled, is submitted with a
requisition for a postage check calculated to last for a week. Any
money left in the machine is subtracted from the amount put on the
requisition. In the event the estimate is under and the franking
machine runs out before a new check arrives, an emergency check may
be requested, but if so, a Board of Investigation must be called to
look into the reason for the increased postage.
WW or Continental Divisions or any org sending inter org mail may
not send Dev-T, return unnecessary items or despatches or reports
that will increase postage, and in general, should work toward
conserving postage whenever possible without impairing efficiency.
Any division, in writing letters, is to use Airletters whenever
possible, for overseas mail. Typists are to be supplied with
adequate erasers and typing errors are to be erased and neatly
corrected, instead of airletters being scrapped because they
contain errors.
Any inserts to go out with letters must be printed on economical
lightweight paper in order to keep the postage to a minimum.
Clearing and OT Courses must use lightweight paper where it is
necessary to send materials, and Airletters whenever feasible.
In Div 6, instead of using a legal form for obtaining Permission
to Print, a rubber stamp is to be obtained with the pertinent
wording for this, and it is to be stamped on an Airletter whenever
the form is needed to be sent overseas.
184
All EDs, Policy Letters, Bulletins and other printed pieces to be
sent to orgs must go by Second Class Air Mail.
BOARD OF INVESTIGATION
A bi-annual Board of Investigation is to be called to investigate
waste in the org and to find ways and means of reducing expenses
and improving efficiency.
PROMOTIONAL AND MAILING PIECES TO FINANCIAL PLANNING MUST CONTAIN
CSW
CSW by definition means Completed Staff Work. Completed Staff
Work for promotional and other mailing pieces would then include
exact cost in terms of paper, envelopes and postage and printing
costs for the entire mailing as well as any other costs that might
be involved, including stocks in hand if necessary. Any promotional
or other type of mailing piece from any division must contain full
CSW including the above costs, when put on line to Financial
Planning.
The Ideas and Compilations Section in Dept 21, in designing
mailing pieces and promotional material, including the magazines,
must include in their work designing for lightweight paper that is
not so expensive that it undoes any savings in postage, and they
must take into account as a part of their CSW, the cost of postage.
The loss of mass in the weight of the paper can be made up for in
the design. For instance, the Advanced Reg Packets were nicely
designed, but much too heavy. If they had been designed for
lightweight paper, the artist may have conceived a totally
different designing in order to get across the same communication.
It is the artist's problem in considering his medium. But his
medium must be considered. And this medium must be lightweight and
inexpensive. The CSW submitted for each magazine to Financial
Planning must contain details on paper cost and postage cost of the
finished (proposed) mailing.
Any division, in order to get the data for the CSW on postage and
other costs may obtain the information from the proper posts whose
business it is to know this needed data. Please note that the above
is seeking information and would not have to go through a command
line to obtain it.
Compiled by a Board of Investigation Signed: Ray Thacker Anton
James John Lawrence for L. RON HUBBARD Founder
LRH :jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
185
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 2 MARCH 1959 (Re-issued as HCO Policy Letter of 23
June 1964)
Cent. Orgs Franchise
HCO THEORY OF COMMUNICATION
STABLE DATUM: If you are having trouble communicating, something
is wrong with the system plan, the lines, or the terminals.
Therefore, if you don't want trouble communicating you must have
rightness in
1. The Comm System Plan
2. The lines
3. The terminals.
A Comm System Plan can have errors as follows:
1. It can be the wrong size for the job, too large or too small.
If too large, it is unused or neglected, if too small, it is
subject to squirrel supplementation and neglect.
2. It can be too complicated for the purpose, involving too many
copies, vies and designations (See Government Systems), thus
getting itself by-passed.
3. It can be too simple for the purpose, thus getting unexpected
additives and supplements or going psychotic by having no memory
(such as a phone).
In any Comm System the planning must be adequate to the volume
and needs of the Comm terminals without under or overusing the
lines.
Therefore, as the demand for Comm grows, the system grows and the
planning must be adjusted to new needs.
There is never a perfect Comm System. There is only a currently
adequate system. Predicting, planning and organizing new systems is
therefore a consistent part of communicating.
Part of any system is getting the system used by the terminals.
This requires training. This training is an everpresent part of an
HCO Communicator's job, because it is part of my own job.
Thus we can expect in the future of our organization to:
1. Redesign systems to maintain current adequacy.
2. Constantly teach people to communicate, and
3. Use what we have as smoothly as we can.
Part of a Comm System Plan then is analysis of the system. This
includes constant line inspection. It includes constant terminal
inspection as well as design and education.
Lines jam in five ways:
1. Overload
2. Ignoring (By-pass) 3. Misuse of procedure or equipment
186
4. Entheta on line 5. Putting material on lines with data
missing.
An HCO Communicator has the above difficulties with lines and
should correct them or recommend their correction.
There are several difficulties with terminals. The terminals is a
personnel problem. But it easily becomes a Communication problem.
The chief difficulties with terminals are:
1. Case inability to communicate (too much or too little, or
wrongly). (This is remedied with processing.)
2. Lack of education. (This is remedied with making the subject
interesting and important and providing simple means to bring
understanding, such as demonstrations, explanations, examples and
small instruction leaflets or booklets.)
3. Zeal (with which we find no real fault and put up with it and
cope).
4. Disaffection (which we remedy with correct data, processing or
dismissal).
5. Overload (which we remedy with splitting hats).
6. Underload (in which person dreams up hats to keep busy, not
knowing job and which we remedy with setting on existing or new
hats, or even staff reduction).
7. Actual system confusion which prevents comm from occurring.
Absence of system, lines or terminals can cause an apparent
confusion or void. HCO personnel, other than the communicator, can
be oblivious of the real comm reason why they cannot communicate
since this is a specialized subject. HCO personnel, other than the
communicator, can believe all manner of significance about a
situation and be unaware of the comm reasons they cannot
communicate.
For instance, HCO Cont. is having trouble with Smithville. Much
upset in and about Smithville. HCO Cont. blames it on the general
viciousness of Smithville. HCO Comm could point out that HCO Cont.
has no Terminal in Smithville and when she does have one, then she
can comm with that area.
In all matters viewed by an HCO Communicator, lack of comm is
caused by missing or poor
1. Comm System 2. Lines 3. Terminals.
To QED most HCO problems, make it possible to communicate and
then communicate. Yelling into the dark never built Dianetics and
Scientology.
L. RON HUBBARD)
LRH:jw.rd Copyright (c) 1959, 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
187
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 9 APRIL 1957
COMMUNICATION CENTRE
It will be found that a communication centre is useful only when
it centres and channels all communications of specific kinds from
the public to the organization and the organization to the
organization. (An organism with more than one brain does not
survive well.)
All Communication channels must centre in one room and area for
all departments.
The types of communication to be handled thus are as follows:
1. Callers in person
2. Callers by phone 3. Written despatches within the organization
to other parts of the organization 4. Personal letters to
organization members 5. Posted orders and notices
6. Messages for staff from public to staff or staff to staff.
Omitted from such a centre are:
1. Incoming mail (goes direct from postman to accounting, not
otherwise examined or distributed until accounting invoices it).
2. Outgoing mail and packages (go directly to post office from
shipping unit by mail clerk).
(Although an outgoing mail basket can be in the communication
centre to be emptied by shipping daily for staff convenience.)
3. Intercomm phones (which go directly from office to office
within without clearing through comm centre).
4. Verbal messages as in conversation from staff member to staff
member. (But all orders so expressed must be in writing to be valid
and must clear through comm centre.)
The terms "off line" and "out of comm" apply as follows:
"Off line" - not cleared through comm centre.
"Out of comm" - a stacked and unwatched basket in the comm
centre.
Those interested in the welfare of the HASI should accomplish a
meticulous observance of this policy. Those interested in its
demise should attempt a breakdown of this policy.
L. RON HUBBARD
LRH:rd Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
188
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy: Street, London W. 1
HASI POLICY LETTER OF 21 APRIL 1957
Association Secretary
Director of Admin
Director of Processing
Director Of Training
Treasurer
HCO Washington DC
HCO London
Construction & Repair INFORMATION BOARDS
Information Boards, as different from the Bulletin Board in the
Comm Centre, may be placed in:
(a) CF and Procurement for Administration, (b) in Training Office
for Instructors and Students, (c) in Processing Office for
Auditors, and (d) in HCO for HCO Staff Info only.
These boards are for the posting of Information relating to the
exact job. For example, the Admin Board may contain instructions on
How to Write Letters, the Training Board may show schedules of
classes, etc. The Processing Board may show new angles on pc
handling. Financial Data may also go on Administration Info Board.
These Information Boards may contain personal notes, advertising
of cafes, rooms, and other such data.
Nothing posted on these boards can be considered official for
whole organization and none but the staff to which they apply can
be held responsible for not having read them. They are in essence
the voices of Department heads within their departments.
This is not true of the Comm Centre Bulletin Board. Everything on
it is official or of general public and staff interest. Orders
posted on it are binding. It is in actuality the voices of the
Agent for Great Britain and the Association Secretary.
The keeping of the Bulletin Board is done by the Association
Secretary via HCO. This is also true of the Organizational Chart.
The keeping of the Administration Information Board in CF and
Procurement is done by the Director of Admin via CF in Charge.
The keeping of the Training Information Board is done by the
Director of Training
The keeping of the Processing Info Board is done by the Director
of Processing.
The keeping of the HCO Board is done by the HCO Secretary.
This system of posting is entirely in the interests of making it
easy to get data and information around and should not be used to
hide data.
The head of any unit must have a place to speak without calling
departmental meetings every few hours. An Information Board can
help.
Construction and Repair, please place these boards.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1957
by L. Ron Hubbard [See also HCO B 20 September 1958,
Bulletin Board
ALL RIGHTS RESERVED -Comm Centre, on next page.]
189
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH BLUE ON GOLD
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HCO
BULLETIN OF 20 SEPTEMBER 1958
BULLETIN BOARD - COMM CENTRE
Per instructions received from L.R.H. the section of HASI Policy
Letter of April 21, 1957 which reads:
"The keeping of the Bulletin Board is done by the Association
Secretary via HCO"
is cancelled.
Therefore the policy on the keeping of the Bulletin Board which
is operative at this time is that section of HCO Policy Letter of
April 9, 1957 which reads:
"Postings and the condition of the board shall be the direct
responsibility of the Receptionist under the Association
Secretary."
Please note and amend in your hats accordingly.
HCO London
RS:cden Copyright (I) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HCO
POLICY LETTER OF 9 APRIL 1957
BULLETIN BOARD
It shall be the policy of the HASI to use but one general staff
bulletin board on which all notices pertaining to staff and the
HASI in general shall be placed.
It shall be further policy that no action be taken to bar the
public from viewing this board.
The Board shall be on the outside of the Reception room door,
thus sparing space, and adjacent to the communication centre as a
board is itself a communication centre.
Postings and the condition of the board shall be the direct
responsibility of the Receptionist under the Association Secretary.
All notices placed on this board shall be of an official HASI
nature. No other postings may be made by outside sources.
A Student Information board may be placed in the Director of
Training's office at his discretion and this may hold public
notices as to living quarters available, ads for sales, class
schedules, etc., but this shall not be an official board.
Violations of this policy shall be reported to the Agent for
Great Britain.
L. RON HUBBARD
LRH: eden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS
RESERVED
[This Policy Letter was also issued in some areas with a date of
8 April 1957.]
190
HUBBARD COMMUNICATIONS OFFICE London and Washington HCO POLICY
LETTER OF 1 MAY 1957
Post on Boards All Executives Reception HCO
COMM CENTER, ARRANGEMENT OF
Baskets in a Comm Center should be labelled in comparison to an
Organization Chart.
Each post should be numbered on the Organizational Chart. These
numbers are the order of appearance of baskets from high left to
lower left and progressing vertically to right.
The card on the basket shows first a number, then below that the
name of the post and then below that the person's name.
The name may be changed by pasting a new name on a white strip
over the old.
A permanent sign on the Bulletin Board or on the Comm Basket
Center itself should say:
"To find a basket look on Organizational Board for number of the
post and then locate the basket so numbered. Name of post or person
holding it may also be found directly on baskets."
The Receptionist in Comm Center is responsible for proper
numbering, arranging and labelling baskets.
The HCO Secretary is responsible under the data of the
Organization or Association Secretary for the proper corrections
and numbering of posts on the Organizational Chart and the current
name filling such posts.
Persons on staff for less than three weeks shall have no basket.
Report all errors in this system in writing to HCO Secretary.
Before numbering is undertaken, HCO Secretaries should compare
lists to make Organizational Charts identical in numbering.
L. RON HUBBARD
LRH:md.cden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS
RESERVED
191
FOUNDING CHURCH OF SCIENTOLOGY WASHINGTON, D.C.
FOUNDING CHURCH POLICY LETTER OF 9 MAY 1957
BULLETIN BOARDS & INFORMATION BOARDS
The status of the Bulletin Board in Comm Center is official.
Anything posted thereon, as on the Organizational Board, is an
official order, report or assignment, and needs no further
ratification or dispatch.
Only the Executive Director, Organization Secretary or Treasurer
may post on the Comm Center Bulletin Board and nothing may be
posted upon it that is not theirs or by their specific initialed
permission. EXCEPTION: A staff member may post a request for a
Staff Meeting on the Comm Center Bulletin Board, giving 3 days'
notice, stating the time (but not business hours) and the exact
business to be covered by the meeting (and the meeting shall be
convened only if a majority of staff then sign or initial such
notice).
Information Boards have no official status and may contain
anything from room ads to lost cats. Cartoons, comments and social
notices are always placed on Information Boards.
There is only one BULLETIN BOARD. It is located in the Comm
Center. It is kept by the Receptionist and things taken down from
it are carefully preserved in a folder kept by the Receptionist.
Ordinarily, an item should remain on it for one week and should
then automatically be removed.
INFORMATION Boards may be placed in Central Files & Procurement
office, Training office, HCO and Distribution Center. These
INFORMATION Boards are actually the voices of the Director of
Processing (CF), the Director of Training (Training Board), HCO
Secretary (HCO Board), and Distribution Center In Charge (Dist
Center Board).
An additional board called the Student Information Board may
exist in the Lecture Room.
Things posted on the INFORMATION Boards have only information
status unless signed as an order to a particular department by the
head of that department.
L. RON HUBBARD
President
LRH:md.rd Founding Church of Scientology
9 May 1957 of Washington, D.C.
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1
(Issued at Washington) HCO POLICY LETTER OF 20 DECEMBER 1958
Dist: All HCO Hats Sterling HCOs
HCO COMMUNICATOR BASIC HAT and COMM SYSTEM HCO OFFICES
Purpose of HCO Comm System. To speed and receive the comm
particles of HCO to help get the work done.
The Comm System of an HCO Office is under the command of the HCO
Communicator.
The HCO Comm System is dependent upon a proper HASI type Comm
Centre where, in a central reception room there is located a named
basket for each person in the organization and the bulletin board.
HCO Personnel have their general individual org baskets in Comm
Centre in addition to their HCO office stations.
Definition: An HCO Station is that place where an HCO staff
member receives, holds and sends his dispatches and work.
192
Appearance: An HCO Comm Station has three baskets, one above the
other. The top is marked with the Station number or numbers and
"In". The middle is marked with "Pending". The bottom is marked
with "Out". These three baskets sit on a corner of a desk or, in
case of files, on top of a file case.
The proper number of each HCO Station for any given office is as
follows for a full HCO staff: (where numbers do not have terminals
in an office, the numbers must still appear on a basket)
1. LRH 2. HCO Sec 3. HCO Area Sec 4. HCO Communicator 5. Sec'1
Exec Dir 6. HCO Bd of Review 7. Files 8. Tapes 9. Book Admin 10.
Shipping Clerk 11. Books Steno
1 2. Magazine.
Twice daily the HCO Communicator makes a full round of the
Stations on the shortest arranged route and picks up all outgoing.
This he takes to the Central Org (HASI type) Comm Centre and sorts
into the large basket racks. He even sorts HCO material into the
main Comm Centre baskets of HCO personnel. Having sorted all
outgoing he now picks up in packets the mail and dispatches of each
HCO person. He now repeats his arranged route through HCO and puts
in the "IN" basket of each HCO Station their entire mail.
The pick-up and delivery is made at 10:30 a.m., and 3:30 p.m.,
daily, local time.
Each staff member is responsible for seeing that his IN basket is
promptly emptied into PENDING or OUT as soon after delivery as
possible and then works from PENDING to OUT on the work which
requires time. It is necessary that the HCO Communicator sees to it
that IN baskets are seen and emptied by HCO personnel as soon as
possible after his delivery.
In trying to find a dispatch or work, HCO personnel consult with
the HCO Communicator, not random staff members.
The HCO Communicator usually ignores the cross traffic amongst
stations which by-passes the pick-up and delivery system but
notices when somebody always has to bring a body with every
dispatch and has a heart to heart talk with that person on the
subject of the Comm System. In no event does he permit his own
pick-up, delivery routings and timings to be thrown out by such
random traffic. The random traffic amongst staff must occur to get
work done swiftly at times. All the HCO Communicator tries to do is
make sure speed and high priority alone avoid the dispatch system.
Routine traffic goes best by the HCO Station system. Then somebody
can get some work done without constant interruptions.
The HCO Communicator also keeps people on line with the colour
flash system - orange for HCO, green for Central Org, blue for
Sec'1 Ex Dir, releases, etc.
The HCO Communicator handles, logs, takes and delivers all cable
traffic and can arrange or handle all long distance phone traffic.
Cable traffic must not avoid him. He keeps accurate cable files and
makes the copies.
The HCO Communicator puts into lendable form many types of
dispatches and letters or educates staff to do so.
The HCO Communicator is in charge of the HCO Comm System in his
area and makes sure that a precise, accurate job is done whether
the staff is large or small. Therefore, he is no errand boy but in
effect the Comm line executive of the HCO.
L. RON HUBBARD
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
193
HUBBARD COMMUNICATIONS OFFICE 1812 19th Street N.W., Washington,
D.C. HCO POLICY LETTER OF 6 JANUARY AD9
HCO PERSONNEL TRAINING
All HCO personnel must be checked out on the following items:
1. Telephones
2. Tape Recorders 3. HCO Comm System
4. Cable Procedure.
The responsible person for this briefing is the HCO Communicator,
or in cases of isolation, from local equipment sales people.
Telephone companies put out or publish in phone books the correct
use of phones, how to articulate numbers, etc. In offices with
various intercomms, all personnel must know how to use them.
It is vital to know safe operation of tape recorders. One can
wipe or break tapes or tangle tape into a machine very easily. In
handling a master this could be total disaster. Further HCO will
soon be called on in some operations to play all tapes played for
all purposes.
The HCO letter Comm System has been written up. The basket and
number system and how they are used should be well known to all HCO
personnel.
All existing and new cable procedures should be given to all HCO
personnel.
We are, after all, a communications office. These, plus
typewriters, are our tools of communication.
L. RON HUBBARD LRH:gn.cden Copyright (c) 1959 by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 29 JANUARY 1959
HCO Personnel only WW
HCO COMMUNICATOR HAT
The Communicator handles both internal and external
communications.
Internal communications are anything inside the Central
Organization. This means communications going from one HCO
personnel to another HCO personnel, from HCO personnel to the
Central Organization personnel, and from the Central Organization
personnel to HCO personnel.
External communications mean anything which goes on an external
line to other HCOs through Continental, through World Wide. (c)
The HCO Communicator keeps the particles of HCO flowing. He takes
your dispatches and he brings them to you and makes sure that your
handling of the dispatches and so forth follows the procedure that
can be handled by him.
The HCO Communicator keeps HCO in its own comm grooves.
L. RON HUBBARD LRH:mp.gh.cden Copyright (I) 1959 by L. Ron
Hubbard ALL RIGHTS RESERVED
194
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO POLICY LETTER OF 24 AUGUST 1959
All HCO Of rices and Assocn Secs
TIPS TO HCO COMMUNICATORS
Route Don't Read
Communicators burn up tremendous amounts of useful time getting
trapped into the significance of what they are routing. True they
have to know enough about the office and lines to know where things
go, but obviously they can't absorb all the data that is supposed
to be absorbed by as many as fifty people working full time. The
thing to do with a despatch is to see where it is supposed to go
and make sure that it goes right.
When you Pick it Up - Route it
Don't pick something up, look it over and put it down again
without routing it and getting rid of it. Don't handle a piece of
paper twice when it only requires once. Never have a pending basket
for a communicator hat. Only have a pending basket for a clerical
hat if the communicator is using one.
Educate - Don't Fume
Don't groan and rail when people have got the lines running
wrong. Educate them carefully as to how the lines should run right.
The communicator is the Administrative Educational Officer of an
HCO Office.
When it's Supposed to Go - Get it Gone
Keep the lines taut. When you have despatches for cable or
telegraph or airmail, don't dawdle with them - the moment you
lay your hands on them, send them, that keeps the lines taut. Never
let a despatch that's supposed to be telexed, cabled, telegraphed
or airmailed sit around, even if it's an LT, send it when you see
it not when you feel more like it.
Communications Come First
Even if a communicator has other hats, his first job is
Communications. His whole attention should be devoted to organizing
and smoothing lines until they can be used, rather than trying to
patch up communication somehow because everything's so busy we
haven't time to do it right. It's up to the Communicator to see
that Baskets and Message Centres and sorting trays exist, that
telephones, cables and mail can be sent, and it's up to him to see
that these things are neatly kept in place and adjusted or
increased when needed. Don't get a new person in the office on
Monday and order some trays for him to be delivered on
Saturday - person arrives, you give him trays even if you have
to make them out of Stationery boxes, then order the proper ones.
Slow Communication Begets a Slow Office
It's up to the communicator to set the pace of the office. If
there's something to be done he does it right now, and by snapping
the lines along tautly, he or she gives the whole office an idea of
speed. If the communicator is leggy, the whole office will start
195
to lag. The communicator speed is eventually matched by the
office at large and a wait-a-while type communicator can slow an
office down to a point where it will fail.
The Communicator Puts the Office on the Tone Scale
There are five technical ways to cut a line. There's another one.
That's to have a communicator who is grouchy or illtempered or
apathetic about things. You can cut a line to pieces with growls.
You can hack a whole network apart by never putting a smile on it.
Random Bodies Stop Despatches
If people have a habit of dropping in for a casual chat and
standing around an HCO Office without any real purpose, they'll cut
up lines just by not themselves being on any lines and stopping
personnel from pushing despatches out. People who interrupt people
in the office, are interrupting the flow of despatches and work.
Keep tabs on who does this, make a list and you'll eventually find
it's a very few people. Report them to the Central Organisation as
probably a unit dragger downer, minimize body calls, use Tone 40 8C
when your hints fall on deaf ears. You can be called to a
standstill and a communicator who won't route bodies, won't have
lines.
Know all the Machinery Better than Anyone Else
When new equipment shows up - use it and learn it and you'll
be better on it than the people who will operate it even if you
will never thereafter use it. It's all basically communication
equipment, and when it isn't being used right, it slows down your
lines. To know how to stop misuse, you have to know how to use, so
be an interested audience when new equipment shows up and is
demonstrated and then get familiar with it, and if it doesn't get
used right by the operator, nag nag nag people until the operator
gets cleared on it or is replaced by a competent operator.
Know the Files
Even if you don't file, you had better be able to file and very
well. For if you the communicator know all about the files you can
do two things, you can get things off your lines properly and you
can get them back on again out of files when needed, and there's
another reason to know the files, and that is so that you can take
anybody from anywhere and teach them to file when the stuff gets
stacked up too high. The files may be somebody else's hat but they
belong to the communicator and I look at him when the files are
bad.
GET CLEAR.
L. RON HUBBARD
LRH :brb.vmm.rd Copyright (I) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
196
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 OCTOBER 1959
All HCO Personnel Everywhere
COMM SPEED
Speed of relay of communications, external and internal, should
be improved in HCO.
HCO is basically a communications office. This means fast relay.
If a communication arrives in an In basket, inspect, handle and
pass it on.
In baskets should not contain anything twenty minutes after a
delivery. This means any In basket.
A communicator should report to me chronically full or delayed In
baskets.
Out baskets should be cleaned and contents routed at least twice
a day.
Mail should always be fully distributed within an hour of
receipt.
Don't put comm lags on the line by slow relay. If you are a relay
or handling point on comm, when it arrives get it gone in the hour.
Redistribute your own out basket into the message centre.
Hand despatches over to other stack baskets to which they belong.
Do what you please but put snap into comm answer and relay.
If you don't you develop special rush systems, you get by-passed.
If it's comm, handle it now.
L. RON HUBBARD
LRH: dd.rd Copyright(~) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
"Rush" is our only faster than average label and means personal
delivery or swiftest communication such as phone or cable. Our Comm
System is already fast.
HCO PL 12 September 1958
97
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO
POLICY LETTER OF 9 JUNE 1960
Central Orgs Sthil
HCO WW INTERNAL COMM SCHEDULE (With notes for Central Orgs)
Change of Mail and Despatch Delivery
At 4.00 in the afternoon empty the Comm Centre, deliver all
traffic and pick up all Out baskets on all stations. Redistribute
in the Comm Centre baskets and stamp all final outgoing mail for
5.00 o'clock to Post Office.
At 9.00 a.m. take any cables and express letters only, add to
Comm Centre baskets and at once distribute all contents of Comm
Centre to staff stations. This should be done as close to your
arrival as you can possibly make it to get traffic into people's In
baskets as close to their arrival as you can. Do not pick up all
Out baskets also on this first circuit. Do not deliver any morning
mail on this first circuit, as it has not yet been opened.
Once the first circuit is completed, return to staff office and
open all mail. Distribute into Comm Centre baskets. Clean out Comm
Centre in carrying baskets and taking also your pick up basket make
the full round again. This time leave all traffic and their mail
and pick up any outgo. Redistribute outgo into Comm Centre. Do not
re-deliver.
Immediately on your return from lunch 1.30 clean out Comm Centre
and at once distribute the despatches to all stations. On the same
circuit, pick up all contents of the out-baskets. Re-distribute
these into the Comm Centre. Clean out the Comm Centre and make
another circuit at once, putting the despatches into the In
baskets. Do not further pick up on this last circuit.
Your next circuit is a delivery and pick up circuit at 4.00 when
you re-distribute traffic in the Comm Centre and leave it. Do not
re-deliver.
The precision and regularity of your pick-up and delivery of
traffic is necessary to get people their despatches and mail at
intervals they finally begin to expect and use. It may take a week
or two to get the traffic smoothed out and people educated into
expecting it.
Minimize all random deliveries. Hand deliver only items marked
rush and cables and telexes. If Accounts desires a cheque signed at
once it must be marked RUSH. If they want to send a telex or cable
on a rush basis they can phone you, marking it rush. Rush means
hand delivery or send it at once. A rush is placed in the middle of
a person's desk conspicuously. Rush use should not be frequent.
Use your trug baskets, one for mail to be put in In baskets, one
for the traffic in Out baskets. In is red, Out is green since it is
going.
If your communication routine is precisely done, no matter
whether traffic is great or small, you will do much to improve the
tone of the office and its effectiveness. I am depending on you
with a precise routine to put snap into the office.
Also please report to me any In baskets that remain full without
the person inspecting and passing to their pending.
Comm Pick Up and Delivery Schedule HCO WW
4.00 p.m. contents of Comm Centre delivered to all stations. All
traffic, particularly mail, picked up from all Out baskets on same
trip.
9.00 a.m. contents of Comm Centre, cables and Express letters
delivered to all In baskets. All traffic in Out baskets picked up
on same trip.
198
1.30 p.m. traffic delivered to all stations. Pick up from all
stations on same circuit. A second delivery to all stations
immediately after.
4.00 p.m. trip as above.
Note 1 Mail containing money should be invoiced at once on
receipt after 10.00. Invoiced mail, particularly for books, will be
picked up from Accounts station at 1.30 and, on the routine trips
above noted, should be on hand in the book section for order
filling by 2.00 at the latest. Some of these orders, if not all,
should be completed in time for the 4.00 o'clock pick up. Thus book
and meter wrapping should be concentrated upon in the afternoon to
get at least some out by the end of the day and the remainder out
by the following day. Book letter writing and Admin work should
then be done mainly in the mornings, wrapping and order filling for
mail orders in the afternoon. No special trips for invoices or book
packages should be necessary with the above schedule.
Note 2 Rush on a despatch indicates pick up and delivery. Cables
and telexes which are rush should be sent by phone for the
Communicator. A Rush can always be picked up and delivered by
phoning the Communicator. Cheques needed for signature that day can
also be designated Rush, the Communicator can be phoned and can get
them signed and returned. However Rush should be held to a minimum
as it indicates emergency which indicates also that somebody has
dropped the ball somewhere. There are no other priority
designations on HCO traffic lines.
Note 3 The Comm Centre should be labelled in order of stations on
the route, not alphabetically or at random. Therefore the route
should always be the same from station to station and the order of
names on the Comm Centre should be in the station order. In that
way the Comm Centre baskets can be laid into a flat carrying basket
(gardeners' plastic trug baskets are good) with a handle and can be
picked up out of the Comm Centre in reverse, laid in the basket and
taken out and placed in the In baskets of stations with speed and
accuracy. It does not matter what order the Out baskets are laid in
to the Out carrying basket as it all has to be sorted anyway at the
Comm Centre.
Note 4 Nothing in the above system prevents a staff member from
delivering off time despatches in person to the Comm Centre or
picking up off time his own Comm Centre basket. However random
deliveries of despatches in person except within one's own dept or
section is frowned upon since it creates complaints that it
interrupts the work of others.
Note 5 The Communicator also has a station of his or her own
independent of the Comm Centre. Communicators tend to forget their
own station.
ATTENTION HCO SECS IN CENTRAL ORGS
The Central Orgs in Washington, London and Melbourne and possibly
Johannesburg are ready for Central Org Communicators.
This hat can be combined with Sec ED or with Assoc Sec's
Secretary or Mail clerk. It has not been successfully combined with
the Receptionist (London 1956).
If Central Orgs begin to use Communicator service the above
write-up and schedule may be revised to fit local conditions and
issued, after conference with the head of the Central Org, as a Sec
ED entitled Central Organisation Internal Comm System.
HCO Continental and Area Offices have their own type of Internal
Comm System already and do not need to follow the above.
L. RON HUBBARD
LRH:js rf.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
199
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 JANUARY 1961
HCOs
MESSAGE PLACEMENT
HCO's first action is Communication. Everyone should know message
placement.
Cables and Telex: Original is never put on comm lines. Only
copies go on the comm lines.
Take the message out of the telex, date stamp each copy. Put
original in Telex basket. Hand deliver at once all copies to
interested parties.
Place cable or telex in the exact centre of the recipient's desk
blotter. Do not place in IN basket. Do not mix with other papers.
Recipient of a cable copy (if by telex) may destroy it or route
it to other interested persons.
If there is only a cable from the company, not a telex, as it has
none but original copies, it must be held and filed.
Cable answers are always delivered to Communicator by hand and
have priority. They do not go on routine comm lines.
DESPATCHES
Despatches marked rush are handled by special handling. They go
on centre of desk like cables and telexes.
Routine despatches go on comm lines.
Letters go on comm lines.
L. RON HUBBARD
LRH:js.rd Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
200
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 MAY 1961
Sthil
CURRENT OFFICE WORK
Please leave current work and communications in your PENDING
BASKET or open basket stacks near your desk.
It is HCO Policy of long standing that items in progress must be
locatable on the visible lines of the office.
When work or current despatches are hidden away in desks, nothing
can be located in an emergency. The result is endless searching.
In that I have to personally keep this office manned after 5:30
p.m. and during weekends, the least you can do to help me is keep
work in progress and current despatches visible, not hidden away. I
must have spent twenty hours in the last month trying to find
despatches, work and bulletins on these comm lines, usually without
result.
Keep work in progress and current despatches in your basket
stations not in your desks.
Use your pending baskets for current work.
Keep your in baskets empty.
Keep work in progress in full view.
It will assist me enormously during your off hours.
L. RON HUBBARD
LRH:jl.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
201
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 SEPTEMBER 1961
Sthil
DESPATCH LINES
Every person must have a basket station.
Each domestic staff member has a single station located in the
back hall.
Every office member or school staff member has a three basket
station located by his or her desk.
Every office or school staff member must have a desk. The station
baskets must be at that desk.
The staff member may also have a beanstalk properly labelled.
But all despatches and active work must be in the office staff
member's station baskets or beanstalks and no work may be put in
desk drawers or hidden off the lines that is active.
All active despatches must be delivered where they are going and
must thereafter be visibly in stations or beanstalks under visible
headings.
All In baskets must be kept empty.
When an In is viewed but not done, it goes into the person's
pending.
It must be possible to locate any active despatch on the lines
whether it is a business day or not.
Keep your basket station straight. Keep your In basket empty. And
keep current work visible and where it belongs on the lines.
By the way, I can always judge the state of a department by the
state of the station
L. RON HUBBARD
LRH:jl.cden Copyright Q 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
202
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 FEBRUARY 1964
Sthil Office Staff only
COMM BASKETS
Joe Breeden, Miss Harris and Mrs. Thrupp are to be congratulated
on the state of their Comm Baskets.
Three baskets constitute a Comm Station and consist of an "IN",
"PENDING" and "OUT". These baskets are for the use of the staff
member to whom the station belongs and the Communicator who
distributes and picks up despatches, messages and letters.
Handling one's Comm Station does not constitute a large part of
one's job. But it should be done well.
The "IN" basket should be emptied once a day at least and if one
cannot care for the matter at once, the despatch or message or
receipt et al is placed in "PENDING".
Money, cheques, valuables, should not be left in "IN" baskets,
particularly over weekends.
The "PENDING" basket should be clean by Friday afternoon of each
week. Usually this is only hard to do because it contains many
things that don't belong to one and should be re-routed to those
they do belong to or to files.
Work papers should never be put in drawers or out of sight, if
active. They are placed in "PENDING" or left on the desk.
The "OUT" Basket is of course emptied by the Communicator and all
messages and letters going out should be placed in it.
Letters and despatches should never be placed on someone's desk.
They go only into the "IN" basket. The exception is Telex or rush,
which on receipt is placed in the Centre of the Staff Member's
blotter. No other messages should be placed on anyone's desk.
A neat and uniform handling of one's Comm Station is appreciated.
Every administrative staff member, without exception, should have
a Comm Station. The Saint Hill Administrator is now continuingly
responsible for this provision and for seeing that the staff
member's name is on it.
L. RON HUBBARD
LRH:dr.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
203
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 MARCH 1965
Remimeo BPI
ADMIN TECHNOLOGY THE COMM-MEMBER SYSTEM
In the eleven major zonal Scientology organizations of the world,
a new Communications and contact system is authorized as per this
Policy Letter.
The staff members of these eleven major organizations may now
communicate directly with the same post as their own at Saint Hill
for information, guidance and orders. The holder of the same post
in another org is a Comm Member.
The Saint Hill organization chart is exactly the same as the
organization chart in every one of the major organizations. The
difference is only the numbers on staff. As founder I am the head
of each of these organizations. Below the organizations are also
exactly alike with similar or the same titles. Continental
Directors and Secretaries are also preserved as titles.
At Saint Hill there is the International Council and each major
org has its Executive Council. At Saint Hill there is an HCO
Secretary, an Organization Secretary and a Finance Secretary and in
each org there are the same level of officers.
At Saint Hill there are six departments, the Promotion Department
and the Publications Department both under the HCO Division (1);
the Department of Training and the Department of Processing, both
under the Technical Division (2), and the Accts Department and
Material Department both under the Finance Division (3).
All posts and functions come under the three divisions and six
departments.
HCO (Division 1) promotes and registers; Technical (Division 2)
applies all training and processing for the Org and public; Finance
(Division 3) takes care of all money and property.
In eleven orgs any staff member or executive may find his senior
comm-member on the Saint Hill staff and communicate directly for
aid, guidance, co-ordination, clarification of policy and orders.
In cases where the matter can't be handled at lower echelon at
Saint Hill it is referred through channels at Saint Hill directly
to executives here or myself. In the eleven major orgs, executives
may go direct only to their own senior comm-member at Saint Hill.
Reversely Saint Hill Executives may go only to their junior
comm-member in the org.
The lines are thus open at parallel to Saint Hill, but go up or
down only through channels inside the orgs.
This system once existed from London but dropped out. It was very
successful marking our time of greatest expansion. It is for the
first time authorized and made official.
Now any case audited or person trained, as well as other matters,
can become the subject of direct rapid communication on our
enormous telex network or by air or surface mail. The slows caused
by overwork at executive level are unblocked. Saint Hill can now
advise quickly on any difficulties or new materials or policy.
We are standardizing all policy and issuing standard department
"hats" based on fifteen years of org experience now being
correlated.
204
Saint Hill is a working organization from top to bottom, having
now the same functions and activities as every other 1 st echelon
organization in the world. There are no posts at Saint Hill which
are not facing and handling the same problems here as in any other
org anywhere. So advice and data are real and the exact problems
are known and understood.
The new org pattern applies easily to orgs very large or very
small without change. It adapts easily to the small city office or
an org with a thousand staff members.
Copies of org boards will be freely circulated by a new system of
large photographic duplication now being installed at Saint Hill.
The Comm-Member System is the result of experience already
tested. It is also taken from natural laws I have discovered at
Level VII and which are being applied directly to Scientology
organizations over the world to bring about rapid expansion. This
expansion is being designed to take place at a faster doubling rate
than before.
The organizations of Scientology now considered first echelon
orgs (lust below Saint Hill) are London, Washington, Los Angeles,
New York, Melbourne, Sydney, Perth, New Zealand, Johannesburg,
Durban and Capetown. All other orgs should attach themselves to
their Continental org and employ the Comm-Member System with its
staff as senior comm-members to it as it is to Saint Hill.
Continental lines, org seniorities and other lines are preserved.
A first echelon org need not forward through its Continental Org
unless required to do so on application by Continental Orgs to
Saint Hill on specific orgs or departments for temporary periods.
Purely Pioneer areas now being handled by Saint Hill such as the
Pacific North-west, Canada, Japan, Russia and Asia remain under
Saint Hill control and where embryonic-Pioneer orgs exist may use
the Comm-Member System with Saint Hill as it may apply to their
staffs or committees.
Franchise holders are not affected and continue as usual direct
to the Saint Hill Franchise Secretary and may not use the
Comm-Member System which is reserved exclusively to orgs or city
offices.
All existing lines inside orgs or existing org seniorities in the
first echelon continue and must not be severed or dropped because
of the new arrangement. It will be found all lines now in still
work exactly as before and the CommMember System merely opens new
channels in addition to existing seniorities and lines and the new
pattern only makes orderly and complete an org pattern which came
almost fully into existence last summer. Hold existing lines in
when they have worked for you. You will find they still answer up
even under the new pattern.
The specific benefit to the public of the Comm-Member System is
the improved service ability of their local orgs which can now
obtain fast case advices or get training queries answered from
Saint Hill experts in very little time and who in their turn can
place any difficult problem before me in a matter of minutes.
L. RON HUBBARD
LRH: ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
205
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1965
Issue II
Remimeo THE COMM-MEMBER SYSTEM
ROUTING POLICIES SECTION
Definitions: THE COMM-MEMBER SYSTEM is a direct Communications
System between the staff member of one org and only the exact staff
post in another org without vies. It is governed by direct policies
and regulations and its own technology of handling matters. IT DOES
NOT CHANGE OR ALTER ANY EXISTING INTERNAL OR BETWEENORG POLICY OR
COMMUNICATION CHANNELS.
ROUTING
Any but the following routing is offline and therefore Dev-T in
the Comm Member System:
1. A. ROUTING. Goes directly across from own post to same org
post in another org only. Do not go across to same post and then up
or down. This is clearly marked at the top of all despatches so
routed "#A Routing?', with no vies marked.
2. B. ROUTING. Goes up in one's own org and across and down again
to the same post as own in the other org. Despatches so routed are
clearly marked at the top "#B Routing" with a full list of vies,
written on it by the sender. Each via initials and forwards or
stops it, says exactly why and returns it to sender.
3. C. ROUTING. Goes up to one's org superior or superiors on
channel as per Org Board only. One's own superiors can send it
across if they wish to their similar post in the other org but it
cannot be so routed by the original sender. Do not go up in own org
and address across to a- superior post than your own in another
org. It must only be addressed to superiors in one's own org.
Despatches so routed are clearly marked "# C Routing" and have the
proper vies for one's own org marked on it by the sender for
forwarding inside his own org.
4. D. ROUTING. Goes inside one's own org to anyone else in the
org up or down. Despatches forwarded are called "#D Routing" with
the person to whom addressed clearly marked. D Routing is entirely
limited to one's own org and is not forwarded across to another org
except when demanded or as an enclosure in other despatches. D
Routing means "to a specific post in one's own org, superior or
junior".
A Senior Org is defined as the top org heading an echelon of
orgs. Saint Hill is the top org to eleven other orgs but amongst
these there is Continental seniority. The Continental Org is senior
to the other orgs in that zone but as these all form one echelon to
Saint Hill, Saint Hill is senior to the rest.
A senior Comm-Member (not senior staff member) is one holding a
duplicate post in a senior org.
A junior Comm-Member is one who in relation to Saint Hill holds
the duplicate post in any org in the first echelon of eleven orgs
just below Saint Hill or in an org in that echelon of eleven junior
to the Continental Orgs.
An org founded or salvaged by an org is junior to the founding or
salvaging org and its staff members are junior to those of the same
post in the founding or salvaging org.
Orgs or offices not included in the first echelon below Saint
Hill have as their senior org that org of the next upper echelon
which handles or controls its traffic. Orgs of the second echelon
and lower communicate only to the founding or salvaging org on the
next echelon above them or the org to which they are assigned. They
may also communicate parallel to orgs of similar seniority in their
own echelon but seniority must otherwise be assigned. Questions of
seniority of orgs are settled by appeal to the International
Council.
Note: On inspection, with the assistance of sketching a few
examples, the reason for these routing regulations will be very
evident. Any other routing than the above would make trouble all
around. So any routing not covered in A B C or D must be spotted
and called Dev-T, being offline.
206
SUBJECTS
5. Discussing other than one's own concerns in despatches beyond
normal ARC is Off-Policy and should be returned as Dev-T.
6. Writing for somebody else than one's own hat is Off-Origin and
should be returned as Dev-T.
ORDERS
7. A senior Comm-Member should not give direct orders to his
junior Comm-Member on the A Routing. Direct orders may be given
only with B Routing and any direct order not following B Routing is
offline except in cases of extreme urgency as in the case of books
about to be shipped or a spinning pc. Such cases are called URGENCY
ORDERS. An Urgency Order given an A Routing must be followed at
once on slower channels (airmail) by repeating it with B Routing
through channels. The original must begin "Urgency Order" and the
forwarded-throughchannels copy must
begin with URGENCY ORDER FROM TO DATE
SUBJECT ORIGINAL SENT VIA TELEX (ORDER GIVEN) BECAUSE
............ (REASON FOR IT). If an Urgency Order given
with good reason on A
Routing and properly followed with its B Routing copy is not
complied with at the other end and there is any actual loss of
money or property or damage to persons or cases or property or
repute as a result of the non-compliance, the HCO Justice Codes
(HCO Poll Ltrs. of March 7, 1965 Issues I, II, and III) apply. Only
a senior Comm-Member may give an order on the Comm-Member system.
8. If an order which is only given B Routing is not stopped by a
post superior to the two Comm-Members anywhere on the line, and is
delivered to the junior post and is not complied with or acted
upon, the HCO Justice Code applies regardless of lack of loss or
damage.
ADVICES, QUESTIONS AND ANSWERS
9. Ordinary traffic on A Routing is usually data or questions or
answers from the junior Comm-Member to the senior Comm-Member and
advices, questions and answers from the senior Comm-Member to the
junior Comm-Member.
TIPS
10. C Routing is so marked and used when a staff member wishes to
call his own org superior's attention to a datum or statistic or
even a rumour which seems to have basis in fact. One marks the
despatch C Routing as above, with all vies written on it by the
sender up to the sender's own org department which might be
interested. It is initialled en route and is simply received by the
Comm-Member's superior in his own org with no ack sent back or
expected. It is just a Tip, not an advice or a real comm. EXCEPT
that when a long letter or report received by A Routing is
forwarded to one's own superiors in one's own org the staff member
forwarding it must cover it with a brief digest despatch giving the
possibly important datum or must underscore or circle the important
parts with a different colour pen so one's superior can clearly
pick out the datum. No comment should be made by the staff member
originating the tip as that makes it an org comm which must be
acked. Making tips into internal org despatches is Dev-T as it is
off-origin. The staff member forwarding the tip to his superiors is
not the sender. Data can flow freely on lines without acks as it's
just data. Thus C Routing is only a data line, receives no ack from
the C Routed Superior to the staff member who forwarded it or the
originator who sent it from the other org. Usually the recipient of
a CommMember despatch on a C Routing just sends it on to Files by
marking it F with an arrow.
If the person who forwarded it wants it back he marks it "Ret. to
(name)" and the arrow is drawn to that when seen by the superior.
It is expected that the person in the org to whom his other org
Comm-Member addressed it will ack the message as a message from his
junior or senior Comm-Member in the other org.
GREETINGS & INFO
11. Greetings contained in a letter or despatch such as "Say
hello to Bill for me" are handled with D Routing as in D above. The
greeting bit is clearly circled with a different coloured pen than
the original and the message is clearly marked D Routing, the
greeted person's name put on it and arrowed and is forwarded to the
person being
207
greeted. He or she marks it F with an arrow and it goes to files.
If the Comm-Member
wanted it back with a "Ret. to " the greeted person
returns it to sender without
ack or comment but only an initial by the greeting itself. To
handle any other way or to comment is Dev-T as it becomes an Org
Despatch.
12. Information goes by D Routing. Any Comm-Member System
despatch in the senior or junior org may become INFORMATION. Such a
despatch from another org is received by the senior or junior
Comm-Member and when it is thought that it contains important
information of interest to some other staff member of the
receiver's own org above or below him on the command channel or
across in another department or division, the whole message is
clearly marked "D Routing", its earlier routing crossed out; if to
be returned to the forwarding staff member it is marked "Ret. to"
with the staff member's own name or post name. If it just goes to
files afterwards it is marked F with an arrow. The information bit
is clearly circled or underscored with a different coloured pen.
Adding comments to INFO bits in forwarding or in returning inside
one's own org is Dev-T as it is made into an org despatch by the
comment. If acked with no "Ret. to" on it, it is marked F with an
arrow and is sent to files.
13. Routings C and D sent with a comment by the forwarder or
returned with a comment by the receiver is Dev-T. However, if vital
data is also known by the forwarder or returning staff member an
org despatch is attached as a separate piece of paper. This makes
the Comm-Member despatch simply an "enclosure" to an org despatch.
If however the org despatch does not contain other data or orders
than idle chatter it is Dev-T. Therefore Routings C and D do not
apply when a despatch is added, for a routine internal org despatch
has been made of the CommMember despatch.
14. A, B. C and D Routings are not "brought by a body" ever, any
more than routine org despatches would be. By "Brought by a body"
is meant brought in person not by HCO. Also A, B. C and D Routings
are not returned by a body.
FAILURES TO ALERT
15. Any staff member in a senior org (an org senior on the comm
lines to the other org, not just Saint Hill) having vital data
concerning an org, department, unit or section that is IN AN
EMERGENCY STATUS or information clearly indicating it should be,
who does not bring the matter effectively to the attention of
superiors in his own org is liable to the HCO Justice Codes under
neglect or omission, a Misdemeanor. If failure to advise results in
loss or damage to the other org's income or public repute or his
own org's, the matter becomes the subject of a Committee of
Evidence, making the staff member who received the information an
accessory to the other org's default or upset.
16. A junior Department Head Comm-Member who does not advise the
most senior Comm-Member on his routine lines of lessened income or
traffic when it has continued for three consecutive weeks in his
department, becomes liable to HCO Justice Codes under the heading
of a Misdemeanor, if not personally at fault, or a crime if at
fault for any reason. Such a report from a junior Comm-Member must
contain specific, detailed data as to possible cause and a specific
detailed recommendation to the senior Comm-Member for correcting
the slump. Such a report is called a SLUMP REPORT. The receiving
senior Comm-Member must pass this report at once to HCO
OIC-InCharge in his (the senior) org marked "Priority" in Red. It
does not go via channels but by D Routing and is made part of the
senior org's own OIC summary report on orgs for the week.
The senior Comm-Member must demand (not orders) at once from his
junior Comm-Member on receipt of a SLUMP REPORT, any data he thinks
he may need or doesn't know or wants to know about the situation.
It is forbidden to send orders at this stage as insufficient data
is to hand but any advices may be sent by the senior Comm-Member.
17. If a slump, determined by raw data (statistics) reported or
not, [occurs] in any executive junior Comm-Member's Division, org,
department, unit or section and the condition continues two months
despite advices or orders the senior CommMember must despatch HCO
Conditions Unit in his org requesting the assignment of an
Emergency Condition to any part of the org controlled by his junior
Comm-Member. HCO assigns the condition with a despatch to the
Division head or heads of that org on B Routing clearly marked in
Red on its face EMERGENCY CONDITION in very large letters such as a
stamp.
20X
18. On receipt of an "Emergency Condition" the junior Comm-Member
must inform his senior Comm-Member what he is doing about it and
co-operate with his org and any senior staff member to his post.
19. If an "Emergency Condition" does not produce results the
senior CommMember, after a reasonable time, must inform his
superiors of the fact with all the data he has and with a specific
recommendation concerning the handling of the situation.
20. A Comm-Member (senior or junior) must do what he can for the
morale of the other Comm-Member during the other's periods of
stress without undermining the org's executives with his sympathy
for their subordinate at "being badly led". The Comm-Member must
realize that the other Comm-Member is already under stress when
things are going wrong and try not to be short or sharp or
flashback or call names. Routing is so direct and there's so much
theta on the line that misemotion can blow the other end to pieces
(the first organizational lesson ever learned about Scientology's
open comm lines). The thing to concentrate on in any condition of
stress, emergency or not, is to keep the Comm-Member on post and
working. The Comm-Member should knock out the other's generalities
with "WHO SPECIFICALLY?" and cure the junior Comm-Member's ARC
Breaks with his environment. He should then get the other
Comm-Member to spot and remove distractions, barriers,
non-compliance and alter-is, augment the purpose of the other's
post or department or division or org, strengthen the edges of the
channel and find and help reduce the real opposition where possible
by any valid means. This approach is better than quoting policies
during stress. This procedure usually applies from a senior to a
junior Comm-Member. But may sometimes become reversed, depending on
who is under stress. If done by a junior Comm-Member it must be
realized that a senior Comm-Member has three to eleven junior
Comm-Members and good wishes and some understanding words may be
far more valuable than several juniors "auditing" their senior via
this system at once.
21. A junior Comm-Member must not overwork or unnecessarily worry
his senior Comm-Member by caprice, long despatches, irrelevant
material, gossip, hearsay or entheta. There are other orgs being
handled by the senior Comm-Member as well as his own post and the
senior Comm-Member is apt to be sharp about Dev-T and rightly. A
junior Comm-Member can find himself involved with the HCO Justice
Codes at a crime level for misinforming or falsifying reports or
enturbulating or losing one's temper over a long comm line. Any
Comm-Member must report such offenses when flagrant or upsetting to
HCO Justice at once.
22. In using A Routing be very certain that brevity for the sake of
speed does not defeat itself. A too brief message, a garble, causes
a repeat request which multiplies the message traffic by three.
Always read a message you are sending before you send it as though
you knew nothing about it and were receiving it. Put "ARC" between
sentences when using cable or "Stop". In cabling and despatching
always number your despatch with the date of the day + your post
initials and your org cable abbreviation and the post in the org
you are addressing (abbreviated) and note the number and subject in
your own log. Answer a despatch so code numbered by repeating its
code, not your own and adding a digit to the end of it to show
which message it was, the first, second or third on the same
subject. Omit the 1 but always add the 2, 3 and so on in rotation,
using the original code number with the original day date. The Comm
Officer can show you how. That way messages can't "cross" and cause
a wonder of which was sent first. Sloppy comm procedure over long
lines is Dev-T. Always be legible. Don't scribble. Write so it can
be read. An indecipherable message is a curse. Use lots of
airletters, spare cable when you can and avoid enclosures when
possible as they require a large envelope and aside from weight
cost nearly three times as much as an airletter. Address the post
and the org. Use initials in cables remembering DP is director of
processing and PD is publications director. Use Dept and Division
in addressing airletters such as, to Div 1 Promteg
Address-In-Charge. Always address airletters in the order Division,
Department (unit or section), Post. Avoid personal names on
addresses between orgs but use the person's name in "Dear " if you
wish. Your senior or junior Comm-Member in another org is your same
post with the org name added instead of your org's.
23. Anybody may write his senior or junior Comm-Member, not just
executives. Where staff boards do not have further designations for
their non-executive posts, a staff member who has no executive
title simply addresses "Staff Auditor, Saint Hill from Staff
Auditor Benson Sydney". As these types of post increase and
decrease in number it is not always possible to get the same line
in and it is best to generalize in addressing. For example: "To
Maintenance Staff Member Saint Hill from Maintenance
209
Staff Member Melbourne". There are not many such posts with no
further designation and they are usually sorted out but cross at
times. The questions usually get answered.
24. All regulations apply to general staff members as well as
executive staff members.
25. Complaints about routing when the staff member himself cannot
get his communicating staff member's hat on himself should always
be forwarded to the HCO Communications Officer in the org where the
complaint is made. The HCO Communications Officer will take the
matter up with the Communications Officer in the org mentioned in
the complaint. If this does hot bring results it should be reported
directly to the HCO Area Secretary of the org making the complaint
who takes it up with his or her communicating member in the org
being complained about, and can request direct discipline or a
Committee of Evidence of the other org depending on the magnitude
of the offense. No discipline may be ordered by a senior org member
to a member in another org. One may be disciplined only by one's
own org. But when one's own org fails to discipline it can be
subjected to a Committee of Evidence at its top levels by an org
just senior to it, not necessarily the next echelon org. The
Continental Org is usually so requested by Saint Hill when offenses
warrant it and discipline seems to be gone in its comm lines or in
the org and it will not act.
26. Letters from the field or public that get into the
Comm-Member System should be turned over to the Letter Registrar
for answering as they're in the line by error. All letters received
by an org are opened by the org before distribution. However public
mail after being opened in the comm centre may also be replied to
by the staff member it is addressed to but he or she should
remember that they must be handled in accordance with Division 1
HCO policy. The Communications Officer should ask the staff member
if he or she wants them if the public or offline character is noted
by the Comm Officer or called to his or her attention by the staff
member. If the staff member does not want it, it is properly routed
by the Comm Officer to Letter Reg. But in any event the Letter Reg
should be given the original and a copy of the staff member's
answer for files.
27. Any letters received in the Comm-Member System should go to
CF with copies of the reply when answered. No staff member may have
a file containing letters older than 2 months. If retained at all
they must be safeguarded and eventually turned in within two
months. Comm-Member letters are org letters and may not be
destroyed but must go to CF where they are filed as to org and
post.
28. Franchise Holders' queries may not be answered by other staff
members than those authorized and should be turned over, when
received, to the Franchise hat in the department or org. Answering
Franchise Holders attempting to use the Comm-Member System is
forbidden.
29. Merchants and business persons and specifically lawyers and
accountants may not correspond with staff members on the org's
business unless it is the duty of the staff member.
30. The Comm-Member System does not in any way change any other
routing or comm policy in an org internally. Its internal lines
remain as always with the same procedure as before this system came
into effect.
31. High hatting is a term applied to a practice of wearing only
one's highest hat in a small org using the CommMember System and
also in receiving an order or advice as a lower Comm-Member and
"going upstairs" with one's hats to refuse it. In a very small org,
it is very wise to write from the hat one is talking about to the
Comm-Member in a bigger org that wears that hat, and then, in
receiving the reply, receive it as the hat that asked the question
or sent the data. Help the big org's brass by querying from the hat
that wants to know and receiving the reply as the same hat in
proper parallel.
COMM-MEMBER SYSTEM COMM POLICIES SECTION
1. Communications may not contain entheta or misemotion. Our
lines are too open and magnify it and lines are blown up when these
are used over long distances.
2. Communications to Saint Hill may not criticize one's own org
seniors and Saint Hill communications to orgs may not criticize
Saint Hill or org seniors. The sures way to interrupt the comm
lines is to give executives cause to interrupt or intercept.
2IO
3. Saint Hill advices must not give unusual solutions where
actual policy or technology exists and can be pointed to. Don't
alter-is data in handling org problems. The data you are receiving
from the other org may not be correct or complete or sometimes
false and thinking up new procedures that alter old to solve the
"problem" is to introduce an arbitrary order on an already false
base. If standard policy doesn't seem to apply then the "problem"
is probably misrepresented and doesn't exist that way. Get data
before you advise, or use standard advices only.
If the other fellow can't seem to apply your advice, then you
haven't been given the real facts or the complete facts - try to
get them and then re-advise. If the other fellow still can't
understand, then study materials apply. He or she needs Remedy A or
B on our Policy or earlier Organization contacts not a new
solution.
4. Clear any Promotion ideas with your Division 1, HCO, before
you advise them or question HCO so as to keep the offerings real
and uniform. You may interrupt an existing programme.
5. Clear technical recommendations or requests (such as in an
HGC) with your Division 2 before you make them, so as to prevent
getting a squirrel activity going in some org with consequent
upsets. The technical data or solution probably already exists.
6. Clear financial and materiel recommendations or queries with
your Division 3 before making them as the policy or planning may
already exist for the org being advised by you.
7. Avoid giving orders or advice that can be used to make you
wrong when it's misapplied. Be sure of data and what the question
really should be. Then advise.
8. Report pronounced statistical changes you get wind of on your
lines to your superiors. But never report entheta and mere opinions
or rumours - the data is too fragmentary to be of value. Get
statistics if you hear something weird and if the statistics are
bad (less money, less bodies, less anything) report it. But REPORT
ONLY STATISTICS.
9 . Continually find out what's working well and why things
working well in one org aren't in another. Realize faulty
utilization, not the policy itself, is the commonest fault. Like a
technique, they're not using it right.
10. Report large statistic changes up or down you notice in any
org at once to your superiors and your senior Comm-Member or
superior, and report loudly when statistics continue bad. Report
very loudly and until you are heard.
11. Kill off "bush telegraph" with facts. Reduce the rumour
factor all you can. It is valueless in itself being fragmentary
data. Use it only as a signal to get more specific data before you
make up your mind or report it to anyone.
12. Be absolute death on "everybody". Anyone saying, "Everybody
here says ", "The field here thinks'', "They " or such generalities
should be sharply answered with WHO SPECIFICALLY says or thinks or
feels? You'll find one or two people have become "everybody" as
that's the mechanism of an ARC Break - when people have an ARC
Break in general they generalize. Reporting the opinion of one
person in a zone as the "opinion of everyone" in that zone can
falsify ARC and ruin sound planning. Find out who "everyone in the
Academy" is - Bill or Pauline. An ARC Broken (upset) person,
misemotionally reporting in a letter or telex invariably
generalizes broadly in an effort to justify his misemotion and make
a proper effect. In finding out the exact identity of his
generalized "everyone" you cure his ARC Break and don't let it
cause ARC Breaks between your org and his.
13. Use your lines to bring order. Never use them to enturbulate.
14. Use the power of your line (its calmness and good sense) to
handle disturbances. Don't threaten or nag.
15. Material passing along the line is subject to the Justice
Regulations if the content violates any of them - i.e. inciting
to insubordination, mutiny, placing a superior in danger. Cold raw
statistics, provable facts alone do not violate the Justice
Regulations. Saying George X is "a lousy superior" is subject to
Committee of Evidence; saying "since George X took over this post
enrollment has fallen, being an average of 100 in the last six
months before he took over and only 15 in the six months
since" - if that is true and can be checked up on, it is not
Committee of
211
Evidence for the reporter. Facts not opinion keep a person
reporting (and an org) out of trouble. REDUCE RUMOUR AND OPINION TO
RAW DATA BEFORE YOU REPORT IT OR PUT IT ON LONG COMM LINES.
16. Differentiate amongst purposes, sub-purposes, senior policy,
routine policy, directives, momentary orders and advice. All policy
does not have equal value. Policy can't exist down to the details
of getting it into effect. That requires orders and advice. The
policy of "Get the job done!" is very senior to a policy relating
to the expenditure of ballpoints. A martinet is only one who
insists on following policy down to idiot level, using policy for
how to shine shoes or bite fingernails. A good leader only gets
major policy in hard and uses the rest as specific orders or
advices. Not following important policies is a shooting offense.
Using small policy as a means of avoiding the major policy is also
a shooting offense.
17. One mostly causes his own trouble on his comm lines. But like
the inexperienced auditor who can't spot the point where he started
the pc's ARC Break, the person who starts trouble on a comm line
seldom sees how or why. Usually it's not understanding what's said
or not answering.
18. Don't try to impress on org comm lines if you have nothing
really to say. "We're running a Great Comm Course here" is an idle
statement. "After taking our Comm Course, 91% of our students pass
their HCO Bd Provisional" is, if true, the only acceptable way to
brag. We have had too many "great auditors" and "great instructors"
whose statistics were down graphs and failed students. Brag with
statistics on an org comm line.
19. Warn when your senior or junior Comm-Member is "under the
gun" or getting into disfavour. (But say who says what. Never
generalize in such an instance. It's vicious and stupid.) For maybe
the person you warn is innocent and can straighten it up as so
often happens before a needless Committee of Evidence, called by
rumour.
20. Never recommend a solution in the absence of data. Less havoc
is caused by demanding straight data than by waiting a bit. If the
situation is an emergency, however, any policy or action is better
than no action.
21. Never decide about the truth about a person or situation in
the absence of data. In this case a lie is worse than no data at
all.
22. Realize when you catch someone in an outright lie about his
post, he is not working.
23. Detect non-compliance of orders by flashback or complete
absence of acknowledgement.
24. Be safe with policy. One is unsafe with off-the-cuff
recommendations contrary to usual practice no matter how bright it
may seem. When there is no policy use the purpose of the activity
to make your point. Don't use unusual ideas that don't fit the
purpose of the group you are advising. In the absence of known
policy, make the purpose serve instead and work out a solution that
forwards the purpose of the department or unit. Always report such
solutions when they work. Policy is a growing thing, based on "what
has worked". What works well today becomes tomorrow's policy.
25. Lost, forgotten or overlooked policy is more often the cause of
trouble than circumstances themselves. The person who is in trouble
got that way because of dropped policies. Policies are the
solutions which solved yesterday's lacks or troubles and which if
followed will prevent tomorrow's troubles. Therefore present loss
of or noncompliance with policy is asking for trouble tomorrow.
Almost all current trouble is occurring because of departures from
policy yesterday or from causes never before experienced by the
group. Policy is group experience. Followed, the group advances.
Abandoned, the group falls away. Only Scientologists dare become
fiends about following policy for only Scientologists know enough
to erase it when it no longer applies. But drop a policy as if one
were letting go the only piece of wood in the ocean - once gone
there may be no rescue to hand. To demand that unimportant "policy"
be followed slavishly or to use it to balk org purposes is another
way of dying. For it makes people fight major policy and fighting
that they have disasters. A group is only a collection of different
people without policy to agree upon. For policies are the points of
agreement which make the group into a True Group and an
irresistible force. Using policy intelligently is the only way a
group can ever advance.
212
No policy at all or non-compliance with major policy is the basis
of every upset that will be reported to you whether the fact is
stated or not. Purposes and Major policy are very safe roads.
Leaving them leads to too many quicksand pits for anyone to be mild
about departures from policy.
26. Be inexorable and continual in getting purposes followed and
major policies in. This is the whole secret of producing startling
statistics.
27. Use the formula for putting power and velocity into a line
and group: from the group purpose remove distractions, remove
barriers, thrust aside non-compliance with by-pass, strengthen the
edges of the channel and make sure there is a will to follow the
purpose. Like magic the group will come to life.
28. The way to audit a group that is in collapse is (a) get them
to realize their purpose, spot their past distractions, alter-is
and barriers and remove them, (b) get them to strengthen the
channel edges to prevent wandering off it, (c) get them to see how
the group purpose can be achieved, (d) take out of the group by any
method those who have sought to suppress or invalidate the purpose
or the source of the group's purpose, and (e) handle as a horrible
example all those guilty of non-compliance expressed as laziness or
mutiny, (f) provide space for the group to move toward in their
action and (g) spot the exterior opposition to the group's purpose
and begin to reduce it, (h) and be sure the group is energetically
led by someone dedicated to the group purpose and intelligent
enough to learn and follow policy and report new lessons.
If these things are done in the group even when not on its
individual members, life will magically appear, for the formula of
livingness has been used - which is "To have and follow a
purpose." Now if one also then audits the individual members of the
group to increase their abilities, nothing can stand in the group's
way and still remain standing. Man has hit on this formula
accidentally sometimes when starting a war or mob actions and the
result is highly destructive to one and all as the purpose was a
very bad one such as "Kill all Arabs" or "Lynch the man!" These are
just reactive bank purposes gone into frantic dramatization, not
rational thought. But Man rarely rises above this in applying his
instinctive feelings about groups. Sometimes there is a "born
leader" who knows the ropes by experience or instinct but his
ability is "unexplained" or called personal charm. When the purpose
is good it then has theta, not entheta, and the result is
fantastically successful. To the degree an executive can't or won't
do as a starting or continuing action (a) to (h) above, the group
fails and lacks life. There wild be as much life in the group as
the purpose is worthwhile and (a) to (h) is executed. The keynote
of insanity or death in a group or person is the presence of the
symptoms implied in (a) to (h) above. The ability to apply and
execute these is called "Leadership" or "executive action" in
Scientology. Mankind has not achieved a clear definition for either
until this time.
29. A comm line of an org is a trust, not a right. Anyone can
speak as he pleases on his own line. But when it is a group line it
is held in trust for the group and used for the group. Never
confuse one's own personal impulses and freedom of speech with the
comm lines of a hat in a group.
L. RON HUBBARD
LRH :jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
213
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 JANUARY 1966 Issue III
Gen NonRemimeo
SCIENTOLOGY ORGANIZATIONS COMMUNICATIONS SYSTEM: DISPATCHES
(Revises HCO Policy Letters of 8 April 1958 and 13 December 1962)
An intra-organizational dispatch is a simple thing. You can keep
a copy if you wish, but only one copy (the original) goes and comes
back.
When writing a dispatch, address it to the POST - NOT the
person. (If a person changes post, or leaves, if you address the
dispatch to the post, it will be received by the new occupant of
the post, but if you address it to the person, then if the person
leaves it may not be received and handled.)
Set up a dispatch as follows: (for information or advice)
Example:
Mimeograph Officer
Supply Offcer (date) _ _
Dear (c)
Your order of (message).
(complimentary close) Signature
or for a request or an order:
Mail Clerk
via Dir Comm (date)
HCO Area Sec
Dear_
Please see that (order or request).
(complimentary close) Signature
This form is used so that when it is ready to be returned, an
arrow can be drawn pointing to the post to which it is to be
returned, eliminating the need to write it. If the message is one
that should go in your hat, either put it in your hat and
acknowledge sender, or write it up for your hat, returning the
original to sender. If the
214
dispatch comes to you from a junior always insist the junior has
attested "it is okay". If you in turn wish to send it on, you too
must attest "it is okay" and send it on. If it is not OK return the
dispatch to the originator stating briefly why it is not OK.
The receiver handles the dispatch and retains the dispatch until
such time as it has been completely handled. If it is a matter
which involves days or weeks, you can dispatch the sender stating
that such and such is being attended to and expected to be complete
within a certain time - but retain the original dispatch until
job is done, then return it to sender marked "DONE". Do not return
the original with "It's being attended to". Originals only return
with "DONE" or "Can't be done". Otherwise the communication stays
incomplete.
When replying to a dispatch, put down the date of the message.
Dispatches are handwritten. Executives, other than Exec Secs,
should not have their dispatches typed by a secretary except where
the dispatch contains large volume.
COLOUR FLASH SYSTEM FOR DISPATCHES AND LETTERS
The colour flashes for paper for divisions are as follows:
HCO Division 1 - Gold HCO Division 2 - Light pink or
violet
Division 3 - Deep Pink
Division 4 - Green
Division 5 - Grey
Division 6 - Yellow
Division 7 - Brown [Public Division Flash
Colours
Division 8 - Orange added per HCO PA 23 May
1969.]
Division 9 - Blue or White
White paper is also used for letters to the field, business
houses, Board minutes, and for manuscripts and research notes.
Copies of letters written are on the colour flash of the division
writing the letter. WRITTEN REQUESTS
If you have a request, put it in writing. Do not go to the person
and expect him to carry your request around in his head. Personnel
are not supposed to present their body, nor their body with a
dispatch to other personnel except for actual conferences which are
kept to a minimum. Few things need conferences. Dispatches take
care of 99% of organizational business.
COMM CENTRE BASKETS
The Comm Centre contains a basket for each staff member. Each
basket is tagged with the person's name and underneath the name is
their post or posts. Each person is responsible for delivering his
own dispatches to the proper baskets and for picking up daily his
own dispatches. Do not fail to pick up your dispatches at least
twice a day (once in the morning and once in the
afternoon - make your own schedule). But do not let dispatches
pile up in your basket.
In larger orgs a Comm Centre and separate Divisional Comm Centres
may be instituted. The Comm Centre would consist of one basket for
each division plus a basket for L. Ron Hubbard and an outer org OUT
basket. Each divisional comm centre is placed in the divisional
working area with a basket for each staff member in that division
plus a divisional in-basket and a divisional out-basket. An HCO
dispatch courier would be responsible for delivering dispatches
into the divisional in-baskets and from the divisional out-baskets
into the comm centre baskets. The sec sec is responsible for the
distribution of dispatches from the divisional in-basket to staff
members' baskets.
215
ORGANIZATION BOARD
Keep abreast of all post changes. As the Org Board is changed,
the Comm Centre baskets are changed. Always know who is occupying
what post so that when you deliver a dispatch you will always know
whose basket it goes in. If you are not sure, check the Org Board.
RESPONDING TO COMMUNICATIONS
Handle your dispatches daily. Do not let them stack up on you.
When someone sends you a dispatch let them hear from you. Do not
get the reputation of 'I hesitate to send so and so a dispatch
because I don't know when I'll hear from it, or if I'll ever hear
from it.' DO NOT LET YOUR DISPATCHES DEAD-END. When you let your
dispatches (or letters) stack up on your desk, you are in actuality
chopping the comm lines of the organization in so doing chopping
your own pay cheque.
ANSWERING LETTERS
Secretaries who type letters should always take care to staple
the carbon copy on top of the incoming letter - do not use a
paper clip. In answering letters, answer their questions. Give them
the information they are seeking. Use the gradient scale method. DO
NOT FAIL TO ANSWER THEIR QUESTIONS. If you don't know the answers,
find out.
ORIGINATED DISPATCHES
The purpose of the secretarial unit is to type answers to
letters. Most all intra-organizational dispatches can be
handwritten: this saves time in putting them on tape (when you
could be writing them yourself) and saves the transcriber's time
for replying to letters. Stay in communication with other staff
members and with our correspondents. If you don't handle your
dispatches properly don't reply to the sender, as I said before,
you are cutting your own pay cheque.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The two earlier issues of 8 Apr '58 and 13 Dec '62 were
the same basic issue as the above Policy Letter, with a few changes
reflecting the evolution of the Comm System and the Org Board.
13 Dec '62 was a straight reissue of 8 Apr '58 - as part of
the Reissue Series (7) - with minor changes such as the
inclusion of a salutation in the dispatch example, and in the first
paragraph under Comm Centre Baskets, addition of a phrase, "(except
in some larger Orgs, where there is a Communicator for this
purpose)" after the sentence saying each person is responsible for
picking up and delivering his own dispatches.
4 Jan '66, Issue III (above) gave two dispatch examples instead of
one as given in both earlier issues, showing the different routing
for information or advice and for a request or an order; added the
second half of the last paragraph on page 214 re including the
attestation "it is okay" on a dispatch; updated the Colour Flash
System in line with the 7 Division Org Board, which in the earlier
two issues had been based on type of dispatch, report, letter,
carbon copy, etc. as opposed to Divisional colour flash; and
deleted a second half of the paragraph entitled Written Requests,
which read, "We have a Comm Centre where dispatches are to be
placed. Place your dispatches in the person's basket not in his
hands. IT IS ANXIETY ABOUT COMMUNICATION ONLY THAT CAUSES PEOPLE TO
JUMP THE LINES. There may be, however, a few exceptions:
emergencies, or if you have a large article that would not fit into
a Comm Centre basket. The point is, do not run around all day
handing people dispatches, nor put them down on someone's desk.
This tends to interrupt their work and causes confusion on the
lines." It also added the second paragraph under Comm Centre
Baskets re Divisional Comm Centres; and under the paragraph
Answering Letters, after the sentence, "Give them the information
they are seeking," deleted " - but do not try to sell them a
course and an intensive if all they want is some information
concerning an ad we are running."]
216
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 JANUARY 1966 Issue II
Remimeo HCO Area Sec Hat Dir of Comm Hat Comm Inspector Hat
HCO Division, Dept 2
COMMUNICATION INSPECTOR HAT
The purpose of the Communication Inspector is:
"TO HELP RON KEEP THE ORGANIZATION THERE BY ASSURING
COMMUNICATIONS IN TO THE ORGANIZATION ARE ANSWERED."
The duties of the Communication Inspector are:
1. To inspect In baskets for unanswered communications especially
when the Letters Out statistic is down and Letters In statistic is
up and to make a complete report to the HCO Area Sec via the Dir of
Comm who calls a hearing immediately on people responsible for not
acknowledging communications promptly.
2. When statistics still do not rise, the Comm Inspector goes
through Pending baskets weeding out Dev-T and Misrouted particles
and putting them back on lines to the originator, and makes a
complete report to the HCO Area Secretary.
3. If the statistic still has not gone up, the Comm Inspector
goes through desk drawers, filing cabinets and any nook and cranny
in the org searching for hidden letters, book or tape orders,
requests for information, or any communication dead ended some
place. In this Inspection he can look through CF files, personnel
files, all Letter Registrars' files, random baskets, shelves,
bookcases or any place else he wants to look. He then reports what
he finds and the HCO Area Secretary acts accordingly. It may be
found that orders for books, tapes, or advance registration
payments and letters may be stacked up in Invoicing or in the
Shipping department and in one case, some of these orders months
old were found in a box in Tape Archives!
The Communication Inspector has as his primary concern ferreting
out jammed inflow lines and getting letters flowing. If the HCO
Area Secretary does not act on reports of Negligence by an Ethics
Hearing and in cases of Gross Negligence and Danger by assigning a
Danger Condition, the Comm Inspector makes a report to the HCO Exec
Sec and if still no result cables the HCO Exec Sec WW.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
217
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JULY 1966
Remimeo
All Staff DESPATCHES, SPEED UP
DESPATCHES, STALE DATE INTERNAL DESPATCHES
Any staff member receiving an internal org despatch that has been
enroute more than three days (dated the fourth day earlier than
date of receipt) must report the matter to the Director of
Communications who must thereupon request the Director of
Inspection and Reports to investigate and report to Dir Comm and
order any resulting Ethics action.
If an internal despatch is received back by the originator more
than six days after origin the same procedure must be followed.
If an answer to a despatch is not received back by the originator
in a period of six days the same procedure is followed.
These time lags of 3 days and six days are to be considered
extreme.
If damage results or expense occurs because an urgent message was
not marked RUSH or if a RUSH message did not promptly arrive, the
same procedure is followed.
EXTERNAL DESPATCHES
Any external despatch received with a date of 3 days earlier plus
ordinary transmission time must be so reported to Dir Comm and the
procedure is the same as Internal Despatches.
If a despatch is not answered in six days plus double
transmission time, the same procedure is followed.
On Rush Despatches, any despatch older than 1 day is considered
stale dated where telegraph or telex exists.
STALE DATE
The term "Stale Date" (used previously by banks on cheques) means
any despatch or answer that is older than one should reasonably
expect when one receives it or any answer that is older in date
from origin to answer or answer to receipt than one should
reasonably expect.
VIAS
These regulations apply to all despatches and include all vies.
EXTRAORDINARY LOCATIONS
Locations which are not served by airmail, telex or telegraph are
considered extraordinary locations and stale date occurs only when
reasonable expectancy is exceeded.
TIME MACHINE
All orders or queries may go on Time Machine.
A junior may place queries or info on a Time Machine to a senior
and may complain to Dir Comm re stale date.
A junior Org may place queries or info going to a senior Org on a
Time Machine and may complain to Dir Comm re any stale date.
COPYING DESPATCHES
Anyone sending a stale date complaint to the Dir Comm must first
answer or handle any despatch he is holding and send it to the Dir
Comm with its answer.
Dir Comm copies or xeroxes the original and the answer promptly
and sends the original on to its next recipient and uses the copy
only for investigation.
ALL ANSWERS DATED
Answer notes on despatches and answers must hereafter be dated by
the answerer.
All despatches are of course dated by the originator.
L. RON HUBBARD
LRH: lb-r.rd
Copyright (c) 1966
by L. Ron Hubbard 21S
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 OCTOBER 1966
Remimeo
All Staff Hats
Dir Comm Hat
Dir I&R Hat
Inspections
Officer Hat STALE DATE REPORTS
When reporting a stale date to the Director of Comms, bear in
mind that a weekend during which a staff member is not on post does
not count as two working days in the routing of a despatch. A
despatch dated Friday, October 7th and relayed by the next terminal
on Monday, October 10th is not stale dated right there if the
terminal was not on post on the 8th or 9th, and did not receive it
till the 1 0th.
In order to pinpoint the exact source of any delay in handling
and/or forwarding a despatch, all points through which it passes
must not only initial and okay it, but date it as well. A series of
initials tells the Director of I & R nothing as to which of them
might be responsible for any delay and necessitates body traffic.
Where action required on a despatch will take such time as to
make it impracticable for the originator to receive back his order
or request within six days of the date of origin, the person
carrying out the order or request must briefly acknowledge receipt
of the despatch to avoid a stale date report on himself.
Such examples are where a Purchase Order is sent to Financial
Planning by Purchasing Officer and where Printing Liaison Officer
must obtain and get accepted quotes for the printing of materials.
The acknowledgement can be sent direct to the originator and
should preferably put in the R factor as to what is being done.
Apparently losing sight of a comm cycle can be upsetting to a
staff member. Keep him posted.
LRH :lb-r.cden L. RON HUBBARD
Copyright (~)1 966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 SEPTEMBER 1966
Remimeo
SECURITY TELEX FILES
All Telex Files must be safeguarded by the Director of
Communications and must not be available to casual callers in
Reception.
This may mean keeping Telex Files in the Communications Office
distant from the machine.
COMM CENTRE
Dispatches in the Comm Centre must be safeguarded against public
or unauthorized interference.
This is commonly done with locked divisional boxes but if so,
keys may not be left in the locks.
ORG BOARDS
The WW, Saint Hill Day and Foundation Org Boards should be hung
on the walls in Reception or otherwise displayed where they can be
viewed by staff and public.
LRH:lb-r.cden L. RON HUBBARD Copyright Q) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED 219
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
BLUE ON GOLD
HUBBARD COMMUNICATIONS OFFICE LONDON (Issued at Washington) HCO
BULLETIN OF 15 JANUARY 1958
To: All Staff for info
For Hats of Assistant Secretaries
FIELD OFFICE COMMUNICATION
If field offices will write one subject per one letter and use
airletters they will get faster service from London and Washington.
Several subjects per letter pose difficulties of interoffice
transmission in London and Washington. Thus a field office may feel
ignored when its correspondence is only held up.
A field office should not write to Organization Secretary or
Association Secretary but to the department from which it wants
something such as certification or shipping or address files.
Don't send things to a person, send them to a function. People
sometimes change on post but functions are always covered.
It is cheapest and fastest for a field office to use airletters.
Washington and London should reply in kind or by air where
feasible.
It is the lot of a smaller office to wear many hats per person.
This cultivates the idea of people rather than functions. But
functions get routing in Washington and London.
The way a field office gets impatient and lonely is by getting no
answers. This Bulletin is in the interest of getting more answers.
We are getting awfully large as an organization. Governments
believe large organizations can't be efficient. We don't believe
that so we will have to seek ways of being more efficient even if
awfully larger. Clean comm is the best answer.
LRH: bt.rs.rd L. RON HUBBARD 20.1.58
SURFACE MAIL
All heavy packets of papers are sent by surface mail, but packets
so sent are still given designating numbers. [See pages 224-225 for
number system.]
ADDRESSING
Addressing is much facilitated by rubber stamps for principal
offices. But where a number of city offices and area offices are
regularly distributed to, a hand addressograph machine with the
office address files on silk screens should be resorted to.
When handling less than ten offices, rubber stamp addresses are
adequate.
These should be kept on a board near the person (usually HCO
Steno) who actually packets up mail and mails letters for HCO.
L. RON HUBBARD
[Excerpted from HCO P/L 2 March 1959, HCO Cable and Dispatch
Designation System. Its revision of 4 January 1966 appears on page
224.]
220
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 15 JULY 1959
CenOCon
HCO SAINT HILL CABLE DESIGNATION
The cable designation for HCO World Wide at Saint Hill consists
of the letters SH.
HCO Saint Hill will begin using this designation at once. When
replying use the numbering system as usual.
PH:ps.rd Peter Hemery
Copyright(~) 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex EXCERPT FROM HCO BULLETIN OF 12 AUGUST 1959
HCO Franchise Holders
HCO Offices
Central Orgs
MA CABLE, DON'T PHONE
We are so few at HCO WW and covering so many fronts that we
cannot accept the phone calls that keep coming in. In the first
place a transatlantic call takes usually an hour or two of waiting
by one of us before it is fully connected. Such calls have taken 12
hrs to complete. And we have missed completion so often after such
wasted time and have had such bad inaudible connections even with
domestic calls in England, that it's no phone.
Use telegrams and cables instead, they're faster. They have a
memory. We can handle them without missing data not put down after
a phone call.
In the manor staff office we have a Telex. That's a teletype like
in the telegraph office. About five minutes after you file your
telegram or cable it comes complete and accurate out of our Telex,
typed with copies. These don't get lost. They get instant attention
from the Communication guard.
When a small group such as ours at HCO WW are handling indirectly
several hundred thousand people, and are handling directly, at any
given time, a few thousand and intimately a few hundred scattered
all over Earth, we have to have a Communication discipline to get
anything done. You're part of that Comm system, so if you want
something done, be brief, to the point, and use:
Airmail Airletters Cables Telegrams.
And you'll be heard fast.
Be pointless, use phones, come in person, and you won't be heard.
You are much closer to HCO WW at your letter box or the telegraph
office than you would be standing at the Manor's front door. We're
proud of our Comm system. Use it!
LRH:brb.rd L. RON HUBBARD
Copyright (c) 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
221
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 AUGUST 1959
CenOCon
HANDLING OF TELEX MACHINES
A telex must not be turned off, shut off or left off overnight or
weekends.
It does not burn any juice.
The hum you hear when the motor isn't running is the looseness of
transformer coils singing, it does not mean any juice is being
used.
There are three shut offs on the machine, these are the shut off
in the kneehole below the teletyper, the plug or switch into the
mains, and the fuse box which is in the building; this can be
pulled off or its fuse burned out.
If the machine isn't humming when you leave the office, it's off,
so stop and listen to it just before you close the office door for
the night.
Further, because the paper in the machine can jam, you must leave
the tape able to run whenever you are not using the machine.
Therefore, even if incoming traffic runs into a paper jam and/or
end of paper roll, the tape will keep going, then you can, if you
come in and find the paper gone or scrunched up, put in a new roll
or straighten out the paper and simply run off the tape and you've
got your traffic.
Always use an answer back at the end of any transmission to be
certain that the message went into the distant machine all the way
and that you were still being received at the end of your
transmission.
Always date and time your originated despatches, this is not
important on answered despatches as you have the name of the
despatch being answered.
Never distribute the original copy, it is unique, there is more
than one carbon copy but only one original. Therefore, originals
must be put into the traffic basket always as soon as received and
only carbons distributed to the addressee in the office or the
person being infoed.
Keep a slate beside your telex so you can always write down your
consecutive despatch number. When more than one telex is in a
system you can have a number for each station you are transmitting
to, these should be kept on the slate.
Use telex as though you were sending telegrams on short distance
calls, you can chat on one if you're speedy but on long distance
calls never chat, just send and receive, for the cost is too dear.
At the same time, always send an adequate message so that two
more don't have to be sent to clarify what you meant in the first
place.
We will not use telex on short or long distances without an
absent subscriber attachment and a tape cutter and transmitter.
Always cut your message on tape and then transmit the tape unless
you can do sixty words a minute without a falter (2�8:� 8' -2%7)
%-'5 %94 .9'5 5609'5').
When you first receive a telex, use, use, use it, use it all on
"local", send lots of messages to yourself, cut lots of tape to
yourself, get very familiar with it, then do sending and receiving.
Use it for typewriting inter-office despatches and such and in
that way you'll get familiar with it.
An office that has a telex has no business using phone or
despatches between it and another station. In nearby traffic only,
route everything over the telex. The value of this is to kill the
mystery. Phones are psychotic, they have no memory. Despatches are
isolated lines. Use the telex for all traffic and educate everybody
in the office to read the traffic; fix it up so people can get to
the baskets and read the whole traffic daily. Better understanding
and cooperation will result, thus better teamwork. Only this
justifies a telex, so suppress any feeling that everything should
be secret and open up those lines to get everybody out of mystery
and cracking. If you do this the telex is worth about �5000 per
year. But if you use phones and despatches alongside a telex,
you've defeated its purpose entirely. And it will serve no other
useful purpose.
LRH:brb.cden L. RON HUBBARD
Copyright (c) 1959
by L Ron Hubbard
ALL RIGHTS RESERVED
222
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
BULLETIN OF 21 OCTOBER 1959 Reissued from StHill
CenO
ADDITIONAL MESSAGE DESIGNATION
A new designation should be added to your list of letter
designations for cables and dispatches. This consists of the letter
R. It is used only by LRH when personally writing cables and other
dispatches.
When replying, use the numbering system as usual.
LRH:js.cden Peter Hemery
Copyright (c) 1959 HCO Communicator
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 OCTOBER 1961
HCO Secs Assn Secs Org Executives only
FRIDAY CABLES
Do not send on any Friday cable entheta to Saint Hill. It arrives
overnight on Saturday morning. Only I am here. There is no office
staff present at Saint Hill on Saturday or Sunday. There is only
myself.
When you send off a night letter full of emergency on Friday it
arrives on Saturday.
There is no way to care for it. You are not in the office. I
cannot contact you. There is nobody here to gather documents, type
letters, run telexes or mail letters.
You couldn't figure a better way to throw the wheels out of gear.
On three of the last four consecutive Saturdays I have received
cables containing a demand of violent fast action. All right, what
the hell, you're not on deck, there's nobody here except myself. I
have to spend all of Saturday and sometimes Sunday catching balls
somebody has dropped.
The data in these cables was in each case known fully on Thursday
or could have been sent early Friday by fast rate. Some staff would
have been here to give a hand.
Of course, there's a much better idea. Get some order into
things, stop dropping the ball and having emergencies.
All emergencies stem from omission of action at a proper time. Do
things right when they should be done and emergencies do not occur.
L. RON HUBBARD
LRH:md.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
223
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 JANUARY 1966 Issue II
Gen Non-Remimeo
HCO CABLE DESIGNATION SYSTEM (Revises HCO Policy Letter of 2
March 1959, HCO CABLE AND DISPATCH DESIGNATION SYSTEM)
To save time and money and to increase understanding and ease of
handling communications a precise cable designation system is
necessary.
Smooth HCO Communication depends upon close adherence.
NUMBERING
All cable messages between and amongst HCO Offices must be
consecutively numbered from each office.
The numbers begin January first of any year and close December 31
st at midnight. To begin the system start with the number at one.
LETTER DESIGNATIONS
After the cable number comes the Letter designation of the HCO
Area office (as given below) so that the beginning of the text of a
cable from Washington DC would be 344DC - 344 being the cable
number and DC being Washington DC, the originator of the cable.
Letters must not be the same for any two offices.
WORLD WIDE DESIGNATIONS
R - Cable personally originated by myself. The number
preceding it is the date sent, e.g., 16R means originated on the 1
6th day of the month by myself.
WW - World Wide - International Executive Division. These
are numbered consecutively.
HCO CONTINENTAL OFFICE DESIGNATIONS
UNITED STATES US NEW ZEALAND NZ
UNITED KINGDOM (c) UK AFRICA AF
AUSTRALIA (c) AU FRANCE ..... ...... FR
HCO AREA AND CITY OFFICE DESIGNATIONS
SAINT HILL SH SEATTLE SE
LONDON L HAWAII HAW
WASHINGTON, DC . . . . . . . . DC MELBOURNE . . . . . . .
. . . .ME
LOS ANGELES . . . . . . . . . . . LA PERTH . . . . . . . .
. . . . . . . . PE
NEW YORK (c) NY SYDNEY SYD
MIAMI MM ADELAIDE (c) AD
TWIN CITIES TC JOHANNESBURG JB
PORTLAND . . . . . . . . . . . . PRT CAPETOWN . . . . . .
. . . . . . . CT
DETROIT . . . . . . . . . . . . . DET DURBAN . . . . . . .
. . . . . .DUR
AUSTIN AST PORT ELIZABETH PEL
AUCKLAND (c) AK PARIS (c) PS
224
MESSAGE FORM
When a specific person is to be reached the message starts with
that name, usually the shortest first name of the person in the
receiving office or the hat to be reached is used. Example:
344DC STENO or 344DC MARY
..
Persons sending cables should sign the cable with their name
followed by the name of their post abbreviated. Example:
MARY STENO
The final form of a message would be:
Cable Address of the Org. SIENTOLOGY WASHINGTONDC =
344DC JOHN BOOKS SHIPPED TODAY BY EXCALIBUR US LINES BEST =
GEORGE SHIPPING
If the cable message is to a comm member designate the cable as
per the Comm Member System.
REPLIES
When a message is replied to, the sending office designation is
retained and a number giving consecutive times it has been used is
added after the office letters of the sending office, such as:
344DC replied to by Saint Hill becomes 344DC2
There is no reason to say 344DC1 because the 344DC is always
"message one". When 344DC2 is replied to the next message becomes
344DC3.
This is a vital action. We have several times had an office
receive three or four cables all on the same subject each
correcting the last and have been unable to determine even from the
cable company which was the last message and therefore the correct
one.
344DC as above would be answered from Saint Hill:
SIENTOLOGY WASHINGTONDC = 344DC2 THANKS = JOHN BOOKS
Another cable, still concerned with the same books from DC would
be:
SIENTOLOGY WASHINGTONDC = 344DC3 CORRECTION SHIPMENT ON SS
CONSTITUTION = GEORGE SHIPPING
meaning the Telex Operator was told to correct and did so. As
344DC is still available in the cable file the texts do not need
long descriptions to continually identify the message or people
involved. This means greater clarity and greater economy.
225
CHARACTER OF CABLES
Cable messages must be meaningful. Don't let economy rob the
meaning by too close wording for if the text arrives unclear, two
more cables will be needed to explain it.
Example of Error
235JB ARRIVING TODAY = JOHN ADDRESSO
Who is arriving? Where? So we'd have to send:
235JB2 WHO WHAT = T JOAN TELEX
meaning the telex operator and the recipient are in the dark.
This would then have to be replied to with the text that should
have been sent in the first place:
235JB3 TOTAL MAILING LIST ARRIVING LONDON AIRPORT TODAY
The two needless messages are nothing to sneeze at at the current
cost of cables. Yet they become necessary because the sender failed
to realize the text was inadequate.
CABLES REPEATED
All Org cables are repeated in routine airletter despatches
carrying the same numbers as the cable as confirmation that a cable
was sent or a copy of the cable from the telex, with "Confirmation
Copy" written along the top of it, is sent to the org concerned by
airmail in the usual org mail.
L. RON HUBBARD
LRH :ml.rd
Copyright (c) 1966 [Note: SY for Sydney has been changed
to SYD per
by L. Ron Hubbard HCO P/L 25 June 1966, DB for Durban has
been
ALL RIGHTS RESERVED changed to DUR per HCO P/L 10 February
1969.]
[Note: This Policy Letter was cancelled on 11 April 1973 and
replaced by HCO P/Ls 8 April 1973, How to Write a Telex, 9 April
1973, Telex Numbering, 10 April 1973, Org Designation System, 10
April 1973-1, Org Designation System Addition, and 15 April 1973,
Telex Confirmation Copies, in the 1973 Year Book.]
[Note: When originally issued this P/L included
Dish Communicator's lines.
atch Briefing, deleted in the 4 Jan. '66 issue. It is When
this airletter arrives in London, it is presen
mcluded in this footnote as of interest in the
evolution ted to me as itself, but any message for another
person
of Scientology Organizations. is taken off of the
airletter by the receiving HCO
MESSAGE FORM Communicator and put in the dispatch lines.
When it
is answered, the answer is added into the returning
The most basic form of written dispatches is
given airletter dispatches
in the Central Org Color Flash and Dispatch system.
These are numbered only if they are put into HCO The
original airletter Is presented to me m com
pany with two airletters
lines between offices. ? e s and one sheet and carbons so
fixed that there is a carbon of anything written on the
They are then given the next consecutive number airletter.
Of that office and so enter HCO lines numbered. The new
airletter is as follows: 613LA2 Answered
To enter HCO lines they are usually briefed on 614LA2
Answered,etc.
HCO color paper (orange) and numbered. In any event The
answering airletters (one original and one a
they are numbered. Sometimes they are briefed and carbon)
do not repeat text. The original of the ans
cabled or telegraphed. But they are always
numbered. wering is mailed airletter back to originating office.
DISPATCH BRIEFING The carbon of the answering airletter is
mailed to the
HCO Continental office of the originating office. The
Dispatches when converted to airletter are handled orange
carbon of the answering airletter is clipped to
as follows: the original briefing airletter and held in
London files.
The original is numbered and held in a folder in a The HCO
Continental of rice has received a copy of
basket stack along with other dispatches being briefed the
original brief airletter. When HCO Continental
on that date. Two copies are inserted behind the receives
the answering carbon airletter it clips the two
airletter. The airletter is started by the
notation: together, the dispatches and the answer, and is ap
LA to L 613-619 prised of decisions and actions taken in
and about area
(the dispatches included in the letter). The first
dis- offices..
patch is given its number and a briefed text - In any
Continental office there is always also an
613LA the text follows area office. That the two are near
together does not
614LA the text follows, etc. excuse failure to follow
communication procedure as
One copy of this airletter is held in the folder for HCO
Continental files will soon be wholly separate
later files, one copy goes to the HCO Continental (or from
area files and even when in the same town they
the continent of the originating office) and the air- will
be in different buildings.
letter is mailed. No one is to use any lines but the When
any office originates airletters, this proce
HCO Communicator's lines in sending dispatches to cure is
followed except by HCO Continental offices
me and only those things that are my personal bust- where
only the original and one orange copy are sent
ness such as Washington dispatches and Advisory and the
original and one orange of the answer are
Council Reports are to be sent through the HCO returned. ]
226
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 JULY 1966
Gen Non-Remimeo HCO Area Sec Hats Dir I & R Hats OIC Section Hats
Dir Comm Hats Telex Operator Hats
OIC CABLE ARRIVAL TIME, CHANGE OF
(Changes last paragraph of Pol Ltr of 4 May 1966, OIC Report
Form)
Due to increased traffic and the need to have a fast flow, OIC
Cables from area orgs or Continental Divisions must arrive at WW no
later than Saturday noon.
This can be done if OIC Officers ensure that the Divisional
statistics are reported to them by Friday noon.
The Dir of Comm at Saint Hill needs to have someone who can
operate a telex machine on post Saturday morning or afternoon to
check the collations of these cables, getting any corrected with
the telex company.
The cable, stapled to a carbon copy, should be placed on the desk
of the OIC Officer WW in a basket labelled Cables IN.
L. RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
227
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 AUGUST 1966
Remimeo LRH Comm HCO Exec Sec HCO Area Sec Dept of Comm Telex
Operator
USE OF TELEX MACHINE
The Telex is a means whereby two stations can be in direct
hook-up with one another via the keyboard. The telex machine can
also be used for telegrams and cables.
The choice of which method of communication is to be used depends
on (a) length of message or (b) necessity for speed.
DIRECT HOOK-UP
Direct hook-up is used if it is necessary that the information
arrive immediately. This would be necessary usually in a state of
grave emergency or danger only. The information is being received
at the same time it is being transmitted. If you can dial direct
all the way, this is charged for by the minute with a minimum of
one minute at �1//-d. If it is necessary to use the operator at any
point, it is charged for by the minute with a minimum of three
minutes, �3/-/-d for three minutes.
Even though one may wish for an immediate answer to a telex, it
is necessary to work out what time of day it is at the receiving
end. It is quite useless to send direct hook-up from England to
Australia if it is the middle of the night in Sydney, for example.
CABLE
Cable is costed per word. There are three forms of Cable. LT =
night letter rate. There is a minimum charge for twenty two words
�1/-/2d to Australia - South Africa and 1 5/7d to USA. 0RD =
full rate and is charged for by the word, 1/1 Od to Australia and
South Africa and 1/Sd to USA. Eleven words ORD rate is the same
cost as twenty two words LT rate. URGENT = costs twice ORD rate. LT
travels overnight. ORD takes 1-1 1/2 hours. URGENT takes about 15
minutes. Cables to USA from England are automatically treated as
URGENT by the Post Office so you do not need to address these as
Urgent.
There is a point in length of cable, even LT, at which the cost
of sending by Cable would be more expensive than sending a telex.
You need to assess this point and this is easy to do.
All telexes and cables should be precut on a tape by use of a
tape cutter. Cut your tape, making sure you have no errors, then
run it through your machine on "local" and time the tape running
through. Work out cheapest rate. Example: A thirty word LT Cable
costs �1/7/6d, but if it takes only 57 seconds to run through the
machine it is of course cheaper to send it direct hook-up which for
1 minute the minimum is �1/-/-d.
One advantage of sending cables is that if the message arrives
scrambled one can call the Cable Co and get it redelivered. BUT on
a direct hook-up you cannot do this, therefore it is essential that
the tape cutter be left on for 24 hours per day. This is a cardinal
rule for a telex operator and must never be forgotten.
It is a false economy to turn off your tape cutter. A few feet of
used tape is far less expensive than an unreadable or lost cable.
228
If the paper in the machine runs out at night, or if the machine
jams you can run your tape through the machine next morning and get
all your cables printed up.
But if the telex operator left the tape cutter "off" and a direct
hook-up came in overnight when the paper had run out, then you have
lost the telex forever and this could cause a grave emergency. This
has happened at least once at Saint Hill and it should be treated
very seriously and be the subject of an Ethics Hearing.
The Telex Operator is responsible for seeing that executives
wishing to send cables and telexes have worded them as concisely
and briefly as possible and she has every right to turn back a
verbose and lengthy cable for reduction of length. All the vies
used in despatches are not, repeat not, printed in the cable. This
is a very expensive method of communication and must be treated
accordingly. The cables are sent direct as per HCO Policy Letter
March 13, 1965, Issue II, The Comm-Member System, Routing Policies
Section, Volume 1 - page 207, ORDERS No. 7.
This Policy Letter applies to Saint Hill and in general applies
to other orgs although their cable codings may be different.
All orgs should have a cable address registered and should notify
Saint Hill and their other Continental Orgs of their Cable
Addresses and of any change of Cable Address.
The staff of the Dept of Comm, HCO Division 1, HCO Area Sec and
LRH Communicators should all be conversant with using a telex
machine.
And last but not least, at all times keep your equipment clean,
tidy and in good order with all necessary call numbers and
instructions posted clearly and neatly.
L. RON HUBBARD
LRH :lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
229
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 MAY 1968 (Amends HCO Pot Ltr of 23
April 1968) Gen Non-Remimeo
TELEX COMM CLARITY (Dev-T Series)
Communications - particularly telex communications - are to
be written in such a way as to be understandable. Vital words are
not to be spared under the guise of "saving money", or some such
consideration. All words necessary to the understanding
of the communication are to be used.
Dev-T, expense, waste of time and executive man hours are spent
by incomplete communication.
EXAMPLE:
Origination
127WW HCOESNT Immediately convene Board of I to investigate
dropped stats in Wollongong Love HCOESWW.
Reply
127WW2 HCOESWW Done Love HCOESNT
This reply is incorrect as it doesn't say what this is all about
and now requires executive time in looking up the original telex.
Correct reply would be:
127WW2 HCOESWW B of I convened on Wollongong stats. Love HCOESNT.
Another example of incorrect communication would be an
originating telex needing clarification, thereby requiring 3
telexes before one can begin to comply or answer. Telex lines are
for speed and quite often there is not time to get clarification.
Therefore a message may go unanswered.
Every person on these lines is ordered to groove this in and be
thoroughly conversant on the subject of telex communications and
how to write them. Seniors are to ensure this is enforced.
Irene Dunleavy
LRH:ID:jc.rd Staff LRH Communicator
Copyright Q) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Note: The telex numbering in the above Policy Letter has been
corrected to the standard form using the letter designation of the
originating office. The original 23 April '68 issue and 13 May '68
mimeo issue used non-standard numbering. A fully corrected mimeo,
as above, was issued on 23 July 1971.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 APRIL 1968
Gen Non-Remimeo
To ensure speed and accuracy of relay Telex traffic,
communicators must always include the word relay and destination,
i.e. DELD "RELAY PAYER AOA".
L. RON HUBBARD
LRH:jc.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
230
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 FEBRUARY 1969
Gen NonRem~meo TELEX LINES AND LOGISTICS
Your telex lines are powerful.
Don't use telex lines to comment. Don't use telex lines to
request or to report progress. Use them to get something done or to
report completions.
Two factors to remember about communication are that it can
become very expensive and very complicated if control is not
monitored from above.
Primarily the HCO Exec Sec of an org is responsible for the comm
lines of that org, and this includes telex traffic. The HCO Exec
Sec has full powers to disapprove or approve a telex to be
transmitted - and uses sound judgment and foresight in doing so.
Points to check for are:
(a) The need of the telex.
(b) Too lengthy in format.
(c) Too brief in format. (As this can create Dev-T needing a
request for clarification and its answer before it can be
understood.)
(d) Security.
(e) Logistics.
A large portion of an org's hard earned Income can be consumed by
paying excessive telex costs. It's an expensive business! The HCO
Exec Sec by ruling this area with an iron hand can keep
communication costs down to a minimum without cutting vital comm.
Logistics - don't put logistics on telex lines.
A logistics telex is only a commentary on the fact that nobody
acted soon enough when they knew they had to have it, which means
that planning is out; that there is no future planning to amount to
a hill of beans.
Logistics traffic can obtain NO logistics of any real use. Telex
traffic is too brief to do a good job on logistics, and usually
ends up in the org spending hundreds of dollars - but for
what - the goods still haven't arrived. Foresight and more data
in dispatches do better.
Commending can go out on telex lines, and a lot of good news can
come in on it. For example a new org is opening in Sweden, new
franchise Centers are opening, celebrities are coming into
Scientology, more Gung-Ho Groups are springing up, Ron's Journal on
the launching pad ready to be shot out to the outer orgs to boost
their stats. The point I'm making is that is legitimate telex
traffic. Telexes that have stats - that's legitimate traffic.
Logistics are not legitimate traffic on any telex lines having
anything to do with anything. I don't care if some damn fool was
silly enough to run out of asbestos roofing paper for his den or
whatever. Comm Ev him. "Why didn't you figure it out earlier bud? "
Something else which is a flaw on telex lines is just adding
"Rush" and "Soonest" and "Immediate" to a telex line giving a false
priority to every piece of traffic that goes on the lines.
Unnecessary addition of priority to telex traffic is silly. If it
is priority matter give it priority, but don't automatically add
priority.
To sum it up - don't put logistics on telex lines. It's a
Commevable offense.
Compiled from CS Order No. 46 by CS-3
LRH:RR:dl.ei.rd Robin Roos
Copyright (I) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED 231 Founder
HUBBARD COMMUNICATIONS OFFICE 1812 19th Street N.W., Washington,
D.C. HCO SECRETARIAL POLICY LETTER OF 17 DECEMBER 1958
DUTIES OF SEC'L ED
The Sec'1 ED shall publish all Secretarials to the Exec Dir on
blue paper, black ink, marked for local area. One copy to go on
Staff Bulletin Board, one copy to each staff person affected. Each
copy carries the corporate seal over signature.
The Sec'1 to the Exec Dir is also HCO Steno and is under the HCO
Area Secretary.
The Sec'1 ED shall act as secretary to the board where one
exists, to the Ad Comm or Ad Council and at staff meeting, shall
type, get signed and distribute the minutes.
The Sec'1 ED shall put into HCO Secretarial Letters any item she
is given originally from LRH intended for all orgs.
The Sec'1 ED shall convert any HCO Sec'1 Letter she receives into
a Sec'1 ED for the local area.
Sec'1 ED shall capture all seals of an org and shall hold and be
the only person to use these.
Sec'1 ED shall perform any other duties given by HCO Area
Secretary or HCO Communicator.
Sec'1 ED shall capture all random orders from exterior sources
which have by-passed the lines of the Exec Dir and shall refer them
to him for issue or cancellation.
All Org Board changes shall be done by the Sec'1 ED, all Hats,
and Hat changes.
DISTRIBUTION OF ORDERS
Original goes on Bulletin Board.
1 copy to Dept addressed.
1 copy to each hat affected.
1 copy to master file.
These in essence are the only legal hats of the org.
Colour of a Sec'1 mimeo is white paper green ink.
Colour of typewritten - green paper black ribbon.
No single mimeo or copy of Sec'1 ever goes out unsealed.
SEC'L ED
Priority of Speed:
1. Sec'1 ED
2. HCO Steno.
Importance of Job:
1. HCO Steno
2. Sec'1 ED.
Number all orders of F.C.D.C.
Sec'1 ED 1st Duty:
Capture all seals of org and HCO.
Sec'1 DC:
Pub Reg and CF Promotion/Liaison on rush basis.
No order may be valid in Area Organization from outside it
without Sec'1 ED publication.
232
I \ (c) / (I a \~=Q
US
(c)
The duty of HCO Comm and Sec'1 ED is to corral all random orders
running on lines and tunnel through Sec'1 ED.
L. RON HUBBARD
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
233
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HCO
BULLETIN OF 24 FEBRUARY 1959 (Issued in Washington)
LETTER DESIGNATIONS ON HCO BULLETINS
DESIGNATIONS OF TECHNICAL BULLETINS REGARDING CITY OFFICES AND
REISSUES:
BPI: BROAD PUBLIC ISSUE
These are issued to everyone and thrown all over the place.
CO: CITY OFFICE
These are issued to all City Offices.
SRCO: SELECTED RELEASE BY CITY OFFICE
These are issued to auditors enfranchised by City Offices.
CON: CITY OFFICE ONLY
These are issued to City Offices only, not reissued.
CENTRAL: HCO AREA OFFICES ONLY, NO CITY OFFICES
These are issued only to HCO Area Offices.
These designations will appear in the upper left hand corner of
the bulletin. All City Offices and HCO Offices reissue and
distribute to that effect.
L. RON HUBBARD
LRH: ph.gh.cden
Copyright(~) 1959
by L. Ron Hubbard [Cancelled by HCO P/L 22 May 1959,
Policy Letter
ALL RIGHTS RESERVED and Bulletin Distribution Code, Volume
1-page 236.1
HUBBARD COMMUNICATIONS OFFICE 1812 19th Street N.W., Washington,
D.C. (Reissued HCO - LA) HCO POLICY LETTER OF 25 FEBRUARY 1959
HCO MASTER FILE
Everything pertaining to technology, i.e. books, leaflets,
magazines, tapes, technical bulletins, and including other
bulletins and all policy letters are to be stamped:
HCO MASTER FILE DO NOT REMOVE
and HCO Master Files are to receive 2 of each of the above items
with the exception of tapes where there is only one master copy.
L. RON HUBBARD
LRH: iwh.pm.cden Copyright(~) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
234
HCO POLICY LETTER OF 29 OCTOBER 1957 HCO Secretary - Wash &
London HCO Clerk - Wash & London HCO Hat folder - Wash &
London
HCO FILES
The filing system of HCO will change as follows:
We have found it best fo file many things under projects rather
than company names, and individuals' names. For example, Office
Supplies. If you filed a letter having to do with Roneo's from the
John Smith Sales Co., a year later if you wanted to know which
company you called to repair the Roneo, you would find it easier
under "Roneo" than under John Smith Sales Co. Or if you buy drapes
from Simpson Fabrics, the next time you wanted to know the name of
the place, it would be found much easier under "Drapes" than under
Simpson Fabrics. All dispatches, receipts, etc having to do with
drapes would, of course, be filed under Drapes. This way everything
pertaining to a subject or project would be all together, not
scattered throughout the files.
Other than this, the present filing system remains the same.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 23 APRIL 1959
HCO FILING SYSTEM
CONTINENTAL FILES
1. City office file 2. Franchise for that city office 3. Accounts
of that city office 4. Bulletins 5. Paraphernalia and dispatches 6.
Letters 7. All other.
The rule in setting up files is: Each Division is itself and has
within it an alphabetical file. The latest data is always nearest
the top, or to the front of the file. The last or given name of the
company or person is used for alphabetizing. Titles of staff
persons but never their personal names are used in file headings.
HEADINGS OF HCO FILE DIVISION 1. RESEARCH AND WRITING 2. (a) HCO
DISPATCHES LOCAL AND (b) WW 3. HCO INTERNATIONAL (CONT. FILES) 4.
LRH PERSONAL AND LRH PERSONAL BUSINESS (LRH PERSONAL) 5. FILMS AND
PICTURES 6. PUBLIC RELATIONS 7. PUBLICATIONS
8. BULLETIN AND SECRETARIAL TO THE EXECUTIVE DIRECTOR - two
separate files
9. HCO BUSINESS FILES 10. HCO PERSONNEL FILES 11. HCO BOARD OF
REVIEW FILES.
On Bulletin and Sec ED files file by numerical or chronological
order and then file forward, that is, last thing put in drawer is
in front. Master files should be placed in very front of files.
Master copies are not filed with extra copies.
LRH:mp.rd
Copyright (c) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
235
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 22 MAY 1959
Broadest Issue
Cancels HCO Bulletin of February 24th
"Letter Designations on HCO Bulletins"
POLICY LETTER AND BULLETIN DISTRIBUTION CODE
Designations on HCO Policy Letters and HCO Bulletins indicate
dissemination and restriction as follows:
Letters occur in upper left hand corner of every Policy Letter
and Bulletin:
MA: MAGAZINE ARTICLE
To go into any and all official magazines.
BPI: BROAD PUBLIC ISSUE
Give to HCOs of all types, all staff of central
organizations, field auditors,
put in magazines, do what you like with it.
COF: HCO City Offices and all their field auditor HCO
franchises, central
organizations, HCO area, Continental and HCO WW.
COO: HCO City Offices only, not to be shown or given to
HCO franchise
holders or field auditors; also goes to central
organizations, HCO area,
HCO Cont, HCO WW.
CenO: To go to all staff of central organizations only
plus HCO area of fices HCO
Cont, HCO WW.
CenOCon: To go to Association Secretaries or Organisation
Secretaries of central
organizations only, not to staff; also to HCO Area Sec. HCO Cont,
HCO
WW.
Ltd: Goes to HCO Area Secs, HCO Cont, HCO WW only but
never to central
organizations or field or public.
Ltd Cont: Goes to HCO Cont only, plus HCO WW.
Ltd WW. Goes to HCO WW personnel only.
LRH: Only me and my communicator, otherwise confidential.
Please use the above wherever possible. These designations solve
most routing problems of mimeographed HCO Policy Letters and
Bulletins and can be used on other distribution items by HCO
personnel.
L. RON HUBBARD
LRH:gh.prd.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also additions on opposite page and HCO P/L 9 July 1962,
Mimeo and Magazine Distribution, Sthil Course, Volume 4 - page
411.]
236
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 25 JUNE 1959
BP! (Modifies HCO Policy Letter of 22 May 1959)
HCO Policy Letters which are marked "CenOCon" may be issued to
all staff, including HASI personnel.
All such HCO Policy Letters carry the same authority as Sec EDs
and may be used as hat material if applicable.
Peter Hemery
HCO Communicator WW
for
PH:mp.vmm.rd L. RON HUBBARD
Copyright (c) 1959
by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO WW POLICY LETTER OF 7 SEPTEMBER 1959
Sthil (Addition to HCO Policy Letter of 22 May 1959)
POLICY LETTER AND BULLETIN DISTRIBUTION CODE
Add a new designation for the distribution of Bulletins and HCO
Policy Letters, as follows:
STHIL = For Saint Hill Staff only.
Peter Hemery
PH:brb.rd HCO Communicator WW
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO POLICY LETTER OF 10 MAY 1960
CenOCon HCO Steno Flat
BULLETIN DISTRIBUTION (Addition to HCO Policy Letter of 22 May
1959)
All HCO Bulletins or Policy Letters which are sent to the
Franchise Holders should also be distributed to all staff members
of the Central Orgs and other Scientology Orgs.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
237
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 21 JUNE 1959
BPI
SIGNATURES ON BULLETINS, POLICY LTRS AND SEC EDs
Only when I have personally written a bulletin, a policy letter
or a SEC ED should it be signed "L. Ron Hubbard" or "L. Ron
Hubbard, Executive Director".
When I have knowledge of or have okayed a bulletin, policy letter
or SEC ED but have not actually written it, it should be signed
"Jane Doe (the name of the actual writer) for L. Ron Hubbard" or
"Jane Doe, for L. Ron Hubbard, Executive Director".
When I have not seen or okayed a policy letter or a bulletin or a
SEC ED but it is published by the authority of a held post such as
HCO Sec. it should be signed "Jane Doe (actual name of person
issuing) HCO Sec (or other title)".
The field or public must not be led to believe that I have
written or issued things I have not. Further, other people have
authority, too.
L. RON HUBBARD
LRH:mp.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 1 JULY 1959 Issue II Issued in Washington
RESPONSIBILITY FOR HCO FILES
The state of HCO files is the responsibility of the HCO
Communicator in any HCO office.
Where there is an HCO Steno, the Steno does the actual filing but
that it is done and that it is correct is the basic responsibility
of the Communicator.
Particularly the Communicator should be certain that all Policy
Letters, Bulletins and Sec EDs are properly mimeoed in right
quantities, kept and filed, that they exist in sufficient number
and that Master File copies are untouched and never themselves
issued, only copies.
This order stems from the Communicator's basic responsibility to
see that dispatches get to their correct destination. As Policy
Letters, Bulletins and Sec EDs are the most important general
dispatches, he must be very sure that these arrive where they
belong. As these are repeatedly issued from files the Communicator
cannot accomplish his basic function unless they exist in proper
files and quantity.
This applies to every HCO office.
L. RON HUBBARD
LRH:bg.mc.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
238
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 OCTOBER 1959
CenO
HCO WW STENO'S HAT
(This is not necessarily applicable in HCO Area offices)
PURPOSE:
To ensure that all bulletins and policy letters leaving Saint
Hill are printed neatly and in the most economical and aesthetic
way, and on time. To see that all Central Orgs and other
classifications receive copies of bulletins and policy letters
originating from LRH or HCO WW, through their HCOs. To ensure that
the files are kept up to date and are obtainable. To do any mass
addressing and mailing.
DISTRIBUTION of bulletins and policy letters:
1. I copy goes to each HCO WW staff member. The Technical
Research Auditor gets 2 copies of all technical bulletins. The Book
Administrator gets 2 copies of everything.
2. The Central Organisations receive the following numbers:
London 4; DC 4; S.A. 4; N.Z. 4; Melbourne 5; Paris 5; Berlin 1.
3. All franchise holders get bulletins marked BPI. 300 copies are
needed (this is variable as numbers grow).
4. The distribution of CenOCon is 60.
5. Distribution to HCO WW Staff get placed in your OUT basket.
6. Distribution to Central Orgs have a rubber band placed around
them and are marked HCO Communicator WW. These get taken to him
from your OUT basket.
TYPING of bulletins and policy letters.
1. Type them all on the ELITE ADLER typewriter.
2. When typing the stencil check up on the length. If the amount
still to do by the time the quarto line is reached is more than
quarto length, continue stencil to make a foolscap or type another
quarto stencil to be printed on back of page.
3. To save expense on paper and postage (weight), fill up pages
back and front as far as possible with material intended for the
same distribution as long as this does not hold up the bulletins or
result in difficulties over distribution.
COLOUR SYSTEM:
Bulletins are printed on gold paper with green ink. Ron's Special
Thursday Bulletin is printed on white paper with red ink. Policy
Letters are printed on white paper with green ink.
ADDRESSALL
PURPOSE: To run off fully addressed envelopes for all mailings,
by means of clear and legibly typed silk screens.
239
Silk Screens: Procedure:
1. Take special Addressall container and fill with water so that
the leather pad is moistened.
2. Place silk screen on the damp pad so that the cut-out is now
on the bottom left-hand side and allow it to soak for about two
minutes. (This makes it possible to penetrate through the membrane
when typing. It is best to place a silk screen on the pad each time
while typing another screen. This saves time.)
3. Make sure that the special typewriter has a backing sheet
running through it. The back side must face you.
4. Allow the screen to dry after typing. This is hastened by
placing the screen between pieces of blotting paper and pressing
together.
5. Place the silk screen in the typewriter in front of the
special backing sheet so that the cut-out is on the top righthand
side.
6. Type the name and address you require on your silk screen.
7. Type out a sticky label duplicating the name and address
already on the stencil and stick it on to the stencil.
8. Place silk screen in appropriate drawer of Addressall cabinet
ready for usage.
9. A complete set of silk screens is to be kept and filed in the
Addressall cabinet of all franchise holders world wide. (Only U.S.
and U.K. franchise holders get services directly by us, however.
All other franchise holders receive their data from the continental
office.)
10. Keep all addresses up to date. Make all the necessary
alterations to your screens.
ENVELOPES:
Purpose: To ensure that there are sufficient addressed envelopes
each week to make it possible for franchise holders to receive
bulletins and correspondence.
U.S.A.
1. Envelopes must be fully addressed for a surface mailing to the
States each Tuesday. The envelopes are tucked in, not gummed.
2. Envelopes must be fully addressed for a second-class air
mailing to the States each Thursday. This is Ron's Special Bulletin
to franchise holders which is done on white paper with red ink. The
envelopes are left unstuck, as in ( 1).
3. Make sure that all franchise holders' envelopes contain the
special stamp on the outside ("HCO Dispatches - Open At Once").
U.K
1. Envelopes must be fully addressed for a mailing on Tuesdays.
These mailings contain any backlog a franchise holder has owing him
of bulletins.
2. Place any letters, invoices, inside these, if any.
3. When letters are placed inside the envelopes are sealed.
Otherwise they remain open.
4. Envelopes must be fully addressed for Ron's Special Thursday
Bulletin to franchised auditors. These are sent unsealed.
240
STATIONERY
1. Ensure that you have sufficient stationery at all times to
enable you to get your bulletins out.
2. Write out a purchase order form for any materials required and
send it through to the person in charge of stationery.
3. Always be responsible for seeing that you are equipped with
the necessary material.
BULLETIN FILING
1. After having run off the bulletins and having completed
distribution place the remaining bulletins complete with the
original copy into an orange folder.
2. See that the folder is fully labelled, indicating the date,
description of the contents, and the distribution.
3. Place the folder in the filing cabinet in datal order.
4. All bulletins and policy letters get filed together.
5. One copy of everything is placed into the Master file after
being stamped MASTER FILE COPY in the top righthand corner.
6. Titles and dates of bulletins and policy letters sent to
Central Orgs are entered in a log book.
7. When reissued by Central Orgs and sent back to HCO WW, check
them, tick off in log book, and file. If they are not received a
month after our issue, write Org Dissemination Secretary a memo.
8. All SEC EDs issued and sent to us by Central Orgs are filed in
a separate folder.
STENCIL FILING
1. Once the stencil has been used it is ready for filing.
2. Place it in a white stencil filing cover.
3. On the cover in the bottom left-hand corner place a typed
sticky label indicating the date of the stencil and its contents.
4. File the complete article in datal order in a stencil filing
bin.
MAILING
U.S.
1. Envelopes sent to the U.S. by surface mail cost 2d per 2 oz.
These are left open and marked PRINTED RATE.
2. By air first-class Printed Rate costs 1/3 every l/2 oz.
Envelopes sealed.
3. By air second-class costs 6d every 1/2 oz. These are left
unsealed.
UK
1. Sealed envelopes cost 3d for every first oz. and 1 1/2d for
every second oz starting from 2 oz.
2. Unsealed envelopes cost 2d for 2 oz. Every two after first two
oz is Id.
241
RONEOING
PURPOSE: To ensure that all bulletins and policy letters are
duplicated accurately on the correct paper with the correct ink, so
that they are presentable to the field and the other Organisations.
Turn on the Roneo machine and get roller well inked. Then stop
roller revolving and place stencil into position, making sure it is
STRAIGHT. Before tearing off the backing sheet, rub gently with
your hand around stencil, ensuring that ink penetrates.
1. Take old used paper and pass it through machine until it is
running steadily and freely.
2. Allow only one or two new clear pages through for a final
testing. (Do not waste paper. )
3. Make sure that printing is centred and straight on the paper,
i.e. not too near the top, bottom or one side as the case may be.
If this is so alter the position of the page vertically,
horizontally, or laterally.
4. Once all these points are ensured place the correct paper for
the bulletin into the machine.
5. Set counter for number of bulletins required.
6. If printing is going on the back of any sheet do ten extra
copies. DO NOT waste paper at any time. Be careful, as more money
is wasted on this than almost any department.
REMEMBER: This is an outflow line. It is very important. The
quality of your work represents us here at HCO WW, so don't let us
down.
Notes on Mailing of PABs
PAB mailing dates differ in order to arrive on same date in each
country.
Time it to arrive between monthly Continental Magazines, i.e. PAB
arrives 5th of the month, Minor (or Cont Mag) arrives on the 25th
of the month.
Example: if PAB should arrive on 5th January: Post from here to:
New Zealand on Dec 1st latest (pref. Nov 18th) takes 5 - 7
weeks.
Australia on Dec 8th latest (pref. Nov 18th) takes 4 - 7
weeks.
S.Africa on Dec 21st latest, takes 2 weeks.
U.S.A. on Dec 28th latest (pref. Nov 23rd) takes 6 - 1 1
days.
U.K. on Jan 2nd or 3rd.
Exact Postage travel time: N.Z. 22 - 51 days. Aus. 27 -
52 days.
S.A. 15 - 16 days. U.S.A. 6 - 1 1 days.
Issued by: HCO Secretary WW
NW:js. rd Copyright:) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
242
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 JANUARY 1961
HCO Secs HCO Communicators
URGENT MIMEO CHANGE
I have found in two Central Orgs that my HCO Bulletins and HCO
Policy Letters are not being duplicated as to colour.
Proper colour on these is as follows:
Duplicate the Saint Hill colour scheme. If you get a red ink on
white paper HCO Bulletin, put it in red mimeo ink on white paper.
If you get one with green ink on white paper, put your copy in
green ink on white paper.
These two flashes are my signature only letters and bulletins.
They must not get lost into the general lines. My comm lines are
being cut by no flash identification for staff.
Only these two flashes get duplicated for the whole Org. Salmon
coloured paper with green ink HCO Bulletins from Sthil are handled
as follows in a Central Org. You get 2 copies. Put one in HCO
files, put the other on the staff Bulletin Board, or if the HCO
Bulletin otherwise indicates, handle as directed.
Also, attention Area Sec. I want you to hat check my material
coming in as HCO Bulletins and Policy Letters on Central Org
personnel to whom Policy Letters and HCO Bulletins apply as though
they were hats. Do these with all recent HCO Bulletins and Policy
Letters and all future ones.
The primary function of HCO is to make my postulates stick.
Please do so.
L. RON HUBBARD
LRH:js.rd Copyright(: 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
243
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 FEBRUARY 1961
HCOs Central Orgs TYPES OF LETTERS ESTABLISHED
(Cancels earlier colour system bulletins but not despatch flash
colour system)
To facilitate the dissemination of Information several types and
appearances of mimeos are hereby established.
There are 5 ways to jam a communication line. (See "How to Live
---")
The main one is to flood it. Local HCOs, by failure to make my
technical bulletins and policy letters distinctive in appearance
(failure to follow the colour scheme of the received copy from HCO
WW) have been
1. Jamming the lines by making it hard to tell the difference
amongst mimeo issues and
2. Have been working themselves to death on a mimeo machine. Both
are jamming the lines when they happen.
The highest speed priority is TECHNICAL (not as you might think,
an emergency). When TECHNICAL breaks down, all else follows
downhill. My priority line here is an HCO Bulletin.
That means TECHNICAL. If originated by me only it is on white
paper with red ink. It must be copied by an HCO Office on white
paper with red ink. No copies of it must be made with any other
colour scheme. No other type of mimeo is permitted to use this
colour scheme.
HCO Policy Letters are now my administrative policy line. They
are received done in green ink on white paper. They must be copied
by local HCOs using that exact colour scheme.
An HCO Information Letter is now to be issued by me only and is
blue ink on white paper. This is not mandatory data. It's just news
I'd like to see gotten around. My MA (Magazine Article) material
will be blue ink on white paper.
These three are the total of just my mimeograph line to HCOs,
Central Orgs and Franchise Holders and the public as indicated.
To do these changes of colour you must have a proper mimeo
machine. HCOs use only one kind of machine - the Roneo 500 or
later Roneo model. If an HCO has another kind of machine it should
turn it in, sell, and at once buy a used or new Roneo 500 or later
model with the big colour ink cylinders. The Roneo changes ink
colour in moments. Gestetner and all other brands are too slow to
change colour on, so people don't do it. The Roneo is the thing.
A file for each one of all such coloured mimeos must be
established in HCO and maintained and kept complete.
The Master Copy, received from HCO WW, is stamped as such and DO
NOT REMOVE. The Master is fixed to the inside back of the folder
for that issue. Lots of extra copies are then kept in that folder.
New copies are issued from that folder. The master is never issued.
The stencil of the Roneo is saved in a Roneo stencil cabinet and
when a folder gets empty, more are done from the stencil and filed
in the folder.
A second master file that nobody touches and isn't in the folder
section is kept of all received master copies (HCOs get 2 or more
masters). This is kept locked up. It is not "library". It is really
Val Doc. It must be kept safe, never used or issued. Also marked
Master Copy Do Not Issue.
If an HCO Communicator wants to know if he or she is doing the
job well, the first question is, "Do I have my technical bulletin
files straight." The hell with anything else if that's not done.
That's HCO's prime function - my communications. This library
makes my communication possible to issue.
We must get this in shape now as I am going to write up
everything in sight shortly. Why do it if you can't keep or issue
it later???
244
So get a Roneo 500 or better if you don't have one. Get a red,
green, blue and black cylinder for it, or any one that's missing
from that list. Get your folders in shape and the files rolling. Do
the current files right. Catch up on the old files later. If you
haven't got this set up you haven't got an HCO Office. You are only
performing some of its functions.
A full tape and master copy book library must be available in
HCO. And must not be stripped down by borrowings that aren't
returned.
HCO is
1. A communications office and
2. A Technical and Admin library that gives it something to
communicate. COMPLETE LIST OF MIMEOS
Here is a complete list of all types of HCO issues, their
appearance, authorship and their handling.
HCO Bulletin (dated, date is not changed locally). Distribution
is indicated on it. By LRH.
Red ink on White paper. Copy on local Roneo at once and issue as
indicated. File extra copies as above.
HCO Policy Letter (dated, never change date locally).
Distribution is indicated on it. By LRH.
Green ink on White paper. Copy on Roneo at once and issue as
indicated. File extra copies as above. An HCO Policy Letter has the
force of law.
HCO Information Letter (dated, do not change date locally).
Distribution is indicated on it. By LRH. Blue ink on White paper.
Copying is optional on Roneo. It is done on one side of paper only
so it can be posted on a "Bulletin board for staff or public. Two
copies are sent by HCO WW. One copy must be retained in Master HCO
Info Letter Master file. If it is useful for handout, recopy
locally, make appropriate c opies and issue and file as above.
Ordinarily, it would be clip-boarded on a staff board or would be
copied in a magazine or mimeoed for general hand out. Which is done
is indicated on the copy received.
The following are not by LRH and are colour flashed and handled
as follows:
HCO Technical Advice Letter (dated). Red ink on pale salmon
paper. By any official of HCO WW. Is always TECHNICAL in nature,
never administrative. May be copied as a mimeo or not according to
its distribution designation. Copied or not it is to be
conspicuously posted on the Staff Bulletin Board, preferably on a
clip board. It is on one side of the paper only. Even if
distributed into baskets of staff it would still be posted.
HCO Administrative Letter (dated). Green ink on salmon paper. By
members of HCO WW. Should be copied or not and distributed
according to its distribution designation. Gives admin data and
requests.
HCO Newsletter (dated). Blue ink on salmon paper. By any member
of HCO WW. Gives data and news, technical, admin or personal of
general interest. Usually not copied or mimeoed but clip-boarded on
Staff Bulletin Board.
HCO Continental Technical Letter (dated). Red ink on yellow
paper. By HCO Continental Secretary of any Continent. Distributed
as designated on letter. Gives technical advices, orders and data.
Not a copy of HCO Bulletins though these may be quoted.
HCO Continental Administrative Letter (dated). Green ink on
yellow paper. By HCO Continental Secretary for any area. Distribute
according to distribution data on letter. Gives admin data, orders
and information.
HASI Assn Sec TECHNICAL ORDER (by number). Red ink on blue paper.
By Assn Sec or Org Sec of any Central Organization. Issue as
designated.
HASI Assn Sec Administrative Order. (dated). Green ink on blue
paper. By the Assn or Org Sec of any Central Organization.
Distribute and copy as designated. Gives
245
technical or admin data for services or personnel in a Central
Organization. May be by the Assn Sec or a Dept Head but if by a
Dept Head must be issued for the Assn Sec by the Dept Head only on
Assn Sec's o.k.
Secretarial Executive Director (numbered). Green ink on blue
paper. By LRH. Distribute as designated. This is in effect a
reissue of Assn Secretary or HCO Continental orders after review by
LRH. Designed to confirm, consolidate or end disputes or
differences between HCO Continental or Area Sec and HASI Assn Secs.
All the above issues are issued by HCO clerical activity.
The following publications are of a public nature.
New Books as written and sold by HCO.
Professional Auditors Bulletins. A magazine issued by HCO WW to
all International Members from HCO WW on receipt of the addresses
of members on any continent from Central Orgs. Issued Monthly. Is
mailed directly from HCO WW to members. Copies furnished to HCOs
and Central Orgs for their own use.
National Magazine. Issued monthly under the title for the
Continent, Certainty, Ability, etc. etc. Made up by HCO Continental
of a continent. Printed and mailed by the largest Central
Organization at its expense. Takes article material and ads from
HCO Information Letter and other sources. Must be okayed by Assn
Sec of Central Org and his Dept Heads before being printed to be
sure their campaigns are forwarded and offerings brought to public
notice. Intelligent use of this minimizes expensive special
mailings. Sent to everyone in active CF files, whether members or
not. Often used afterwards for literature for the individual
public.
Brochure. A compact list and description of HASI Services and
books issued by a Central Org. Must contain only standard services.
No dated material. Describes each activity crisply and shows how to
obtain these services.
Special Mailings. Issued from time to time to announce special
events or offers to the public or pro auditors. At the discretion
of the Assn Sec.
FORMS TECHNICAL - Red ink on white paper. As designated.
FORMS ADMIN - Green ink on red Paper (pink paper). As
designated.
Information Packages. Made up and mailed by the Letter Registrar
for newly interested people whose names have been received.
Special Information Packages. Made up and mailed by the Letter
Registrar to inform various sections of her mailing list on the
next service they might be interested in, having already done
something. There could be a Book Info Packet for a person who has
just bought a book, a Test Info Packet for a person just tested, a
PE Info Packet for the person who has just done a PE, etc. etc. In
each case it offers the next service.
Please follow these colour flashes and designations to keep the
pieces well identified for staff reference and filing and so to
keep the line from being cut by too much volume.
Do mimeos on one side only of thin paper.
Three or more come from HCO WW. Master File one of everything you
get. Folder Master File the second copy. Use the third for copy
work or clipboard. Keep the data safe. Issue the data right. Be
swift and keep them yenned in.
HOW TO IDENTIFY BY PAPER
LRH personally written issues are on WHITE paper, rough texture,
good quality. WITH COLOURED INK.
HCO WW issues are all on PALE SALMON COLOURED PAPER.
HCO Continental issues are on YELLOW PAPER.
HASI issues are all on GREEN PAPER.
FORMS TECHNICAL are on WHITE PAPER.
246
FORMS ADMIN are on RED PAPER.
PUBLIC MATERIAL is all on white paper with black ink unless a
coloured brochure is issued in which case it's a booklet, not a
mimeo.
HOW TO IDENTIFY BY INK
RED INK MEANS TECHNICAL throughout system.
GREEN INK MEANS ADMINISTRATION throughout system.
BLUE INK MEANS INFORMATION throughout system.
BLACK INK MEANS PUBLIC LINES and not Org data.
If you look for the paper colour you will find it faster.
If you are looking for technical, whether a bulletin or form, it
will always be in red ink. If you are looking for administration
data, it will always be in green ink.
If you are looking for an information letter it will always be in
blue ink.
If it's only public material, it will usually be in black ink
unless it's fancifully printed with lots of art work, then it might
be any colour, but it won't be in your bulletin folders.
None of the above alters the internal despatch paper colour
system - salmon for HCO, green for HASI, red for Accounts,
yellow for carbons, white for outside letters.
All this may look far too neat - until you have a hat full of
scrambled bulletins and the pc seems to be gasping his last in the
chair.
LRH:aec.js.rd L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Filing and mimeo procedures given in this P/L are modified by
HCO P/L 7 February 1973, Issue III, Mimeo File Folders and Files,
in the 1973 Year Book. See also HCO P/Ls 23 February 1961,
Directives from a Board Member, following, I April 1964, New Mimeo
Line-HCO Executive Letter, page 250, and 24 September 1970,
1ssues-Types of, Volume 7 - page 664.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 FEBRUARY 1961
HCOs Central Orgs
DIRECTIVES FROM A BOARD MEMBER (Addition to HCO Policy Letter of
February 4, 1961 Types of Letters Established)
Continental Director Directives shall be in green ink on green
paper; used for the issuance of board minutes and any broad area
directive emanating from a Director of the International Board, or
a Continental Director.
A Technical Directive emanating from such a source shall be in
red ink on green paper.
L. RON HUBBARD LRH: js.rd Copyright (c) 1961 by L. Ron Hubbard
ALL RIGHTS RESERVED
247
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 MARCH 1961
Do not re-mimeo. 3 copies to each HCO Office.
MIMEO AND FILE PROCEDURE
We are now actively engaged in creating and holding a standard in
both Technology and Admin in Central Organizations.
It is vital that we retain to hand all HCO Bulletins and Policy
Letters in proper order and properly filed for the use of Central
Organizations and HCO.
When mimeographing please do your filing at once as follows:
1. Cut Stencil.
2. Stamp the HCO WW original "Master File" and file it without
folder.
3. Estimate quantity needed at once for Org and for files.
4. Run the stencil.
5. Immediately prepare the folder, using the heading if you wish
from the test sheet of the stencil, but in any event clearly
marking the folder.
6. Mark the other HCO WW Copy "Master File" and fix to back
inside of folder.
7. Place all mimeoed copies in this folder.
8. Distribute from folder into baskets. Don't let wads of mimeos
drift around. Keep all extras in the folder.
9. Mark any actual distribution made of your copies on the
outside front of the folder.
10. Slip folder into file cabinet in proper order.
11. File used stencil properly so it can be re-run if needed.
Do your filing directly. As per 1, the moment you have typed the
stencil from the HCO WW copy, get up, stamp the HCO WW copy "Master
File" and put it in the file cabinet without a folder. This copy is
a "spare shot in the locker" and is never used but you've got it.
Get the idea that the bulletins and letters you run off live in
folders. Put all you've run off in a folder, properly prepared and
marked as per 5, 6 and 7 and distribute from that folder. If these
masses of copies go through lines, they go in that folder. You have
some chance of finding them again if they're foldered. As the
folder is distinct it can be returned. Wads of mimeos on the other
hand are not considered valuable and can vanish or get tossed into
drawers.
By following this you won't run into a tangle on filing and have
to put in special days of getting your files in order. They're
already in order. All you have to do is put them in the cabinet:
Note also that I am doing what I can to reduce quantity of
mimeoing on your end. Material which used to be for info only is
now called so and you only mark a copy for your No. 1 Master File,
post a copy, and send the others you receive on to city offices
where they just clip it up on the board.
All HCO Bs held by a staff member should be in a folder held by
him. All Policy Letters held by a staff member should be in a
folder held by him as a staff member hat. His or her HAT is another
folder, containing special instructions relating to that post.
Every staff member has 3 folders.
It would enormously help if HCO made sure that once issued to
staff, Policy Letters and HCO Bulletins were actually kept neatly
in folders and if all such folders were turned in when transfers or
changes occurred, thus to be straightened up and reissued. If no
hats are handed in, no final pay cheque is handed out. And no new
hat is issued to transferred person unless his old hats are turned
in. All hats should be reflected in a card file kept by HCO Area.
All this helps mimeo and files. I hope you find it practical.
L. RON HUBBARD
LRH:jl.rd
Copyright (c)1961 [Modified by HCO P/L 7 February 1973
by L. Ron Hubbard 248 Issue 111, Mimeo File Folders and
Files, in
ALL RIGHTS RESERVED the (c) 973 Year Book.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 MARCH 1961
Do not remimeo Mail Direct HCO WW to City Offices 3 copies to
each Cen Org
DISTRIBUTION OF BULLETIN CHANGE
Hereinafter all mail HCO Bulletins and HCO Policy Letters from
HCO WW will be sent only to the HCO Continental Office of a
Continental Area.
This Continental Office will forward or make enough copies for
the staff of each organization in the Continental Office and
distribute or mail to the other orgs on that Continent. The
Continental Offices send these packets to City Offices by surface
first class mail.
Only one HCO mailing per week will go direct to all Scientology
offices and that will be the Bulletin Check Sheet giving the list
of issues of HCO WW for that week. This enables the City Office or
Organization to verify that they have received all HCO WW mailings
that went to the Continental Office that week. If such are not
received within seven days the City Office is to inform HCO WW
directly.
This reduces the mimeographing done by a smaller office. Enough
copies of HCO Bulletins and Policy Letters should be made by the
Continental Office to furnish the staff of and the files of the
City Office HCO. A City Office may still mimeo as needful or at its
discretion, particularly on old bulletins, but it will receive
enough new ones from the Continental Office for its needs.
Office distribution is currently as follows:
HCO US, Washington. Distributes to FCDC, New York and Chicago
(when functioning).
HCO West Coast, Los Angeles. Distributes to C of S LA, HASI San
Diego, C of S Seattle (when functioning).
HCO Australia, Melbourne. Distributes to HASI Melbourne, HASI
Perth, HASI Sydney, HASI Auckland.
HCO Africa, Johannesburg. Distributes to HASI Johannesburg, HASI
Durban and HASI Capetown and any other African HASI set up.
HCO WW, Saint Hill. Distributes to HASI London, HASI Paris, HASI
Berlin.
All distribution is done by the Continental HCO to the Area HCO
of the City Office or Organization, for further dissemination into
staff baskets.
Continental Mailings
All mailings sent out by a large Central Org, even to a full
mailing list of the Continental Zone, should also be sent in
quantity by the Continental HCO to the other offices. Packets of
extra magazines, open evening literature and any other handout
should be made available in bulk as useful to the City Offices.
L. RON HUBBARD
LRH:jl.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
249
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 MARCH 1963
Central Orgs
HCO WW ELECTRIC STENCIL CUTTING MACHINE
An Electric Stencil Cutter has recently been installed at HCO WW.
This machine works on the same principle as the Press use for
transmitting pictures by radio, only on a very localized
transmission.
Directly Orgs have a Continental Office properly operating in
their areas, stencils of all bulletins and policy letters as they
get issued will be sent direct to each HCO Continental from HCO WW.
The HCO Continental can then run off bulletins immediately for all
the Orgs in its area.
This will greatly speed bulletin-lines to Orgs from HCO WW.
L. RON HUBBARD LRH :gl. eden Copyright (c) 1963 by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 1
APRIL 1964 CenOCon
NEW MIMEO LINE HCO EXECUTIVE LETTER (Adds to HCO Pol Ltr of Feb.
4, 1961 - Types of Letters Established)
An HCO Executive Letter is mimeoed at Sthil only, Blue Ink on
Green Paper. By definition it is a letter from Ron or the
Organization Supervisor addressed personally to a Continental or
Area chief (Continental Dir or Assn Secretary) but which is of
interest to other organizations. As such communications are often
retyped for other orgs, it is easier to mimeo them. They contain
interpretations of policy and comments on projects which do not
otherwise have a channel of issue.
DISTRIBUTION:
Several copies go to the HCO Sec of the org to which the
communication is addressed. The HCO Sec retains one for her own use
and HCO files. The remainder go to the person addressed. This
person can then use them as required. Two copies also go to every
continental office, one each for HCO Continental Sec and the
Continental Director. Two copies go to every org, one for the HCO
Area Sec and one for the Assn/Org Sec.
These issues will be sent direct from HCO WW to each Continental
Office, Central Org and City Office in the exact quantities needed.
They are not to be re-mimeoed by other offices.
L. RON HUBBARD LRH:dr.cden Copyright (c) 1964 by L. Ron Hubbard
ALL RIGHTS RESERVED
250
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 MAY 1965
Gen Non-Remimeo
CANCELLATION MIMEO DISTRIBUTION CHANGES (SEC ED DISTRIBUTION)
HCO Pol Ltr 29 April 65 is cancelled.
SEC ED Distribution remains the same as before.
Putting it into the Mimeo line at Saint Hill slowed it.
It is desirable that a SEC ED is broadly distributed to a staff
and that SEC EDs of broad interest be distributed Internationally.
However our old system was best.
HCO steno releases the SEC ED as fast as possible with a seal and
her initials on it.
Cabled SEC EDs are instantly made up and issued on receipt FAST.
Distribute as best you can, just be sure it's effective.
On Airmail SEC EDs we'll try to send you enough for your staff.
If we don't, distribute it as broadly as you can.
Keep SEC EDs off public notice boards.
Sthil staff should have SEC EDs.
Secretarial Executive Directives are explicit temporary urgent
orders.
Above all, SEC EDs are fast fast FAST.
Mimeo couldn't help but slow them at Saint Hill as SEC EDs are
faster than other items on the line and the traffic is heavy.
We'll solve this.
Meanwhile carry on as always, with as broad a distribution to
staff only as you can get.
LTD AND GEN NON-REMIMEO SAINT HILL DISTRIBUTION
All Scientologists at Saint Hill get everything that is marked
Remimeo, General Non-Remimeo and Limited NonRemimeo and all HCOBs.
The only exception is Class VI material or Power Process (VII)
material. This is not distributed to anyone but the persons
designated such as "R6 Co-audit" (Staff Prov Cl VI) or "Sthil R6
Students" (D Unit course students) or "Power Process Staff" meaning
Review Technical Personnel in the Qualifications Division only.
L. RON HUBBARD LRH:wmc.mh.cden Copyright Q) 1965 by L. Ron
Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 10 August 1966, SecEds, Executive Director
(c) Guardian, page 259.] 251
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 MAY 1965 Issue II
Gen Non Remimeo
FLASH COLOURS AND DESIGNATIONS SEC EDs, FORM
Secretarial Executive Director will now have the following form:
They will be on BLUE paper with BLUE ink.
They will begin with a number system as follows: Consecutive
number of an area followed by the local cable initials of the area
or the zone. Example, for Melbourne: SECED 1 OME. For Washington
SECED I ODC. For International SECED 1 OINT.
For a Continental zone only one would have SECED 10SA for South
Africa, meaning all orgs in South Africa.
The number is the consecutive number for that designation.
The initials SECED always precede a SECED Number.
All personnel orders will now also appear in SECED form.
The form itself shall be SECRETARIAL EXECUTIVE DIRECTOR Office of
LRH
Number Date
(Any Addressee to which it is particularly directed.)
1. (Text with numbered paragraphs)
2.
3.
., (c) (c) (c) .
(c) (c) (c) (c) (c) Initials only of
.' (c) :' .. (c) '. HCO Personnel
I- [seal] (c) on seal
(c) (c) L. RON HUBBARD
(c) (c)
DUPLICATION
The small Banda methyl alcohol duplicator should be obtained as
early as possible. It is not expensive.
Telex rolls containing Banda carbon are obtainable. Thus any
Telex SEC ED need only be taken off the telex and stamped with a
seal and initialled, its carbon paper then removed at which it will
duplicate at once on the Banda duplicator.
The machine is also easily used on any colour paper for other
purposes.
SEC EDs sent by mail, are sometimes done at Saint Hill ready for
issue, but until a Banda is secured, should be locally redone as a
mimeo when not received in quantity.
252
HCO EXECUTIVE LETTER
This will now be on WHITE PAPER with BLUE INK, using the old Info
Letter flash mark to make SEC EDs easier to identify.
HCO ETHICS ORDER
All Ethics Orders will now be on GOLD paper with BLUE ink. This
includes all local Committee of Evidence issues and other matters.
An Ethics Order may only be issued by the HCO Executive Secretary
or an HCO Area Secretary. Any findings must be passed by the Office
of LRH but if so are issued as an Ethics Order colour flashed gold
with blue ink.
The form of an Ethics Order will be:
HCO Ethics Order
Date To:
From: The HCO Secretary
(or Executive Secretary)
Subject: (Convening a Comm Ev, Ethics Court, findings, summons,
etc.)
1. (Text with numbered paragraphs)
2.
3.
, <,G, (c) (c) I,
,- . [seal] (c)
(c) (c) HCO Secretary (or Executive Secretary)
.,, ,, (c)
ETHICS INTERROGATORY
An Ethics Interrogatory is used as a despatch to carry out an
investigation.
It is used to collect data to determine the facts of a situation.
It is on GOLD paper with BLUE ink.
Its form is as follows:
HCO DIVISION 1 Department of Inspection and Reports Ethics
Section
Interrogation Number - Date
To: (Name of person from whom Info is desired) From: Ethics
Section Of dicer
RETURN TO ETHICS PROMPTLY Text of Query...... (lots of space for
reply) Initial of Ethics Section Officer
Any investigation is given a file number and that same number
appears on all interrogatories.
253
QUALIFICATIONS CHITS AND FORMS
All Qualifications chits are GREY and all forms of Qualifications
are GREY.
The colour of ink is usually BLACK.
TECH DIVISION Chits & Forms
All Technical Division chits and forms are now GREEN with
normally BLACK ink.
It is quite important for the Tech Division to use Green and the
Qual Division to use Grey paper as it makes admin between these two
divisions faster.
The Tech Division must NOT use white paper on its forms as these
then tangle up with the white of HCOBs and Pol Ltrs.
WHITE PAPER
WHITE mimeograph paper and RED, GREEN and BLUE ink in combination
with WHITE paper in mimeograph work is exclusively the Office of
LRH and may not be used casually in mailings or inside other
divisions.
Any colour of ink may be assigned to divisions in combination
with coloured papers, but never with WHITE paper.
WHITE mimeo paper identifies for a staff member HCOBs and HCO Pol
Ltrs, and will now identify HCO Exec Ltrs, Info Letters having been
abandoned.
SIGNATURES
When I have personally written anything only my name may appear
on it. The only exception is initials on a SEC ED. The reason for
this is that staff members could become confused as to the issuing
person.
The practice of signing anything on WHITE paper with RED, GREEN
or BLUE ink that I have not myself written or dictated or
personally released has long since been abandoned and is not now
done.
Thus a staff member can be sure that all current issues on white
mimeograph paper or blue SEC ED paper were in fact written by
myself.
L. RON HUBBARD
LRH:wmc.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
254
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1965
Sthil Issue II
Staff only FOR FAST LINE SEC Ads AND
ADMIN ORDERS
SEC EDs are to be picked up straight from Ron's basket and body
routed by LRH Communicator to HCO Steno.
HCO Steno is to body route to Division Comm Centres as soon as
they are run off.
Anybody disturbing HCO Steno for any reason whatsoever while she
is dealing with a SEC ED or an Admin Order will be chitted for Job
Endangerment.
HCO Admin Orders are to be body routed to HCO Steno.
HCO Steno is to body route to Division Comm Centres immediately
they are run off.
This line is to be put into effect immediately to speed up issue
of SEC EDs and
HCO Admin Orders to Divisions.
LRH:ml.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 JANUARY 1966
Gen Non-Remimeo Issue III
Div Secs
DISTRIBUTION OF MIMEO ISSUES
When Div Secs or staff submit proposed Policy or Divisional Admin
Letters, etc for OK to issue, the distribution required should be
clearly stated. The following are the most usual designations:
Remimeo (All Sthil staff. An electronic stencil is made
for each org to issue as many copies as
needed)
Gen Non-Remimeo (All Sthil staff. 8 duplicated copies only
are
sent to each org)
Limited Non-Remimeo (Sthil Execs, Secs and applicable
staff. 4
copies to each org)
Staff Hats (whichever ones are applicable)
Div Secs (where applicable)
Sthil Staff only
Students SHSBC
All Students
Sthil Grads
Franchise
FSMs
FSMs SH
HGC PCs
Orgs Info only
Post Public Bulletin Board
BPI (Broad Public Issue)
All Foundation Personnel
Sthil Foundation Students
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
255
\ HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo Issue IV
LRH Comm Hat
Exec Sec Hat
SEC ED CHANGE IN ISSUE
AND USE
Any SEC ED written personally by the Executive Director will
hereafter be: WHITE PAPER BLUE INK
Those SEC EDs issued for and on behalf of the Executive Director
by Executive Secretaries or the AdCouncil
BLUE PAPER BLUE INK
but will be signed:
ADVISORY COUNCIL (Location) for the Executive Director
(Location)
or: HCO Exec Sec or Org Exec Sec for the Executive Director
(Location)
All SEC EDs for AdComms or Secretaries are:
DIVISION COLOUR PAPER BLUE INK
and are signed by the named AdComm or Secretary "for the
Executive Director (Location)"
The LRH Communicator of the Area may sign and ok for issue any
SEC ED for the area providing only it is not contrary to policy or
orders from a higher org or the Int Exec Div (WOO) or the Exec Dir.
No SEC ED or Executive Orders of any kind may be issued without
an okay by the LRH Communicator and ALL general Orders of the
AdCouncil or an Executive Secretary must be in SEC ED form and all
general orders of AdComms or Secretaries must be passed by the
AdCouncil of that Org and issued as SEC EDs with LRH Comm OK.
WW SEC EDs take precedence over local SEC EDs where there is any
conflict or question of importance and SEC EDs written by the Exec
Dir (white ones) take precedence over all others.
SEC EDs retain their traditional forms and seals.
A COPY OF EVERY SEC ED ISSUED MUST BE SENT TO WW.
This Policy Letter cancels Executive Orders of Divisions or orgs
issued in any other form than SEC EDs.
Direct orders to specific posts in own portion of an org need not
be in SEC ED form but any extensive project must be.
Directors may issue general orders and projects only as SEC EDs
by the Secretary in the fashion described above for Secretaries and
only with the approval of their Secretaries.
L. RON HUBBARD
LRH:ml.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
256
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
ú Issue V
Remimeo
AdCouncil Hats All Divisions
Exec Sec Hats
AdComm Hats
Secretary Hats
LRH Comm Hat SEC Ads
HCO Area Sec
HCO Steno Hat DEFINITION AND PURPOSE
CROSS DIVISIONAL ORDERS
In a SEC ED neither an Advisory Committee nor a Secretary may
order another division than their own.
An Executive Secretary may issue a SEC ED that crosses divisions
but only those divisions directly under that Executive Secretary
(HCO Exec Sec SEC EDs may only order the two HCO divisions, Org
Exec Sec SEC EDs may only order the four [org] divisions).
The Advisory Council SEC EDs may order HCO and Org Divisions at
the same time.
Advisory Councils, in approving the text of SEC EDs before
passing them on to the LRH Communicator for an okay to issue should
be very careful to see that no AdComm issues SEC EDs to other
divisions than their own.
The LRH Communicator in authorizing the issue of a SEC ED, should
be careful that this policy letter is not violated.
No SEC ED of any kind may be issued unless it has been authorized
by the LRH Communicator and any violation of issue authority should
be reported to the LRH Communicator WW who is to refer it to the
AdCouncil WW for action.:
SEC EDs improperly issued have no validity and need not be obeyed
and may not be used for hearings or Comm Evs.
The meaning of the word SEC ED is "Secretarial to the Executive
Director". The word "Secretarial" applies to the signature meaning
it is signed as official by a person other than LRH personally. It
is the written initials in the lower left hand corner that are
"secretarial".
The system came into use to accommodate cable orders originally.
By being sealed and initialled by an official person like a notary
public in the org, the validity of the order was attested as a
valid order of LRH.
Approval by an Advisory Council or an Exec Sec and authorization
by the LRH Communicator for issue are now both required before the
secretarial official in HCO (usually the HCO Steno) may seal,
initial and issue the order. It is this person who requires that
the AdCouncil or an Exec Sec and the LRH Communicator's initials
appear on the original copy before she may type, seal and initial
and then publish a SEC ED.
The HCO Steno may not issue any SEC ED today which does not have
the initials of the AdCouncil or an Exec Sec and the initials of
the LRH Communicator on it or unless it is in the handwriting of
LRH or has come off the telex or through the mails from WW and is a
valid communication from proper persons there. The LRH Communicator
WW must be the transmitting authority from WW and must initial any
despatch or telex before transmission that is to become a SEC ED at
the other end. The HCO Steno must look for this before issuing. Her
guide is that if the LRH Communicator's initials are not on it she
may not issue it, excepting only it being in the handwriting of LRH
or personally transmitted by him.
SEC EDs are fast orders and have top priority in transmission and
execution. They take precedence over all other orders both in
transmission speed and execution.
257
The priority of SEC EDs is as follows:
LRH Personally written or personally sent SEC ED AdCouncil WW SEC
ED Exec Sec WW SEC ED AdCouncil Area SEC ED Exec Sec Area SEC ED
AdComm Area SEC ED Secretary Area.
The penalty for not complying with a SEC ED is a misdemeanor and
must result in an Executive Ethics Hearing or an Ethics Hearing.
If Executive Secretaries in an area fail to respond to WW SEC
EDs, they are usually scheduled for early removal by WW.
SEC EDs have the virtue of making orders known and setting them
on file where they can be referred to by other than the recipient.
The only answers to a SEC ED if one isn't going to do it are:
1. An immediate petition to LRH on SEC EDs issued by LRH
personally or
2. A job endangerment chit immediately filed in Ethics.
If this step is lacking and it is found that a SEC ED has not
been complied with, then an Executive Ethics Hearing or an Ethics
Hearing MUST follow when the non-compliance is discovered.
Every single major danger condition at Saint Hill in 1965 was
found to have had as its source the non-compliance with a SEC ED.
If this policy seems unduly harsh then add up that fact. Some of
these danger conditions involved day and night work by top brass.
And every one of them would have been prevented had Ethics had this
attitude toward non-compliance with a SEC ED. The cost of these
non-compliances ran above �10,000 and they threatened the very
existence of Scientology. And each one would have been prevented
had SEC EDs been complied with. From this, one should regard
non-compliance with a SEC ED without instantly petitioning or
filing a chit for job endangerment as something one does just
before taking the arsenic.
The only thing that holds down the size of Scientology today is
simply non-compliance. The only thing that makes trouble is
non-compliance.
The SEC ED system is designed to make orders public and get them
complied with fast.
Conversely, if the order wasn't in a SEC ED or Policy Letter, it
does not have Ethics force - that is to say one can't be
seriously tried for it.
All current projects and programmes should be in SEC EDs so
people know what they are. Those written in despatches only are
written in sand.
SEC EDs can be confidential and of limited issue.
SEC EDs expire one year from their date of issue if not sooner by
reason of their text.
If a SEC ED is to be preserved beyond a year it must be converted
into a Policy Letter by sending it to LRH.
The Director of Inspection and Reports is responsible for
routinely checking the SEC ED file for non-compliances and when
found must forward the matter to Ethics for prompt action.
L. RON HUBBARD
LRH :ml.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
258
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 AUGUST 1966 Amends HCO Policy Letter
7 May 1965 "Cancellation Mimeo Distribution Changes (SEC ED
Distribution)"
Gen Non-Remimeo
SECEDS, EXECUTIVE DIRECTOR & GUARDIAN
All Executive Director and Guardian SECEDs are to be typed and
run off by Mimeo World Wide. They are to be distributed by HCO
Steno Saint Hill immediately upon receipt from Mimeo WW.
Executive Director & Guardian SECEDs are a fast, fast, fast line
and take priority over any other issue. It is, therefore, expected
that any SECED will be typed, run off and completely distributed
within one hour of receipt. Any failure to issue an Executive
Director or Guardian SECED, or any stop anywhere on this line will
be considered a crime, if not a high crime.
It is the responsibility of the LRH Communicator World Wide to
see that this line is kept moving at a fast rate of speed and to
report any failures to issue or stops on this line to Ethics who
must immediately take Ethics actions to remove the person
responsible for the stopped line from his post.
SECEDs which have not originated from the Executive Director or
the Guardian go to HCO Steno for typing, running off and
distribution.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
259
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 APRIL 1969
Remimeo (HCO PL 2 July 1964 Revised)
(Cancels HCO PL 25 Jan 1966, Issue III) (Corrected and Reissued)
BULLETIN AND POLICY LETTER DISTRIBUTION
Effective at once, the following is the policy on Distribution of
HCO Bulletins and Policy Letters issued from WW.
ORGS REMIMEO (Remimeo means mimeo copies to be made by the Org)
Only an electronic stencil will be made of all Remimeo HCO
Bulletins and Policy Letters and mailed to each Continental Org (or
Zonal Org).
The Continental Org (or Zonal Org) is then responsible for
running off HCO Bulletins and Policy Letters for their nearby
Central Orgs. However, when an Org gets large enough it may have
its own stencil sent to them to run off copies for their own staff
and students.
A Continental Org (or Zonal Org) receiving a stencil as above is
responsible for all copies to be issued to the nearby Orgs, which
are dependent upon it. The local Org (if it hasn't been sent a
stencil of its own) may not Remimeo and re-orders will be at charge
payable by the local Org to their issuing Org at locally arranged
prices.
ORGS NON-REMIMEO (Non-Remimeo means HCO Bulletins and Policy
Letters which are intended for use but only by executives and
therefore of limited distribution. It means not to be mimeoed again
by the receiving Org.)
On Non-Remimeo a very few copies are sent to the Continental Orgs
and they in turn distribute to their nearby Orgs.
There are two classes of Non-Remimeo: General Non-Remimeo and
Limited Non-Remimeo. General Non-Remimeo distribution is based on I
copy for Master files, one copy to LRH Comm, one copy to The
Guardian or A/G, one copy each to HCO ES, OES, PES, one copy to the
reference files of all HCO Bs and P/Ls kept in Reception for staff,
one copy to the head of the Department concerned and one copy to
the post in the Dept concerned.
Limited Non-Remimeo means that copies only go to Master files,
LRH Comm, The Guardian or A/G, HES, OES, PES.
When compiling a mailing to a stencil receiving org of
Non-Remimeo, one takes the number required by the local Orgs served
by the Continental Org and sends that many to the Continental Org.
In its turn the Cont Org retains enough copies for themselves
(including the Cont Exec Council) and sends the correct number to
each Org they serve.
260
These are the standard mimeo distribution symbols:
Remimeo
General Non-Remimeo
Limited Non-Remimeo
SH
ASHO
Franchise
Students
BPI
MA (Magazine Article)
Other special distribution may be indicated such as SHSBC, or
Class VIII.
REMIMEO
This indicates main technical or Policy material.
Received by the Cont Org (or Zonal Org) in stencil form, copies
are run off for their staff, and for the staffs of their nearby
Orgs and for their students as they wish. They keep the stencil on
file for additional copies as needed. They file copies in their
Master and general files in each Org including the receiving Org.
The stencil Orgs have considerable discretion in how many they
run off, how many they send smaller orgs (but they must insure 1
copy for each staff member in the local Org of Remimeo issues),
whether they issue to students or not. But they must keep the
stencil for re-use and file in their own Master files with the copy
clearly stamped MASTER COPY.
LIMITED NON-REMIMEO
It is usually important that this does not get wide distribution
as it has to do with Org know-how, planning, etc. and could be
misunderstood. So it is not Remimeoed or strewn about. It may be
taken up in Staff meetings but that is about all. One never
republishes a Limited Non-Remimeo in a magazine.
GENERAL NON-REMIMEO
The same as Limited Non-Remimeo but somewhat broader.
These usually deal with broader points of Admin or Tech of
interest to one or two production departments as well as the LRH
Comm, The Guardian or A/G, HES, OES, PES.
Again, they are never strewn about or broadly republished as they
could be misunderstood.
FRANCHISE
Franchise receives for a small fee technological materials, up to
his level of classification. The Franchise Officer WW receives one
copy for his files and one copy for each Franchise holder he is
going to mail it out to. See HCO PL 20 Feb 1969 for local org
supply lines.
BPI
Broad Public Issue (BPI) is a designation that sometimes appears
on a Policy Letter or HCO B. This follows the same distribution
procedure as for Remimeo, with the exception that it is also put in
'The Auditor' and Cont magazines.
261
These policies have become necessary by reason of new lines
coming into existence and various changes of the past needing
clarification.
In recapitulation, mimeos may not be issued except as designated,
extra copies may not be furnished except for cash payment, and
paper and postage waste must be kept reduced. Fewer pieces make
faster lines.
There's one exception to the above and that is the BULLETIN CHECK
LIST.
This is issued once each month, before the 15th of the next
month. It will be air mailed to all Scientology Orgs independently.
No electronic stencil is cut for it. Two copies, one for the HES
and one for the LRH Comm, are sent by air mail to each Scientology
Org independently.
This cross-checks whether or not the mimeo distribution system is
working. In listing all mimeos sent, the distribution designation
of each is given on the Bulletin Check List.
Where a relay point temporarily breaks down, its related orgs
will receive independent service direct until the matter is
repaired, a matter which is up to the Dir Comm WW and LRH Comm WW
to work out.
PERMISSION TO MIMEO
Nothing may be mimeoed or distributed on these lines unless it
has been okayed by LRH, to prevent extraneous traffic from jamming
the lines.
POSTAGE
Study to lighten postage, particularly air mail, for both World
Wide and Cont
Orgs.
Reduce it.
Revised for re-issue by:
LRH Comm WW - Rodger Wright Qual Sec WW - Jim Keely
HCO Area Sec WW - Bruce Glushakow Ad Council WW
LRH Comm WW - Rodger Wright The Guardian WW - Jane Kember
for L. RON HUBBARD Founder
LRH: ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
Modified by HCO P/L 29 January 1970 Issue 11, Freedom to Remimeo,
in the 1970 Year Book.]
262
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 JUNE 1969
Remimeo Exec Hats
SUMMARY OF POLICY ON EXECUTIVE DIRECTIVES, ADMIN AND ADVICE
LETTERS, AND EXECUTIVE LETTERS
To re-establish Executive Directives as "high speed urgent
communications having the force of policy and requiring instant
emergency compliance", the following types and appearances of
mimeos are instituted:
EXECUTIVE DIRECTIVES
Blue ink on blue paper.
E.D.'s are there to say WHAT POLICY should be concentrated on,
not to give new orders.
E.D.'s are high velocity comm lines used to change personnel, to
handle emergencies or to make limited time policies or to handle
personnel conflicts or chronic slumps.
E.D.'s MUST BE SPECIFICALLY ASSIGNED TO A PERSON OR PERSONS who
will be responsible for doing them. E.D.'s containing projects
require doingness. THEY must be done by someone.
E.D.'s expire one year from their date of issue if not sooner by
reason of their text.
E.D.'s are entered in a log similar to LRH Comm Log but in the
Dept of I & R of issuing org. Compliance to every E.D. must be
reported to I & R of issuing org.
The penalty for not complying with an E.D. is a misdemeanour and
must result in an Executive Ethics Hearing or an Ethics Hearing.
If Continental Executive Secretaries fail to respond to WW
E.D.'s, they are usually scheduled for early removal by WW.
The only answer to an ECWW E.D. if a Continental Exec is not
going to do it is to immediately order his CLO at Worldwide to
convene a CLO Council to take up his complaint (as per HCOPL 20
April 1969 CLO Council WOO).
ECWW E.D.'s are distributed to Continental Exec Councils and they
distribute to area orgs as follows:
l Copy to A/Guardian Area 1 Copy to LRH Comm Area I Copy to each
Exec Sec l Copy to Reception ED file
ADMIN LETTERS, AD VICE LETTERS
Pale salmon paper. HCO Divs - green ink, Org Divs - red
ink, Public Divs - black ink.
Purpose: Normal general policy enforcement or advices.
Usually designated General Non-Remimeo.
Remain in force until cancelled.
HCO EXECUTIVE LETTERS
Blue paper. Green ink.
Meant for every org. Remimeo or Non-Remimeo as specified.
Purpose: Carry advices, how to do things, short term projects,
requests for data, information, reports on the states of things in
general or some activity in particular or
263
how some extreme condition was caused or how some extreme
condition is progressing.
Headed: TO:
FROM:
SUBJECT:
REFERENCE: (with numbered paragraphs)
When an Exec Letter requests data it is headed under the HCO
EXECUTIVE LETTER OF DATE line, REPORT REQUIRED. This is done only
when reports are required from all orgs. When an Exec Council
receives a REPORT REQUIRED HCO EXECUTIVE LETTER, the HCO Exec Sec
immediately makes a folder for it, with title and date one month
hence and holds it ready.
All reports received as a result (usually written on the
Executive Letter received by the org) are instantly and accurately
filed in that folder.
In exactly one month as visible by its date on the folder, this
folder is sent to Dept I/R of senior org who has this logged to
check compliance.
HCO INFO LETTERS
Blue ink on white paper. Strictly an LRH line only.
This HCO Pol Ltr summarizes and aligns the following Policies and
E.D.'s:
HCO PL's:
20 April 1969 CLO Council WW
25 Oct. 1968 Important, Admin Know How
10 Aug. 1966 SecEds, Executive Director & Guardian
(amends 7 May 1965)
13 Feb. 1966 Sec Ed OK (Continued) Pol Ltr Changes and
Origins
3 Feb. 1966 Sec Ads Definition and Purpose
Cross Divisional Orders
3 Feb. 1966 Sec Ed Change in Issue and Use
11 Jan. 1966 AdCouncil and AdComms Orders, Issue of
8 May 1965 Cancellation of Assorted Directives
8 May 1965 Flash Colours and Designations - Sec Ads
Form
Issue II
7 May 1965 Cancellation Mimeo Distribution Changes
22 Feb. 1965 Executive Director Comm Lines
Issue III
7 June 1961 Orders
5 June 1961 Continental Issues
4 Feb. 1961 Types of Letters Established
E.D. 1 Int 6 Sept. 66 (Renaming of Sec Ads Sec Ed 457 INT Sec Ads
Distribution of (23 August 1966)
Pat Bloomberg Dissem Sec/WW Bruce Glushakow HCO Area Sec/WW for
AD COUNCIL WW Jim Keely Qual Sec/WW Rodger Wright LRH Comm/WW EXEC
COUNCIL WW Jane Kember THE GUARDIAN WW for
LRH:ei.cden L. RON HUBBARD
Copyright (c) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
264
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 AUGUST 1965
Saint Hill
APPOINTMENT OF XEROX OFFICER
A Xerox Officer is created as a post in the Department of
Communications.
Anyone desiring to have anything xeroxed must route such to the
Xerox Officer stating the number of copies required and the purpose
of such. No more than 10 copies of any one item may be xeroxed.
Staff are reminded that forms, mailings and such like are to be
mimeographed rather than xeroxed for such purposes.
Using the Xerox is not only very expensive but is an avoidance of
the permission required to mimeo.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
265
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 26 JANUARY 1959 Issued at Washington (Supersedes
HCO Policy Letter of 23 January 1959)
cc: HCO Exec Sec HCO Area Sec Certainty Editor HCO Melbourne
SCIENTOLOGY MAGAZINES
Every Scientology Magazine should be mailed surface first class
two copies to each HCO Office, one copy to be posted on a public
board and one to be held in
HCO's Magazine files.
L. RON HUBBARD
LRH:mp gh.cden
Co (c) 1959 [This 26 January 1959 issue extended the
earlier 23
Copyright g January policy by designating what was to be
done
by L. Ron Hubbard with the two copies on receipt, and
specifying first
ALL RIGHTS RESERVED class surface mailing.]
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 22 JUNE 1959
Central
MAILING LISTS
HCO Saint Hill can act as a security repository of all mailing
lists.
I want a copy of each list now extant in Central Organizations.
HCO Area Secs please expedite.
Send lists to HCO Saint Hill; Saint Hill Manor, East Grinstead,
Sussex.
L. RON HUBBARD
LRH:mp.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
266
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill
Manor, East Grinstead, Sussex HCO BULLETIN OF 15 JANUARY 1960 CenO
Address depts
PAB MAILINGS
When sending stickers or addressed envelopes to HCO WW at Saint
Hill for the PAB mailings, please ensure that only the following
are included:
International Members Lifetime Members (Shareholders)
Participating Members.
Participating Members will only receive PAB magazine until their
membership expires. Please make sure that they are removed from the
list at the appropriate time.
Peter Hemery
PH:js.rd HCO Secretary WW
Copyright (c) 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 AUGUST 1962 Address-in-Charge
NAMES AND ADDRESSES OF ACADEMY ENROLLEES
I require 2 cards, size 3" x 5", of each person who has ever
enrolled in an Academy of each Central Org, giving the name and
address. This would include of course all certified auditors as
well.
Kindly run these off and let me have these as soon as possible.
L. RON HUBBARD
LRH:jw.rd Copyright(~) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
ADDRESS UNIT
Under Address-In-Charge, the up to date addresses of all persons
in the Live and Inactive Files of CF are kept readily useable on a
proper address machine.
Address-In-Charge is always ready to give any unit or department
a complete card file complete with designations on persons in whom
that function is interested.
Address-In-Charge receives a copy of all invoices before they go
to CF to make proper address changes or bring designations up to
date.
All mailing and mail functions of the Organization properly come
under Address-In-Charge. This is external mailings. The internal
despatch system can also be included here if in use.
All franking machinery also comes under Address-In-Charge as well
as stamps and their safekeeping.
L. RON HUBBARD
[Excerpted from HCO P/L 14 February 1961, The Pattern of a
Central Organization. A complete copy appears in Volume 7 on page
147. ]
267
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 APRIL 1962
Central Orgs
COMMENTS ON LETTER REGISTRAR DEPARTMENT
The Letter Registrar department system is very concise. Central
Files contain folders of persons who have bought something. Not
idle lists.
C/F folders contain names of persons active in the last three
years, persons who wrote to us or bought something.
Addresso is the card file system of C/F. Addresso plates are
tabbed in such a way that they reflect C/F exactly, without further
card files. Addresso gives the Letter Registrar card files from the
Addresso plates.
Other lists, such as the Old Dianeticist list, and their
correspondence remain valuable, and should be kept intact. Such
lists should receive at least one mailing every year.
The Letter Registrar and typists have their own Office. C/F and
Addresso have their own office (or offices). These should be
adjacent.
In a fully operational Central Org there must be:
1. Letter Registrar.
2. Typist or typists 3. C/F Promotion/Liaison 4. C/F-in-Charge 5.
Address Clerk
If not already in operation, a crash programme should be set up,
using other personnel than these, to sort out C/F folders and
divide them into "active" or "inactive", make Address exactly tally
with C/F folders active, so that Addresso becomes the index system
for C/F. Get a C/F that goes back at least three years. Keep
inactive files handy so that a person's file can be activated if he
writes in or buys something.
Restore the system of routing invoice copies to Address and C/F,
so that they can then check for plate or folder and make one if not
there.
If these routine precision clerical actions are missing, low
income will result. If they are well done, then with the addition
of excellent technical results in the HGC and excellent training in
the Academy, you will win.
L. RON HUBBARD
LRH :jw.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS
RESERVED
268
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 NOVEMBER 1962
All Orgs Appropriate Depts
ADDRESS MACHINES (HCO Sec - Please hat-check this on Address
In Charge if you have one of these machines)
On the Metal Plate Addressograph Machine which is used in most
Central Orgs, the usefulness of the machine is enormously reduced
by laying aside the "automatic envelope feed".
This is not used because the machine gives trouble on envelopes
or magazines on "automatic feed".
The secret here is that the basic usefulness of the machine is
not for envelopes.
Because it is called an address machine you don't realize its use
is mainly for People Filing. If you thought of it as a People File
machine, you'd get over this hump on the automatic feed.
The machine is primarily for CARD FILES for use by the Registrar
and Central Files, the Academy, the HGC and the Letter Reg. We
don't care if it never addresses an envelope the rest of its life.
The automatic feed will work on small file cards, 3 x 5 or some
such size. It will not work well on envelopes or magazines.
Therefore, set the automatic feed up for FILE CARDS only, and
don't use it on envelopes (unless you're having no trouble with
using it either way).
In Washington and elsewhere the automatic feed has been abandoned
because it won't address magazines and envelopes. That makes the
machine useless for its basic purpose of making Index Card Sets for
various departments in the organization.
Set the automatic feed for FILE CARDS and run off sets of cards
as follows:
1. Membership (a) International (b) Lifetime
2. Full set for Central Files, every plate you have.
3. Full set for Letter Reg with full designations.
4. All Students ever enrolled for the Academy.
5. All HGC pcs ever for the D of P.
Use automatic only on cards. Use cheap cards that will feed
easily. And use the automatic feed.
Do statements, magazines, envelopes in general by hand feed if
automatic can't be made to work on these.
Without adequate card Files of people in the proper org hands,
income is greatly reduced.
It is up to Address-in-Charge to make sure that such sets are
routinely supplied to departments for their use and that old sets
are destroyed and not passed on outside the org.
L. RON HUBBARD LRH:dr.rd Copyright (c) 1962 by L. Ron Hubbard ALL
RIGHTS RESERVED
269
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 APRIL 1963
CenOCon
IMPORTANT - EMERGENCY LIBRARY
In accordance with HCO Policy Letter of October 24, 1962, of
establishing an International Headquarters of Scientology at Cape
Town in the event of an Atomic War, ALL Central Orgs are to deposit
with Cape Town a complete record of all current addresses held at
each Org every six months, as at 30th June and 31st December.
These addresses should be run off on a continuous roll of paper
on the Addressograph and these rolls are to be despatched to Cape
Town as soon after the above dates as possible. They are to be sent
by registered surface mail and Cape Town are to be advised by
airmail the date of despatch of these rolls of addresses. On
receipt, Cape Town are to acknowledge each Org of the arrival of
their addresses. Cape Town are to advise me of Orgs that have not
complied.
It is incumbent on all HCOs to see that these important records
are maintained current.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 JANUARY 1964
Cen Orgs Address Depts
ADDRESS CHANGES FOR WW
The Address Dept of each Org henceforth must send to Addresses WW
notification of any change in address, or name, of Field Auditors.
This notification must include the old and new address.
(Field Auditor defined as HQS and above.)
Issued by: Joseph Breeden
Addresses in Charge WW
for
L. RON HUBBARD;
LRH:gl.cden Authorized by: L. RON HUBBARD
Copyright (c) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED [Replaced by HCO P/L 27 September
1965, page 281.]
270
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 24 SEPTEMBER 1964
General NonRemimeo (CF and Address)
CHANGES OF ADDRESS TO HCO WW -
FOUNDING SCIENTOLOGISTS
Please send copies of address changes to HCO WW CF and Address.
Either send all your address changes with a note of the tabbing of
the person, or send only the address changes which we need to know
(see below).
Ordinarily address changes sent to an org are routed to the org's
address dept. Address then changes the plate and makes one or more
proof slips to check accuracy of plate, and also for various
purposes within the org. Whatever system is used, please route a
proof (in the form of individual cards, addresso rolls or a list)
to Address Unit, Saint Hill.
If you will do this, you no longer need to send Saint Hill
stickers or envelopes monthly for PAR mailing as has been the
custom. Reason: PABs will be sent out enclosed in each copy of 'The
Auditor'. This means that we do not need to know of the expiry of a
membership, only new ones, and address changes. Note: we are in the
process of updating our plates with International Members we do not
at the moment have, from the last stickers or envelopes you sent
us, so no action need be taken by you to facilitate this.
Once a year run off either a tape of all your addresses with the
tabbing of each person or run off a tape of addresses of the people
we are interested in. This permits Saint Hill to bring its Address
Unit fully up to date.
If you are going to send all your address changes with the
tabbing against each change (some machines do this automatically),
send at once to Address Unit Saint Hill a copy of your tabbing
code.
If you are going to send to Address Unit Saint Hill only the
changes which we are interested in, please send at once a copy of
your tabbing categories so that we can instruct you which
categories to advise us on (broadly we are interested in anyone who
has enrolled in an Academy, Auditors, and International Members,
send these changes at the moment, but speedily let us decide which
of your tabbing categories we need).
If you anticipate any difficulty on this, please send details to
the Address Unit, WW.
Founding Scientologists: After December 31st no further
applications for Founding Scientologists will be accepted. Founding
Scientologists are tabbed as such in the Address Unit World Wide.
As soon as possible after December 31 st, a full addressograph list
of Founding Scientologists in your area will be sent to you. Please
tab these people as Founding Scientologists in your addresso. Also
see that the C/F folder of each Founding Scientologist has an
indication in it that he or she is a Founding Scientologist.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Modified by HCO P/L 20 October 1964, Stickers for PABs Wanted,
on next page. Replaced by HCO P/L 27 September 1965, Changes of
Address for WW, on page 281. I
271
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 OCTOBER 1964
General NonRemimeo (C/F and Address, Memberships Depts)
STICKERS FOR PABs WANTED
Modifying part of HCO Pol Ltr of September 24th 1964, "Changes of
Address to HCO WW - Founding Scientologists", PABs will be sent
to International and Professional Members every alternate month.
The Auditor will normally be sent out to all on WW mailing list in
months in which no PAB is mailed.
In order to send out the PABs to International Members we need
you to resume the system of sending stickers (or envelopes) to WW
(WW does not keep a record of International Members). Please
therefore send into WW, to arrive on November 1st 1964, stickers
with names and current addresses of all your International and
Professional members (London should send envelopes). Thereafter
send in stickers (or envelopes) to arrive here on the 1st of each
alternate month.
Other instructions in HCO Pol Ltr of September 24th 1964, remain
unchanged, and should be carried out as soon as possible, if they
have not already been carried out.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
272
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER AD14
Gen. Non-Remimeo
Sthil Students
Franchise
Sthil CF MAILING LISTS FOR FRANCHISE HOLDERS
(HCO Sec: Note that this is an important piece of current
promotion and see that it, with Pol Ltr on Pricing Formulas, Exec
Ltr on CF Overhaul, are thoroughly known and understood by the
Assn/Org Sec. Dir Prom Reg. and CF and Address In Charge. We're
arranging a boom. Don't let any parts of how we're doing it go
awry, in your Org. If all steps are taken and continue in force,
the boom will be on in your area.)
For some years we have had a policy of no mailing lists should be
sent or issued to the field.
That policy is now relaxed only so far as the following:
1. Franchise Holders in good standing may be issued a certain
type of list.
2. The list may only be issued by being addressed on address
envelopes for a brochure as follows and may not be in tape roll or
card form and no plates may be given to Franchise Holders.
3. No list of persons actively in communication with the Central
Org may be released and such persons may not be part of any list
issued.
4. A Franchise Holder may receive lists only for the area in
which he is actually operating.
5. No list issued becomes anyone's exclusive property and lists
may be duplicated where areas are the same or overlap.
TWO TYPES OF ADDRESS FILES
A Central Org or City Office with Address Equipment and Files
normally carries and preserves all addresses ever collected.
In practice, certain plates are retired to storage when the name
has not been actively in communication with the Central Org for
some time. This period has varied but was usually 3 years. In
short, if someone was out of comm with a Central Org for 3 years,
the address plate was retired to dead files.
If this procedure has not been followed, then this action will
have to be done: All invoices ever written by the Org will have to
be exhumed from Accounts and a whole new Address Plate File made,
from the start of the Org up to its present "active" plate files.
If the plates have been kept, this is a simple matter. One simply
regards "inactive address plates" as Franchise Files.
The two types of address files are then as follows:
File A: Active Address Files of the Central Organization.
File F: Franchise File.
All files are by districts as postal authorities usually require
it for mail packaging. If they aren't then File F must be broken
down into states or counties or some such geographical area.
Population density, not square miles, is the best criteria, so you
may have 3 districts for Greater New York and one for Arizona, New
Mexico and Wyoming.
BROCHURE FOR FRANCHISE
A special brochure for the Franchise Holder must be made up and
printed by the Central Org. This should consist of the 17 basic
definitions and what a Franchise Auditor can do and what training
he can give. A Franchised Auditor should be defined. An invitation
to communicate should be given.
A space for a Franchised Auditor to write, print or stamp his
name or the name of his centre must be left on the brochure.
The brochure is provided with proper mailing envelopes.
273
BROCHURE DRILL
On payment for a certain number of brochure copies (500, 1,000)
to cover printing, addressing and posting the carton to him, a
Franchise Auditor in good standing may receive addressed brochures
from Central Orgs (not Saint Hill).
Address addresses the envelopes up to the number of addresses
available for that district. Only File F (above) is used. Address
does not stuff.
The addressed envelopes in one bundle of the carton and the
brochures in another part of the same carton are shipped off to the
Franchise Auditor.
Any part of the ordered brochure envelopes remaining when the
number of plates for that area are exhausted, are sent blank for
the Franchise Auditor to put his own addresses on.
The Franchise Auditor receives the carton, addresses the
envelopes left blank as he wishes, has a printer run off his name
and address on all the brochures or stamps them or writes his name
and address on them, and, paying the postage, mails them out to his
area.
People, finding service close to hand, will often break silence
and correspond or call. Groups will form. Personal contact will
revive. Now that we have why people dropped out (definitions not
understood in older subjects or in Scientology, a fact which can be
mentioned in the brochure), we can get them back.
FACTS ABOUT THE FIELD
It is hard for a Franchise Auditor to get in touch with people.
People when they know he is there will wake up and go to him when
they never would come into the org.
A Central Org which does not cultivate auditors in the field does
badly.
A Central Org has been known to misguidedly suppress field
"competition".
A survey of pcs some time ago showed the majority originally had
been sent in to the HGC by the field, a fact Central Orgs sometimes
overlook.
The Franchise Auditor, delivering service as a well trained
professional, is nobody for an Org to deter but encourage.
Only bad experiences with squirrel, badly trained or untrained
persons in the field lead Orgs to withhold from them. These
experiences seldom if ever occur with Franchise Auditors.
It would be dull to release the total active list to the field.
It would be dull indeed to release File F to anybody and everybody,
competent and incompetent alike. It would be equally dull not to
forward the programme covered in this Policy Letter.
NEW PROMOTION
The above project should be undertaken quickly. The sooner it is
undertaken, the higher the general activities of Scientology will
increase.
The line must be grooved in now while it can be. The brochure
must be prepared and printed. Special help must organize the
separation of Files A and F and in at least one case File F will
have to be put on plates all over again.
The reason this will have to be done quickly is because there
won't be any spare motion later with which to do it.
New promotion is so rigged that City Offices will be putting out
vast amounts of advertising of books locally and Central Orgs
nationally.
These new book buyers have been missing in our planning for years
for reasons of false economy. Now we are going to start them
rolling in.
New Promotion - and new books - will send orgs into a state
of such activity that they might flub the drill of Franchise
brochures if begun later. So start it now and you will have it
grooved in when things really start. You will soon have more
addresses than you know what to do with.
274
HANDLING NEW ADDRESSES IN CENTRAL ORGS AND OFFICES
Starting right away, this is the drill for new book buyers. This
drill also will be kept in and followed after advertising begins.
1. A person buys a book personally or by mail for the first time.
2. The invoice is made out with the name and address bright and
clear on all copies.
3. One copy goes to shipping or books whether mailed or just
handed out.
4. One copy goes to own Address. (This is true of all orgs
including City Offices. Whatever is done with remaining invoice
copies is according to standard accounts procedure.)
5. Address cuts a plate or stencil and puts a date on it and a
designation like BB 3/3/65, meaning the person bought a book on
3/3/65.
6. This plate is put in File A and receives whatever goes out to
File A for 3 or 4 months.
7. Any new invoice, indeed all invoices, go to Address. If a BB
in File A buys more books or training or processing Address
obliterates the BB 3/3/65 on the plate or stencil either by just
flattening it on a metal plate or cutting a new stencil in case of
less durable stencils.
8. At the end of each quarter (Mar. 31, June 30, Sept. 30,
Dec. 31 all
approximate) Address removes all BB plates older than 3 months.
9. These plates are now placed in File F with its geographical
mates.
10. Franchise Holders are informed they should buy new brochure
sets and these should be addressed from File F. using all plates in
it, old or new.
FRANCHISE OBLIGATION
To procure a set of addressed brochures, a Franchise Holder must
pay cash to the org and must specify how many addresses for what
districts and how many envelopes are to be left blank.
On receipt of the carton, the Franchise Holder is obliged to mail
at least the addressed envelopes, containing the brochure furnished
and any piece of his own additional literature, providing only that
it mirrors no games condition with other auditors or the org, and
contains no claims contrary to standard policy regarding healing,
the insane, etc. as contained in HCO Pol Ltr of Oct. 27, 1964, or
as amended from time to time.
The Franchise Holder is obligated to turn in to Saint Hill at the
end of each year a COMPLETE LIST of the names and addresses of
persons who have bought things from him - books, auditing,
processing, courses - so that these people can be sent a copy of
an International Magazine.
Failure to carry out these above named obligations would result
in a cancellation of the privilege of receiving mailing lists, if
not of Franchise.
CITY OFFICES
A City Office must forward copies of its new book buyer list to
its Central Organization the moment it becomes File F. It must be
plainly marked File F and include only File F names as above.
The City Office may keep its book buyers who then buy more books,
training or processing (its File A). However, to get its people
sent a magazine it should routinely send ENVELOPES pre-addressed by
the City Office to the Central Org. If a City Office finds this
arduous, it may simply send all its invoices to the Central Org for
the Central Org's complete address and File A, File F handling.
A City Office may then (a) keep its own address unit going, or
(b) count on the Central Org doing it all for them. Either one or
the other must be selected and followed.
Where a City Office fails to keep its address unit cracking, the
Central Org must demand the address unit copy be sent to the
Central Org when the invoice is written up
275
by the City Office just as though the Address Unit of the Central
Org was part of the City Office.
A City Office may not retain the Address Invoice Copy if it is
not maintaining an Address Unit, even if it "plans to" but must
send the copy to the Central Org, not save it. It can note down and
record its active "customers" in a book and still send the invoice
copy to the Central Org.
The names and addresses of City Offices must be carried in each
issue of every magazine mailed by Scientology Orgs.
A City Office may also buy its area's brochure but in this case
should add to the envelope a sheet of its own stating it is a City
Office and defining Central Org, City Office, Franchise Holder and
Field Auditor as to their relative status and seniority in
Scientology. This should be done without ARC Breaking Central Orgs,
Franchise Holders or Field Auditors, but should also emphasize the
virtues of a City Office as the responsible representatives for
Scientology in the area.
DESIGN FOR THE BOOM
You see the promotion pattern emerge now. First, get the org
streamlined, with tech high. Second, the Pricing Policy Letter of
Oct. 19, 1964. Now the using of names to the fullest extent.
The HCO Pol Ltr of Oct. 19, 1964, is going to force city and
national book advertising into existence. This is done by building
an account up (HCO Book Account) that has only one real
outlet - book advertising. I intend to get each org's HCO Book
Account into a very swollen condition and get it spent on book
advertising as the only possible value that saves it from the tax
man. Into this channel, new effective books will be poured into the
public's hands.
The ensuing prosperity will come first to Central Orgs and City
Offices and then to Franchise Holders. Out of this prosperity the
HCO Book Account is going to fatten up alarmingly and have to be
spent prodigiously on advertising books.
Given only effective training and processing in accordance to
current design and supported by our now existing technology, this
cycle can continue over and over. The HCO Book Account in each
Central Org and City Office will swell up by reason of processing
and training discounts and book sales and can only be lowered
greatly by new book ads.
The book buyers will be channeled to Franchise Holders as above.
These, to cope, and because org income is spectacular, will become
City Offices and coming under the rule of the HCO Book Account and
now able to sell membership and higher level courses, will pour new
advertising out in their areas. And new Franchise Auditors will
come into existence and in their turn - - Well, you get the
pattern.
There are those who dread a boom. They think if it can all be
kept small enough it can be handled easily.
But we don't happen to have easy handling of things as our main
purpose, so I trust such won't be too spun about by the rush. The
truth is, things are only hard to handle when you haven't got any
volume. Right? So let it boom!
I said I was kicking the door open.
That pop you just heard was the top hinge.
L. RON HUBBARD
LRH :jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Cancelled by HCO P/L 18 April 1965, Prices Lowered Because of
New Organization Streamline, Volume 3 - page 93.]
276
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex Remimeo
HCO Sec HAT HCO POLICY LETTER OF 8 APRIL 1965
HCO Dissem Sec HAT
Dist Sec HAT DIVISIONS 1 & 6
Dir Comm HAT DISTRIBUTION DIVISION
Dir Prom Reg HAT HCO DIVISION 1
Dir Clearing HAT HCO DISSEMINATION DIVISION 2
Dir Ins & Rep HAT CF (c) ADDRESS
CF & Address HATS CANCELLATION OF MAIL LISTS
Address HAT TO FIELD AUDITORS
HCO Policy Letter of Oct 30, 1964 "Mailing Lists for Franchise
Holders", the Programme which puts your book buyer list in field
auditor hands "if the book buyer buys no service in 3 months".
This whole action passes, on the New Org Board, to the
Distribution Division and the system itself is to be modified.
What should happen is that the Distribution Secretary Division 6
can be given card files of existing address names by areas by Prom
Reg which they can hand out to field staff members in that area.
The responsibility for getting names from Prom Reg lies with the
Distribution Secretary.
The responsibility of preserving intact their mailing list is the
responsibility of the HCO Secretary and HCO Dissemination
Secretary.
LISTS NOT RETIRED
NO ADDRESSES OF PERSONS WHO HAVE BOUGHT SOMETHING MAY EVER BE
RETIRED.
This cancels any policy, directive or idea to the contrary.
NO CF FOLDER MAY EVER BE RETIRED FROM THE FILES.
The definition of a CF folder is THE FOLDER OF A PERSON WHO HAS
BOUGHT SOMETHING FROM AN ORG.
Exceptions to CF no-retirement policy are dropped body in which
case the CF folder goes to HCO Inspection and Reports Ethics
Section for safekeeping and for any investigation and is filed
there, fugitive, and Suppressive Person folders. These become part
of the Dept 3 Ethics Files. But even so, a dummy folder with the
name, a goldcoloured board, is left in CF with the name on it to
show that Dept 3 has it. Anything afterwards coming in (invoices,
letters, etc.) to be filed in such folders is stamped by CF ETHICS
FILES DEPT 3 and is sent on to HCO Ethics Section. When the CF
clerk sees that what he or she is trying to file has a dummy
gold-coloured board instead of a file, the CF clerk stamps the
unfired bit as above and sends it on.
When the HCO Ethics Section calls for a file CF always makes a
gold-coloured dummy and puts it in place of the file and sends the
File to Ethics Section.
There is no other retirement of lists.
"Inactive Files" are simply THOSE FILES WHICH ARE NOT MEMBERS OR
PROSPECTS.
"Active Files" are simply "THE FILES OF THOSE PERSONS WHO ARE
MEMBERS AND THOSE PERSONS WHO HAVE BEEN TRAINED OR PROCESSED AND
THOSE PERSONS WHO HAVE EXPRESSED A DESIRE TO BE TRAINED OR
PROCESSED".
There is no time limit on how long the file is active.
"Hot Files" are those that RECENTLY EXPRESSED A WISH TO BE
TRAINED OR PROCESSED.
NOTHING MAY BE FILED IN A HOT PROSPECT FILE THAT HAS NOT ALREADY
BEEN ANSWERED BY A LETTER REGISTRAR.
If the CF clerk sees something that is not marked "answered" by
the Letter Reg being put into a CF file the clerk must return it to
the Letter Registrar.
No want for training or Processing may be merely "acked" or "form
lettered" and then marked "Answered".
LRH :jw.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard [See also HCO Policy Letter 7 June 1965,
Entheta Letters
ALL RIGHTS RESERVED and the Dead File, Volume 1, page
415.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 OCTOBER 1964
Limited Non-Remimeo
ADDRESSOGRAPH EQUIPMENT WARNING
There is a bug in your Addressing that can ruin you.
Central Orgs are currently expected to have and use heavy duty
metal plate addressing equipment.
City Offices may use silk screen stencils and automatic feed
addressing machines.
There is one huge bug in the heavy duty equipment as its company
has salesmen who run down the automatic feed system "as not worth
while for mere 5,000 piece runs." These salesmen tell Addressograph
operators in our orgs this contrary to every principle of their own
company and our best interests.
It takes a couple of days of hard work for our staffs to hand
feed one of these big machines 5,000 pieces. The automatic feeder
does it in a few minutes
Unknown to Org Secs and Assn Secs we are consistently knocked
into a false proceeding by these salesmen. They do it to us all
over the world. They tell our Address-in-Charge that the automatic
feed "takes longer to set up than it does to run it all by hand."
This is then told to the Org Sec or Assn Sec and the automatic feed
is abandoned. Thereafter you can't get rapid addressing done and
everybody fights against furnishing cards or addresses to anyone
because it is too much work. Of course it is, by hand.
Our Addressograph operators must learn:
(a) To set up and use the automatic envelope or card feeder.
(b) To not try to address bulky magazines or oversize envelopes
on the automatic feed as that is what jams it.
(c) To learn to use the tape feeder and make sticky tapes for
large bulky things. These have a dispenser. You make the tape of
addresses, put it in a dispenser which wets its glue and put the
sticker on the large envelopes.
(d) To make tapes or sets of envelopes or cards very rapidly.
If you don't take care of this bug and keep it cared for, this
whole programme will break down.
One solution is to make it mandatory that any call at the org by
an Addressograph representative be reported at once to the
Assoc/Org Sec so the representative can't mess us up.
Another is to junk Addressograph and get other equipment that can
be fed by machine rapidly.
If I sound strong on the point, remember, I've fought this same
bug on every continent and it is a primary reason for unit decline.
The work of addressing is then so great, the staff (a) lessens the
number of mags to be sent, and (b) retires too many names too fast
from the lists.
278
So in getting this programme in, realize the frailty and
bottle-neck character of addressing equipment and the psychosis of
the largest addressing company. A smaller silk screen machine with
an automatic feed will address more envelopes or cards than a large
machine if a representative keeps getting your staff sour about
using automatic feed. Hand fed rubber stamps would be almost as
fast as a big machine which is being stopped by its own company.
One of these characters from Addressograph turned up here at
Saint Hill only a few days ago. And you know what he told the
Address Unit? "You shouldn't use an automatic feed. It's for 60,000
piece mailings. Feed it by hand for the small number you've got."
And there went your "Auditor". I heard a ripple on the line and
investigated and sure enough our equipment was about to be stopped.
So any automatic addressing equipment that has individual plates
and will automatically feed swiftly is to be used. And any org with
equipment which has to be hand fed one piece at a time for any
reason, should get other equipment.
I've seen a trained addressing operator set up an automatic feed
in three minutes and run all the addresses in the place off in one
hour.
And only that kind of equipment and operation will make this
project work. For this project will only break down where
addressing becomes too long and too laborious for a staff to
confront.
SILK SCREENS
Silk screen stencils may be re-silked at a very low cost, a fact
not well known. So any org starting out this project or having to
re-do the whole list from invoices does not have to buy heavy plate
Addressograph equipment but should seek some other make, whether
plate or screen, that can do a fast, effective job.
Those orgs with huge stacks of metal plates and Addressograph
equipment should do all possible to get their machines into full
automatic operation and put a sign on the wall: "To the
Addressograph Representative: Yes, we know small lots like ours
should be hand fed. However, we use automatic feed because we're
Martians."
L. RON HUBBARD
LRH: jw.pm.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
279
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 JANUARY 1965 Issue II
Gen Non-Remimeo Attn CF & Address
ADDRESSOGRAPH EQUIPMENT
A short while ago I discovered quite by accident and with no help
from the Addressograph Company that they sell a paper
roll-guillotine attachment for their big machine that will give a 5
x 4 inch card with automatic feed without using the envelope
automatic feed.
This attachment is apparently all we need to rapidly give
Registrars, Ds of T. etc., card files they can use. As this is the
primary purpose of the machine, it is welcome to know there is a
way to do it quickly.
In giving Franchise Holders mailing lists for their areas, it
would only be necessary to run them off a gummed tape and send it
and the brochure envelopes along to them for them to assemble.
Thus the envelope feed chute that won't work and nobody uses
isn't necessary. Instead use the tape feeder with a gummed tape and
a dispenser for addressing and a card printer and cutter for our
card lists.
The exact data and number of this file card maker is:
Addressograph - Roll Feed and Guillotine Attachment for Class
1600 and 1900 machines.
If you can't do address lists fast for the Registrar and others,
they can't do their jobs well. If you can't do address lists fast
for Franchise Holders for their areas as per recent Policy Letters,
it will be a burden and the project will be shelved.
So this attachment is of great interest to us.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
280
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 DECEMBER 1964
Limited Non-Remimeo
ADDRESS LISTS TO CITY OFFICES
The local area address list may be given to a City Office when it
is fully established as a City Office and when it has been okayed
as a City Office by me. The list given may only cover their very
local area.
L. RON HUBBARD
LRH:jw.aap.cden Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 SEPTEMBER 1965 (Replaces HCO Pol
Ltrs of 24 Sept 1964 and 10 Jan 1964)
Gen Non-Remimeo Address-in-Charge
CHANGES OF ADDRESS FOR WW
Please send copies of address changes of all people who are HRS
or above and Grade 0 Release or above, to Address I/C St Hill. Send
all your address changes with a note of the tabbing of the person.
Once a year, run off a separate tape.of all your addresses with the
tabbing of each person. This permits Saint Hill to bring the
Address Unit fully up-to-date.
The Address Section of each Org, henceforth, must send
notification of any changes of name or address of any one HRS or
above and Grade 0 Release or above, to Address-in-Charge St Hill
and this should be done once a month.
L. RON HUBBARD
LRH:ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
281
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 NOVEMBER 1965
Gen Non-Remimeo Issue II
CF Officer
Address-in-Charge
FOUNDATION CENTRAL FILES OFFICER AND
ADDRESS-IN-CHARGE
Until such time as the Foundation warrants a C/F Officer and
Address-in-Charge,
the Day Org C/F Officer and Address-in-Charge is to cater for the
Foundation posts as
well as the day posts. People doing amends projects may be used
to help on these
posts.
The duties that need to be filled are for the Address-in-Charge
to:
1 Make a new plate for anyone making use of Foundation services,
from the
invoice, and file it in a Foundation drawer, irrespective of
whether the person has
a plate elsewhere.
2. Supply a sticker to C/F for the making of a folder.
The C/F Officer is to:
1. Check to see if the person named on the sticker has a file in
C/F. If there is he must simply tab the folder with a green tab on
the right-hand side of the folder. If there is no folder for the
person named on the sticker, he is to make a new folder with a
green tab on the right-hand side of the folder and file it. There
are no separate files for the Foundation.
2. Supply the Letter Reg (Foundation), if there is one, with a
pile of 20 folders, or more if requested, each day, so that letters
can be written.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 JANUARY 1966
Gen Non-Remimeo Issue II
CF Hat
Address Hat
INTERNATIONAL CHANGES OR AREA CHANGES OF ADDRESS
When someone on your central files moves out of your org area
(like from Australia to South Africa) notify Address and CF of the
org nearest to where the person is located. Send the person's
folder, complete with all correspondence, info on their training
and processing, memberships and Ethics matters, if any. Route this
to Address, then CF of the org nearest to where the person is
going.
Delete the person's name from your own Auditor mailing list.
Notify the Letter Registrar of the person's name and address and
advise they are moving.
Notify Saint Hill Address of the change of address.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
282
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 JULY 1968
Remimeo
GROSS INCOME SENIOR DATUM
THE SIZE NOT THE QUALITY OF AN ORG'S MAILING LIST AND THE NUMBER
OF MAILINGS AND LETTERS TO IT DETERMINES THE GROSS INCOME OF AN
ORG. IF THIS IS NOT KNOWN AS A SENIOR DATUM TO EXEC SECS AND KEPT
IN BY THEM THEIR CONDITION IS TREASON.
L. RON HUBBARD Founder
LRH:js.rd Copyright Q) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 SEPTEMBER 1968
Remimeo TO ALL ORGS FRANCHISES
ADDRESS LISTS
An Address list must contain the principal names of Scientology,
the Exec Councils of Orgs, Mary Sue Hubbard and L. Ron Hubbard,
Founder.
This enables executives to check what was mailed when and in what
condition it was received.
L. RON HUBBARD Founder
LRH:ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
283
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 SEPTEMBER 1968 Issue II
Remimeo To all Orgs, HCO Area and Addresso Hats
WORLD ADDRESSO CO-ORDINATION
This policy letter takes precedence over any other system, ED or
policy letter. The system of filling out "Forms" of new names is
abolished.
The post of WW Addresso Co-ordinator is hereby created, to be
placed under Dept 2 WW. He is responsible to see that the lines set
up to expedite the routing of new names, flow fast and are not
blocked with non-compliances. He sees that the Org Addresso policy
is followed to avoid confusion. He makes sure that addresso lists
are routed to the right place at the right time. Backlogs are
severely treated.
Mailing lists and new names are becoming increasingly valuable;
they are the gold coins of an org which will lead to future
prosperity. The Addresso Section of an org must not be unmocked.
At the end of every month each org runs off a tape of stickers of
their pc and student graduates and address changes during that
month.
The following diagram shows the routing of such sticker tapes:
US & Canada Orgs
EU & Commonwealth
\ (c) \ /
(c) (c) (c) DiHr of Comm
ASHO Dir of Comm \ /
1~ (c) AO Liaison WW _
\ /
(c) SEA ORG FLAG DIV 6 Addresso l/C
US and Canadian Orgs send their address stickers to ASHO.
ASHO checks them and makes its own plates of these and runs off
the full list of the US and Canada orgs combined with its own new
grads for that month which it sends to SH addresso. AO Liaison in
LA is to ensure that this is done.
SH addresso checks them and makes plates. SH runs off a full list
of Europe and Commonwealth lists of the month combining it with its
own and ASHO's. This new grads world list is sent to AO Liaison WW
at OT Liaison Unit WW who routes this to the addresso of the SEA
ORG.
The result of this system of routing results in every org having
an up-to-date list, SH and ASHO having full up-todate lists of
their areas, WW having an up-to-date WW list and the SEA ORG having
an up-to-date list for the world consisting of SHSBC and solo
grads, Academy grads, Grade IV pcs and VA pcs.
Diana Hubbard CS-6 for
L. RON HUBBARD Founder
LRH: DH: ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also HCO P/L 18 April 1969, World Addresso Co-ordination
Revised, on next page.]
285
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 APRIL 1969
Remimeo
WORLD ADDRESSO CO-ORDINATION REVISED
The data contained in this Policy Letter takes precedence over
that of 2nd September 1968, where conflicts may occur. The diagram
below shows the routing of addresses to be followed:
US & Canadian Orgs UK Orgs Europe and Africa Orgs
via continental via continental via continental
Addresso Addresso Addresso
I ASHO_ SH
_ I Addresso _ _ Addresso
\ (c) / (c)
(c) (c) (c) (c) (c) AOLA ADDRESSO \ AOUK ADDRESSO / (c) / (c)
WW ADDRESSO
A WW mailing list containing a full set of up to date addresses
around the world must be kept. It is the central point of World
communication and therefore vital.
Address tapes are routed per the above diagram on a monthly
basis.
AN IMPORTANT NOTE
The Public knows us from the efficiency of our promotional
mailings We must have the right address, the right name and
category.
Sloppy or no address changes or failure to pass on address
changes to the next senior Org can result in an ARC broken field.
The same can be said for failure to keep up to date categories. So
remember this!
Another point is, we are here to expand and endure. Hiding,
stacking up in attics or corners, not keeping up to date and/or
throwing away addresses are destructive actions and should be
treated as such.
Lt. Cmdr. Diana Hubbard
LRH:DH:ja.ei.rd CS-1
Copyright(~) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
286
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East
Grinstead,Sussex HCO POLICY LETTER OF 8 MAY 1969
Remimeo
ADDRESS LISTS ADDRESSO AND CENTRAL FILES
It is an ACT OF TREASON to contract the address list of an
Organization.
It is forbidden to order or allow an Org's CF or address lists to
be shifted, dispersed, lost, destroyed or disrupted in any way. If
permitted under any guise income will dive shortly after.
In March 1968 DC had 15,530 names in CF (and even this figure is
a very, very small figure for DC). On 15 May 1968 DC stopped
mailings to the states of Michigan, Ohio, Missouri, Florida, New
York and New Jersey and shipped 7,000 of their CF to "the Orgs
whose area it was".
YET A CHECK OF EVERY INVOICE BETWEEN JANUARY 1st AND MAY 23rd
REVEALED THAT 25,839.08 DOLLARS WORTH OF BUSINESS HAD COME FROM
THAT MAILING LIST!
DC at that time had been a large thriving organization; one of
the largest, operating both a day org and a large evening
Foundation.
By March 1969 the org had contracted from a 9 division org to a
three division org and had closed its evening Foundation. ITS CF
HAD SHRUNK TO A REPORTED STRUGGLE TO GET 3,000 NAMES FOR A MAILING.
The same impulse to disperse its CF had continued until it nearly
destroyed the whole organization.
DO NOT PERMIT THE CONTRACTION OF AN ORGANIZATION'S ADDRESS LIST
OR CENTRAL FILES.
It is the size not the quality of an org's mailing list and the
number of mailings to it that determines the gross income of an
organization.
TIME HAS NO RELATIONSHIP TO WHAT IS FILED IN CENTRAL FILES OR
ADDRESSO.
THERE ARE NO ACTIVE OR INACTIVE LISTS.
HCO OWNS THE MAILING LISTS OF SCIENTOLOGY AND WHERE THESE HAVE
BEEN PERMITTED TO BE DISPERSED THEY MUST BE RECOMPILED AND TOTALLY
ACTIVATED AT ONCE.
W/O Ken Delderfield CS-6 for
L. RON HUBBARD Founder LRH:KD:an.ei.rd Copyright (c) 1969 by L.
Ron Hubbard ALL RIGHTS RESERVED
287
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MAY 1969
Remimeo
MAILING LISTS CENTRAL FILES ADDRESSO BASIC DEFINITIONS AND POLICY
Dianetics and Scientology Mailing List
This is a list of names and addresses of persons who have bought
something from an Organization. This, in full, IS the ORG mailing
list. Every person on this list has a separate file in CENTRAL
FILES.
Temporary Mailing List
This list contains the names and addresses of people who have
expressed an interest in Dianetics or Scientology.
Speculative Mailing List
A list of names and addresses of people who MIGHT be interested.
Good Will Mailing List
Just any mailing list.
Central Files
A collection of files, one for every person who has ever bought
something from an organization, gathered together in the one
location in the organization.
The name and address of every person in Central Files
collectively make up the ORG MAILING LIST. Conversely every person
on the Org Mailing List has a folder in Central Files.
Purpose of Central Files
The purpose of Central Files is to collect and to hold all names,
addresses, pertinent data about and correspondence to anyone from
anyone who had ever bought anything from the Organization.
Central Files is NEVER split into active/inactive.
No CF folder may ever be retired from the files (P/L 8 April
'65).
Central Files Folder
The CF folder is the folder of a person who has bought something
from an Organization. In it is filed all the data concerning the
person, any correspondence to or from the person to anyone in the
Organization. Everything about a person, except his financial
statements, actual training record, and test record is in CF, but
data even on these such as a notice of certification, can be
included. For instance a copy of every invoice is forwarded to CF
via Reception and Addresso for filing.
Hot Prospect File
"Hot Files" are those that have recently expressed a wish to be
trained or processed. Nothing may be filed in a HOT PROSPECT FILE
that has not already been answered by a Letter Registrar (P/L 8
April '65).
Hot Prospects are created by mailing to the entire Org list
magazines, hard sell promotion and other broad mailings such as
brochures and questionnaires. Such mailings always contain the
invitation to write or call the Registrar and replies to these are
routed to the Registrar.
288
Addresso
Addresso is the name-status index of central files (HCOP/L 23
Sept '64).
The address files contain, ready for use in mailings, all the
names in central files and ready reference designations about these
people.
The addresses are normally stored in some sort of addressing
equipment. Addresso plates are tabbed in such a way that they
reflect CF exactly. As a person's grade or training level increases
the tabbing is changed to reflect this. Copies of all invoices are
routed via Reception and Addresso to CF so that addresses can be
kept up to date and accurate. Copies of training and processing
certificates are sent via Addresso to CF so that the tabbing is
updated.
It is VITAL that address errors are corrected and address plates
kept up to date and correctly tabbed.
Not to do so causes ARC Breaks, wastes money due to numerous
mailings to the same persons under slightly different variations of
the same name, and loses names as people move from one address to
another.
Addresso is always ready to give any department or unit a
complete card file complete with designations on persons in whom
that function is interested.
Addresses cost a tremendous amount per address so never waste
them.
Size of Mailing List
The size not the quality of an Org's mailing list and the number
of mailings and letters to it determines the gross income of an Org
(P/L 30 July '68).
To promote you must have a full mailing list. Central Files and
addresses must not be permitted to be shifted, dispersed, lost,
destroyed or disrupted in any way.
Where this has occurred in the past IT IS AN ACTION OF VITAL
IMPORTANCE TO RECOMPILE THESE NOW.
All promotion depends upon your collecting mailing lists and
exhuming any Dianetic or Scientology name you can find and mailing
them data.
Where an Organization's mailing list does not contain the names
of every person who has ever bought anything from that
Organization, then these can and must be recompiled from old
invoices, old roll books and other records of buyers. Book buyers,
training and processing buyers, all had names on accounts invoices.
By going through these an address list can be recompiled. Old roll
books can be checked for names. Any Org record of past buyers
should be dug up and the names gotten onto the mailing list.
With the new Hubbard Standard Dianetics Course about to be sent
to all Orgs, even lists of old time Dianeticists will be found to
be valuable. Dig out those lists and mail them data on the new
"Standard Dianetics", and the Hubbard Standard Dianetics Course.
An Org's mailing list should never be left idle. A mailing list
can be lost just by never mailing anything to it. Persons move on
and their new address is lost as mail arrived too late to be
forwarded. The whole of the Org's mailing list should receive broad
mailings of magazines, hard sell promotion, fliers and other
promotion.
Compiled by
W/O Ken Delderfield
LRH: KD: an.ei.cden LRH Public Aide
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[See also HCO P/Ls 30 July 1970, Registration Breakthrough, Vol.
2 - 301, 1 Dec. 1970 II Clarification-Registration Breakthrough,
Vol. 6 - 65, 3 July 1971, New Names to C/F Change, Vol. 6 - 227; 3
July 1971R 13 June 1973, New Names to C/F Change, 18 Sept. 1971,
AOLA Division 6 Defined; 26 Nov. 1971 II, Division 6 Public Reg
Reinstated, Vol. 6 - 230; 10 Feb. 1972 III, Higher Org New Name to
C/F Definitions, 10 Feb. 1972R 12 June 1973, Higher Org New Name to
C/F Definitions; and 3 July 1971 R 13 June 1973, New Names to C/F
Change. ]
289
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 28 JANUARY AD20
Remimeo Public Divisions Franchise
FIELD MAILING LISTS (Cancels HCO PL 29 July 1969 Field Mailing
Lists and amends HCO PL 14 Feb 1967 Book Buyers)
HCO Policy Letter 29 July 1969 is cancelled. Though theoretically
feasible it was found unworkable, for Franchises to send two
duplisticker sets to the Org for the Area and Auditor Magazine each
month.
Franchise Holders are required to send their nearest Org a list
of names of those
who have bought something from the Franchise and thereafter
monthly additions and address changes. The category of this list is
a "Temporary Mailing List" per HCO P/L 17 May 1969 (until it
becomes a full Dn + Scn Mailing List).
The Org puts these in addresso, making up plates and keeping them
separate from the rest of the addresso. The names are not included
in C/F until they have bought something from the Org. To this list
goes the Area and Auditor Magazine and any major public events,
i.e. Congresses. No attempt may be made to steal customers away
from the Franchise in promotion. Out gradient promotion must be
avoided.
It is the duty of the Org's PES to turn these lists into New
Names to C/F and to enforce the action.
It is a warning that ARC breaks in the past have occurred due to
Orgs backlogging addresses or not having a proper tabbing system,
thus out gradient and/or misrouted promotion occurs. The solution
to this is keeping the names absolutely separate, insisting the
Franchises send in changes and additions regularly once a month and
that the lists and names concerned are properly marked for category
when sent to the Org.
HCO Policy Letter 14 Feb AD17 Book Buyers is amended in that Org
FSMs who have sold a book send in the Book Buyer's name and address
with details to the Dir of Clearing for inclusion into C/F but the
book buyer names of Franchise holders are not handled by this
procedure as such are handled per the above section on Franchise
lists. The book buyer names that are sent in by Org FSMs are
automatically added to the Org's C/F and are counted as new names.
This qualifies it as an important action for a Dir of Clearing to
get in with his FSMs.
The above policy will ensure good body inflow into Orgs from
Franchises in the field and preserves the book buyer names
collected by the Org's FSMs. It is a new name builder and
strengthens the comm lines of an Org into the field.
Lt. Cmdr. Diana Hubbard CS-6
for
L. RON HUBBARD Founder LRH:DH:ei.rd Copyright (c) 1970 by L. Ron
Hubbard ALL RIGHTS RESERVED
290
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 MARCH 1970
Gen NonRemimeo HCO AS Dir Comm Address Hats Ethics A/Gs
RE: PERSONS WHO ASK OFF MAILING LIST (Amended from ED 1470 INT
dated
15 November 1968, by Jane Kember)
When a person writes in to ask for his name to be removed from
our mailing list, he must not simply be deadfiled and reactivated
with the next Amnesty declared.
A person who says or writes in "to stop sending me information or
letters" and
who is threatening legal action if our mailings continue, should
be treated as follows. The addresso plate is put into a separate
drawer which is never activated until the person writes to "put me
back on", and also has clearance to be put back on the list from
the nearest Guardian's Office.
An Amnesty does not put this category back on our list.
Amended and proposed by Natalie Fisher Assistant Guardian ASHO
Alix Olga Thomas Deputy Guardian Policy Knowledge US Robert Thomas
Deputy Guardian US Leif Windle Policy Review Section WW Jane Kember
The Guardian WW for L. RON HUBBARD Founder
LRH:NF.ei.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also HCOP/L27 May 1972,Legal: Off-Mailing List Requests,
whichgivesan expended handling of ask-offs, and HCO P/L 6 December
1972, Persons Who Ask Off Mailing Lists, which distinguishes
between the ARC Broken and those threatening legal action, in the
1972 Year Book.]
291
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO BULLETIN OF 19 FEBRUARY 1960
sthil
VEHICLES
The care and maintenance of vehicles is the responsibility of the
Transport Supervisor (post at present held by Mr. Hemery).
The following regulations should be observed by all who use
vehicles at Saint Hill. Visitors and others who own private
vehicles are also requested to obsene the parking regulations.
Water, oil and tyre pressure should be checked at each petrol
fill.
Transport Supervisor keeps a record of servicings and repairs for
each vehicle noting date and mileage. He ensures that servicings
are done at the correct intervals.
Vehicles may only be used with permission of the Transport
Supervisor.
Vehicles may not be out of the parking area overnight. They must
not be parked so as to obstruct the passage of roads, paths, or the
garage. When parking, ensure that all other vehicles in the
vicinity are free to move out. The Transport Supervisor. assigns
when vehicles may be parked but may refuse parking privileges to
any person or vehicles at his own discretion without further
recourse.
Petrol may not be used for private purposes.
Anyone driving a vehicle should report any breakages, accidents,
knocks, over-heating, suspected defects, however slight to the
Transport Supervisor so that they can be put right at once. Do not
drive a vehicle that is out of adjustment or in imperfect running
order.
Purchase orders must be obtained for all expenses incurred.
Vehicles should be kept clean - particularly windscreens,
lamps, number plates. They should be cleaned at least once a week.
Transport Supervisor must ensure that vehicles are properly
licensed and insured. Insurance policies, log books, and insurance
certificates are kept in the Valuable Document Safe.
When driving vehicles, please take full responsibility for them,
treat them carefully and drive with care. See that your driving
license is up to date. Fines and expenses for repairs due to
negligence or carelessness may be charged to the individual
responsible.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH: js.cden Copyright(~) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
292
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 NOVEMBER 1964
Sthil Staff only For Comm Officer's HAT Chauffeur's HAT Org Sec's
HAT
TRANSPORT ARRANGEMENTS (Effective November 30, 1964) (Cancels all
earlier Policy Letters concerning transport)
All staff, Direction of Transport, materiel and company
transportation is under the direction of the Communications Officer
and is part of the functions of the Communications Unit.
EMERGENCIES
Emergencies usually stem from lack of foresight. When emergency
trips "have to be made" it is usually a confession of some staff
member that a ball has been dropped by him in failing to foresee a
need when regular ordering through usual delivery channels was
possible.
The Communications Officer should take careful note of the source
of continuous demands for emergency transport and report the fact
to the Organization Secretary so that better planning can be done
in that area.
True emergency transport is medical in nature or is caused by an
action of which no one possibly could have been aware beforehand.
MORNING TRIP
There will be only one "errand trip" to East Grinstead per
working day and this will be a morning trip.
All incidental errands and procurement not available from routine
delivery by tradesmen will be done on this single trip.
A staff member who owns a vehicle will be paid a weekly sum for
the use of the personal vehicle by the staff member in making these
morning trips. They are not to be made by company cars or drivers.
NOON AND EVENING TRIPS
The Communications Officer should make regular arrangements with
a taxi company at a favourable fare rate to have a taxi take staff
to lunch or to East Grinstead around noon, always at the same time,
and to pick them up at a stated place in East Grinstead.
Similar arrangements should be made, from Saint Hill to East
Grinstead, in the evening at 5:40 p.m. (not an earlier departure
time) for passengers and mail.
Company cars may not be used for these trips.
SPECIAL TRIPS
Special Trips may be undertaken, other than those above, only
when a true emergency exists, or when someone must be met at the
station for interview or other reasons (but no such service is
given students).
SCHOOL TRIPS
All trips to schools, or lessons of whatever kind, or trips by
the children for social reasons will be done by taxi, and no
company vehicle may be used.
Such arrangements, as all transport arrangements, are cared for
by the Communications Officer, or through the Communications
Officer.
BUTLER AUTHORITY In the absence of the Communications Officer,
taxis for the above purposes only, 293
may be ordered by the butler. But all such orderings in detail
must be given to the Communications Officer.
TRANSPORT LOGGING
All taxi hirings must be logged by the Communications Officer,
giving the time of the trip, the points it was between and the name
of the company and person ordering when not the Communications
Officer.
ACCOUNTS No Purchase Order is required for a taxi hiring. But it
must be logged as above.
Each month accounts must verify all taxi bills, comparing them to
the log. Any unauthorized hirings by a staff member are to be
deducted from that person's wage.
GARAGE
The garage and its equipment are the personal property of the
Executive Director.
No service may be given students or staff by the garage.
No garage space or equipment may be loaned to staff or the
company.
CHAUFFEUR
The Chauffeur is not in charge of company transport or
transportation.
The Chauffeur is the Executive Director's Chauffeur. He has
charge of the garage, the garage equipment and the personal cars of
the Executive Director.
The chauffeur does not arrange transport, trips or carry out
company or staff errands.
The chauffeur may not use the Executive Director's vehicles for
the chauffeur's own transport to and from work or for personal
reasons.
PETROL BILLS
All petrol and garage bills require a purchase order from the
Executive Director only.
All invoices for petrol, oil or service with the purchase order
designating them must be given over to Accounts for payment. Any
discrepancy between amount billed by a service station and the
amounts shown on invoices accompanied by purchase orders will be
deducted from the chauffeur's wage, including missing invoices.
PARKING SPACES
The assignments for parking and regulations for parking and
traffic are under the Head Gardener and nothing in this policy
letter alters that fact.
Taxi and student traffic are routed by the Head Gardener. He may
fine or close the main gate or otherwise regulate violations of
traffic rules.
In all other company transport matters, the Communications
Officer is in charge.
L. RON HUBBARD
LRH:jw.pm.cden Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
294
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 OCTOBER 1962
Sthil
CAR WASHING (Post conspicuously in Garage)
As all cars at Saint Hill have to date had their finishes injured
severely by improper washing and polishing, the following steps
only are to be taken in cleaning cars:
Cars should be parked in garage so as to allow easy opening of
door on the driver's side. This permits easy entrance, dusting out,
and prevents banging up of doors on garage wall.
Do not get in cars with greasy overalls, shoes or hands. Use
seat, floor and wheel covers.
CLEANING MATERIALS
Keep all cleaning materials, seat covers, buckets, brushes, spray
nozzles, in a cabinet in the open garage area. Always replace after
use. Put up a cloth drying line in same area.
The following cleaning materials should be procured and used.
1. Hose
2. Nozzle Spray.
3. Two dozen soft cloths.
4. A large, soft, bristle brush for exterior.
5. A long, stiff bristle brush for under fenders.
6. A Whisk Broom for Interiors.
7. Three Turkey Feather Dusters.
8. Clothes cleaning fluid.
9. A plastic bucket (8 quarts or larger).
10. A box of Tide.
11. Cans of Simoniz Liquid Cleaner (but no other Simoniz
product).
12. Cans of Johnson's Car Plate.
13. A pile of newspapers.
14. A spray can of window cleaner.
CAR DUSTY ONLY
Do NOT wipe with a rag as this scores the paint.
Sweep car out, dust interior with a clean rag.
Dust with a Turkey feather duster until no dust is apparent on
surface.
Wipe interior out (seats, sills, panel) with a clean soft rag.
This is all that is required. Do not remove car from garage.
295
CAR DIRTY
1. Put car on ramp outside. Do not wipe.
2. Hose all mud and dirt off car using a spray nozzle and hose
and a soft brush. Use a special brush for under fenders.
3. Using a clean damp cloth, apply liquid car cleaner to entire
car exterior and chrome, including hub caps. Let it dry to brown
white. To put on and wipe off use long straight strokes, no
circular rubbing.
4. When liquid car cleaner dry, wipe it off with a clean soft
cloth, leaving no residue of the cleaner. Wipe off hub caps. Make
sure no residue is left.
5. Take a clean dry cloth and apply Car Plate with long, straight
strokes. Cover entire car including chrome. Do not scrub it on,
just wipe it on. Let it dry.
6. With a clean soft cloth wipe off Car Plate. Do not attempt to
polish. Car will be brilliant and dust will whisk off it with a
feather duster.
7. Put all rags in a bucket. Use detergent such as Tide. Wash and
hang up on a line in garage.
DO NOT USE GREASY OR DIRTY RAGS. USE OTHER RAGS FOR OIL AND KEEP
THEM SEPARATE.
WINDSHIELDS AND GLASS
Dust windows off with Turkey Duster.
Wet a newspaper and wipe off windows, getting all dirt.
Take dry newspaper and polish windows.
Don't go over windows with a cleaning rag and never with an oil
rag.
Keep rags and cloths and wax and cleaners off windows or they
will steam and fog up in damp weather.
INTERIORS
Use Carpet cleaners on floor carpets as per regular directions on
their packages just as in the house.
Use leather cleaners on leather seats.
Be careful of smelly leather cleaners. A white, soft cream is
best.
Use a rag with clothes cleaning fluid on it to wipe off steering
wheels, etc., interior.
TAR
Remove any tar on the car with a rag and cleaning fluid.
DO NOT USE SOLID CLEANERS OF ANY KIND ON A CAR. USE NO ABRASIVE
CLEANERS.
DO NOT WAX CARS WITH SOLID WAX.
DUST is the main reason finishes and windows get ruined. Wiping a
dusty surface with a dry cloth can ruin a car's paint or windows.
Abrasive Cleaners and solid wax spoil a car's paint within a year
or two.
L. RON HUBBARD
LRH:dr.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS
RESERVED
296
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 NOVEMBER 1967
Remimeo HCO Exec Sec Hat Org Exec Sec Hat HCO Area Sec Hat Dept
of Inspections & Rpts Hats
HCO DIVISION, DEPARTMENT OF INSPECTIONS AND REPORTS
In accordance with HCO Policy Letter of February 28, 1966
entitled, "Danger Condition Data, Why Organizations Stay Small",
the following sets out the Sections and Units of the Department of
Inspections and Reports.
All Organization Boards are to be posted in accordance with this
line-up.
DEPARTMENT OF INSPECTIONS AND REPORTS
Director of Inspections & Reports INSPECTIONS SECTION Inspections
Officer INSPECTOR UNIT
Inspector In-charge Statistics Verification Inspector Projects
Inspector Things That Shouldn't Be Inspector
CONDITIONS ENFORCEMENT UNIT
Conditions Enforcer
SECURITY UNIT
Security In-charge Security Checkers Watchman Guards & Forces
PROMOTIONAL ACTIONS INSPECTIONS UNIT
Promotional Actions Inspector
REPORTS SECTION Reports Officer OIC UNIT
OIC In-charge Statistic Collection Clerk OIC Graphs Clerk OIC
Distributing Clerk
TIME MACHINE UNIT
Time Machine Clerk
REPORTS FILE UNIT
Reports File Clerk
297
ETHICS SECTION Ethics Officer ETHICS ADMIN UNIT Ethics Interview
Offcer Ethics Offences Sorting Clerk Ethics Actions by Conditions
Sorting Clerk Ethics Interrogatory Clerk Ethics Orders Preparations
Clerk PUBLIC ETHICS UNIT Public Ethics Officer Public Ethics
Interview Officer Public Ethics Offences Sorting Clerk Public
Ethics Interrogatory Clerk Public Ethics Orders Preparation Clerk
PTS & SUPPRESSIVE INVESTIGATIONS UNIT PTS & Suppressive
Investigations In-charge Investigators Evidence Collection Clerk
ETHICS FILES UNIT Ethics Files In-charge Public Ethics Files Clerk
Staff Ethics Files Clerk Dead Files Clerk ORG RUDIMENTS SECTION Org
Rudiments Clerk LEGAL SECTION Legal In-charge Corporation & Board
Book Clerk Passport Clerk Work Permit Clerk Valuable Documents
Clerk Solicitor Liaison
Note that as per HCO Policy Letter of 6 October 1967, an org of
more than 100 staff members has a Public Ethics Officer and Ethics
Interview Officer.
Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.rd Copyright Q) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
298
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 SEPTEMBER 1965
Remimeo
HCO Division Dept of Inspection and Reports
INSPECTION OFFICER
The duty of the Inspection Officer is to inspect the status of
various projects and orders and to report this to the Secretary of
the Division concerned.
The Inspection Officer does not issue orders or instructions to
staff.
In reporting the status of projects and orders the Inspection
Officer does not send a carbon to the personnel concerned but sends
a carbon of his report to the Secretary concerned.
These reports are forwarded through the Director of Inspection
and Reports, the HCO Area Sec and the HCO Exec Sec. then to the
Secretary concerned.
Copies of all Inspections made are filed by the Inspection
Officer in the Org Personnel File of the personnel concerned.
Therefore all Inspection Reports are in triplicate, Original and
one copy on the route noted above, one copy to the Org Personnel
File of the person concerned.
All Ethics chits originated because of non-compliance and
alter-is on projects or orders are filed by the Secretary
concerned, not by the Inspection Officer.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Excerpted from HCO P/L 4 September 1965. A complete copy appears
on page 148.]
299
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 FEBRUARY 1965
Sthil Staff Post Staff Board
INSPECTIONS
On Friday of each week (except on holidays when the nearest
convenient day will be substituted without missing an inspection)
THE ORGANIZATION SECRETARY and the HCO Area Secretary will inspect
all areas and departments of Saint Hill.
The following are the inspection areas in order of sequence.
Inspection is to begin at 9.30 a.m.
Basement of Manor. Garages and cars.
First floor of Manor. Gardeners' Sheds.
Nursery. Lot 4 and Wood.
Servants' Rooms. Lots 1, 2 and 3, Tennis Courts and
Buildings.
Courtyard Area and buildings. North Line.
Canteen. Manor Gardens.
Hall. East Park.
Pavilion. Park.
Chapel. Pond and Stream.
Boiler Rooms (Course). Lake.
Course Baths and W.C.s. Roads.
The Organization Secretary is to add to the above all units and
departments in the sequence of the physical areas above.
The Organization Secretary is to be accompanied in each area by
the person most responsible for that area and by the HCO Area
Secretary.
The Organization Secretary will grade each area on a basis of
100% as to (a) Effective Work Done in past week, (b) Condition of
Equipment and Supplies, (c) Lack of damage, and (d) Cleanliness.
The HCO Area Secretary will write down or have a steno with him
to write down during the progress of the inspection any orders or
grades or notes given by the Organization Secretary and will add to
this Inspection Record any of his own comments.
At the end of the inspection the Inspection Record will be typed
and a copy posted by the following Monday on the staff board. The
original hand-written and typed copies will be kept in a book in
the Comm Office.
Personnel promotions and pay rises or demotions and reductions,
staff transfers and dismissals will be based on these visual
inspections and the week to week record of their grades, but
modified by income and disbursement reports where these apply also.
A consistent grade of 100% over a period of three months must
result in a suitable reward for the person in charge. A consistent
grade of 50% or less over a period of six weeks must result in
demotion, or transfer or dismissal for the person in charge of the
department or unit.
An additional mimeographed form called the Inspection Grade
Sheet, made up by the Organization Secretary from the above list
but to which all departments and units are added must be made up
from the Inspection Record with the (a), (b), (c), (d) columns
after each and the grades entered for the week. The original of
this is forwarded to the Acting Executive Director by the following
Tuesday after the inspection and thence to the Board. A copy is
posted on the Staff Board along with the Inspection Record. A
second copy is enclosed in the Inspection Record Book. The original
and both copies of the Inspection Grade Sheet must be signed by
both the Organization Secretary and the HCO Area Secretary.
LRH :jw.rd L. RON HUBBARD
Copyright Q) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
300
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 MAY 1965 Issue II
Remimeo Exec Hats Comm Hats D Insp & Rpts Hats
ORDER BOARD AND TIME MACHINE
Executives must have and use an "Order Board".
In Scientology if it is not written it is not true. That's a
major policy.
It applies to all.
Every order an Executive issues must be in writing.
He does this on a Clip Board. There is a sheaf of paper on it of
his Division's colour. It has a sheet of pencil carbon and a
ball-point slipped through the top of the clip. It can have a hook
on the back to slip on a belt for persons walking about. This is
the Order Board.
Even when one gives a verbal order it is also written down.
The executive keeps no copies of his orders. This is done by the
Department of Inspection and Reports.
The original is handed to the person being ordered. The other is
sent to the Inspection section of the Department of Inspection and
Reports. If one is away from his Comm station, the carbons are left
on the Order Board until one returns, when the copies are all sent
to Inspection.
COMMUNICATOR ACTION
The carbon of an order is sent to Inspection because it is
obviously a carbon copy and an order. It is not otherwise
designated.
An original sent through the Comm Lines is obviously an original
order as it is not a carbon. It is simply delivered to the
addressee's basket.
JUNIOR'S ACTION
The person receiving the order does it, says he has (or couldn't)
on the original order he received and sends it TO INSPECTION.
However, even if he: sends it to his issuing superior the
Communicator sends it to Inspection only.
INSPECTION ACTION
Inspection has a Time Machine. This is a series of baskets
advanced one basket every morning.
A carbon of an order is placed in today's basket.
When the original comes in, the carbon is dug out of the basket
(by date and colour flash) and original and carbon are clipped
together and routed to the issuing executive.
301
Orders not complied with in one week of course fall off the Time
Machine by appearing in the basket being emptied today. (It was
filled one week ago and advanced once each day.)
A copy is made of the order and it is sent to Ethics for filing
in the staff member's Ethics folder and counts as a report against
the staff member.
The carbon is returned to issuing Executive to show his order has
not been complied with, so that he can handle the situation. No
report from the executive is required in this instance as a copy is
already in Ethics.
The executive should investigate or ask Ethics to do so if the
matter is of considerable importance.
If an original is returned to Inspection which has no carbon, it
is copied and held and the copy is sent to the Executive with a
"Sir, there is a lost carbon of your order. Did you fail to turn
one in?" This disciplines a forgetful executive. When Inspection
receives the answer it attaches the original to it and sends it
back to the executive.
VERBAL ORDER
A junior may report a verbal order to Ethics as it places his
statistics and job in danger by leaving it open to have it said the
order was otherwise.
PROJECT ORDER
If something requires more than two weeks to do it is a project
and cannot be ordered without clearance from the Office of LRH
Design and Planning Authority section. If a project has been okayed
it has a number and its number must be put on the order as Project
Number - .
Inspections file projects in their own files. This is also Time
Machined by one month's emptying of a file drawer or one year's
emptying of a file drawer. Projects run only for one month or one
year and must be routinely inspected by Inspections which then
reports to the Office of LRH with any progress or lack of it.
URGENT ORDERS
Orders marked Urgent by an Executive are entered into a one day
time machine and handled in one day as described above for one
week.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L Ron Hubbard ALL RIGHTS
RESERVED
302
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 AUGUST 1965
Remimeo All Staff Hats Inspection Of ricer
THINGS THAT SHOULDN'T BE
If you see something going on in the org or incorrect that you
don't like, and yet do not wish to turn in an Ethics chit, or
indeed don't know who to report, WRITE A DESPATCH TO THE INSPECTION
OFFICER.
Tell him what you have noticed and give him what data you can.
The Inspection Offcer will then investigate it and make a report
to the right executives or turn in an Ethics chit on the offending
persons himself.
Don't just netter if there's something you don't like.
Tell the Inspection Officer. Then something can be done about it.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 AUGUST 1965
Sthil Staff Students Preclears
HOUSING STAFF, STUDENTS, PRECLEARS
Any staff member, student or preclear living in rented quarters
is to be held responsible for leaving the quarters in as good
condition as he found them. This of course doesn't include normal
wear and tear.
If a claim is presented by a landlord, and the Scientologist
feels it is unjust it is a matter for the Inspection Officer to
inspect and decide.
If the Scientologist is found to be at fault, the non-payment of
such damages will become an Ethics matter. The intention is that
justice be given both the Scientologist and the property owner.
Therefore damages may be awarded a property owner, but should be in
proportion to the actual damages done.
There are many Scientologists living in East Grinstead and with
the course expanding, there will be a lot more in the future.
Housing is limited already. There is no need to further this
condition by creating bad will with the local property owners. This
Policy is in keeping with our Scientology justice codes.
L. RON HUBBARD LRH:ml.rd Copyright (I) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
303
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 SEPTEMBER 1965
Gen Non-Remimeo
CLEANLINESS AND TIDINESS OF PREMISES
It is important to maintain our image before the public and to
present clean and tidy quarters for the benefit of the public,
staff and students.
In order to achieve this, if the Inspection Officer, when doing
his regular Friday inspection of the grounds and premises, finds
cases of untidy or dirty offices and grounds, he is required to do
the following:
1. File an Ethics chit on the person or section concerned.
2. Inform the Secretary concerned with a full report and put a
copy on the time machine.
3. If the same offence is committed two weeks running, file an
Ethics chit on the person or section concerned.
4. Report the names of the offenders and the nature of the
offence to Ethics Officer for him or her to take whatever Ethics
action is deemed necessary in order to get the job done and the
orders complied with.
5. When posting up the results of the inspection on the staff
notice board, also post up a list of chits filed and the reason for
them.
6. A second offence chit should be clearly marked and should also
be posted as "Second Offence Chit".
7. The Inspection Officer should also inspect that the orders
have been carried out and doesn't just take "Done" as being a
compliance but should check by actual observation.
So let's keep clean and tidy premises to work in and enjoy and
spend our time in getting the show on the road.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
304
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 NOVEMBER 1966 Issue II
Remimeo
STATISTIC INTERPRETATION ESTATE STATISTIC The Estate Statistic to
be meaningful at all must be properly inspected.
Whenever you see a long horizontal line in an Estate Statistic of
useful space you know there is either no inspection, improper
inspection or "friendly" inspection.
An Estate Statistic is NOT done by subtracting square footage
from a known amount.
It is done by inspecting for a clean, well ordered working or
grounds area and putting that down on a paper. When all such areas
are found the result is added up and that's the statistic.
A "useful space" is one that promotes the org, may be used by the
org, is heated or cooled properly, equipped for its purpose, clean,
orderly and serviceable. It may only be scenic but it is still
"useful space".
Such statistics should be in square paces, not square feet or
yards. For one can always pace one off. A pace is about 30 inches.
One simply walks them off in a normal, not exaggerated, stride. An
area table inside and outside is easily developed simply by the
Inspection Officer pacing what's in perfect order. Gradually it may
all be useful but until then he only measures what passes and makes
a table of areas from his inspections.
If the Inspection Officer finds any litter, dirt or unworkable
fittings or anything else that mars the appearance or usefulness of
an area, he does not put it down on his list.
One scrap of paper on a lawn is enough to wipe out that entire
area as a statistic. One faulty drain finishes the statistic. An
overheated or underheated room - anything and the area is out.
If the room or area is not of a high standard obvious to the most
critical public, the Inspection Officer ignores it as a statistic.
Only in this way are Estate Statistics meaningful.
It does not matter whose fault it is or that no PO can be gotten
or the org can't afford to put it right. That is not the problem of
the Inspection Officer. If any detail would be objected to by a
critical public, the whole area is out. It is not considered useful
space from a viewpoint of promotion.
In this way someone reading the statistic has an idea of the
efficiency and activity of cleaners, construction, maintenance and
general repair and the state of finance and income of an org.
If you see a horizontal line as the Estate Statistic, you know
the Dept of I & R is not on the job and Estate probably isn't
either.
Let's put our orgs in condition to attract the public and hold a
high standard.
LRH:jp.pm.rd L. RON HUBBARD
Copyright (I) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
305
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 1 DECEMBER 1961
CenOCon
ORGANIZATION RUDIMENTS (Include: Duties of the HCO Area Sec.)
The handling of a Central Org begins with simplicity and ends
with complexity from additives none know about but the adders or
omissions none ever noticed were now gone.
For some time, I have been advocating that you get one piece of
organizational data in before you do another. This has been a very
rewarding action. Orgs have become better off at once by doing
this.
Therefore, let's call it 'Rudiments of an Org' and have the HCO
Area Sec get them in one at a time all the while the Assn Sec is
keeping things running.
While orgs are not cases, they sometimes act aberrated. This is
never from unwilling staff in my opinion. It is always from
uninformed staff, untrained staff, disorganized staff.
Therefore, to make an organization whizz, while keeping it
running, you don't try to get everything straight at once. You get
in one simple thing. Then you get in another.
An org is composed of two factors. These are Technical and
Administration. These must never get out of balance, in either
personnel numbers or programmes. Therefore when getting in Org
Rudiments, you always get one in in Tech and one in in Admin at the
same time.
Do rudiments in order. Get one in before going on to the next.
RUDIMENT 1
ADMIN: Be sure organization is properly registered and in proper
legal relationship to HCO WW. Be sure key posts are covered even if
doubled. Make sure there is an Association Secretary on post doing
Assn Sec work of running org, a Registrar, a Letter Registrar,
somebody on PE, somebody on Accts, somebody receiving and mailing
the mail, somebody answering 'phone, somebody selling books, and
that the persons on these posts are doing these jobs.
Do up the org board properly and truly.
Make sure that quarters exist adequate to need, that bank
accounts exist in proper order and that records of income and
disbursement are being kept.
Be sure the standard unit system is in force without large sums
going out on fixed pay or unjust favouritisms.
TECH: Be sure that there is an Academy in the hands of a person
who knows his Scientology and that there is an HGC in the hands of
somebody who can crack cases and that staff auditors exist who can
audit.
The extent of action of this rudiment is to get basic legal,
basic posts, basic quarters entirely covered, a condition which may
deteriorate at other times than at an org's beginning. So cover all
these points by careful review each time this Rudiment is done.
Incidentally, make sure there are no new departments or posts
which are contrary to the six department system.
RUDIMENT 2
ADMIN: Get the personnel busy. We don't care at what, but really
rip up people who stand around talking and who burn up the staff's
units with no production.
Get staff meeting reorganized and going.
306
Hold a staff meeting, explain unit system and how nobody can
afford idle hands. The way to raise the unit is to get busy. New
wild ideas won't work. It's getting busy on the existing ideas that
raise the unit. The org makes as much as it can deliver service and
no more. Find out who thinks they are overworked and underpaid and
find out what they've done on their jobs the past week.
Raise a storm and get people busy.
TECH: Get the Instructors training and the Auditors auditing. We
don't care how at this stage. Just get them busy doing technical
actions flat out. We don't care how, but get pcs being audited so
they're better and students trained so they can audit.
RUDIMENT 3
ADMIN: Get the Current Policy Letter on the Six Department system
brought to date and then hat checked on everybody including all
executive, admin and tech staff and the janitor. Get everyone to
pass it from Assn Sec to cat on all departments until every person
knows the functions and actions of all departments. Then they see
what's supposed to be happening.
TECH: Get all trained Scientologists checked over on operating an
E-Meter until there isn't anybody present who hasn't passed E-Meter
Essentials 100% perfect and can actually run a pc on a Meter
without goofs of any kind.
RUDIMENT 4
ADMIN: Check out the Letter Registrar and all address and mailing
personnel on their jobs, making up any nonexistent hats from old
files and get all the addresses you can that would mean anything
into action and get them personally getting written to as a steady
high volume programme.
TECH: Get all Scientologists into line on Security Checking until
they never goof a withhold on anyone.
RUDIMENT 5
ADMIN: Get the Registrar and Reception Hats made up and checked
out and the body lines of students and pcs really straight and
working.
TECH: Get D of T and all Instructors Hat Checked on the latest
Academy rundowns and make sure the Academy is running to train
students, not to burn time. Get Academy 8C tough and sharp and
training pressure up. When the students' tongues are hanging out
and their foreheads bead with sweat and they're really learning,
this rud is in.
RUDIMENT 6
ADMIN: Get Accounts Hats on and Collection straightened up and to
date.
TECH: Hat Check Assn Sec and D of P on all allowed processes and
technical hats and rundown, and get them functioning on them.
RUDIMENT 7
ADMIN: Security Check all personnel, regardless of whether
they've been checked before. Form 7.
TECH: Security Check all personnel, regardless of whether they've
been checked before. Form 7.
RUDIMENT 8
ADMIN: Get Dir Mat Hat assembled and checked and get building(s)
clean, his personnel straightened out and odd jobs unfinished ended
or re-started. Check up on any new quarters or plans and status of
buildings re mortgages, etc.
TECH: Get Staff Clearing Programme in hand and staff staff
auditors well hatted and operating and review staff cases with D of
P to be sure of progress. Check, by this progress, that no patty
cake tacit consent is occurring in view of fact execs choose their
own auditors.
307
RUDIMENT 9
ADMIN: Get magazine in hand and outflowing to all available
lists, on schedule, straighten up such lists and improve means to
acquire more names.
Check over Comm Centres and see that all persons in org have
proper comm baskets. Check up on HCO Hats and Comm system.
Get report lines to HCO WW straightened up.
TECH: Get all staff auditors and instructors Hat Checked on all
Tech bulletins that apply to their jobs.
RUDIMENT 10
ADMIN: Get PE Dir and Instructors Hat Checked on PE Admin,
schedules, advertising, etc.
TECH: Get PE Comm Course and Co-Audit running on best current
rundown and these instructors Hat Checked on technical material as
it applies to their actions.
RUDIMENT 1 1
ADMIN: Get Assn Sec Hat Checked on all applicable policy, his
comm system, quarters and lines straight, get any personal
personnel he has Hat Checked. Get his O.I.C. board going or up to
date and gone over with him.
Check up on Org legal matters and position.
Check up Org personnel procurement and records.
TECH: Get Extension Course Director Hat Checked on his or her
post, books and answers and his or her technical accuracy of reply
to Extension Course students checked.
RUDIMENT 12
ADMIN: Get book sales going in reception and through mails, book
supplies adjusted and planned out.
TECH: Get all Scientologists on staff checked over on where they
stand in classification. Get them working toward or examined for
next classification or reviewing developments in their current
classification. Go over their needed items on their own
classification check lists with them to get them to studying.
RUDIMENT 13
ADMIN: Go over CF thoroughly and get it in hand and CF in charge
Hat Checked. Check over and get straight Memberships and
Certification. Check up on HCO Board of Review.
TECH: Go over HGC or PE testing or both and Hat Check all
personnel and review their body traffic lines and testing records.
RUDIMENT 14
ADMIN: Go over Accts Disbursement system and Hat Check personnel
and review Policy Letters with them and inspect accounts. Check up
on HCO Accounts and percentages to HCO WW.
TECH: Step in on HGC Admin and interview HGC pcs to establish
their attitude toward HGC so any faults can be corrected in
Technical service.
RUDIMENT 15
ADMIN: Arrange Open Evenings, future Congresses and special
courses.
Hat Check all additional personnel and units not reached in these
rudiments and get their hats and jobs in order.
TECH. Interview Academy students to see that they are actually
learning something
308
worth while. Examine two or three at random, talk to many. Try to
shorten up their length of time on course and extend their
knowledge, reversing any tendency to lengthen time on course and
shorten knowledge.
RUDIMENT 16
ADMIN: Straighten out Ad Comm, read to it the paper creating Ad
Comms, get it effective in advising. Straighten out any
misconceptions of its position or abuse of its functions.
TECH: Hold several nightly meetings of all Scientologists in Org
and straighten up any difficulty they may be having with current
rundown. Answer their questions by referral to HCO Bs or tapes. Set
up routine study of materials.
RUDIMENT 17
ADMIN: Get HCO B and Pol Ltr files up to date. Be sure tapes are
available where needed and tape library well cared for. Examine
Field Auditor relations with Org and take up their correspondence
with Assn Sec and straighten out any difficulties with them.
Check up on any Special Programmes.
Check up on Ethics Problems.
TECH: Look over quality of auditing in field and attempt to get
weak spots retreaded at Academy or audited at HGC. Enforce policies
on uses of processes.
From here on review the Org as a whole for a week or two, not
more.
Then do all rudiments again, checking on them in the above
sequence, finding if they're out and in the above sequence getting
them in.
If all these rudiments stay in, a Central Org (or a City Office)
will prosper.
It may take 34 weeks to get them all in the first time, 20 weeks
the second time, 10 weeks the third time, etc. until they can be
done easily in a month.
Naturally, all this time personnel is coming and going and
transferring and one has to get them on the job when they get on
the job. But all this is routine Org running and has nothing to do
with rudiments. One has one's job and the Org is the Org and then
there are Rudiments to get in. And, as in any session, if they do
go out by reason of transferred personnel or ineffectiveness, the
thing to do is get them in in an orderly sequence, not drive the
whole Org mad with a turmoil of doing it all at once. Rudiments
will go in. And units will come up by that reason alone.
BUT don't ever leave a Rudiment until it's IN. That's good
auditing and good organization.
And each time you get a Rud in write me a short despatch saying
how it was and is.
I strongly advocate this programme. These are exactly the things
I would do if I were right there daily. And you'd see things hum.
So my secretary on the ground can do it for me. It would be a real
help. And if continued and kept on with over and over, how could
you lose?
L. RON HUBBARD
LRH:esc.cden Copyright (I) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
[This Policy Letter was revised on I April 1973 bringing it into
line with the 1973 Org Board and adding some additional rudiments.
In the 1973 Year Book. I
309
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 DECEMBER 1961 HCO Secs
Organization HCO Area Sec -
RUDIMENT CHECK SHEET FOR ORGS (For use with HCO Pol Ltr of 11
December 1961) (Put in dates on lines that items were completed)
RUDIMENT 1 HCO Standing Orders in effect Basic Legal Current
Legal Basic Posts Covered Org Board to Date Quarters Exist Bank
Accounts Regularized Unit System Exists Unit Pay Just Skilled D of
P Skilled D of T No Irregular Depts or Posts RUDIMENT IN
RUDIMENT 2 PERSONNEL BUSY Staff Meeting Organized Staff Meeting
Held Unit System Existing Ideas Overworked Underpaid Instructors
Instructing Auditors Auditing PCs Getting Wins Students Learning
RUDIMENT IN
RUDIMENT 3
Six Dept System Hat Checked E-Metering Quality RUDIMENT IN
RUDIMENT 4
Letter Registrar Hat Address Hats Mailing Hats Typing Hats Sec
Check Quality
RUDIMENT IN
RUDIMENT 5
Registrar Hat Reception Hat Body Lines Students Body Lines PCs D
of T Acad Rundown Hat Check Instructors Acad Rundown Hat Check
Students getting Trained Fast RUDIMENT IN
RUDIMENT 6
Accounts Hats Checked Collections In Order Collections Up to Date
Assn Sec Tech Hat Check D of P Tech Hat Check RUDIMENT IN
RUDIMENT 7
Sec Check All Admin Personnel Sec Check All Tech Personnel
RUDIMENT IN
RUDIMENT
Dir Mat Hat Assembled Dir Mat Hat Checked Building(s) Clean Mat
Personnel Odd Jobs Future Quarters Mortgages Staff Clearing
Programme Going Staff Staff Auditors Hatted Rev Staff Cases Exec
Influence over Staff Staff Auditors RUDIMENT IN
RUDIMENT 9
Magazine in Hand Outflowing to Lists State of Lists Provisions
for New Names Comm Centres
Proper Basket Stations Hat Check HCO
HCO Comm System
Rpts to HCO WW Regularized
Staff Auditors & Staff Staff Auditors Hat Checked on Tech
Bulletins
Instructors Hat Checked on Tech Bulletins
RUDIMENT IN
RUDIMENT 10
PE Dir and Instructors and Reception Hat Checked on PE Admin PE
Ads
PE Schedules
PE Course Instructor Tech Check
PE Comm Course Instructor Tech Check
PE Co-Audit Instructor
Tech Check _ _
RUDIMENT TN
RUDIMENT 1 1
Assn Sec Hat Check on
Pol Ltrs
Assn Sec Comm System
Assn Sec Quarters
Assn Sec Lines
Assn Sec Pers Hat
Checked ._
OIC Board
OIC Bd Analyzed
Org Legal
Pers Procurement
Pers Records
Ext Course Dir Hat
Checked
Ext Course Inspected
RUDIMENT IN
RUDIMENT 12
Book Sales Reception
Book Sales Mail
Book Supplies Adjusted Classification Check
Review of Items RUDIMENT IN
312
RUDIMENT 13 CF in Chg Hat Checked CF Straight Memberships
Certification Bd of Review
Testing Reviewed _ _ --
Testing Hat Check
Body Lines of Testing _ _
Testing Records
RUDIMENT IN -- -
RUDIMENT 14 Accts Dish System Hat Check Pers Inspect Accts HCO
Accts Percentages to HCO WW HGC PCs RUDIMENT IN
RUDIMENT 1 5 Open Evenings Future Congresses Special Courses
Additional Hat Checks Additional Jobs Interview Acad Students
Examine Students RUDIMENT IN
RUDIMENT 16
Ad Comm Tech Meetings All Org Scientologists RUDIMENT IN
RUDIMENT 17
HCOB Files Pol Ltr Files
Tapes 1 apes Field Auditor Relations Special Programmes Ethics
Problems Field Auditing Quality Retread Programme Use of Processes
RUDIMENT IN
LRH:esc.rd L. RON HUBBARD
Copyright (c) 1961 1
by L. Ron Hubbard
ALL RIGHTS RESERVED
313
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 JANUARY 1962
Every HCO Area Secretary Mail Direct
ORG RUDIMENT REPORTS TO ME
I expect every HCO Area Secretary to report to me directly and
continuously regarding Org Rudiments as contained in that policy
letter.
The greatest service that can be done by an HCO Area Sec is
getting the Org rudiments in, one after the other as described in
that policy letter.
Do not hang fire on one rudiment. Get it in as well as you can
and go on to the next.
You cannot straighten up an org on all rudiments at once. You
will miss points and have the org in a continuous confusion. Just
abide by that policy letter and get them in one at a time.
Your report should be written to me personally each time you have
gotten a rudiment in as well as you can, giving me what you found
out and what you got in
These reports will be kept on a board by me as a constant tally
on how you are getting along.
L. RON HUBBARD
LRH: sf.cden Copyright(~) 1962 by L. Ron Hubbard ALL RIGHTS
RESERVED
314
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 NOVEMBER 1965 Issue II
Remimeo
HCO Division ORG RUDIMENTS SECTION
The HCO Division of every org must establish in Dept 3,
Department of Inspection and Reports, an Org Rudiments section.
The section is headed by an officer. This person is called the
Org Rudiments Officer.
This section's actions are senior to those of the Inspection
Officer and if any choice exists the post of Inspection Officer may
be left if both it and the Org Rudiments Officer post cannot both
be filled. In a very small org it is a duty of the HCO Area Sec and
in the absence of an Org Ruds Officer is a duty of the HCO Area
Sec.
ORG RUDS ACTION
The Org Rudiments Officer ceaselessly gets in the Org Rudiments
as issued in the past and revised from time to time.
These Org Rudiments are gotten in without regard to Divisions or
Departments and are applied as a broad action.
ORG RUD REPORT
What Rudiment the Org Rudiments Officer last completed is made
part of the Weekly Cable (or statistic report at Saint Hill) along
with OIC data.
This is added as the last notation in the cable as RUD (number).
This would be RUD 3 or RUD 12. It implies that the next number is
being worked on and that the number given is completed.
ROTATION
When the last Org Rudiment on the list of Org Rudiments is
completed one begins on Org Rud Number 1 again.
RAPIDITY
Org Ruds are done with some rapidity. Doing them through the list
several times is superior to doing one or two in six months.
One does not do them superficially. One does them as well as he
or she can and then goes on.
WRITTEN REPORT
Each Rudiment done is the subject of a written report.
This report gives the essential data only. Its form is:
To AdCouncil To Saint Hill
To Files
date
ORG RUDIMENT REPORT
NUMBER of Org Rudiment When started When completed
315
Conditions found
Actions taken
Persons Commended
Persons Not Commended
Items to be reviewed next time around
Attested as a correct and factual report
(Signed) Org Rudiments Officer
(Signed as OK) HCO Area Sec
The report is on goldenrod (HCO flash colour paper).
Three copies are made. The first copy is to the AdCouncil. The
second is to Saint Hill Org Ruds Section. The third is to the local
Org Rud Files.
This report passes independent of all AdComms to the local
AdCouncil along with the OIC charts.
The Saint Hill copy passes straight to Saint Hill and is not
routed via local AdComms or the local AdCouncil.
It is a crime to halt or alter an Org Rud Report in passage or to
obstruct an Org Rudiments Officer in the execution of his or her
duties.
The last list of Org Ruds issued prior to this policy letter date
was 11 Dec 61 one copy of which is appended for each org.
L. RON HUBBARD
LRH:ml.rd Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
316
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 11 AUGUST 1960 Re-issued from Sthil
Assn Secs HCO Secs
ORGANIZATION INFORMATION CENTRE
I have recently developed a means which should increase income at
least double in any Central Organization if applied.
This is the Organization Information Centre (or Center). It is
mandatory in any organization which has more than 15 on staff.
This is a precise drill. It is not in any way related to giving
the public or the staff information. It is devoted entirely to
furnishing the Assn Sec and HCO Sec with data concerning the Org.
Organizations have slumps. These slumps stem directly from Org
Dept failures. If these small slips are noticed in ample time, the
organization cannot have a slump.
An Assn Sec's reaction on receiving data on this has already been
to say he was keeping check by graphs and inferred he didn't need
it. So please understand at the outset that this is not a clumsy
graph system but a species of mechanical brain that keeps
continuous check upon and corrects small bogs of its own accord. It
forecasts emergencies. Mary Sue points out that this must have come
from the Combat Information Center of World War II of which I had
told her, by which swarms of fighter planes, bombers or landing
craft could be individually directed with great ease. The present
idea has another source but a wartime CIC is a good comparison.
The immediate business ancestor is a clumsy graph, usually a few
months behind, hastily brought to date for board meetings. This
idea, expanded as I expanded CICs to handle amphibious landing
craft, gives us a complete picture, a timely forecast and
eventually, solutions to the problems of running a multi-department
organization.
The secretary of the Assn Sec keeps the board, posting it every
Tuesday before Ad Comm meeting so that the Assn Sec is alerted to
the complete state of the organization before the meeting.
As a Central Org business week ends on Thursday at 2.00 p.m.,
there is ample time for all data to be received by the Assn Sec's
office by the following Monday and the board posted by Tuesday
noon.
The board is situated in the Assn Sec's Office along the longest
blank wall. It is a smooth finished surface with a number of
holders of 8 by 10 (approx size) graph paper. These papers are not
stapled on but drop into a 3 sided border, open at the top. New
papers every quarter or so are put into the holder in front of the
last quarter's sheet so that one can refer back.
The board has various signs on it, one for each department. The
graphs are in three horizontal lines for one organization, with
space for two to three charts (in a single line) for each
department. It is necessary for quick reading to have the graph
sheets in long lines rather than in blocks - hence the board
appears to be three long lines of graph, no matter how many graphs
there are in how many departments.
The board is divided to allow for nine departments, due to two
new additions as 317
are noted in other policy letters, and allowing for HCO to be
included. These departments are in the same order as on an Org
Board.
The listing is PE, Academy, HGC, PRR, Material, Accounts, Special
Programmes, Government Relations and HCO.
The graphs are as follows as numbered under each Department
heading:
1. PE: Attendance.
2. Co-Audit Attendance (PE).
3. PE: Books Sold.
4. Academy: No. of students.
5. No. of passes for week vs complaints. (Academy) 6. Extension
Course Enrollments. (Academy)
7. HGC: Bookings for week new or continuing pcs (1 week's lag).
8. HGC: Satisfactory vs unsatisfactory gains (1 week's lag).
9. PRR: Letters out originated and letters answered.
10. PRR: No. of persons Interviewed.
11. Material: Value of Purchase Orders signed (reads in reverse
to other graphs). 12. Accounts: Gross Income.
13. Accounts: Value of Unit.
14. Accounts: Gross funds on hand.
15. Special Programmes: Letters out.
16. Special Programmes: Number of persons interviewed.
17. Area for items in Govt Relations needing attention.
18. HCO: Memberships sold.
19. HCO: Number of Books sold.
20. HCO: No. on Staff Course.
21. HCO: No. of persons who have been security checked.
This means that a board about eighty to 100 inches long and 48
inches high will accommodate the lot. There would be seven 10"
graphs in each line and three lines. Given space, allow extra
widths. Molding can furnish the boxes to slip the graphs into.
These graphs are marked with broad 1/: inch long lines, using
bold black and bright red ink. If the graph remains level or rises
it is marked in black. If it dips it is marked in red. All graphs
are removed to be marked.
Whenever the board keeper when doing the graphs uses red ink on a
graph she sends at once a blank form to that department head which
asks for additional information on the department of a more
detailed nature. The form begins: As your department has dropped in
to the red this week, please furnish the Association Secretary with
the following information:
No. of persons in your department
.................................. Number who have passed a
security check ............................. State of any files
.............................................. Were any personnel
ill last week or the week before .......................
etc. etc. This form when filled out is pinned to lower half of
board.
Also marked in red are any below quota figures such as ten in the
Academy or twelve pcs in the HGC, etc. These also require a report
from the department head as above.
318
With a single glance at the board, the Assn Sec can see his Org's
weak points. Reading the reports requested he knows something of
why. His attention is thus drawn to impending slumps long before
they happen rather than by emergency flaps in accounts. He can tell
weak or non-functioning department heads and train or change them
before they sink the department and the ship.
The figures needed are collected by the Assn Sec's secretary from
the same source as the Ad Comm report figures. But these can now be
standardized.
The moment the Assn Sec's secretary has posted the figures,
retaining any copy for Ad Comm reports, she airmails her reports to
Saint Hill where the same figures are posted on a duplicate master
board for all organizations in the world in exactly the same way.
It will be at once noticeable that Organization Information
Centre initials quite by accident say "O.I.C." And so one does and
at once.
Please start this board at once with graphs and pins and do a
smoother carpentry job for sure but later.
It will practically end emergencies and should promptly increase
income and units.
Dept Heads and Staff may of course view the board at the
convenience of the Assn Sec but it is not a public board and is for
the Assn Sec and HCO Sec who can view it at any time. And who can
visit that department which most needs visiting, adjust its hat and
Admin fast and thus bolster the whole line.
It is cumulative slips that reduce income, not big drops
suddenly. Catch the small ones and the big ones never show.
L. RON HUBBARD
LRH:js.gh.cden Copyright(~) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The data required for the OIC is amended by HCO P/L 23
September 1960, Organization Information Centre, on the next page.]
319
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 SEPTEMBER 1960
Assoc Secs HCO Secs
ORGANIZATION INFORMATION CENTRE
The data required for the OIC (as per HCO Policy Letter of August
11, 1960) should be amended and added to as follows:
18. HCO: Memberships sold
19. HCO: Books sold 20. HCO: Book best sellers 21. HCO: No. on
staff co-audit 22. HCO: No. of security checks 23. HCO: No. of Hat
checks given 24. HCO: Gross bank accounts of local HCO
25. HCO: Gross expenditures for office.
Please put this into effect immediately. Also, please note that
item No. 17, Dept of Govt Relations will consist of two data:
17. Dir Govt Relations: (a) Shares sold HASI Ltd. (b) Shares sold
HCO Ltd.
This will go into effect as soon as shares begin to be sold.
Issued by: Peter Hemery HCO Secretary WW
LRH:js.rd for
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 NOVEMBER 1960
All Cen. Orgs
REPORTS TO O.I.C.
The Org Info Centre cannot function and one cannot plot a future
with it unless Departments make out and send in their reports to
the Assoc Sec's Secretary or the person keeping the board. This
data can be held there for Ad Comm.
The deadline is Monday Noon for the past week. However getting
the report done by Friday Noon makes this possible.
The reports have to be done anyway - why delay them?
L. RON HUBBARD
LRH:aec.js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
320
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 DECEMBER 1960
Central Orgs
IMPORTANT CHANGE IN REPORTS
To reduce and standardize the administrative reporting in
organizations, the following system should go into effect as soon
as possible:
A form containing all the data required from any one Department
should be prepared by the Association (Org) Sec. Each Dept may
require a different form to secure all the data.
This data is the same as that required on the OIC charts.
This does not change the income sheet report system.
The new report form for a Department must be headed with the name
of the Central Org, and must carry its full routing. The routing is
from the Association (Org) Sec's Sec to the designated Dept head,
to be returned to the Association (Org) Sec's Sec by next Monday
afternoon (date blank very prominent), then to the Assn (Org) Sec.
then to the HCO Area Sec. then to HCO WW OIC unit. A description of
the data required and the blank for it in each.case is then listed.
This is followed by a signature and date of the head of the
Department.
These reports are different for each Department, therefore the
form is different.
All personnel data, income data, financial data, numbers of
people, technical results, etc must appear on this form.
The form is done on flimsy paper, the lightest possible and
practicable. The colour should be pink.
The procedure is then this:
The Association (Org) Sec's Sec retains all these form
blanks - the whole supply of each type. No stock of forms is
given to a Department.
On Thursday morning the Association (Org) Sec's Sec places the
appropriate forms in the Comm Centre baskets of Department heads
plus any of the old type Income Sheet necessary. He or she also
places the Accounts Department Income and Disbursement Sheets in
their baskets.
Heads of Departments or their Admin write up the Income Sheet
from their invoices. They take their Department's report form and
fill it in from the data to hand. They return any Income or
Disbursement Sheet and the report to the Association (Org) Sec's
Sec by Monday noon.
The Assn (Org) Sec's Sec sets up the data on the O.I.C. board by
noon Tuesday, using the report sheets for source.
There is this difference in marking up O.I.C. graphs. The actual
figure is placed inconspicuously below the graph point being drawn
in. The figure and the graph point then constitute a total fact on
the graphs.
The Ad Comm meeting is then held Tues at 2:00 p.m. in the
Association Sec's office with the O.I.C. board complete. All the
data on the graphs is gone over rapidly with the Ad Comm by the
Association (Org) Sec. The comments, approvals or condemnations and
any plans stemming from these are noted by the Association (Org)
Sec's Sec and any new ideas, plans, resolutions and suggestions are
added to his minutes. These however should be kept very brief.
NO FINANCIAL OR NUMERICAL DATA APPEARS IN THE MINUTES.
The brief minutes copied and the original reports from the
Departments are then packaged and mailed to Saint Hill where they
will again be put up on O.I.C. boards. At Saint Hill there will be
an executive meeting weekly to summarize the data which, with
suggestions, will be broadly published in brief form to all Orgs
giving data on all Orgs
321
The intention here is to reduce the amount of copying of data and
speed the report line. These Department reports can replace all
existing reports by including all the data, even a roster of
personnel. This reduces the Ad Comm minutes and shows Department
heads all data in relation to past data rather than stressing one
week only.
As the data is already outlined by O.I.C. charts and any existing
additional report forms, it should be easy to make up the
Department reports.
The idea is one income sheet and one report for a Department.
As everything in P.E. will shortly be on cards, not invoices,
P.E. data can be kept by keeping cards for the week.
The original reports, in packet form must be light for
airmailing, hence the weight of the paper of the report must be
light.
Technical profiles, auditors' reports, students' and training
reports continue to be forwarded but as supplementary to the
Department report and are sent through on this same line. The
Fri - Sat test results can be forwarded the next Monday with the
past week's reports.
As the O.I.C. graphs are kept and filed and now have numbers on
them, they constitute a supplement to Ad Comm minutes and should be
kept as such as the basic data now does not appear in Ad Comm
minutes.
HCO report blanks are made up and handled exactly this same way.
L. RON HUBBARD
LRH :js. eden Copyright (I) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 8
APRIL 1961 CenOCon Attn. Assn Sec Sec
OIC BOARD
The Organization Information Centre Board system is modified to
the following extent:
No cautionary notice need be sent a department by the Assn Sec
Sec or Assn Sec. when it receives a red line (fall).
The new report system brings all such falls to the notice of the
Ad Comm anyway and explanations of falls and congratulations for
rises can be cared for at that meeting.
L. RON HUBBARD
LRH:jl.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
322
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 1 DECEMBER 1962
CenOCon
OIC REPORTS TO HCO WW
As of now, on receipt of this policy letter, I want the following
procedure instituted as a regular procedure from every Org
throughout the world in which there is an established HCO.
The despatch of these reports to me henceforth comes under the
hat of the HCO Secretary in charge of each HCO.
These reports are to be sent to me direct from each HCO. They do
not get routed via HCO Continental. The latter may require similar
information but the reports I require must be sent direct to me.
There is no change in the present system of OIC graphs and
reports as outlined originally in HCO Policy Letter of August 11,
1960, and the OIC Board should be maintained as usual in each Org.
The establishment of the below-mentioned reports line now
permits, however, the cancellation of a number of other reports,
details of which will be given in a separate policy letter.
There will be two sets of OIC Reports required now, namely:
1. Brief OIC data (the details of which are given below) are to
be sent by LT cable (distant Orgs) or by Telex (London and Orgs
near Saint Hill) to reach me by Tuesday morning for the immediate
previous week's operations.
2. The usual complete OIC Reports, including the Tuesday
afternoon Adcomm Report, are to be neatly packed in an envelope
marked "OIC Reports referring to
Adcomm Meeting of (date of Adcomm Meeting) at
(HASI)."
This envelope is to be addressed to me, and despatched by Airmail
not later than Thursday of each week.
The HASI week operates from Thursday 2.00 p.m. to the next
Thursday 2.00 p.m. This is mandatory for all Orgs without
exception, from here on.
The brief OIC data required to be cabled will be:
(a) P.E. average attendance for the week.
(b) Co-audit average attendance for the week.
(c) Academy
1. Number of new students.
2. Total number of students attending.
3. Number of students graduated that week.
(d) HGC total number of Public pcs.
(e) Corrected Gross Income to the nearest dollar, pound or rend,
etc. Provisional Gross Income figures not required. This will mean
that the old policy of closing all the books each week at 2.00 p.m.
each Thursday must now be properly adhered to. The Corrected Gross
Income figure cabled in this report is to be the same figure as
that in the AC 1, line J.
(f) Letters Out. Total number of personal signed letters
despatched. This number is not to include mailing pieces, leaflets,
nor circulars.
(g) Registrar Interviews. Total number of personal interviews by
Immediate Registrar.
(h) Sign-ups. Total number of people signed up as a result of
Registrar Interviews.
323
In despatching the OIC data by LT cable or telex, this is the
form it should take, and in this order:
LT= SIENTOLOGY EASTGRINSTEAD= 45CT RON OIC DATA W/E 6TH AS
FOLLOWS 40/175/5/80/8/40/ 2542/2149/52/20 BEST=BILL+++
(The figures 40/175/5/80/8/40/2542/2149/52/20 are sent all in one
block or group.)
Always put EASTGRINSTEAD as one word joined together. This counts
for one word, but when separate thus: EAST GRINSTEAD costs 2 words.
45CT is the Org prefix and serial number of message.
RON means the cable is to come to me.
OIC DATA W/E AS FOLLOWS, always use this wording. This
indicates to
the cable authorities that we are not using a code. If they think
we are using a code, the cable gets charged at full rate and not
LT.
40/175/5/80/8/40/2542/2149/52/20 means PE was 40, Co-audit 175,
Academy new students 5, Academy total number of students attending
this week 80, Academy students graduated this week 8, HGC public
pcs 40, Corrected Gross Income was 2542, Letters Out 2149,
Registrar Interviews 52, Sign-ups 20.
The minimum number of words for an LT cable is 22 words. The
number of words chargeable in the above cable is 20. This works
this way:
LT= SIENTOLOGY EASTGRINSTEAD= counts for 3 words.
45CT RON OIC DATA W/E 6TH AS FOLLOWS BEST= BILL+++ counts
for 10 words.
40/175/5/80/8/40/2542/2149/52/20 counts for five characters per
word and this would be charged as 7 words.
As you can see, it is essential to maintain the order in which
the figures are given above. Always maintain the full series unless
permission is given by me for certain categories to be omitted.
However, nothing is gained by omitting any category as the minimum
cable charge for any number of words up to 22 for LT is the same.
Use a hyphen or 0 to indicate zero, thus-/175/-/80 ........
The information on the best possible cable layout, as above, has
been submitted to us by the Cable and Wireless Company, London.
With this cable data, I will be able to follow very much more
closely your progress.
Also, for some time now, I have been wanting an efficient flash
system at HCO WW which would give an advance alert of any emergency
that may arise.
This system will help me to catch any ball long before it is
dropped. Had we had the above procedure, for instance, operating
before, the Joburg debacle would have been nipped in the bud long
before it came anywhere near to being an emergency. As it is,
Joburg has recently cost us well over �20,000 loss which can now be
obviated at a cost of about �1 a week in cable costs. So, please
institute this procedure straight away.
L. RON HUBBARD
Prepared by Peter Hemery
LRH:dr.rd and Robin Hancocks
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
324
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 DECEMBER 1962
HCO Secs Assoc Secs Dept Heads
CHANGE IN REPORT LINE
The purpose of the report line from the Orgs to Ron and HCO WW is
three-fold:
1. To provide information.
2. To encourage the HCO Sec. the Assoc Sec. and Dept Heads to
have a close look, personally, each week at their Org and Depts.
3. To enable Ron, and trained staff at HCO WW, to pick up
possible goofs and trouble spots early and correct them before they
grow to major proportions.
With this purpose in mind, various experiments in reports have
been introduced in the past three years.
On the basis of this experience, it has been found that the
Organizational Information Centre, with its associated reports, is
at once the most effective report line and also the least
burdensome to all staff concerned.
Therefore, it has been decided that the O.I.C. report system is
the mandatory report system for all Scientology Orgs which have an
HCO attached to them. A final refinement has been added in HCO Pol
Ltr of December 11, 1962, "O.I.C. Reports to HCO WOO", which
outlines a system for a weekly cabled or telexed O.I.C. report in
addition to the routine O.I.C. reports which are mailed to HCO WW
as before.
At the same time, this permits the cancellation of some other
reports which, by experience, have proved less effective for the
purposes described above.
Effective immediately, therefore, the following reports are
cancelled.
1. HCO 1, and HCO 3 - The personal reports of the HCO Sec and
Assoc Sec on the Org.
2. [Deleted per HCO P/L 9 May 1963 CHANGE IN REPORT LINK.]
The routine reports of D of T and D of P to HCO Tech Sec WW
remain unchanged.
Financial reports - (HASI Proportionate Income Breakdown
[A.C.1.] and HCO A.C.42) remain unchanged.
HCO Book Reports to WW remain unchanged.
HCO Secs should continue to send copies of Org Board to HCO WW at
quarterly intervals, and HCO Inventories on the 1st of each year.
HCO Secs, Assoc Sec. and Dept Heads are advised to re-read HCO
Policy Letter of August 11, 1960, and subsequent issues on the
O.I.C. board and report line.
L. RON HUBBARD
LRH:jw.rd Prepared by Peter Hemery and
Copyright (I) 1962 Robin Hancocks
by L. Ron Hubbard
ALL RIGHTS RESERVED
Note: Item 2, deleted above, cancelled Org Rudiment Reports in
error. HCO P/L 9 May 1963 says, "These reports are required, as
originally set out, on completion of each Org Rudiment."
325
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 MARCH 1965 Issue II
Gen Non-Remimeo
ADMINISTRATION FLOWS AND EXPANSION THE FAST FLOW SYSTEM
We have introduced many new principles in administration in
recent policy letters. Here is one which if left out would cause
mystery.
This is the principle of traffic flows we now use. It is called
the FAST FLOW SYSTEM OF MANAGEMENT.
A being controlling a traffic or activity flow should let the
flow run until it is to be reinforced or indicates a turbulence
will occur and only then inspects the part of the flow that is to
be reinforced or is becoming enturbulated and inspects and acts on
only that one flow.
This principle would operate on a committee of 3 in this fashion:
the committee does not act as a body. Each member acts individually
in three spheres of influence (three types of flow). There is no
committee (collective) action until one of the three members wants
concurrence from the other two on greatly reinforcing a flow or
until the other two, by observation, see the third is going adrift.
Only in these cases does the committee act as a Committee. In other
words all 3 members go about their work independently until there
is a change in one of their three spheres and then they act.
Otherwise the flows of orders and actions are independent. Not
doing it like this is why Committees have gotten the reputation of
being unable and a waste of time.
To do this one, of course, needs another principle: that of
Indicators.
An Indicator is something that signals an approaching change
rather than finding the change is already present and confirmed.
We get this from auditing. An auditor audits so long as things go
evenly. He knows when they will begin to deteriorate or change by
an Indicator. He acts on seeing the indicator. He doesn't wait
until the collapse or total change of the pc occurs and then look
it over and act. The pc could be run into the ground or a good
process that was bettering the case could be neglected if an
auditor could not PREDICT from indicators how it was going before
it was gone.
In supervising a number of sections or departments, it would work
this way:
The person in charge does not examine every action or decision on
the lines. If all despatches of all the activities went through his
or her one pair of hands the volume would be too great and would
jam. The executive's "plate" would be too full and this would halt
any expansion of the activities as the executive would feel
overworked, yet in actual fact would be getting nothing much done.
The flows which needed watching would be buried in a huge volume of
flows that did not need watching.
Instead, the principle of flows tells us that the executive
should have statistical INDICATORS such as OIC charts on every part
of the activity each week and should act only on the basis of the
charts' behaviors.
If a chart went down the Executive would not wait for that area
to collapse before inspecting it. At a dip point the executive
should go over all the plans and traffic and despatches of the area
dipping down and unearth the real reason why it did dip. If the
matter needs minor remedy, it should be corrected. If then the
graph still dipped down, the executive would not only be advised of
it by the OIC Indicators but would know, having inspected earlier,
what had to be done on a more drastic scale to get the graph going
up again.
The OIC system must be used and all data plotted and circulated
to the Executives in an org before this system will work.
If the OIC system is put into effect fully the executive can then
(and only then) let go the comm lines and let the traffic flow.
326
(c)
He then only needs to:
1. Keep alert for and correct Dev-T (off-line, off-policy,
off-origin and non-compliance);
2. Keep an eye on the weekly OIC charts;
3. Find from OIC the upward trends and inspect and find out
what's working so well it can be reported;
4. Be alert to any down dip and inspect the activity itself and
correct the matter; and
5. Spend most of his time getting his own job done (since
executives do have jobs besides supervision).
The one thing he mustn't do is "get reasonable" about dips or
zooms and not act to really check the decline or to reinforce the
rise:
(a) Thinking one does know when he has not gotten it inspected
closely;
(b) Not believing the graph and Indicators; and
(c) Not acting, are the fatal errors.
Doing 1 to 5 tells us who's an executive and doing (a), (b) and
(c) tells us who shouldn't be an executive.
If this system is in effect the org can't help but boom.
We will call this the FAST FLOW SYSTEM OF MANAGEMENT.
It is a very precise art. It's like auditing. One predicts the
slumps and reinforces the tendency to boom.
It can't miss. If it's done completely.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED [LRH NOTE: Study this. Shows why of
OIC.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 FEBRUARY 1968
Remimeo
ORGANIZATION - THE FLAW
I looked for a long time for any flaw in the idea of
organization. It does have a flaw.
The basic flaw in organization is INSPECTION BEFORE THE FACT.
That means inspection before anything bad has happened.
Violations are so harmful they destroyed every great
civilization - the Roman, the British, the lot. For every flow
is slowed or stopped.
The prosperity of any organization is directly proportional to
the speed of its particles - goods, people, papers.
World trade, world shipping, world prosperity is dying only
because of the cumulative effect of inspection before the fact.
Passports, customs, safety regulations, general government
interference before anything bad has occurred add up to a
SUPPRESSIVE SOCIETY and therefore, soon enough, a dead one.
Penalty after the fact has occurred disciplines the criminals and
does not pull down the majority to criminal level.
Scientology organizations must never lose sight of the reason
organizations have decayed.
Copyright Q) 1968 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
327
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 SEPTEMBER 1965
Remimeo Advisory Councils Advisory Comrriittees
A 11 Divisions
STATISTICS FOR DIVISIONS (Note: We will call the Advisory Council
the Ad Council, never AdCoun, to avoid any errors in confusing it
with AdComm)
Each whole division has a statistic on which it is judged as to
condition.
While this gross divisional statistic does not cover all the
statistics of the division, it is the primary divisional statistic.
An ADVISORY COUNCIL meeting can be very brief if it has these
statistics tallied by AdComms and plotted and submitted by OIC.
Then when a gross divisional statistic is up the Ad Council can
find out why and reinforce what caused the rise. And when a gross
divisional statistic is down, the Ad Council can go through all the
remaining statistics of that division and take action accordingly.
Thus the Ad Council need not cover all the statistics of an org at
its meeting. Only the gross divisional statistics and take action
only when these vary widely up or down.
The Advisory Committees of the Divisions record all statistics
but headline in their report their gross divisional statistic for
quick reference. They include all their statistics, headline their
gross divisional statistic.
The gross divisional statistics are:
Exec Division 7 - Gross Income of the Org.
This of course reflects best the total Org operation and is what
the Exec Division is promoted or demoted for so it is the Division
7 Gross Statistic.
HCO Division 1 - Total Org Letters In - Total Org Letters
Out.
As HCO has personnel, Ethics and such matters, if they do their
job there is a heavy outflow in of all mail types for HCO and the
Org and a heavy outflow out from all divisions. If the Personnel
Officer gets hard workers and puts their hats on and if Insp & Rpts
and Ethics are quick off the mark and if the HCO Area Sec runs a
good division and handles all about, the Letter In - Letter Out
will tell the tale. HCO sees to it, Org pours out letters and
mailing pieces.
HCO Dissem Division 2 - Number of new Enrollments of Students
and Pcs for the week, and gross Book Sales.
Although this division has Registration, magazines, etc. etc. all
these add up to enrollments, which of course is the final result of
all magazines, letters, promotion and advance enrollment. Book
sales are our oldest index of future business.
Org Division 3 - Credit collections vs Bills paid.
It will be seen that gross income is established by many in the
Org but collections as a special income is purely the Org
Division's. Bills paid require gross money in, so reflect the
gross - no money in, no bills paid. This is a dual statistic
which shows the industry of the division in general. It even
touches materiel as no bills paid equals no supplies. Monies paid
into Reserve Payment do not count as Bills Paid.
328
Tech Division 4 -
Number of Students and Pcs completed in the week.
The number enrolled is really only partly the Tech Division's as
if they give good service they will get enrollments. However, the
completions are the real index of a Tech Division and show up any
weakness of the division. So their statistic is only total
completions of courses and auditing. This of course includes
graduations from any course and completion of any result for the pc
that brings a Grade Cert or just ends intensives.
Completed of course means only certified or classed or graded.
However completion of a 25 hour intensive which satisfied the pc
(no review at end even if one occurred before the end) counts as a
pc completed. Five hour rehabs which did not result in a Grade are
not completions. Five hour assists bought as assists are done of
course in Qual and so are not a Tech statistic.
Qual Division 5 - Cash Collected by reason of the Division
for the week.
This division's certs and grades and awards are all really the
Tech Division's work. But we early found that a Qual Division's
various services were paid for when good and not when bad. So this
division's gross statistic is how much cash was paid - not later
collected, for Qual Division services.
Dist Division 6 -
Number of field staff member commissions paid/ number of new
addresses added to CF both for the week.
This dual statistic reflects a healthy Dist Div. The number of
new addresses added to CF means of course new people buying things
from the org. Therefore its advertising quality and basic services
can be judged even though assisted by other divisions as well. The
number of field staff commissions paid reflects its leadership of
field staff members.
New people is the business of the Dist Div.
SUMMARY
There are many other statistics, many even more important than
these. But these gross statistics tell one at once if the Division
Secretary is alive and has his division functioning. Thus they
provide indicators by which management can be done.
The AdComms of course handle all their statistics.
The Ad Council handles the gross divisional statistics looking
for steep ups (to assign affluence) or steep downs (to assign
emergency).
Gross Income only hereafter influences the Exec Division and is
assigned from Saint Hill. All other divisions are assigned
conditions by the Ad Council in accordance with the gross
divisional statistics.
LRH:ml.rd L RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The last sentence under HCO Div 1 has been added per HCO
P/L 15 December 1965.]
[Considerable evolution of the Statistics for Divisions has
occurred since this policy was first written by LRH. As of August
1973, the following P/Ls have amended the above issue:
27/4/67 Tech Division S Statistic, 1-345, 4 -10 18/9/71 A
AOLA Division 6 Defined, 1971 Year Book
22/9/69 HGC Statistic 1-357,4-12 5/12/71
Statistics - Dissem Division, 1971 Year Book
29/3/70 Tech and Qual Stats Revised, 1970 Year Book
10/2/72 III & revised reissue of 12/6/73
17/6/70 11 OIC Change - Cable Change, 1-359 Higher
Org - New Name to C/F Definitions
5/2/71 III FEBC Executive Director Org GDSes, 1972 & 1973
Year Books
1971 Year Book 7/6/72 AO and AOSH Money for
Training - GDS
5/2/71 V Org Gross Divisional Statistics Revised, for
Quals, 1972 Year Book
1971 Year Book 5/4/73 A (c) Orgs - Two Additional
HCO GDSes -
12/3/71 II Treasury Divisions GDSes - A (c) Orgs, 3
-5 Tech/Admin Ratio and Personnel Points Stats
2/8/71111 Hatting Points GDS Change, 1971 Year
Book 1973 Year Book]
329
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 OCTOBER 1965
Gen NonRemimeo
URGENT OIC CABLE CHANGE
Effective 4 November 1965 for the week ending on that date and
forward, OIC Cables will be coded with the following changes:
GROSS DIVISIONAL STATISTIC OIC DATA FORM
The form of the new OIC DATA cable is basically the same as the
old form except that the headings of the columns have changed and
one column has been added in order to reflect the new Divisional
Statistics.
The new form consists of eleven columns.
1. Gross Income of the Org.
2. Total Letters In.
3. Total Letters Out.
4. Total Enrolments of Students and pcs.
5. Gross Book Sales.
6. Credit Collections.
7. Bills Paid.
8. Total Number of Completions of Students and pcs.
9. Qualification Division Income.
10. Number of Commissions paid to Field Staff Members.
11. Number of New Addresses added to CF.
Example:
DAY FOUNDATION
Gross Income �6,000 Gross Income �689
Letters In 1,150 Letters In 256
Letters Out 2,345 Letters Out 861
Enrolments 30 Enrolments 22
Gross Book Sales �500 Gross Book Sales �100
Credit Collections �1,239 Credit Collections �248
Bills Paid �2,507 Bills Paid �98
Completions 46 Completions 30
Qualifications Income �850 Qual Income �75
Commissions Paid 32 Commissions Paid 4
New Addresses 323 New Addresses 159
Cable will look like this:
OIC DATA
W/E 6 OCT DAY 6000/1150/2345/30/500/1239/2507/46/850/
32/323
FOUNDATION 689/256/861/22/100/248/98/30/75/4/ 159 BEST =
MARY
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
330
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 DECEMBER 1965
Gen Non
Remimeo
All Hats
Int Exec Div ORGANIZATION OF THE INT EXEC DIVISION
STATISTICS OF THE INTERNATIONAL EXECUTIVE DIVISION
What is a statistic? A statistic is a number or amount compared
to an earlier number or amount of the same thing. Statistics refer
to the quantity of work done or the value of it in money.
A down statistic means that the current number is less than it
was.
An up statistic means the current number is more than it was.
We operate on statistics. These show whether or not a staff
member or group is working or not working as the work produces the
statistic. If he doesn't work effectively the statistic inevitably
goes down. If he works effectively the statistic goes up.
NEGATIVE STATISTICS - Some things go up in statistic when they
are bad (like car accidents). However we are not using negative
statistics. We only use things that mean good where they go up or
mean bad where they go down.
One then is valued in the group because of the rise and fall of
the statistics for which he is responsible.
The organization of the division is arranged to compare with the
statistics of Scientology Orgs and their divisions.
There are seven divisions in a Scientology Org.
These are:
1. HCO Division.
2. HCO Dissemination Division.
3. Org Division.
4. Technical Division.
5. Qualification Division.
6. Distribution Division.
7. Executive Division.
For each one of these there is an International Executive
Division Section.
These sections advise and supervise the comparable divisions all
over the world as follows:
OFFICE OF LRH WW contains:
(a) The Advisory Council WW (b) The LRH Communicator Advisor WW
(c) Office of LRH production activities and staffs, (sine, book
writing, magazine articles writing, photography, research, hats,
policy writing, etc.)
(d) Estate Section (e) Household Section (f) Office of LRH
Personal Secretary OFFICE OF THE HCO EXEC SEC WW (a) HCO Advisor WW
(b) Dissemination Advisor WW (c) Secretarial Assistance for the HCO
Exec Sec WW 331
OFFICE OF THE ORG EXEC SEC WW
(a) Organization Advisor WW (b) Technical Advisor WW (c)
Qualifications Advisor WW (d) Distribution Advisor WW (e)
Secretarial Assistance for the Org Exec Sec WW
All functions of the Int Exec Division are organized within the
above framework.
It has its own org board independent of the Saint Hill Org which,
to the Int Exec Div. is another organization.
STATISTICS - The statistic for the whole Int Exec Div is the
gross income of all Scientology orgs in the world combined (but not
all franchise holders or field auditors also).
The statistics for the Advisory Sections are:
HCO ADVISOR and SECTION - The two HCO gross divisional
statistics of all HCO Divs in the world combined.
DISSEM ADVISOR and SECTION - The gross divisional statistics
of all Dissem Divs in the world combined.
ORG ADVISOR and SECTION - The gross divisional statistics of
all Org Divisions in the world combined.
TECHNICAL ADVISOR and SECTION - The gross divisional
statistics of all Tech Divs in the world combined.
QUALIFICATIONS ADVISOR and SECTION - The gross divisional
statistics of all Qual Divs in the world combined.
DISTRIBUTION ADVISOR and SECTION - The gross divisional
statistics of all Dist Divs in the world combined.
EXECUTIVES - Each of the three Offices of the Int Exec Div is
handled by a Co-ordinator instead of a director as in the case of
divisional departments, comparable to Director rank.
The Advisors are Officers. Heads of units are "In Charge".
EXECUTIVE STATISTICS - The statistics of Advisors are named
above.
There are statistics for all executives higher than advisors.
These are: LRH - Books and articles written, films, tapes,
policy letters, HCO Bs, Sec Ads Items are given different numerical
values.
These are combined into one figure weekly count. Statistics of
the production section are similarly assigned.
HCO EXEC SEC WW - One figure, being the arbitrary add up of
the four figures of the two Advisory Sections of that office (HCO &
Dissem).
ORG SEC WW - One figure, being the arbitrary add up of the
eight figures of the four Advisory Sections of that office.
LRH COMMUNICATOR WW - The gross income of the Int Exec
Division itself irrespective of the gross income of other orgs.
THE CO-ORDINATOR OF THE OFFICE OF LRH - The combined statistic
of the Office of LRH Sections.
THE CO-ORDINATOR OF THE OFFICE OF THE HCO EXEC SEC WW - A
ratio of the number of staff in the division over the gross income
of the division.
THE CO-ORDINATOR OF THE OFFICE OF THE ORG EXEC SEC - A ratio
of the expenditures of the division over the income of the
division.
THE OFFICE OF LRH PRODUCTION OFFICER - The numbered items as
per LRH statistic actually handed over to Dissem Divisions or
distributors to be published or issued.
THE HOUSEHOLD OFFICER - The LRH Statistic as above. 332
THE ESTATE MANAGER - A ratio between the materiel expenditures
of all kinds, salaries and contracts in the section and the
professionally estimated gross income of the Saint Hill
organization.
Other staff members have statistics as set by their immediate
superiors.
L. RON HUBBARD
LRH: emp.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The last sentence in "Advisory Sections" has been amended
from "Heads of units or 'In Charge' " to "Heads of units are 'In
Charge' " per HCO P/L 8 February 1966. ]
STATISTIC
The statistic of the Int Exec Division in an Area is dual:
THE AMOUNT OF CASH IN THE BANK AS PER THE LAST WEEK'S BANK
STATEMENTS PLUS THE AMOUNT OF CASH ON HAND AS OF. 2.00 PM THURSDAY
OF THE CURRENT WEEK OF THE REPORT.
THE TOTAL OF DEBTS OWED BY THE ORG PLUS OVERDRAFTS AND CURRENT
PAYMENTS DUE ON MORTGAGES (TIME PAYMENTS) AND LOANS OR BOND OR
SHARE RETIREMENT BUT NOT ON THE TOTAL GROSS AMOUNT OF MORTGAGES,
HIRE PURCHASE (TIME PAYMENTS) OR LOANS OR BONDS.
Further data on the statistic is to be found in HCO Pol Ltr I Mar
66, The Guardian, whose statistic it also is. This should also be
part of OIC hats.
The OIC cables begin with these two statistics. Continental orgs
which have a Continental Exec Division report the Int Exec Div Area
Statistics, the Continental Exec Div Statistics and then the seven
area divisions making a continental cable report have two more
figures in it than an area org's.
The Int Exec Div at Worldwide has a composite graph of all the
orgs in the world added.
A Continental Exec Division has a composite graph of all orgs in
that Continental area including the org which has the Continental
Division.
The local Exec Division has the above dual graph.
ALL OIC CABLES BEGIN WITH THE LOCAL STATISTIC OF THE OFFICE OF
LRH.
This continues the report on the gross income of the week, which
is the statistic of LRH.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Excerpted from HCO P/L 1 March 1966, Issue II, Executive
Division Organization. A complete copy is in Volume 7, page 47.]
333
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF l MARCH 1966
Remimeo
Exec Sec Hats
HCO Area Sec Hat Office of LRH
Org Bd Section Hat
Secretary Hats THE GUARDIAN
STATISTIC
The Guardian's statistic for each org (and that of the Int Exec
Div in each org) is a dual statistic as follows:
THE AMOUNT OF CASH IN THE BANK AS PER THE LAST WEEK'S BANK
STATEMENTS PLUS THE AMOUNT OF CASH ON HAND AS PER 2.00 PM THURSDAY
OF THE CURRENT WEEK OF THE REPORT.
THE TOTAL OF DEBTS OWED BY THE ORG PLUS OVERDRAFTS AND CURRENT
PAYMENTS DUE ON MORTGAGES, HIRE PURCHASE (TIME PAYMENTS) AND LOANS
AND BOND OR SHARE RETIREMENT BUT NOT THE TOTAL GROSS AMOUNT OF
MORTGAGES, HIRE PURCHASE (TIME PAYMENTS) OR LOANS OR BONDS.
These two figures are to be included in the beginning of OIC
cables in the order above.
It will be seen that it is hard to get a bank to give one an
exact figure, due to cheque to cheque clearance, for "2.00 pm
Thursday" so in actual fact one takes last week's bank statements'
credit balance of all accounts and adds to it this week's total
receipts, neglecting outstanding cheques as the matter will
average.
In computing the debts owed by the org it would be quite unreal
to add up the mortgage totals, time payment (hire purchase) totals
and all outstanding stocks and bonds as the call on the org is for
current payments on these due or any retirement programme. The
monthly bills statement (in actual practice) can serve as this
statistic providing that during the succeeding month one does not
deduct from it payments made from it as new debts are growing at
the same time and the matter tends to average out.
Each org, having a board for the Int Exec Div must also have a
local statistic for it.
At Worldwide the International Executive Division has a composite
statistic made up of all org Int Exec Divs added and graphed.
The local Int Exec Div has the local org's dual statistic as
above and that is the Guardian's local statistic or that of the
Assistant Guardian where one is appointed.
The Guardian's statistic Worldwide is the composite.
Where there is a Continental Exec Division (required when orgs
are very large) the Continental Assistant Guardian's statistic (and
that of the Continental Exec Div) is the composite of the Guardian
statistics for that continent.
Where the Guardian finds the local or Continental or Worldwide
statistics are being falsified or are grossly in error, the
Guardian must order the AdCouncil Worldwide to send a competent WW
executive to conduct an investigation. The Guardian may empower
through the AdCouncil WW that representative to bring about
prosecution for irregularities. If this procedure is ineffective,
the Guardian being also a local executive may personally direct the
matter to be satisfactorily concluded and to bring about correct
statistics.
L. RON HUBBARD
LRH:ml.rd Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 1 March 1966, The Guardian. A complete
copy is in Volume 7, page 494.]
334
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 JANUARY 1966
Gen Non-Remimeo SH only AdCouncil Secretaries' Hats Directors'
Hats Dept Insp & Rpts Hats Other orgs Info only
OIC SECTION SH
The HCO Div I OIC Section SH having been relieved of Worldwide
OIC reports which have been turned over to OIC WW must concentrate
upon getting in and executing a standard Central Org OIC System,
complete with posted charts, for SH only.
Chart posting boards have existed at SH for some time and one
should be set up in HCO.
OIC SH collects statistics for SH Divisions, Departments and
Sections, graphs them and posts them.
OIC SH is responsible for devising the department and section
statistics. This is normally done by the Secretary of the Division
and okayed by the AdCouncil and OIC is given what the statistic is
and then obtains it weekly from AdComm minutes and graphs it. But
OIC is responsible that it be devised and done. OIC accomplishes
this by insistence to Secretaries and AdCouncil.
OIC SH submits the full set of graphs each week to the AdCouncil
by Tuesday noon and, getting them back, posts them.
Occasional Xerox copies are made and sent to a Secretary, always
when that Division has been declared in Emergency or Danger.
OIC SH is responsible for sending the SH Gross Divisional
statistics data to OIC WW as well as graphing them for SH.
OIC SH draws up a Sec Ed for SH weekly for approval by the
AdCouncil and forwarding to the Office of LRH SH for issue by
Thursday of the week after the Thursday the figures represent.
L. RON HUBBARD LRH:ml.cden Copyright Q) 1966 by L. Ron Hubbard
ALL RIGHTS RESERVED
335
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MARCH 1966
Gen Non-Remimeo Issue II
EXEC SEC HATS
HCO AREA SEC HAT
DIR I & R HATS
OIC SECTION HATS OIC REPORT FORM
(Cancels earlier cable form)
The report of OIC whether cabled or despatched to a senior
executive division for its OIC graphing follows the following
pattern:
HCO Despatch Number RON Arithmetical date Month abbreviated Gross
Income for week Org's gross Cash Org's gross Bills Letters In
Letters Out Book Sales Enrolments Credit collected Bills Paid
Completions Income for services collected by Qual New names to CF
Amt paid Field Staff Members Signatory
This would look as follows:
237 NY RON 5 MAR
5000/16000/6000/860/1520/1008/20/890/600/64/580/1270/ 500= MARGE
The change is made because of the change in Exec Div statistic,
HCO Policy Letter I Mar 66, The Guardian (Vol. 7, page 494), and
HCO Policy Letter I Mar 66, Issue II, Exec Div Organization (Vol.
7, page 47).
Where a Continental Office Statistic is also included, it is made
the first two numbers followed by the Area name in full. Thus, if
NY were a Continental Org it would read:
Continental despatch number and letters RON Arithmetical date
Month date Area Org name Etc as per first list
(The NE in the example would stand for "New England" and means
the New England states of the US)
237 NE RON 5 MAR 16000/21000 NEW YORK
5000/16000/6000/860/1520/1008/ 20/890/600/64/580/1270/500 BOSTON
3000/7000/4000/400/865/400/12/200/628/ 41/152/82/205 PROVIDENCE
900/ etc.
This would only occur where a Continental Exec Division
established after this date by specific SEC ED was collecting its
Continental Area Org figures and relaying them all in one cable.
Note that the Continental statistic is the first pair of figures
followed by the Area Org names, the two figures consisting of cash
on hand and total debts owed as described in the two policy letters
mentioned.
336
The rule is that an Area Org's OIC data for report follows on the
first figures in the despatch place designation (237NY). This gives
13 groups of figures for an Area Org OIC report. It gives two
additional for a Continental.
Where a Zone Exec Div exists (HCO Policy Letter 1 Mar 66, Issue
II) a Continental type cable is sent to Continental and relayed as
is, with the two Continental statistic figures beginning, then a
Zone despatch number, two figures of the Zone Exec Div. then the
name of an Area Org in the Zone followed by its 13 figures. Several
Zone OIC reports might be in the Continental cable. One would know
a new Zone in the cable because it has a new despatch number from
the Zone bearing the Zone initials.
If NE were "New England" a Continental Exec Div and MA were
"Massachusetts" a Zone Exec Div and VT were "Vermont" another Zone
Exec Div of New England, we would have:
237 NE RON 5 MAR 16000/21000 26MA 5905/8006 BOSTON
3000/7000/4000/400 etc. . .174 VT 8009/12006 BENNINGTON
260/800/502/etc. . .
L. RON HUBBARD
LRH: bv. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 APRIL 1966
Gen Non-Remimeo
Exec Sec Hats
HCO Area Sec Hat
Dir I & R Hats
OIC Section Hats ADDITION TO HCO POLICY LETTER
OF 3 MARCH 1966 (ISSUE II) - OIC REPORT FORM
The OIC cable will continue to have a reference to the date of
the ending of the week on which the cable is reporting. It will
also continue to have a reference to Day and/or Foundation.
Thus the pattern is as follows:
HCO Despatch Number RON Arithmetical date Month abbreviated Week
ending abbreviated Date of week ending in code (day/month/year) Day
or Foundation etc.
This would look as follows:
237 NY RON 5 MAR W/E 4/3/66 DAY 5000/etc./
The figures for the Foundation would then directly follow:
FOUNDATION 4500/etc./
L. RON HUBBARD
LRH: lb-r. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
337
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
Exec Secs HCO POLICY LETTER OF 6 MARCH 1966
Secretaries Issue II
HCO OIC Sect Hat
OIC Exec D* Hat
tRH Comm Hat STATISTIC GRAPHS,
HOW TO FIGURE THE SCALE
A graph is not informative if its vertical scale results in graph
line changes that are too small. It is not possible to draw the
graph at all if the line changes are too large.
If the ups and downs are not plainly visible on a graph then
those interpreting the graph make errors. What is shown as a flat
looking line really should be a mountain range.
By SCALE is meant the number of anything per vertical inch of
graph.
The way to do a scale is as follows:
Scale is different for every statistic.
1. Determine the lowest amount one expects a particular statistic
to go - this is not always zero.
2. Determine the highest amount one can believe the statistic
will go on the next three months.
3. Subtract I from 2.
4. Proportion the vertical divisions as per 3.
Your scale will then be quite real and show up its rises and
falls.
Here is an incorrect example.
We take an org that runs at �500 per week. We proportion the
vertical marks of the graph paper of which there are 100 so each
one represents �100. This when graphed will show a low line, quite
flat, no matter what the org income is doing and so draws no
attention from executives when it rises and dives.
This is the correct way to do it for gross income for an org
averaging �500/week.
1. Looking over the old graphs of the past 6 months we find it
never went under �240. So we take �200 as the lowest point of the
graph paper.
2. We estimate this org should get up to �1,200 on occasion in
the next 3 months so we take this as the top of the graph paper.
3. We subtract �200 from �1,200 and we have �1,000.
4. We take the 100 blocks of vertical and make each one �10,
starting with �200 as the lowest mark.
Now we plot gross income as �10 per graph division.
This will look right, show falls and rises very clearly and so
will be of use to executives in interpretation.
Try to use easily computed units like 5, 10, 25, 50, 100, and
show the scale itself on the graph. (I div = 25.)
The element of hope can enter too strongly into a graph. One need
not figure a scale for more than one graph at a time. If you go
onto a new piece of graph paper, figure the scale all out again and
as the org rises in activity sheet by sheet the scale can be
accommodated. For example it took 18 months to get Saint Hill
statistics up by a factor of 5 (5 times the income, etc) and that's
several pieces of graph paper, so don't let scale do more than
represent current expectancy.
On horizontal time scale, try not to exceed 3 months as one can
get that scale too condensed too, and also too spread out where it
again looks like a flat line and misinforms.
Correct scaling is the essence of good graphing.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
338
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
Remimeo HCO POLICY LETTER OF 1 MAY 1966
Applies to
LRH Comms
Exec Div
HCO Div
Secretaries STATISTICS OF OFFICE OF LRH
(Alters earlier Statistics assigned)
The gross statistic of the Office of LRH is the number of
releases and clears made in the org, declared and paid.
For this purpose the following points table is used:
Grade 0 to IV Release - 1
Grade V Release - 5
Grade Va - 2
Clear - 20
The Area Office of LRH gross statistic is the number made, as per
table value, in the Area Org.
A Continental Office of LRH has as its gross statistic, the
composite of all the Area Office of LRH gross statistics.
The Office of LRH Worldwide has as its gross statistic the
composite of all Area Offices of LRH gross statistics in the world.
Guardian Gross Statistic
The Guardian gross statistic is dual, the cash on hand and the
bills owed, as given in the Guardian Policy Letter - HCO Policy
Letter of 1st March, 1966: The Guardian. It is expressed in each
Area Org graph and on Continental graphs.
The LRH Communicator Statistic
The LRH Communicator statistic, Area, Continental and Worldwide
is dual:
1. The number of Releases and Clears, value as per above table,
declared and paid.
2. Total gross income.
In an Area these two statistics are graphed for the Area LRH
Comm.
In a Continental Exec Div the composite of areas is graphed.
At Worldwide the composite of all Area Orgs is used for the LRH
Comm WW.
Design & Planning
The Design and Planning Branch of the Office of LRH has as its
statistic, Area, Continental and Worldwide in the usual manner, all
plotted in one graph.
1. Tech Space Available in square feet of floor space.
2. Admin Space Available in square feet of floor space.
3. The Tech Div Gross Div Statistic.
339
The Estate Branch
The Gross Divisional Statistic of the Estate Branch of the Office
of LRH is:
1. Total useful space in square feet. building, available and
clean.
2. Total grounds space in square feet in good appearance and
care.
3. Total of all org bills owed.
These statistics are graphed by OIC and included in the general
packets of statistics.
But once a month on the 1st Friday after the 1st of the month,
OIC is to copy a set of the Office of LRH statistics of all orgs
and Cont Exec Divs and WW and the LRH Comm WW is to give them to
LRH for his personal review.
(This policy letter and replanning of statistics results from the
failure to push through to completion Blocks I and 2 Lot 4, Saint
Hill, which matter became the subject of a Comm Ev at Saint Hill,
Advance Bookings indicating more space to be needed but the new
structure delayed. This resulted in a transfer of the Estate
Section SH back to the Office of LRH WW as it had twice failed to
act when placed in the Third Division.
The Estate Section including Construction, Maintenance and
Cleaning, is thereby transferred in all orgs, to the Office of
LRH.)
L. RON HUBBARD
LRH: Ib-r.rd.jh Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
340
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 JUNE 1966
Gen Non-Remimeo
Saint Hill only All other Orgs for info
HCO DIV OIC PUBLICATION AND DISTRIBUTION
There are 12 Xerox copies to be made of each OIC chart set for
the East Grinstead environ.
A set for the East Grinstead environ consists of the WW,
Continental UK and Saint Hill complete graphs.
Distribution of sets is as follows, one complete set each, each
week.
1. Ad Council WW 2. Ad Council UK 3. Ad Council SH 4. HCO Div Sec
and Ad Comm 5. HCO Dissem Div Sec and Ad Comm 6. Treasury Div Sec
and Ad Comm 7. Technical Div Sec and Ad Comm 8. Qualifications Div
Sec and Ad Comm 9. Distribution Div Sec and Ad Comm 10. LRH Comm
SH, Assistant Guardian SH, LRH Comm UK, Assistant Guardian UK, LRH
Comm WW, Guardian 1 1. LRH
12. Public Board for all staffs to see.
These OIC Sheets are not returned. They are not added to each
week by the recipient. Each week a new Xerox set is made for each
distributive destination listed above.
The MASTER graph set is kept in a book, wholly loose leaf, and
never distributed. Only it is marked on by the OIC Officer. Then
the Masters are copied by Xerox and the sets made up and
distributed.
World Wide Ad Council and the Guardian also get sets of every
graph in the world from OIC WW.
It will be found that new expansion will occur when the above
distribution system of copy sets is closely adhered to as the data
becomes known to all staff.
L. RON HUBBARD
LRH: Ib-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Sec also HCO P/L 24 February 1968, same title, page 351.]
341
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 AUGUST 1966
Remimeo Applies to Exec Secs, Secs, Treasury Div and OIC
GRAPH CHANGE ADCOUNCIL STATISTIC
OIC will graph bills owing as a total accumulation of statements
and purchases. This makes a true picture of what is currently owed.
Cash in Hand will be from reconciled bank statements.
AD COUNCIL STATISTIC
A new graph will be added to the Ad Council's statistics that
shows total debt of the org including all HP, mortgages, any bonds,
notes or other indebtedness whether due or not, plus the bills
owing.
This graph will have a second line showing a current estimation
of the org's assets and property.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also HCO P/L I July 1972. Cash/Bills and Org Reserves, for
expanded definitions of Cash Bills and data on Org Reserves.]
342
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1966
GenNon
Remimeo
OIC Hats OIC REPORT FORM
(Cancels HCO Pol Ltr 3 March 1966, Issue (c) and amends HCO Pol
Ltr 6 Feb 1966)
In order to maintain uniformity of OIC reports and to simplify
the compilation of WW and Continental statistics, all Day Orgs
irrespective of Class will use the OIC Report Form as per HCO
Policy Letter of 25 August 1966.
Foundations attached to a Day Org will use an amended version of
this cable form which eliminates the need to report those
statistics which are handled by the Day Org.
This version follows immediately after the last item of the Day
Org (RUD No.) and takes this form:
FDN. Gross Income/Release Points/Letters In/Letters Out/Book
Sales/Enrolments/Credit Collected/Completions/Qual Income/New
Names/Amount Paid FSMs/Rudiment being worked on (always preceded by
RUD)/Signatory.
OIC Continental cables to OIC WW take the following form:
HCO Despatch Number of Continental Org
RON
Arithmetical Date
Month abbreviated
Week ending abbreviated
Date of week ending in code (day/month/year)
Cable designation of Area Org
DAY
Text of statistics of Day Org
RUD 'No.
FDN.
Text of statistics of Foundation
RUD No.
Cable designation of Area Org
DAY
Text of statistics of Day Org
RUD No.
FDN.
Text of statistics of Foundation
RUD No.
Signatory.
ETC., for all orgs in its Continental Area.
WW and Continental monetary statistics are combined and graphed
using the currency of the Org to which they are attached.
Continental Orgs however, when reporting to OIC WW, must report
monetary statistics in the currency of the Area Org concerned, any
conversion necessary being handled by OIC WW.
An Org operating on the 6 Dept System and whose Qual is as yet
non-existent, must not omit reporting a figure for Qual Income in
the OIC Cable, even though that figure may be consistently reported
as zero. Any "No Reports" should be cabled as "NR".
L. RON HUBBARD Founder
LRH: Ib-r.rd Copyright (c)1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
343
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 12 OCTOBER 1966
St Hill and WW only Gen Non-Remimeo
OIC GRAPHS Clearing and OT Course Div IV Statistics, LRH Comm
Statistic
Clears and OTs are not counted in the Div IV graph as they give
an improper view of some Gross Divisional statistics in that they
mask Releases actually made, an important datum.
The Gross Divisional Tech statistic includes only completions and
Releases made in Div IV. The HGC graph only includes Releases.
LRH COMM GRAPH
The graph of the LRH Comm and the Office of LRH Gross statistic
shall cease to be a point system and will be drawn hereafter 1 for
1. All Releases, Clears and OTs made are included 1 for 1 in these
graphs. (OIC, in initially implementing this policy, should revise
and backdate these figures at least four weeks to plot a meaningful
line.)
EXECUTIVE DIVISION COURSES
An additional packet of graphs each labelled Exec Div Courses
shall be added to the SH graphs and included also in the WW graphs
to which it actually belongs. They are as follows.
GRAPHS OF POST GRADUATE STUDENTS:
Graph I - is a dual graph consisting of a straight continuous
line which shows the number of students on the Clearing Course and
a dotted line which shows the number of students on the OT Course.
Graph 2 - a continuous line which shows the number of Clears
made that week (Thursday 2:00 p.m. to Thursday 2:00 p.m.) and a
dotted line (when it comes to apply) showing the number of OTs
made.
POST GRADUATE INCOME GRAPHS:
Graph 3 - a line which shows the amount of money received by
Saint Hill for Clearing Course enrolments.
Graph 4 - a line which shows the amount of money paid in by OT
Course students for the OT Course.
Graph 5 - a line which shows the amount of money paid into
Qual SH for reviews by reason of the Clearing Course.
CLEARING COURSE: SUPERVISOR STATISTIC
The statistic of the Clearing Course Supervisor will remain the
number of completions tallied as number of parts completed.
LRH:rd L. RON HUBBARD
Copyright(~) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
344
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 APRIL 1967 (Amendment to HCO Policy
Letter of 30 Sept 1965, "Statistics For Divisions")
Gen Non-Remimeo O.I.C. Tech Sec Qual Sec Ad Council Exec Council
TECH DIVISION STATISTIC Number of Students completed in the week
Number of Preclears completed in the week.
The Tech Completions statistic remains, the only change being
that it is now a dual statistic of number of student completions
and number of preclear completions for the week. The definition of
"completion" remains as defined in 30 Sept 1965 Policy Letter.
It was found by a recent Board of Investigation that a total Tech
completions statistic looked good, but on a breakdown it was seen
that this was entirely due to an affluence only in preclear
completions while the total student completions statistic was
actually in a state of collapse. This had been masked from Ad
Council and Executive Council and not given its proper importance
due to the condition having been concealed in the total completions
statistic.
Both preclear and student completions statistics are equally
important, reflecting different areas of the Tech Sec's
responsibilities. Each is half the product of the org and must be
seen as it is. Additionally, a collapsed student completions
statistic, if unhandled, will eventually lead to a collapsed gross
cash statistic regardless of any effluences in preclear
completions.
So let's handle these two stats as they are and give preclear
completions and student completions the individual importance of a
dual gross divisional statistic for Tech.
This will mean a slight change in the O.I.C. cable.
Written by a Board of Investigation David Ziff
Joan Thomas J.J. Delance
Exec Council WW Mary Sue Hubbard The Guardian WW for L. RON
HUBBARD Founder
LRH: jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
345
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 JULY 1967
Limited Non-Remimeo SH Staff WW Staff
ADVANCED COURSES SUPERVISORS' STATISTIC
In accordance with an order of the Founder that the Advanced
Courses' statistic is Number of Hours Audited by Students, the
following policies shall apply to the Advanced Courses.
Each ADVANCED COURSES Supervisor is now allotted his own Clearing
or OT Course students whose auditing he/she supervises.
Students on the OT Course are divided equally between the OT
Course Supervisor and Assistant Supervisor/s.
Students on the Clearing Course are divided equally between the
Clearing Course Supervisor and Assistant Supervisor/s.
When new Assistant Supervisors are added, re-adjustment is to be
made so that the new Supervisor has his own students.
The Statistic for each Supervisor and Assistant Supervisor shall
be the "Number of Hours Audited" by his/her students.
The main Advanced Courses' overall Statistic, and therefore the
Statistic of Chief Supervisor of Advanced Courses, is total number
of hours audited by all students.
Executive Council WW: Fred Hare
Joan McNocher Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
346
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 SEPTEMBER 1967
Remimeo
DIV 1 DEPT 3 STATISTICS AND ORG BD COPIES
STATISTIC CHANGE
Hereafter every Gross Divisional Graph and every graph of the HCO
Exec Sec and Org Exec Sec and LRH Comm and all other graphs that
can reflect the performance of an individual WILL ALSO CARRY THE
PERSONAL NAME OF THAT EXECUTIVE.
Where there is a change of executives in mid-graph sheet then a
vertical line with the name of the old to the left of the point of
change and the name of the new to the right must be entered.
This is to be on all stats in all orgs and all divisions.
In this way we can determine high and low stat personnel and see
the effect of changes.
WW must have graphs of all orgs at least monthly as well as cable
data. The names are not in the cable data which remains unchanged.
ORG BOARDS
WW is to send out a photostat of its own WW Division Org Board to
all orgs at once and quarterly thereafter. This is so that each org
can post the WW board copy as itself near its own org board.
WW must also send out blank form org boards each org can write
its individual names into every quarter. These are returned to WW
and posted as themselves.
Such org boards are made on the big WW photostat machine. It is
quite capable of turning out a copy with a pure white background
and pure black letters with no grey.
Such copies, if the stabilizer is given attention in the machine,
remain pure white when exposed to light. Those that turn grey and
yellow afterwards have been done with old or used up stabilizer and
are incompetently done.
For forever permanent copies a big tray is filled with
photographic hypo and the finished copy is soaked in it for 5
minutes and washed for 15 minutes. This is true of Ilford materials
only.
The large duostat printer at SH was installed to just get this
line in and has been neglected.
The line must be gotten in and kept in.
If the duostat is not feasible then have a large org board
printed in blank form ready to insert names, one form for orgs, one
for WW Division.
L RON HUBBARD
LRH:jp.cden Founder
Copyright (c) 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
347
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 SEPTEMBER 1967
Remimeo
STATISTIC
GDS DIV SIX
The Gross Division Statistic of Div Six is a triple statistic:
(a) Number new names CF.
(b) Number attendances Sunday Service.
(c) Number people interviewed by Registrar.
L. RON HUBBARD Founder
LRH :jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 4
OCTOBER 1967
BPI Auditor FSMs
AUDITOR AND ORG INDIVIDUAL STATS
The Individual Statistic of any Auditor is (c)
HOW MANY OF HIS PCS HAVE THEREAFTER BEEN TRAINED IN AN
ORGANIZATION.
The Individual Statistic of any organization (except SH) is
HOW MANY TRAINED AUDITORS EXIST IN ITS AREA.
The Individual Statistic of Saint Hill is
HOW MANY TRAINED AUDITORS ARE THERE IN THE WORLD.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
348
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 19 FEBRUARY 1968
Remimeo
STATS DISSEM
An enrollment means simply putting a name on a roll. The stat of
the Body Reg is special type enrollment. Stat is persons signed up
fully paid and arrived for service.
Dir Reg stat is - number of people contacted by Registration
Dept but not inclusive Div 6 stats.
Dissem Sec and GDS - total number of bodies in the shop plus
Advance Reg.
L. RON HUBBARD Founder
LRH:jc.rd
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED [Added to by HCO P/L 5 June 1968, Stats
Dissem, on next page.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 25
MAY 1968
Remimeo
GDS - DISSEM DIVISION
The GDS of the Dissem Division is Gross Book Sales. This does not
include meters or any other oddities. It is just GROSS BOOK SALES.
Any interpretation of this statistic on previous policy is hereby
cancelled.
L. RON HUBBARD Founder
LRH :js.rd Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
349
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 JUNE 1968
Remimeo Dissem Sec Hat
STATS DISSEM (Addition to HCO Policy Letter of 19 February 1968)
The GDS of the Dissem Sec is a dual stat - "Total number of
bodies in the shop plus Advance Reg/Gross Book Sales".
GROSS BOOK SALES means the Total Sales of BOOKS. This statistic
no longer includes meter or other bookstore sales, other than book
sales.
The term Gross Book Sales does not mean gross bookstore
sales - its original and correct definition is exactly what it
says, "Gross Book Sales".
This statistic has been obscured as a GDS by meter and other
bookstore sales
being added in.
Book sales are our oldest index of future business.
L. RON HUBBARD
LRH:js.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON BLUE
EXECUTIVE DIRECTIVE
SO ED 43 INT 10 May 1970
And AOs
DISSEMINATION DIVISION G.D.S. (Cancels ED 151 Int Dec. 16, 1969
"Clarification of Dissem Div Stats")
1. (a) Bodies in the Shop - Total number of PCs in the HGC,
plus Total number of students in the Academy and HSDC, plus Total
number of PCs and students in cramming and Review.
(b) Advance Registration--No. of services signed up and paid for
(at least 10% of full price).
(c) Gross Book Sales - as before on HCO Pol Ltr 25 May 1968.
MSH:PCS:dz.rd Proposed by Lt. Phyll Stevens
[seal] CO UK/ANZO Base
(c) (c) L 0 G (c) (c) for
(c) C) (c) . (c) "I, Mary Sue Hubbard
' (c) (c) . in Controller
2 (c) [seal] 9 (c)
:;F
350
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 FEBRUARY 1968
Gen Non-Remimeo
SH only
Other Orgs for info
OIC SH Hats HCO DIVISION 1
Xerox SH Hat OIC PUBLICATION AND DISTRIBUTION
(Replaces HCO Policy Letter of 7 June, 1966 of the same title)
There are thirteen copies (Xerox) to be made each week of the
Saint Hill Gross Divisional Statistic Graphs.
Distribution of these sets is as follows, one complete set each,
each week:
1. LRH 2. Asst Guardian SH, Deputy Guardian WW, The Guardian WW
3. Exec Council WW 4. Exec Council SH 5. HCO Area Sec and AdComm 6.
Dissem Sec and AdComm 7. Treasury Sec and AdComm 8. Technical Sec
and AdComm 9. Qualifications Sec and AdComm 10. Public Planning Sec
and AdComm 11. Public Activities Sec and AdComm 12. Success Sec and
AdComm
13. Notice board for all staff to see.
These OIC sheets are not returned; they are not added to each
week by the recipient. Each week a new Xerox set is made for each
distribution destination listed above.
The MASTER graph set is kept in a book, wholly loose leaf, and
never distributed. Only it is marked by OIC. Then the masters are
copied by Xerox and the sets made up and distributed.
Exec Council WW and the Guardian WW also get sets of every GDS
graph in the world from OIC WW.
Two copies of each of the other graphs (individual posts) are
made up. One complete set goes to Ethics. The other set is
distributed to the appropriate Secretary in time for the Divisional
AdComm on Friday. Also an extra copy is made of each graph of the
Internes auditing in the HGC, and forwarded to the Tech Sec (the
other copy goes to the Qual Sec) as these graphs are germane to
both Divisions.
Tony Milledge - OIC SH
Reports Officer SH
Ric Jones - Dir I & R SH
Bene Neal - HCO Area Sec SH
Val Wigney - Qual Sec SH
Monica Quirino - HCO Exec Sec SH
Herbie Parkhouse - Org Exec Sec SH
Blanka Annakin - Public Exec Sec SH
Ken Urquhart - LRH Comm SH
Tim Littler - HCO CLO EU
Eunice Ford - HCO Exec Sec WW
Tony Dunleavy - Public Exec Sec WW
Allan Ferguson - Org Exec Sec WW
Ken Delderfield - LRH Comm WW
Rene Maloney - Dep. Guardian Comm WW
Joan McNocher - Dep. Guardian WW
Mary Sue Hubbard The Guardian WW
LRH :jc.rd for
Copyright (c) 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
351
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 JUNE 1968
Remimeo
PUBLIC DIVISIONS STATS
The Gross Divisional Statistics of the Public Divisions are
allotted as follows Public Planning Division -
Number new names C/F
Public Activities Division -
Number of People interviewed by Registrar
Success Division -
Number Attendees Sunday Service
ED 1076 INT is hereby cancelled.
Lt. Diana Hubbard
LRH:DH js.cden Public Aide
Copyright (I) 1968 for
by L Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 OCTOBER 1968
Remimeo
CLASS VIII C/S QUAL STAT
STAT FOR CLASS VIII C/S QUAL IS NUMBER NAMES IN CF.
L. RON HUBBARD Founder LRH:ei.cden Copyright (I) 1968 by L. Ron
Hubbard ALL RIGHTS RESERVED
352
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 JANUARY 1969 Issue II (HCO Pol Ltr
of 25th June 1968 Amended)
Remimeo
PUBLIC DIVISIONS GROSS DIVISIONAL STATISTICS
The Gross Divisional Statistics of the Public Divisions are
allotted as follows:
Public Planning Division -
Number New Names in C/F
Public Activities Division -
Number of People interviewed by Registrar
Distribution Division -
FSM Commissions Paid
Tom Morgan
Public Exec Sec WW
Jim Keely
Qual Sec WW
Vic Ueckermann
HCO Area Sec WW
Ad Council WW
Rodger Wright
LRH Comm WW
Jane Kember
The Guardian WW
LRH: ei.rd
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
353
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 MARCH 1969
Gen. Non-Remimeo Issue II
All OIC Hats
O.I.C. REPORT FORM
(Amends OIC Report Form given in
HCO Pol Ltr 4 Jan 1968)
EFFECTIVE AS FROM W/E 15 MAY 1969
The OIC report form is now extended to include recent changes in
Gross Divisional statistics, and other data required by World Wide.
Thus the pattern is as follows: HCO despatch number RON
Arithmetical date Month abbreviated Week Ending abbreviated (W/E)
Date of week ending in code (day / month / year) DAY 1. Gross
Income for week
2. Number of Releases and Clears (as per HCO Pol Ltr 1 May 1966
for outer orgs and as per HCO Pol Ltr 12 Oct 1966 for SH only)
3. Tech Space available in square paces (as per HCO Pol Ltr 6 Nov
1966) 4. Admin Space available in square paces (as per HCO Pol Ltr
6 Nov 1966) 5. Total useful building Space in square paces (as per
HCO Pol Ltr 6 Nov 1966) 6. Total useful ground Space in square
paces (as per HCO Pol Ltr 6 Nov 1966) 7. All Org Bills
Owed - Org's Gross Bills 8. Org's Gross Cash reconciled 9. Total
Debt of the Org 10. Org Assets and Property 11. Letters In 12.
Letters Out (Personal Communication to an individual) 13. Total
Bulk Mail Out (Equals everything, including item 12) 14. Gross Book
Sales (as per HCO Pol Ltr 5 June 1968) 15. Total Bodies in the Shop
plus Advance Reg 16. Credit Collected 17. Bills Paid 18. Student
Completions 19. PC Completions 20. QUAL: CASH collected by reason
of the division for the week 21. Org Gross Income divided by No. on
staff of org 22. Number New Names C/F 23. Number attendances at
Sunday Service 24. No. of People interviewed by Registrar 25. Value
of FSM Commissions Paid 26. No. of ARC Broken PCs found, contacted
and brought into the org 27. No. ARC Broken PCs handled and signed
up for next service
28. Number of trained auditors in area (as per HCO Pol Ltr 4 Oct
1967. This figure to consist of day & foundation figures combined)
29. Total No. in C/F 354
30. No. of Students completing the Org Exec Course 31. No.
misdeclares corrected 32. No. of Bookshops that sell Scientology
Books in area 33. Amount of FSM Commissions received by the Org 34.
Org Rudiment number
35. Signatory.
FOUNDATION OIC report form will be as follows:
Foundation abbreviated (FDN) 1. Gross Income for week 2. Number
of Releases & Clears 3. Letters In 4. Letters Out (Personal
Communication to an individual) 5. Bulk Mail Out (Equals
everything, including item 4) 6. Gross Book Sales (as per HCO Pol
Ltr 5 June 1968) 7. Total Bodies in the Shop plus Advanced Reg 8.
Credit Collected 9. Student Completions 10. PC Completions 11.
QUAL: CASH collected by reason of the division for the week 12. Org
Gross Income divided by No. on staff of org 13. Number of New Names
to C/F 14. No. People Interviewed by Registrar 15. Value of FSM
Commissions paid 16. No. ARC Broken PCs found, contacted and
brought into the org 17. Number of ARC Broken PCs handled and
signed up for next service 18. No. Students completing the Org Exec
Course 19. No. misdeclares corrected 20. Amount of FSM Commissions
received by the Org 21. Org Rudiment number
22. Signatory.
Note: This Policy does not alter HCO Pol Ltr 27 Sept 1966, which
outlines how the
reports are to arrive at WORLD WIDE.
OIC WW is to report to OIC SH the weekly total figure for "how
many trained Auditors exist in its area", so that the Saint Hill
Individual Statistic may be compiled
and graphed.
Marj Hill OIC I/C WW
Bruce Glushakow HCO Area Sec WW
Edie Hoyseth HCO Exec Sec WW
Allan Ferguson Org Exec Sec WW
Jim Keely Qual Sec WW
Tom Morgan Public Exec Sec WW
Ad Council WW
Rodger Wright LRH Comm WW
Barbro Boman Guardian Comm WW
Kevin Kember Policy Review Section WW
Jane Kember The Guardian WW
for L. RON HUBBARD
LRH: ei.rd Founder
Copyright (c) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
355
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 MARCH 1969
Remimeo Tech & Qual Hats OIC Hats
COMPLETIONS STATISTIC, TRIPLE GRADES, TECH & QUAL DIVISIONS
A completion is defined in HCO Pol Ltr 30th September, 1965 as
certified or classed or graded. It is further defined in HCO Pol
Ltr 17th October, 1966 Issue II as Grade Rehab, S & D, assist or
Sec Check.
Since each question of a Triple Grade is considered as a type of
process by itself which handles not a different Grade (process
subject matter) but a different flow (aspect) of the subject being
addressed, for statistic purposes each flow of a Triple Grade
should be considered as one PC completion.
David Dunlop Int Tech Officer WW
Jim Keely Qual Sec WW
Bruce Glushakow HCO Area Sec WW
Ad Council WW
Rodger Wright LRH Comm WW
LRH:ei.cden Jane Kember Guardian WW
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 APRIL 1969 Refers HCO PL 31 March 69
Remimeo
HCO Policy Letter 31 st March 1969, Completions Statistic is
herewith cancelled,
as it
A) Changes the purpose of HCO Policy Letter 30 Sept 65 which
states that a completion is a grade completed.
B) Would give a possible 4 Bonuses to an Auditor per Auditing
Grade.
Proposed by H.G. Parkhouse 2 D/G F WW for Jane Kember
LRH:ei.cden The Guardian WW
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
356
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 SEPTEMBER 1969
Remimeo
(Amends HCO Policy Letter of 30 Sept 1965) (Amends HCO Policy
Letter of 31 Mar 1969,II, Item No. 19)
HGC STATISTIC
The statistic for the HGC and the Tech Division is changed from
PC Completions to number of successful auditing hours delivered.
This is in line with HCO Bulletin, 29
July 1969.
TECH DIVISION
The statistic is the number of successful auditing hours
delivered.
Number of student completions.
DEPT OF PROCESSING
The statistic is the number of successful auditing hours
delivered for the week.
This is the statistic of the D of P and the HGC Case Supervisor
with the HGC Auditor having the same statistic on an individual
basis.
"Successful auditing hours" are judged solely by the thoroughness
and exactness of technical application and are the total of
sessions for which the Case Supervisor gives the auditor a "well
done".
R.C. Ash - Org Exec Sec UK
Allan Ferguson - Qual Sec WW
Rosalie Vosper - HCO Area Sec WW
Ad Council WW
Anne Tampion - HCO Exec Sec WW
Allan Ferguson - Org Exec Sec WW
Tom Morgan - Public Exec Sec WW
Rodger Wright - LRH Comm WW
Leif Windle - Policy Review Section WW
Jane Kember - The Guardian WW
for L. RON HUBBARD Founder
LRH: RA: ei. eden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
357
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 FEBRUARY 1970
Remimeo
STATISTICS, MANAGEMENT BY
The most direct observation in an org (or a country) is
statistics.
These tell of production. They measure what is done.
It cannot be said too often that management is best done by
statistics.
Each division in an org has a GROSS DIVISIONAL STATISTIC. This is
calculated to reflect the production of that division by all its
divisional members.
An EXECUTIVE COUNCIL has all these GDSs available to it every
week. This is done by the OIC system (Organization Information
Centre). The stats are collected by each division and compiled by
Dept 3 Div 1 Inspection and Reports into graphs. No matter how
small an org, it has to have an OIC.
The EC as a Council runs the org by observation of the GDSs.
Conditions are assigned each Division by the EC each week
according to these GDS stats.
The name of the secretary of the division is noted on the graph.
EC names are also on their own graphs.
These graphs, the OIC, should be POSTED WHERE STAFF CAN SEE THEM,
not hidden in some room or in only an Exec Sec's office. They tell
the rest of the org what the division is doing.
There is a lot to stat interpretation. It is covered in the Org
Exec Course.
The Gross Income stat is not the most important in the org. It is
modified by the expense of the org. An apparent high income can be
wiped out by ignorant or unread financial planning, which makes the
org cost more than it makes.
If all other stats are up, the Gross Income will go up.
Individual staff members, secretaries and executive secretaries
are commended, promoted, demoted or Comm Eved on the basis of their
stats. A person with high stats has Ethics protection. A person
with low stats not only has no Ethics protection but tends to be
hounded.
Orgs are not well run by the old school tie, what professor one
knew in the Ivy League University or who is shacked up with whom.
Orgs run by other considerations than stats hurt the individual
staff members. Orgs are well run when they are run by fairly and
realistically designed stats for every staff member, division and
the org.
Reasonableness is the great enemy in running an org. "Well, of
course, the PES's stat is down because there's been a rail strike .
. ." Nonsense.
The PES's stat is down because of low production in the Public
Divisions and that's the whole and only reason.
Rumour can kill orgs and staff members. Whopping generalities
like "People are ARC broken with Scientology" is just a Suppressive
Person at work. Suppressives HATE anything that helps people.
Listening to rumours instead of looking at stats or instead of just
producing what one is supposed to produce in an org is playing
straight
into the hands of the bad hats.
Stats are a safe way to operate.
By raising individual stats we expand.
By expanding we gain strength and influence.
It may be a long road but it is a safe one.
Run only by statistics.
L. RON HUBBARD
LRH:jz.rd Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 JUNE 1970 Issue II
Remimeo AU Orgs Scn and SO
URGENT OIC CHANGE CABLE CHANGE (Effective for the week beginning
24 July 1970 and ending for first report 30 July 1970 and
continuing thereafter.) (Cancels HCO PL 29 Mar 70, Tech and Qual
Stats.) (Amends HCO PL Sept 30, 65, Statistics for Divisions.)
Tech and Qual Stats are revised as follows:
TECHNICAL DIVISION
Tech Sec and GDS:
1. Total number of well done auditing hours in HGC.
2. Total points of all students in the Dept of Training for the
week past based on the Flag Authorized point system.
Dir of Tech Services:
1. Total of new students and pcs scheduled and to whom service
was being delivered in the past week, a newly purchased intensive
or course if scheduled and being serviced, counting as one, a 5
hour intensive counting however only as 1 /6th of a person.
Director of Training:
Combined points of all students on courses based on Flag
Authorized point system.
Supervisors:
Combined points of all students on their particular courses.
Director of Processing:
Total number of auditing hours less 5 for each pc backlogged more
than 3 days.
Auditors:
Total hours audited for each auditor + 1 point for every very
well done session.
Tech C/S:
Total number of TA Divisions for the week less 25 points for
every pc not making his grade at Examiner.
QUALIFICATIONS DIVISION
Qual Sec and GDS:
1. The amount of money paid for student training into the org for
a certificate course. (All solo excepted.)
2. The number of creditable success stories turned in less 2
points for every no-story and less 2 more points for every ethics
action taken on a student, pc or staff member.
359
Dir Exams:
1. 1 point for every non F/N Examiner Report. (It being
understood that an Examining Report is done after every session.)
2. 10 points for every uncertain or flunked student. (It being
understood that students are given meter checks by Examiner and
spot Exams for every theory or practical completion.)
Note: Each of the 2 Examiner stats loses 100 points for each
proven instance of evaluation, invalidation of students or pcs by
expression or statement by the Examiner, instances of penalty to be
decided by Qual Sec. Div 6 Sec and a third member agreed upon by
the two.
Dir Review:
1. Errors discovered and corrected in pcs' folders, I point for
each plus 10 points for each student completed with VGIs.
2. Number of falsely signed off items on Div IV checksheets
corrected in Cramming.
Cramming Officer:
See No. 2 Dir Review.
Staff Training Officer:
1. GI divided by the number of people.
2. Course completions by staff members.
Qual Consultant:
1. Number of staff, students and pcs spotted in the org during
week with BIs.
2. Number of BIs routed or handled.
No Qual C/S Stat as there now isn't one.
Review Auditor:
1. Errors discovered and corrected in pcs' folders, 1 point for
each.
2. 10 points for each pc completed with VGIs.
Dir C&A:
1. Number of classifications rejected by reason of inadequate
case gain or false representations.
2. Number of awards refused by reason of inadequate hours or
abilities for the level not attained.
It will be noted that these statistics reflect the original
design of Tech and Qual and do not favor "Quickie Grades" for pcs,
inabilities in auditors, unpaid staffs or an ARC Broken field.
Accuracy in compiling these stats, posting them weekly where they
can be seen and managing on the basis of these is a survival factor
in an org.
L. RON HUBBARD Founder
LRH:nt.cden Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
360
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO
POLICY LETTER OF 23 JANUARY 1959
HCO Personnel only
ETHICS
One item which falls under the heading of ethics and which is
HCO's job to handle is the case of field auditors misusing and
violating technology (codes, etc.) to a point where:
(a) their preclears and groups obtain no result
(b) their preclears and groups actually decline
(c) their handling of Scientology leads to a poor or false
impression on the public.
In such an instance it is up to HCO to take action on the
following lines:
(a) Investigate incident by finding out from this person's pc or
group what effect is being caused on them.
(b) Call auditor in - check his training record - find out
what he is doing - warn him to re-train and get squared around
technically - and warn him his certificate will be cancelled if
he does not comply.
(c) Check to see if he has complied (enrolled in a course,
etc.) - if not cancel certificate.
(d) Rehabilitate Auditor.
Lack of complaint by "victims" of such persons does not affect
our attitude on an ethics case.
HCO takes action whenever an ethics case comes to its
attention - and it is continually on guard to protect the ethics
of Scientology.
L. RON HUBBARD
LRH:mp.gh.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
361
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. 1 HCO
POLICY LETTER OF 20 NOVEMBER 1959 Amended and reissued 10 March
1960
CenOCon
VALIDATION OF FRANCHISES
It is important that Scientology magazines run occasional notices
as follows:
"Your best guarantee of ethical and expert auditing is a
prominently displayed HCO Franchise. Your Central Organization
cannot guarantee the ethics of all auditors but those who hold HCO
Franchises are known to be ethical. In case of doubt about your
auditor's record write to your Association Secretary (etc). He can
inform you of the standing of any practicing Scientologist. You can
also write to your HCO Secretary concerning any matter of ethics,
technology and awards.
"Medical Doctors and Psychiatrists are not qualified by their
state licences to practice Dianetics or Scientology unless
certified as well as auditors."
If any query arrives concerning any auditor only one of two
responses is permitted:
"Referring to your query concerning (an auditor or
Scientologist) we
are pleased to inform you that we know of no reason why he (or
she) should not receive your full confidence.
"If you know any reason to the contrary please inform us. *
"Ethics forbids further discussion of the reasons.
"Any further information you can give us concerning the
activities of this person would be gratefully received.
"Scientology is too powerful to be permitted to be used
professionally by unscrupulous persons."
Or, if the person asked about is in our bad books, write only:
"Concerning your query about (an auditor or Scientologist)
we regret to
inform you that we cannot recommend this person.
"Where certificates have been revoked we have not always
recovered the actual document.
"Should the person in question report for auditing and be cleared
by the Central Organization, a public notice will be posted to that
effect.
"Yours for a clean Earth, etc."
To answer other than the above is to seem to fully recommend an
auditor or, in the second case, further data could lay grounds for
libel.
This is basically an effort to clean up the field, which is
already pretty clean, and to secondarily force persons to be well
trained and to have HCO Franchises.
Do not recommend any auditor in any way who has not been trained
within three years or alternatively has not served well on a
Central Organization staff in lieu of other training.
Note: If a straightforward request arises where the originator
has no reason to suspect anything wrong with the auditor and it is
merely an enquiry you may only quote as far as the asterisk *.
LRH:js.mm.rd Valerie E. Obin
Copyright (c) 1959, 1960 HCO Area Secretary
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
[Note: 20 Nov 1959 issue by LRH was amended by HCO Area Sec to
include asterisk in text and note in last paragraph. ]
362
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO Offices HCO POLICY LETTER OF 7 DECEMBER 1959
HCO Secs
Franchise Hldrs SCIENTOLOGY CLEANUP
Every time one tries to clean up criminals or Communists out of
Scientology and thereby gain some internal sanity and self-respect,
there are blowups in unexpected places.
Technically, persons with undeclared crimes are unauditable as
they will not go into two-way communication with their auditor and
therefore all failed cases come under the heading of persons with
undeclared overts they are afraid to tell especially a
Scientologist. Thus we are left with failed cases. Thus the recent
order that all cases to be audited must have a tone arm sitting at
the clear reading for that person. The needle is talked down or
audited down on overts and withholds on third dynamic matters which
usually include second dynamic irregularities. This means first
that we are going to solve all these cases. It means secondly that
we must have nothing but completely honest auditors who can follow
a code and never use blackmail or spread pc secrets. So a cleanup
was in order the moment this technology was discovered.
In Australia I found the most failed case to be one Douglas Moon.
Moon was then sacked out of HASI Melbourne and on my persuasion
signed a complete confession to numerous crimes. He was ordered to
clearing and to settle these matters with the police which he is
doing quite commendably. BUT for five years this person has had
HASI Melbourne in a stew and the moment he was removed we had
double the PE Fndn people and a happy staff.
This backfired in a peculiar way. Moon's best friend at one time
was lain Thompson. As soon as Moon was sacked lain went to work on
Saint Hill and with the gratuitous assistance of his wife, of Norma
Webb and Dinah Day and Peter Stumbke wrecked every line to hand and
tried to strip the place of staff. Poor Mary Sue, trying
desperately to hold the place together while I was in Australia was
accused of sacking everybody which she did not. She was violently
treated as well as the children. Of course this is a scandalous
state of affairs and of course should be hidden secretly, eh? But I
have the situation under control even though the day I returned
from Down Under I found no staff.
The usual self-protective Commie mechanism was afloat to the
effect that I was out to destroy everything by believing people
were against me - which is proved the instant I fire somebody
who has been strangling the baby. That I fire them proves the
story, of course. This was afloat in California in 1950 and is an
old wheeze. The truth is that personnel was in the hands of a
former party member who unknownst to us recruited four Commies into
a 22 person staff. The rest of the staff is still here. The persons
with Commie connections ran the moment I appeared and are not here.
POLICY: WHEN A PERSON HAS BEEN DISMISSED OR HAS RUN BECAUSE
COMMUNIST OR CRIMINAL CONNECTIONS HAVE BEEN DISCOVERED WITHOUT HIS
VOLUNTEERING THEM, HIS CERTIFICATES AND COMM LINES ARE CANCELLED
AND WILL NOT BE RESTORED UNTIL THIS PERSON'S OVERT ACTS AND
WITHHOLDS ON SCIENTOLOGY AND CONNECTED PERSONS AND ORGS HAVE BEEN
WRITTEN DOWN IN FULL AND THE PERSON CLEARED FULLY ON AN E-METER BY
AN HCO PERSONNEL. THIS ALSO APPLIES TO DUPES OF SUCH PERSONS. ONLY
THEN WILL CERTIFICATES BE CONSIDERED AND COMM LINES RESTORED.
It's a bitter fact sometimes that Scientologists are so
reasonable about these pushes. It leaves me manning the ramparts in
a lonely fashion. But as you notice I can usually rehabilitate the
situation and the persons and keep a constructive programme going.
But how about helping me out on these things? Let's get the persons
whose cases don't move cleared of overts and withholds and have an
honest teammate where we had a secret destroyer. We have the
technology along with the emergency this time. So let's finish off
the future emergency by cleaning up Scientology now.
LRH: rd
Copyright (c) I 9 5 9 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
363
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 31 DECEMBER AD9
Fran Hldrs
HCO Secs
Assn Secs
HAS! Dept Heads BLOW-OFFS
Scientology Technology recently has been extended to include the
factual explanation of departures, sudden and relatively
unexplained, from sessions, posts, jobs, locations and areas.
This is one of the things man thought he knew all about and
therefore never bothered to investigate, yet, this amongst all
other things gave him the most trouble. Man had it all explained to
his own satisfaction and yet his explanation did not cut down the
amount of trouble which came from the feeling of 'having to leave'.
For instance man has been frantic about the high divorce rate,
about the high job turn-over in plants, about labour unrest and
many other items all stemming from the same source - sudden
departures or gradual departures.
We have the view of a person who has a good job, who probably
won't get a better one, suddenly deciding to leave and going. We
have the view of a wife with a perfectly good husband and family up
and leaving it all. We see a husband with a pretty and attractive
wife breaking up the affinity and departing.
In Scientology we have the phenomenon of preclears in session or
students on courses deciding to leave and never coming back. And
that gives us more trouble than most other things all combined.
Man explained this to himself by saying that things were done to
him which he would not tolerate and therefore he had to leave. But
if this were the explanation all man would have to do would be to
make working conditions, marital relationships, jobs, courses and
sessions all very excellent and the problem would be solved. But on
the contrary, a close examination of working conditions and marital
relationships demonstrates that improvement of conditions often
worsens the amount of blow-off, as one could call this phenomenon.
Probably the finest working conditions in the world were achieved
by Mer. Hershey of Chocolate Bar fame for his plant workers. Yet
they revolted and even shot at him. This in its turn led to an
industrial philosophy that the worse workers were treated the more
willing they were to stay which in itself is as untrue as the
better they are treated the faster they blow-off.
One can treat people so well that they grow ashamed of
themselves, knowing they don't deserve it, that a blow-off is
precipitated, and certainly one can treat people so badly that they
have no choice but to leave, but these are extreme conditions and
in between these we have the majority of departures: the auditor is
doing his best for the preclear and yet the preclear gets meaner
and meaner and blows the session. The wife is doing her best to
make a marriage and the husband wanders off on the trail of a tart.
The manager is trying to keep things going and the worker leaves.
These, the unexplained, disrupt organizations and lives and it's
time we understood them.
People leave because of their own averts and withholds. That is
the factual fact and the hardbound rule. A man with a clean heart
can't be hurt. The man or woman who must must must become a victim
and depart is departing because of his or her own averts and
withholds. It doesn't matter whether the person is departing from a
town or a job or a session. The cause is the same.
Almost anyone, no matter his position, can remedy a situation no
matter what's wrong if he or she really wants to. When the person
no longer wants to remedy it his own overt acts and withholds
against the others involved in the situation have lowered his own
ability to be responsible for it. Therefore he or she does not
remedy the situation. Departure is the only answer. To justify the
departure the person blowing-off dreams up things done to him, in
an effort to minimize the overt by degrading those it was done to.
The mechanics involved are quite simple.
It is amazing what trivial overts will cause a person to blow. I
caught a staff member one time just before he blew and traced down
the original overt act against the Organization to his failure to
defend the organization when a criminal was speaking viciously
about it. This failure to defend accumulated to itself more and
more overts
364
and withholds such as failing to relay messages, failure to
complete an assignment until it finally utterly degraded the person
into stealing something of no value. This theft caused the person
to believe he had better leave.
It is a rather noble commentary on man that when a person finds
himself as he believes, incapable of restraining himself from
injuring a benefactor he will defend the benefactor by leaving.
This is the real source of the blow-off. If we were to better a
person's working conditions in this light we would see that we have
simply magnified his overt acts and made it a certain fact that he
would leave. If we punish we can bring the value of the benefactor
down a bit and thus lessen the value of the overt. But improvement
and punishment are neither one answers. The answer lies in
Scientology and processing the person up to a high enough
responsibility to take a job or a position and carry it out without
all this weird hokus-pokus of 'I've got to say you are doing things
to me so I can leave and protect you from all the bad things I am
doing to you'. That's the way it is and it doesn't make sense not
to do something about it now that we know.
A recent Secretarial Executive Director to all Central
Organizations states that before a person may draw his last pay
cheque from an Organization he is leaving of his own volition he
must write down all his overts and withholds against the
Organization and its related personnel and have these checked out
by the HCO Secretary on an EMeter.
To do less than this is cruelty itself. The person is blowing
himself off with his own averts and withholds. If these are not
removed then anything the Organization or its people does to him
goes in like a javelin and leaves him with a dark area in his life
and a rotten taste in his mouth. Further he goes around spouting
lies about the Organization and its related personnel and every lie
he utters makes him just that much sicker. By permitting a blow-off
without clearing it we are degrading people, for I assure you, and
with some sorrow, people have not often recovered from overts
against Scientology, its Organizations and related persons. They
don't recover because they know in their hearts even while they lie
that they are wronging people who have done and are doing enormous
amounts of good in the world and who definitely do not deserve
libel and slander. Literally, it kills them and if you don't
believe it I can show you the long death list.
The only evil thing we are doing is to be good, if that makes
sense to you. For by being good, things done to us out of
carelessness or viciousness are all out of proportion to the evil
done to others. This often applies to people who are not
Scientologists. Just this year I had an electrician who robbed HCO
of money with false bills and bad workmanship. One day he woke up
to the fact that the Organization he was robbing was helping people
everywhere far beyond his ability to ever help anyone. Within a few
weeks he contracted TB and is now dying in a London Hospital.
Nobody took off the overts and withholds when he left. And it's
actually killing him - a fact which is no fancy on my part.
There is something a little terrifying in this sometimes. I once
told a bill collector what and who we were and that he had wronged
a good person and a half hour later he threw a hundred grains of
veronal down his throat and was lugged off to hospital, a suicide.
This campaign is aimed straightly at cases and getting people
cleared. It is aimed at preserving staffs and the lives of persons
who believe they have failed us.
Uneasy lies the head that has a bad conscience. Clean it up and
run responsibility on it and you have another better person, and if
anybody feels like leaving just examine the record and sit down and
list everything done to and withheld from me and the Organization
and send it along. We'll save a lot of people that way.
And on our parts we'll go along being as good a manager, as good
an Organization and as good a field as we can be and we'll get rid
of all our averts and withholds too.
Think it will make an interesting new view?
Well, Scientology specializes in those.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
365
HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HCO
POLICY LETTER OF 23 MAY 1960 Re-issued from Sthil
CenOCon HCO Secs Assoc Secs
CANCELLATION OF CERTIFICATES
The certificates and Memberships of persons who flagrantly
support further persons whose unethical conduct has imperiled the
good name and existence of Scientology in any area of the world may
be cancelled.
It is not a popular nor an understood fact that Scientology has
opposition. When the certificates of a person are cancelled, they
can be restored after the person receives 500 hours of auditing at
an HGC. But persons who failed to help this discipline are
themselves suspect. Instead of insisting to the person that he or
she take the auditing or giving the person auditing, it has
happened that campaigns against "injustice" are begun.
When HCO cancels certificates, it has very good reason for it.
The continued possession of a certificate in that person's hands
could injure many.
Further, it has happened that when people support an offender
after the fact of cancellation, experience has shown they were
usually part of the offending clique.
A certificate must rest only in clean hands. Scientology has too
much power for us to run the risk.
Therefore anyone who holds a certificate who helps a person whose
certificates have been cancelled can have the same penalty.
There are not at this writing many cancelled certificates in the
world. But where we are trying to force some unethical practitioner
to straighten up after all our pleadings failed, there are a few
associated people who are preventing, by their encouragement of the
de-certified person, a clean up of that person in an H.G.C. Such
persons should lose their certificates at once as being incapable
of accepting a clean field.
L. RON HUBBARD
LRH:js.gh.rd Copyright (I) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
366
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy
Street, London W. 1
BPI HCO BULLETIN OF 27 MAY 1960
MA (not a lead Issue II
article Re-issued from Sthil
but a 2nd place)
Dear Scientologist:
For a long ten years I have had to wear many hats. Amongst them
is an Ethics hat by which I have had to protect, often with small
support, the good name and standards of conduct of Dianetics and
Scientology.
To say the least the hat and necessary actions of counter-attack
and defense have been distasteful to me. And in this regard, I
humbly ask your help.
We have the answers today as to the why of "squirrels". We know
the reason for their overts against Dianetics and Scientology.
Technically, with overt-withhold and the phenomena of help we not
only understand them but can straighten out their insecurity and
hates to their own benefit.
Could you help me in this? It must be evident by now after ten
long years that if there were any twist or untruth, betrayal or
insincerity intended by me or organizational people, we long since
would have passed away. The rumours that are put out by unbalanced
people achieve only harder work for me and for good people
everywhere.
In ten consistent years you should have proof enough that I'll
stay at my post and do my job and overcome barriers, technical or
administrative, organizational and field, somehow.
I dislike punishments and quarrels and entheta as much as any of
you. Sometimes I haven't handled these things well, but I have
tried to do my job as best I could here on a muddy earth.
Today nothing can destroy us or our works. I have no fear for our
future and I know what we can do. Available to your hands is the
technology necessary to handle rumour mongers, unethical persons
and enturbulators. You can help me by handling them and getting
them to good auditors, preferably an HGC, and preventing them from
upsetting others and our task. Winning is so easy now, success is
in our very grasp.
What failure do you think I feel when I am asked to cancel a
certificate? With all the wealth of truth before him, someone
avails himself or herself of no part of it and with a glass of
water held in hand, dies of thirst.
Yet some of this burden lies with you. When an auditor forgets
his personal auditing, and audits without being clear, why does the
field permit him to crack up? Why haven't his friends and
associates thought enough of him to force him to get processing
from a reliable source? Why do they wait for him, overworked
already, to emerge from the tangle of some emotional crisis utterly
unstrung and hating everything, before they offer processing?
Clearing the executives, the auditors, the people of Scientology
is your job now. When you hear somebody "going bad", running away
and raving against us all, don't harbor him and
sympathize - you'll kill him. Make him go to the nearest HGC or
an auditor with altitude over him and get his overts off and his
ability to help increased.
There are thousands of auditors across the world. Few of them are
clear. Once or twice a year amongst all these one of them turns
upon us. Rumours fly. People wonder. Eyebrows raise. Why? In a few
years they'll be clear. We've just begun the
367
project. Right now they are not. Instead of standing around
blinking, wondering even believing such wild tales, why aren't you
being effective? The person doing bad and untrue things needs
assistance. The least you can do is drive or force him to an HGC
where supervised auditing (and not patty-cake) will straighten the
person out and make life bright again.
My lines are heavy. My days are long. To these should we also add
my Ethics hat?
A breakthrough has happened here in 1960's spring bigger even
than O/W. We're clearing people fast in HGCs. It just began to
happen. But it isn't happening to auditors in the field yet and it
won't for quite some while. Meanwhile must I go on and act to
minimize the damage being done by people not only not yet clear but
heavily caved-in?
You could help me by pressing these people in toward auditing, by
understanding the why of their rumours and hates and getting them
processed. And you can help by insisting that "names" in
Scientology get processed regularly by competent auditors in an HGC
(not by some "friend" who'll patty-cake) until they're really
cleared. I myself have had scores of hours of processing since last
fall. If I could be clearer than I am, what's that make the case of
other Scientologists?
You could lighten my lines, and my heart, if you'd share this
burden even a little bit. Hold the field together until they are
all clear.
Now, certain you will help in this and let me get on to wider
work, I wish to celebrate the occasion of HGCs, using new
technology, beginning to make clears again, by announcing the
complete and unqualified restoration of all certificates and awards
ever cancelled since 1950. They're all in force again. Let's get on
with our job.
LRH:js.gh.cden
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 MARCH 1962
CenOCon
STAFF REGULATION RELATIONS WITH PCS AND STUDENTS
No staff member or part time staff member shall have sexual
relations or any kind of sexual relationship with any student or
preclear who is not their legal spouse, while that person is
enrolled in the Academy as a student, or in the HGC as a preclear;
nor while a student who has been released from the Academy is
waiting to take his or her HCO Board of Review test or examination;
nor while a completed preclear is waiting to return home.
Penalty for infraction of this policy: Dismissal, with full
penalty of failure to complete staff contract.
A notice to this effect should be posted permanently and
prominently on both
student and staff bulletin boards.
LRH: ph.rd
Copyright Q) 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCOP/L11 August 1967, Second Dynamic Rules, page
463.]
368
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1965
Gen Non-Remimeo
BPI HCO (DIVISION 1 )
JUSTICE AMNESTY POLICY
AMNESTY: A general pardon for past offenses; the granting of such
a pardon; a forgetting or intentional overlooking; the rendering of
punishment null and void for offenses earlier than the amnesty
date, known or unknown; forgiveness of past criminal or anti-social
actions. The removal of criminal names from police wanted files.
An Amnesty is general in nature and when issued includes
everyone.
An Amnesty is issued under L. Ron Hubbard, founder, or chairman
of the International Board, to signalize an event of extreme
importance in Scientology.
Its secondary purpose is to end personal upsets and liabilities
by reason of withholds and make it possible for them to be audited
easily by auditors.
A tertiary purpose is to prevent the build up of personal rancour
against Scientology, orgs and individuals as persons so disposed
are always critical or vicious because of their own overt actions
and consequent withholds, or simply because they fear what we can
discover about them. It ends the cycle for such people.
It is plainly meant by an amnesty, that acts of a criminal or
punishable nature are forgiven and placed beyond our retaliation or
punishment.
An amnesty specifically does not mean monetary or other
obligations or acts of what are called a "civil" nature.
Criminal acts result in punishment.
Merely civil matters can result only in civil suits.
Amnesty is clearly intended to cover only anti-social or
anti-Scientology acts and is clearly not intended to cover debts,
contracts or such agreements or obligations.
Suspended certificates or Classifications are restored by an
amnesty.
All Committee of Evidence sentences except financial and
certificate cancellation are removed completely by an amnesty.
Cancellation of certificates, classifications and awards cannot
be cancelled by an amnesty and so an amnesty does not restore them.
Certificate and award cancellations occur only when the person
has departed Scientology. This occurs because of lack of case gain.
Case gain cannot occur in a person who commits continuously acts
hostile to his fellow man. All chronic no-gain cases which do not
advance in the face of any auditing are traceable to recurring
hostile actions the person undertakes secretly against his fellows,
not in the past, but in the present during the time period of the
auditing. So an amnesty is useless in cancellation matters. Such
persons would have to first cease their continuous anti-social
conduct and again be trained or processed.
Offenses occurring after midnight of the release date of an
amnesty are not covered by the amnesty.
The frequency of amnesties is determined solely by the frequency
of new triumphs of significant general importance to Scientology.
Help them happen.
L. RON HUBBARD LRH :jw.cden Copyright Q) 1965 by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO P/L 7 April (c) 1965 Issue 111, Amnesty-Cancelled
Certs-Justice Comments, page 387. 369
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MARCH 1965 Issue II
Remimeo
HCO (DIVISION 1) JUSTICE STAFF HAT RIGHTS OF A STAFF MEMBER,
STUDENTS AND PRECLEARS TO JUSTICE
1. HCO is the Justice agency of Scientology and Scientologists in
addition to other functions.
2. All matters of internal Justice in orgs, Committees of
Evidence and complaints are taken to the HCO personnel so indicated
on the Org Board.
3. All Scientologists and staff members in accepting posts or
membership agree to abide by the HCO Codes. These include the
Justice Codes.
4. HCO Justice applies to all Scientology and Scientologists.
5. When we say Legal matters we mean outside law and law agencies
such as attorneys, civil courts, suits, contracts and corporation
and copyright matters. This comes under Division 3.
6. When we say JUSTICE we mean HCO, Division 1, Internal
activities such as Committees of Evidence, internal enforcement and
discipline. Scientology Justice safeguards the rights of
Scientologists, prevents injustice, prevents punishment by whim,
and brings order. Before the Justice Codes, discipline was
inequitable and often unjust. The HCO Justice Codes bettered this
by making offenses and penalties known and milder. HCO Justice
prevents wrongful disgrace, demotion, transfer or dismissal and
protects the staff member's reputation and job from being falsely
threatened.
7. In a Condition of Emergency assigned to a Department or org,
staff members may be subjected to demotion, transfer or dismissal
as the Assignment of the Condition of Emergency suspends the
Justice Codes. There is no recourse, then. In addition, offenses
may still be made the subject of Committees of Evidence. The thing
to do is not get into such a state. Lessened traffic and other
matters all found on the OIC charts of each week are the sole
evidence used to assign a Condition of Emergency. A Condition of
Emergency cannot be assigned unless these graphs show a declining
condition.
8. When the org or department is not in a Condition of Emergency,
the protective Justice Codes are in full force.
9. A staff member who believes he has been falsely wronged (unless
a Condition of Emergency exists in his department or org) may
request a Committee of Evidence of HCO with himself as an
Interested Party and this must be granted him. He must however
agree to abide by its findings. It can restore any lost pay in
cases of injustice but not damages. No senior executive in the org
may be named as an Interested Party in matters of recourse
requested by a junior but below the level of Executive Councilman
may be called as witnesses. An Executive Councilman cannot be
called before any Committee of Evidence by anyone in his or her org
including other Councilmen of that org. Only a senior org may call
Executive Councilmen of a junior org before a Committee of Evidence
and then only for a crime or high crime and then only in the
premises of the senior org. Do not then seek to name Executive
Councilmen as interested parties in any Committee of Evidence and
do not seek to name any member of any senior org in any Committee
of Evidence requested by anyone in an org junior to it.
370
10. If a staff member wishes to sue a fellow staff member or
right a wrong he or she may request a Civil Committee of Evidence
of HCO. HCO usually [appoints] one senior staff member on which the
two contenders can agree. The senior staff member holds a session
or sessions and both contenders must abide by his findings and
award of any money or damages or return of property. There is no
further appeal. A Civil Committee of Evidence follows the same
procedure and has the same rights as any other Committee of
Evidence. A Civil Committee of Evidence may not be called by
contending co-auditors. These must seek out the D of P and abide by
the D of P's advice.
11. Students or pcs may not request Committees of Evidence for
causes occurring during a course or an intensive but may appeal in
writing to the Division 2 service Executive. They must report
matters covered under the Justice Code, however, to HCO.
There are no student rules and regulations except the Justice
Codes. All others are abolished. The penalties that can be awarded
are for an error, an instructor reprimand, for a misdemeanor, a
pink sheet which must be completed before classification is given,
for a crime, one to three weeks at the student's expense in the
HGC. A Committee of Evidence can also be convened on a student or
preclear for offenses as covered in the Justice Codes.
12. In times of stress, commotion, riot or threats to person, an
HCO personnel may instantly deputize any other Scientologist merely
by saying loudly, "HCO. Bring Order," making it known in any way
that the Scientologist or Scientologists present should intervene
or act. Any Scientologist whose help is thus commanded at once
becomes deputized by Division 1 by the fact of required assistance
and may not be charged before a Committee of Evidence for any act
committed in rendering assistance to HCO during the period of
stress and must be protected by the organization from any civil
authority and the organization must pay any fines or expenses
incurred or reasonable costs for damage to dress or hospital aid.
When the incident is over, the HCO personnel must say, "HCO thanks
you for bringing order," thus ending the deputization.
An HCO Personnel requiring an eviction of a person or persons
from a premises or meeting or area need only point to the person or
persons and say, "HCO. Order!" Any staff member or Scientologist
present is instantly deputized as above and must act promptly to
carry out the eviction or be liable under Justice Codes when
failing to do so. This can be used in any circumstances, no matter
how mild the offender even down to slovenly or unauthorized persons
on the premises or in any office. When the person or persons are
removed, the HCO personnel removes the deputization by saying, "HCO
thanks you for order." These orders apply even when the person
causing a disturbance is an officer, director or councilman of
another division and none may be disciplined for complying but may
be liable under Justice Codes for not doing so.
13. When personnel of other divisions foresee stress or danger,
while they themselves have ample authority in their own divisions
to handle their own personnel, where Scientologists in general are
involved, they may not take Justice in their own hands as it is a
Division 1 HCO hat and Divisions must not cross in functions. Where
mixed divisions or not staff persons are concerned they should be
careful to have an HCO personnel present or available, a wise
precaution in event of the possibility of charges or Committees of
Evidence resulting, in which case an HCO personnel as a witness
would bear weight.
L. RON HUBBARD
LRH :ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
371
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 APRIL 1965
Gen Non-Remimeo
ADMINISTRATION OUTSIDE SCIENTOLOGY
You will find, oddly and weirdly enough, that if you fail to use
Scientology admin and Dev-T policies on the society outside
Scientology that trouble will occur.
If you just make it a blind rule to always do so, you will avert
much trouble and upset.
Where somebody writes you (say a business firm) an off-line or
off-policy (off their policy too) or off-origin despatch and you
don't point it out and send it back to source and say why, endless
Dev-T will occur! We have had an actual case of it in the US
Government which sent us a letter off their policy. We did not
handle it as Dev-T and so far it has cost a couple thousand dollars
just because we didn't!
Now take the case of the Mar 1, 1965 Amnesty. It was released so
that the new Justice Codes could be issued and because we needed a
cleared track for new org patterns such as certification changes
and classification shifts.
Well, it was a piece of Scientology Admin. So to hell with
whether they think it stupid or wise, just use any Scientology
Admin or Policy Letter excerpt to slam people's hats on in
governments or anywhere.
Example: The FDA of Washington DC is really trying to get off the
hook on its attack. It may eventually commit further averts unless
given an Amnesty. So the HCO Continental Secretary US should mail a
copy of the Policy Letter to the head of the FDA and each high
official of that area including the Secretary of Health, Education
and Welfare of the US and the president, with: a note on HCO
stationery stating, "This Amnesty was issued primarily for
Scientologists so we could issue new Justice Codes in our
organizations but it happens to include you also. Scientologists
therefore may not attack you for your former actions, and also if
you do not continue to attack us we cannot even sue you. While you
may consider it high handed of us to issue a General Amnesty,
remember we have a rather enormous population to look after across
the world and we probably do a much better job of it than you do
since we know our business." Who knows (or who cares) the result of
this. We have at least done our job.
Example: Parliament in Victoria is really covered by the Amnesty
and each should be mailed an exact copy even Galbatty and the R.C.
church officials, the head of the state government and even Holy
Joe Anderson who headed the "Enquiry". A note should accompany it
"While this Amnesty was issued primarily for Scientologists so that
we could then issue new Justice Codes for our organizations, it
happens that you are also covered by it. Thus it excuses your
erroneous attack on Scientology during the last year and the effort
to break our organizations by the cost of it. Thus here is your
copy of the General Amnesty of 1 March 1965. I think you would be
wise to accept it."
Then we are quite in order sometime in the future, to respond to
any further nonsense from these humanoids if we have to label them
suppressive.
It would obviously be quite out of order in view of the newness
of our codes to slap them for acts which we ourselves have issued
an Amnesty on.
If the Internal Revenue Service (off-policy in refusing the FCDC
non-profit status though it qualifies) continues to act up or if
the FDA does sue we can of course Comm Ev them and if found guilty,
label and publish them as a Suppressive Group and fair game. I
assure you that this is less hollow than it sounds.
We are bound by two things:
1. We are not just a group. We are the possessors of very
powerful technology and
we are still part of this civilization.
2. We owe our progress to the peace we have maintained (strenuous
though it was)
in our environment.
If we continue to let loose on the civilization around us with
our powerful 37:
technology without giving that civilization a chance to accept us
and abide by it we will have chaos very soon.
Therefore whether "society" accepts or not we must also extend
our "Pax Scientologica" as a spearhead before our direct technical
action or nobody will stand still to be audited but run in terror
and just a handful of us will go free. The rest of society will
simply cave in.
So we may as well develop the habit early regardless of whether
they accept our admin tech or not. Extend it always. Shrug at any
gasps or protests.
And then we'll have a spread over things that forms no ridge
between "them" and
You see, none is fair game until he or she declares against us. And
only those who so declare are suppressive. Don't err in thinking
the whole is against us. That's just an ARC Break. Most are for us.
Our files are crammed with applause. Our complaints drawer is a
very tiny one. It would do any Scientologist good to see the
thousands upon thousands upon thousands of "Hurrah for Scientology"
in our files and the little tiny batch of sour grapes. Yet because
what's wrong as cases with the tiny batch is that they use the word
"Everybody" continually in their cries and howls so people they
talk to find it hard to locate them in their dispersal. They are
the ARC Breaks kid in person. "Everybody" and "nobody" and entheta
are their stocks in trade. Such cases speak of "the masses" and
"the public" as against us and so we sometimes fail to note that
the whole complaint is from this puny runt raving from the
whirlpool of his own overt acts. Such a person makes a greater
effect on the unthinking than he should. He is giving continual
false reports.
GENERALITIES ARE NOT WRONG UNLESS THEY ARE COMBINED WITH A FALSE
REPORT AND INTENDED TO UPSET SOMEBODY.
The generalities of these bank puppets intend to deny the good
(nobody, nothing) and generalize (everybody, everything? the bad.
And so such people are really just spinners for the local spin bin.
Yet you find "society" electing and appointing them since such
birds echo the exact reactive bank of each individual in the mob.
You can easily form a bad mob. It's awful hard to form an
enthusiastic mob - they have to be sane!
So the individual in "Society" is so far from against us that
even White House clerks have sent us copies of government
despatches about us. Society (c) in the grip of a lot of ARC Broken
paranoid peewees like Galbatty in Australia or the head of the FDA
in Washington. Such men grab such posts because they are men of
fear. Such men are just animated banks. If such cannot destroy you,
they will destroy themselves. They will confess at the drop of an
electrode if told to do so, poor puppets of their banks that they
are.
So don't heed who is pretending to be in charge "out there".
There really isn't any thetan in charge. "Human leadership" is
usually just the guy with the most bank. When you want to handle
one of these "leaders", put the guy's hat on. Hard. With
Scientology admin and policy.
Never fail to use Scientology Admin or Justice to handle the
individuals in the society beyond our edges. Sounds adventurous.
Well, it is! But effective, too.
We have the tech.
It's designed to handle bank conditions.
Use it.
And use our Dissem Formula ruthlessly at every chance and in any
situation.
You will only fail to handle a situation if you don't handle it
with Scientology. The older methods have failed. Hell! That's why
we're here!
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: See HCO Pol Ltr 21 October 1968, Cancellation of Fair
Game, page 489.]
373
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Gen Non-Remimeo BPI Mag Article
SCIENTOLOGY MAKES A SAFE ENVIRONMENT
We're working to provide a safe environment for Scientology and
Scientologists in Orgs everywhere.
The dangerous environment of the wog world, of injustice, sudden
dismissals, war, atomic bombs, will only persist and trouble us if
we fail to spread our safe environment across the world.
It starts with our own orgs. They must be safe environments.
Only good tech and Justice can make the Org environment safe.
Like an auditing room, we must be able to work undisturbed by the
madness at our doors.
We can make every org a safe island then by expanding and joining
those ores, bring peace and a safe environment to all the world.
It not only can be done. It is happening this moment. Push it
along. Support policy, good tech and Justice.
L. RON HUBBARD
LRH:mb.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 APRIL 1965
Gen Non-Remimeo Post Public Ed
JUSTICE
The purpose of justice is to clear the organization and
environment.
One cannot make clears in an uncleared environment. Justice is
the auditor of the group.
L. RON HUBBARD
LRH :wmc. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
374
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Gen Non-Remimeo
HCO Sec Hat HCO JUSTICE DATA RE ACADEMY & HGC
D of P Hat HANDLING THE SUPPRESSIVE PERSON
D of T Hat THE BASIS OF INSANITY
The suppressive person (whom we've called a Merchant of Fear or
Chaos Merchant and which we can now technically call the
suppressive person) can't stand the idea of Scientology. If people
became better, the suppressive person would have lost. The
suppressive person answers this by attacking covertly or overtly
Scientology. This thing is, he thinks, his mortal enemy since it
undoes his (or her) "good work" in putting people down where they
should be.
There are three "operations" such a case seeks to engage upon
regarding Scientology: (a) to disperse it, (b) to try to crush it
and (c) to pretend it didn't exist.
Dispersal would consist of several things such as attributing its
source to others and altering its processes or structure.
If you feel a bit dispersed reading this Policy Letter, then
realize it is about a being whose whole "protective colouration" is
to disperse others and so remain invisible. Such people generalize
all entheta and create ARC Breaks madly.
The second (b) is done by covert or overt means. Covertly a
suppressive person leaves the org door unlocked, loses the
E-Meters, runs up fantastic bills, and energetically and unseen
seeks to pull out the plug and get Scientology poured down the
drain. We, poor fools, consider all this just "human error" or
"stupidity". We rarely realize that such actions, far from being
accidents, are carefully thought out. The proof that this is so is
simple. If we run down the source of these errors we wind up with
only one or two people in the whole group. Now isn't it odd that
the majority of errors that kept the group enturbulated were
attributable to a minority of persons present? Even a very
"reasonable" person could not make anything else out of that except
that it was very odd and indicated that the minority mentioned were
interested in smashing the group and that the behaviour was not
common to the whole group - meaning it isn't "normal" behaviour.
These people aren't Communists or Fascists or any other ists.
They are just very sick people. They easily become parts of
suppressive groups such as Communists or Fascists because these
groups, like criminals, are suppressive.
The Suppressive Person is hard to spot because of the dispersal
factor mentioned above. One looks at them and has his attention
dispersed by their "everybody is bad".
The Suppressive Person who is visibly seeking to knock out people
or Scientology is easy to see. He or she is making such a fuss
about it. The attacks are quite vicious and full of lies. But even
here when the Suppressive Person exists on the "other side" of a
potential trouble source, visibility is not good. One sees a case
going up and down. On the other side of that case, out of the
auditor's view, is the Suppressive Person.
The whole trick they use is to generalize entheta. "Everybody is
bad." "The Russians are all bad." "Everybody hates you." "The
People versus John Doe" on warrants. "The masses." "The Secret
Police will get you."
Suppressive groups use the ARC Break mechanisms of generalizing
entheta so it seems "everywhere".
The Suppressive Person is a specialist in making others ARC Break
with generalized entheta that is mostly lies.
He or she is also a no-gain-case.
So avid are such for the smashing of others by covert or overt
means that their case is bogged and won't move under routine
processing.
375
The technical fact is that they have a huge problem, long gone
and no longer known even to themselves which they use hidden or
forthright vicious acts continually to "handle". They do not act to
solve the environment they are in. They are solving one
environment, yesterday's, in which they are stuck.
The only reason the insane were hard to understand is that they
are handling situations which no longer exist. The situation
probably existed at one time. They think they have to hold their
own, with averts against a non-existent enemy to solve a
non-existent problem.
Because their overts are continuous they have withholds.
Since such a person has withholds, he or she can't communicate
freely to as-is the block on the track that keeps them in some
yesterday. Hence, a "no-case-gain".
That alone is the way to locate a Suppressive Person. By viewing
the case. Never judge such a person by their conduct. That is too
difficult. Judge by no-case-gains. Don't even use tests.
One asks these questions:
1. Will the person permit auditing at all? or
2. Does their history of routine auditing reveal any gains?
If (1) is "No", one is safe to treat the person as suppressive.
It is not always correct but it is always safe. Some errors will be
made but it is better to make them than to take a chance on it.
When people refuse auditing they are (a) a potential trouble source
(connected to a Suppressive Person); (b) a person with a big
discreditable withhold; (c) a Suppressive Person or (d) have had
the bad luck to be "audited" too often by a Suppressive Person or
(e) have been audited by an untrained auditor or one "trained" by a
Suppressive Person.
[The last category (e) (untrained auditor) is rather slight but
(d) (audited by a Suppressive Person) can have been pretty serious,
resulting in continual ARC Breaks during which auditing was pressed
on without regard to the ARC Break. ]
Thus there are several possibilities where somebody refuses
auditing. One has to sort them out in an HGC and handle the right
one. But HCO by policy simply treats the person with the same admin
policy procedure as that used on a Suppressive Person and lets HGC
sort it out. Get that difference - it's "with the same admin
policy procedure as" not "the same as".
For treating a person "the same as" a Suppressive Person when he
or she is not only adds to the confusion. One treats a real
Suppressive Person pretty rough. One has to handle the bank.
As to (2) here is the real test and the only valid test: Does
their history of routine auditing reveal any gains?
If the answer is NO then there is your Suppressive Person, loud
and very unclear!
That is the test.
There are several ways of detecting. When fair auditors or good
ones have had to vary routine procedure or do unusual things on
this case in an effort to make it gain, when there are lots of
notes from Ds of P in the folder saying do this - do
that - you know that this case was trouble.
This means it was one of three things: 1. a potential trouble
source 2. a person with a big withhold 3. a Suppressive Person.
If despite all that trouble and care, the case did not
gain - or if the case simply didn't gain despite auditing no
matter how many years or intensives, then you've caught your
Suppressive Person.
That's the boy. Or the girl.
This case performs continual calculating covert hostile acts
damaging to others. This case puts the enturbulence and upset into
the environment, breaks the chairs,
376
messes up the rugs and spoils the traffic flow with "goofs" done
intentionally.
One should lock criminals out of the environment if one wants
security. But one first has to locate the criminal. Don't lock
everybody out because you can't find the criminal.
The cyclic case (gains and collapses routinely) is connected to a
Suppressive Person. We have policy on that.
The case that continually pleads "hold my hand I am so ARC
broken" is just somebody with a big withhold, not an ARC Break.
The Suppressive Person just gets no-case-gain on routine student
auditing.
This person is actively suppressing Scientology. If such will sit
still and pretend to be audited the suppression is by hidden
hostile acts which include:
1. Chopping up auditors;
2. Pretending withholds which are actually criticisms;
3. Giving out "data" about their past lives and/or whole track
that really holds such subjects up to scorn and makes people who do
remember wince;
4. Chopping up orgs;
5. Alter-ising technology to mess it up;
6. Spreading rumours about prominent persons in Scientology;
7. Attributing Scientology to other sources;
8. Criticizing auditors as a group;
9. Rolling up Dev-T, off policy, off origin, off line;
10. Giving fragmentary or generalized reports about entheta that
cave people in - and isn't actual;
11. Refusing to repair ARC Breaks;
12. Engaging in discreditable sexual acts (also true of potential
trouble sources);
13. Reporting a session good when the pc went bad;
14. Reporting a session bad when the pc went up in tone;
15. Snapping terminals with lecturers and executives to make
critical remarks or spread ARC Break type "news" to them;
16. Failing to relay comm or report;
17. Making an org go to pieces (note one uses "making" not
"letting");
18. Committing small criminal acts around the org;
19. Making "mistakes" which get their seniors in trouble;
20. Refusing to abide by policy;
21. Non-compliance with instructions;
22. Alter-is of instructions or orders so that the programme
fouls up;
23. Hiding data that is vital to prevent upsets;
24. Altering orders to make a senior look bad;
25. Organizing revolts or mass protest meetings;
26. Snarling about Justice.
And so on. One does not use the catalogue, however, one only uses
this one fact - no case gain by routine auditing over a longish
period.
This is the fellow that makes life miserable for the rest of us.
This is the one who overworks executives. This is the auditor
killer. This is the course enturbulator or pc killer.
There's the cancer. Burn it out.
In short, you begin to see that it's this one who is the only one
who makes harsh discipline seem necessary. The rest of the staff
suffers when one or two of these is present.
377
One hears a whine about "process didn't work" or sees an alter-is
of tech. Go look. You'll find it now and then leads to a
Suppressive Person inside or outside the org.
Now that one knows who it is, one can handle it.
But more than that, I can now crack this case!
The technology is useful in all cases, of course. But only this
cracks the "no-gain-case".
The person is in a mad, howling situation of some yesteryear and
is "handling it" by committing overt acts today. I say condition of
yesteryear but the case thinks it's today.
Yes, you're right. They are nuts. The spin bins are full of
either them or their victims. There's no other real psycho in a
spin bin!
What? That means we've cracked insanity itself? That's right. And
it's given us the key to the Suppressive Person and his or her
effect on the environment. This is the multitude of "types" of
insanity of the 1 9th century psychiatrist. All in one.
Schizophrenia, paranoia, fancy names galore. Only one other type
exists - the person the Suppressive Person got "at". This is the
"manic-depressive" a type who is up one day and down the next. This
is the Potential Trouble Source gone mad. But these are in a
minority in the spin bin, usually put there by Suppressive Persons
and not crazy at all! The real mad ones are the Suppressive
Persons. They are the only psychos.
Over simplification? No indeed. I can prove it! We could empty
the spin bins now. If we want to. But we have better uses for
technology than saving a lot of Suppressive Persons who themselves
act only to scuttle the rest of us.
You see, when they get down to no-case-gain where a routine
process won't bite, they can no longer as-is their daily life so it
all starts to stack up into a horror. They "solve" this horror by
continuous covert acts against their surroundings and associates.
After a while the covert ones don't seem to hold off the fancied
"horror" and they commit some senseless violence in broad
daylight - or collapse - and so they can get identified as
insane and are lugged off to the spin bin.
Anybody can "get mad" and bust a few chairs when a Suppressive
Person goes too far. But there's traceable sense to it. Getting mad
doesn't make a madman. it's damaging actions that have no sensible
detectable reasons that's the trail of madness. Any thetan can get
angry. Only a madman damages without reason.
All actions have their lower scale discreditable mockery. The
difference is, does one get over his anger? The nocase-gain of
course can't. He or she stays misemotional and adds each new burst
to the fire. It never gets less. It grows. And a long way from all
Suppressive Persons are violent. They are more likely to look
resentful.
A Suppressive Person can get to one solid dispassionate state of
damaging things. Here is the accident prone, the home wrecker, the
group wrecker.
Now here one must realize something. The Suppressive Person finds
outlet for his or her unexpressed rage by carefully needling those
they are connected with into howling anger.
You see the people around them get dragged into this long gone
incident by mistaken identity. And it is a maddening situation to
be continually mix-identified, accused, worked on, doubled crossed.
For one is not the being the Suppressive Person supposes. The
Suppressive Person's world is pretty hard to live around. And even
ordinarily cheerful people often blow up under the strain.
So be careful who you call the Suppressive Person. The person
connected with a Suppressive Person is liable to be only visible
rage in sight!
You have some experience of this - the mousey little woman who
rarely changes expression and is so righteous connected to somebody
who now and then goes into a frenzy.
378
How to tell them apart? Easy! Just ask this question:
Which gets a case gain easily?
Well, it's even simpler than that! Put the two on an E-Meter.
Don't do anything but read the dial and needle. The Suppressive one
has the high stuck T.A. The other has a lower T.A. Simple?
Not all Suppressive Persons have high T.A. The T.A. can be
anywhere especially very low (1.0). But the needle is weird. It is
stuck tight or it RSes without reason (the pc wearing no rings to
cause an RS).
Suppressive Persons also can have the "dead" thetan clear read!
You see people around a Suppressive Person Q and A and disperse.
They seek to "get even" with the Suppressive Person and often
exhibit the same symptoms temporarily.
Sometimes two Suppressive Persons are found together. So one
can't always say which is the Suppressive Person in a pair. The
usual combination is the Suppressive Person and the Potential
Trouble Source.
However you don't need to guess about it or observe their
conduct.
For this poor soul can no longer as-is easily. Too many averts.
Too many withholds. Stuck in an incident that they call "present
time". Handling a problem that does not exist. Supposing those
around are the personnel in their own delirium.
They look all right. They sound reasonable. They are often
clever. But they are solid poison. They can't as-is anything. Day
by day their pile grows. Day by day their new overts and withholds
pin them down tighter. They aren't here. But they sure can wreck
the place.
There is the true psycho.
And he or she is dying before your very eyes. Kind of horrible.
The resolution of the case is a clever application of problems
processes, never o/w. What was the condition? How did you handle
it? is the key type of process.
I don't know what the percentage of these are in a society. I
know only that they made up about 10% of any group so far observed.
The data is obscured by the fact that they ARC Break others and
make them misemotional - thus one of them seems to be, by
contagion, half a dozen such.
Therefore simple inspection of conduct does not reveal the
Suppressive Person. Only a case folder puts the seal on it.
No-Case-Gain by routine processes.
However this test too may soon become untrustworthy for now we
can crack them by a special approach. However we will also
generally use the same approach on routine cases as it makes cases
go upward fast and we may catch the Suppressive Person accidentally
and cure him or her before we are aware of it.
And that would be wonderful.
But still we'll have such on our lines in Justice matters from
now on. So it's good to know all about them, how they are
identified, how to handle.
HCO must handle such cases as per the HCO Justice Codes on
Suppressive Acts when they blow Scientology or seek to suppress
Scientologists or orgs. One should study up on these.
The Academy should be careful of this and report them to HCO
promptly (as they would potential trouble sources or withholds that
won't be delivered). The Academy must not fool about with
Suppressive Persons. It's a sure way to deteriorate a course and
cave in students.
379
POLICY
When an Academy finds it has a Potential Trouble Source, a
"withholdy case that ARC Breaks easily" or a Suppressive Person
enrolled on a course or a blow the Academy must call for HCO
Department of Inspection & Reports, Justice section. This can be
any HCO personnel available, even the HCO Sec.
The HCO representative must wear some readily identified HCO
symbol and must take a report sheet with a carbon copy on a clip
board.
HCO must have present other staff adequate to handle possible
physical violence.
The student, if still present, must be taken to a place where an
interview will not stop or enturbulate a class, by Tech Division
personnel. This can be any Tech Division office, empty auditing
room or empty classroom. The point is to localize the commotion and
not stir up the whole Tech Division.
If Tech Division personnel is not available HCO can recruit
"other staff" anywhere by simply saying "HCO requires you" and
taking them into the interview place.
HCO has a report sheet for such matters, original and one copy
for Justice files.
The HCO representative calls for the student's folder and looks
it over quickly for TA action. If there is none (less than 10
divs/sess) that's it. It is marked on the report sheet, "No TA
action in auditing" or "Little TA". HCO is not interested in what
processes were run. Or why there is no TA. If the course requires
no meters the folder is inspected for alter-is (which denotes a
rough pc) or no case changes.
If there are no TA notations in the folder HCO should put the
person on a meter, making sure the person is not wearing a ring.
One asks no questions, merely reads the TA position and notes the
needle and marks these in the report sheet. The Tone Arm will be
very high (5 or above) or very low (2 or less) or dead thetan (2 or
3) and the needle would be an occasional RS or stuck or sticky if
the person is a Suppressive Person. This is noted in the report
sheet.
If the folder or the student in question says he has had no case
gain this is again confirming of a Suppressive Person.
If two of these three points (folder, meter, statement) indicate
a Suppressive Person, HCO is looking for two possible students when
so called in - the one who caused the upset and that student's
coach or student's auditor. There very likely may be a Suppressive
Person on the course that is not this student. Therefore one looks
for that one too, the second one.
If a bit of questioning seems to reveal that the student's
auditor was responsible, test that student too, and enter it on a
second HCO report form. And order the other one to auditing at the
student's own expense.
In short be alert. There's been an upset. There may be other
persons about who caused it. Don't just concentrate on the student.
There is a condition on the course that causes upsets. That is
really all one knows.
When one walks in on it, find out why and what.
If the HCO tests indicate some doubt about either student being a
Suppressive Person, HCO asks about a possible withhold and enters
any result on the sheet and sends the students and sheet separately
to the Tech Division, Dept of Estimation. The procedure is the same
for a Suppressive Person but is "a withholdy pc who ARC Breaks
easily" or simply "a withholdy pc" if no ARC Breaks are noted.
"Auditing recommended".
But there is a third category for which HCO is very alert in this
interview. And that is the POTENTIAL TROUBLE SOURCE.
For this person may only be audited further if he or she
disconnects or handles the Suppressive Person or group to which he
or she is connected and can't be sent to the HGC or back to the
course either until the status is cleared up.
380
If this seems the case, there is no point in continuing the
person in the Tech Division and HCO takes over fully, applying the
policy related to Potential Trouble Sources.
This type of case will probably not be dangerous but quite
co-operative, and probably dazed by having to do something about
his situation. He or she has been hammered with invalidation by a
Suppressive Person and may be rather wobbly but if the Justice
steps are taken exactly on policy there should be no trouble. HCO
can take a Potential Trouble Source (but never a Suppressive
Person) out of the Tech Division premises and back to HCO to
complete such briefing. Remember, it is all one to us if the
Potential Trouble Source handles it or not. Until it's handled or
disconnected we don't want it around as it's just more trouble and
the person will cave in if audited under those conditions
(connected to a Suppressive Person or group).
A Suppressive Person found in an Academy is ordered to HGC
processing always. And always at his or her own expense.
If the Suppressive Person won't buy auditing, or co-operate, HCO
follows steps A to E in policy on Suppressive Persons in the
Justice Codes; HCO may be assisted in this by Tech personnel.
The point is, the situation must be handled fully there and then.
The student buys his auditing or gets A to E. There is no "We'll
put you on probation in the course and if . . ." because I've not
found it to work. Auditing or Suppressive Person A to E. Or both.
THE BLOWN STUDENT
The student however may have blown off the premises or he has
gone entirely. On a minor, momentary blow, where all it took was
the student's auditor and a few words to get the student back, the
matter is not a real blow.
But where the student leaves the premises in a blow or doesn't
turn up for class, the Tech Division must send an Instructor and
the student's auditor over to HCO Department of Inspection and
Reports. An HCO representative should go with them at once to pick
up the student.
The student is brought back with as little public commotion as
possible and the procedure of HCO checkout, etc is followed as
above.
THE GONE STUDENT
Where the student can't be gotten back (or in all such cases) the
real cause may be a Suppressive Person in the Course itself, not
the blown student or the upset student.
If the Suppressive Person is on the course (and is not the blown
student) HCO will want to know this. In all such cases the one who
caused the environment may not be the culprit.
The HCO representative calls for the blown student's case folder
and looks for TA. If there is none or for some reason the student
wasn't audited, or if no meters were used on that course, HCO seeks
to find out what the case's responses were to processing.
If the case seemed to change or improve yet the student is gone,
HCO looks over the blown student's ax-auditor for suppressive
characteristics such as satisfaction the pc blew, critical
statements about tech or instructors, case rough or difficult, lies
about the circumstances, etc. and if such signs are present, HCO
orders the blown student's ax-auditor to the HGC at the student's
own expense.
If this interview with the blown student's auditor seems to
indicate a Suppressive Person beyond any doubt HCO orders the
student to the HGC at the student's own expense.
The blown student's course auditor will not be found usually to
be a Potential Trouble Source as these are seldom bad or rough
auditors, so questions about this possibility don't really apply.
381
But if this student (the blown student's auditor) is Suppressive,
it's HGC or A to E. If the student gives on A to E he or she may be
returned to course or to the HGC as HCO deems best.
In all such cases where a Suppressive Person is found, watch out
for legal repercussions by having reliable witnesses present during
such negotiations or upsets and take liberal notes for possible
Comm Ev. This is why there also must be an HCO representative
handling it.
If there is no agreement to be audited and the student who is
found to be a Suppressive Person will not respond to A to E
(because student has blown and can't be found or because the
student flatly refuses), the student is considered terminated.
A waiver or quit claim is given or sent the student stating:
Date Place
I having refused to abide by the Codes of
(name and place of org) do hereby waive any further rights I may
have as a Scientologist and in return for my course fee of
.......... I do hereby quit any claim I may have on (name
of
org) or any Scientologist personnel or any person or group or
organization of Scientology.
Signed
2 Witnesses
Only when this is signed the student may have his course fee
returned, but no other fees as he accepted that service.
The ax-student should realize this makes him Fair Game and
outside our Justice Codes. He may not have recourse of any kind
beyond refund. And after signing can only return to Scientology as
per policy on Fair Game.
The HGC audits such a Suppressive Person sent to it on special
processes specially issued by HCO B for Suppressive Persons. It
will be found that adherence to these policies will make Academies
very calm.
Note: Nothing in this policy letter waives or sets aside any
policy concerning the auditing of known institutional cases in an
HGC. Persons with histories of institutionalized insanity may not
be audited in HGC.
L. RON HUBBARD
P.S. If you've wondered if you are a Suppressive Person while
reading this - you aren't! A Suppressive Person never does
wonder, not for a moment! THEY KNOW THEY'RE SANE!
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
CANCELLATION OF FAIR GAME: The practice of declaring people FAIR
GAME will cease. FAIR GAME may not appear on any Ethics Order. It
causes bad public relations. This P/L does not cancel any policy on
the treatment or handling of an SP. [From HCO P/L 21 October 1968,
Volume 1, page 489.]
382
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Remimeo Issue II
All Instructors' Hats
HCO Personnel Hats DIVISION 4
HGC Auditors Hats TECHNICAL
Sthil Executives
Sthil Instructors
Sthil Staff Auditors ACADEMIES RELATION TO HCO JUSTICE
STUDENT TRAINING
THE NO-GAIN-CASE STUDENT
Instructors MUST be alert for no-case-change cases on course and
for "Withholdy pcs who ARC Break easily", "blowy students" and
"unstable gains" cases.
Even indifferent auditing on even a haphazard course causes good
case gains.
The minority group of no-case-change in routine course auditing
and "withholdy" is very minor. These categories contain all the
students who disturb your course, are insolent to instructors, rant
against rules, etc.
You are under no orders from me that you must please them but you
are under orders to report such cases to HCO.
YOU ONLY USE DIFFICULT CASE OR STUDENT IN THE ACADEMY AS AN
INDICATOR OF SOMETHING WORSE. You aren't a staff auditor but an
Instructor. You want proper auditor and case gain of course, and
you'll get it (providing when some student says IT didn't work you
find out exactly what the student did that didn't work and you'll
find it was never what was ordered).
However, on cases that are very difficult, watch it! These
difficult cases are more than cases. They mean trouble for you from
that student and for your class in ways you wouldn't look for. By
concentrating on "tough cases" you miss the fact that you have a
whole class to handle. If you want it handled, look rather at what
these tough cases do to your class and handle the "tough case" in a
way to protect your course, not to make their cases move.
IN AN ACADEMY, DON'T TRY TO HANDLE YOUR COURSE ENVIRONMENT WITH
STUDENT AUDITING!
Handle your course environment with good data, good 8C and
discipline and HCO Justice machinery.
Your students now have their old course regulations suspended.
Instead, the Justice Codes are in. The students are Scientologists.
Becoming students gives them no new rights. And it doesn't remove
their Justice rights either.
I've been through all you go through and I have found, by
comparing conduct on a course to conduct in the field afterwards,
that the turbulent student is a pc, not a student. He or she makes
trouble. On the course and afterwards.
The total symptom that alerts you to such a person is "tough
case".
This is very easy to notice. Just look over the student case
folders and note that one or another student doesn't seem to get
going. Note the folder you have to work on. That's it. That's your
trouble spot on the course. DON'T judge students by "conduct" or
speed of study. Judge on "tough case" only.
Routine auditing is good unless it's been alter-iced. Routine
processes work on good people.
The no-case-gain case makes you hunt for magical processes and
fatally leads to alter-is. Now hear this:
383
THE PROCESSES YOU HAVE, EVEN WHEN ONLY FAIR, ARE BETTER THAN THE
PROCESSES THAT WILL BE DREAMED UP BY STUDENTS OR ANYONE AROUND YOUR
COURSE.
The processes you use, if altered to "fit" some tough case will
cease to work on standard cases when so altered.
The "tough case" (who is also the difficult student) is the sole
reason one has an urge to alter a process.
You must be sure to push routine processes done routinely. When
you see a process being altered look for a "tough case" in the pc
or the student and call HCO promptly if you find the poor TA type
case, the "no change" response to routine processes.
Your approach is to run the standard processes in the right grade
in the right sequence. That's all you teach students to do and it's
all you do in case supervision.
When these "don't work" even when you force them to be correctly
applied, you have a tough case there. Don't louse up Scientology
technology to handle a "tough case". You don't have to invent the
processes for it. They already exist in the HGC. When you see
alter-is, look for the tough case and let HCO take it from there.
We are, after all a team, and as a team we can handle our
environment.
Your job is just teach and get run the processes of the grade in
the right sequence. Your job is to teach students to do just that.
Your job is to force the student to run the process that should be
run and run it right and to correct any alter-is savagely.
Never let some student tell you "it didn't work" without at once
plowing in there to look. You will find only one of two things
wrong:
1. Your student erred in the wording, sequence or application of
the process through lack of study or
2. Either the student auditor or the student pc is a "tough
case".
Don't let anybody try to vary a process to fit a case. If you do
your indicator is obscured in letting anybody fool about in "trying
to make a process work" or trying to get inventive just to crack a
"tough case".
The majority of your course trouble and the tendency to alter-is
material comes from trying to force a "tough case" to get gains.
Should you alter or advise alteration of a process you are letting
our side down. It leads you into teaching students to alter-is and
there goes the balloon. It means they won't be able to run standard
stuff successfully. And that means (let's be brutal) they will
miss, by non-standard auditing, on 90% of their cases, the goad
people. They will slant all Scientology toward one nut and we'll be
a failed mess like psychiatry with our clinics full of psychiatric
cases not people.
The HGC (and perhaps one course level) is taught to handle "tough
cases". The processes for them are standard, too. You must hold the
line and answer a student's "didn't work" with "Exactly what didn't
work?" and "Exactly what did you do?" and you'll find they didn't
do it, or it's a tough case. Either way follow policy.
YOU MUST REPORT A TOUGH CASE TO HCO AT ONCE.
For there sits a Justice matter, not an Academy problem. It's not
your hat.
You see the no-gain-case, the "withholdy case that ARC Breaks
easily", "the blowy student", "unstable gain student" and your
tendency may be to do something original or give the student some
different process. If you do you are madly off-policy. In the
ordinary Academy Course you are not teaching a "tough case" course.
You are teaching a nice fast, workable course for decent average
cases. Your majority is composed of good students. They deserve
your time.
So this makes the "tough case" student the odd man (or woman)
out. They make a lot of commotion so one may think they are
"everybody" on a course. They're not. They are seldom higher than
10%.
SO you risk the 90% of your course and all Scientology just to
handle 10%.
384
Could I point out that the Protestant idea of recovering at any
expense and considering very valuable any sheep who strayed, was
batty. How about the whole flock? Leave them to the wolves while
one ran off after one? No, please don't go the route by doing that.
It's pretty awful.
No, this "tough case" is for the HGC and HCO. And I'd darn well
rather you didn't give the person the technology before he
straightens out as he'll hurt people with it.
Such "tough cases" are possible to salvage. They're just cases.
But it takes an HGC to run them and it takes HCO to hold them still
so they'll be audited. Remember, we're a team. HCO and HGC are part
of the team. Don't steal their hats.
The "tough case" is judged only on the basis of case gain or lack
of it.
The Academy does NOT send students to the HGC for "slow study" or
dullness or any other reason except "tough case". That's firm
policy. The "tough case" is the only one you send.
There are 3 categories of these "tough cases".
1. The Roller Coaster Case.
The Potential Trouble Source. A suppressive person is on the
other side of this one. The case will get a gain and slump, get a
gain and slump over and over. It isn't a "manic-depressive" as the
old 1 9th Century psycho-analyst thought. It's a guy whose marital
partner or family is going into fits over this person's connection
with Scientology. This is purely a Justice matter and belongs to
HCO. He either disconnects or acts to settle his or her situation.
No halfway measures. But you can't do much about that in an
Academy. If you did you'd leave your class to the wolves. Get
on-line and route this mysterious fellow who can't get a gain
without losing it the next day or week over to HCO with a "Please
investigate. Possible Potential Trouble Source." Don't even bother
to question the student. HCO will find out. It's also illegal to
audit them so HCO won't even route to the HGC but will act as per
policy on such.
Always err on the side of sending HCO too many students rather
than risk keeping one who is a liability to us all. But never send
merely a course "cut-up" or a lazy student whose case runs well.
This policy is only faintly discipline. It is actually excellent
technology to a recurring course problem.
2. The Withholdy Case.
The withholdy case is routinely ARC Breaking and having to be
patched up, commonly blows, has to have lots of hand-holding. As
your course possibly isn't at that level it is too much to handle
anyway and you're not equipped to handle. But even if your course
is equipped to handle the right action is again HCO. Report this
student to HCO with the label "Withholdy case that ARC Breaks
easily" or "Blow type case". And get HCO over to the Academy. HCO
may route to HGC at the student's own expense or get two tough
staff members to stand by while the withholds are explored on a
meter in case this is a real Justice case or just a student lunch
thief. The reason for all that weird behaviour is always a withhold
condition. You can't be bothered. HCO, however, is interested in
the NO REPORT aspect of such a case. This person hasn't told all
that's sure. HCO can send to HGC or refund or even Comm Ev.
3. The Suppressive Person.
The suppressive person does turn up to get trained. And when you
train them (a) their case doesn't change, (b) they cheer when their
course pc loses and gloom when their course pc wins and (c) they
chatter about the horrors of discipline and seek to lead student
squirreling or revolt. Their dream is a society wherein the
criminal may do anything he pleases without any faintest restraint.
We sometimes get loaded up with these characters but they run about
1 or 2 in 80 students usually. This person has no faintest chance
of making it unless handled for what he or she is in an HGC. And if
you train such you lend our name to all the chicanery and injury
they do with our tech and protect them with our name. You've seen
this case in another guise of squirreling - chatter-chatter
about phoney past lives when they were Cleopatra and so on
invalidating others' actual memories, talking only whole track to
raw meat. You've seen this one. It's suppression pure and simple
and they know it! And they don't ever get a case change and their
ARC Breaks don't heal, etc. etc. etc! The secret here is
385
CONTINUOUS OVERTS which are then withheld. The technical fact is
they are quite gone and are SOLVING A PERSONAL BUT LONG GONE
PROBLEM BY CONTINUOUS OVERTS. One can actually handle them if one
knows this seemingly tiny fact. One finds of course the PTP, not
the averts. For one has about as much chance pulling this fellow's
averts as moving the Earth by pulling weeds. The suppressive acts
this person does are solutions to solve some long long ago problem
in which the pc is stuck. To an HGC this is finding conditions of
environment the pc has had and discovering how he or she handled
them. But this is HCO-HGC business. The longer you wait to notify
HCO, the more harm will be done and HCO will get inquisitive as to
why there was no report from you on this. For here is the auditor
heart breaker, the natterer, the rumour factory, the 1.1 and the
course and group wrecker. Here's "Whee, kill everybody!" in person.
Here also is the possible government agent, the AMA BMA stooge.
Here is the guy who plans to "squirrel" and "grab Scientology".
Here is the boy. Or here is the girl. But here is also a thetan
buried in the mud. And if you let this person go without attention
he or she will soon become ill or die - or worse will mess up or
kill others. This person is the only real psycho. And if you let
him drift he'll soon wind up in the brain surgeon's suppressive
hands. So it's nothing to overlook. People who have to solve their
problems by shooting the rest of us down are what made life such a
hell in this Universe. You have your hands on the implanter, the
warmonger, the wrecker. But still, this is what's left of a human
being and he or she can be salvaged. But only in an HGC, not a
course. Please! Here also is the criminal or the sex crazy guy or
the pervert who just had to break old Rule 25 (the old no-sex
Academy rule). People who are sex crazy are over their heads in a
collapsed bank that they've collapsed themselves with overts. Let's
be real. This person throws people back in twice as fast as we can
pull them out! So why arm him with tech. Put on your label when you
send for HCO "No-Case-Change despite good tries with the routine
processes taught on this course that was closely supervised in
correct application". Let HCO take it from there. It's not Academy
business.
Your routine procedure on any of the 3 types of case is:
1. Call HCO Department of Inspection and Reports;
2. Minimize disturbance;
3. Hold the student in an empty classroom or auditing room;
4. Stand by to help if things get rough;
5. Help HCO complete its report;
6. Let HCO (and probably HGC) take over from there and get back
to your students.
If you're going to grow and get your own case changes and have a
good time instructing you'll read this very, very carefully and put
it very briskly into practice.
At first you may not agree that you should be so sharp. It may be
a blow to feeling you can crack all cases. You probably can. But
man, that's an HGC hat. What are you doing wearing it as an
Instructor? By all means crack the routine cases. But the tough
ones? That's HCO and HGC.
The bigger we get, the easier all this will be.
But now let's make a start in teaching courses that are fun for
all by giving the deep six to those who want a mess.
Okay?
Well, do it, do it, do it.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
386
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 APRIL 1965 Issue III
Gen Non-Remimeo
JUSTICE AMNESTY CANCELLED CERTS JUSTICE COMMENTS
The 1 MARCH, 1965 Amnesty restored all certificates cancelled
before that date.
The HCO Policy Letter of 6 March, 1965 stated an amnesty could
not restore cancelled certificates. That obviously must be
interpreted to mean that new Amnesties after 1 March, 1965 will not
restore them.
However, as no policy existed pre-1 March, 65, the 1 March, 65
Amnesty must have restored all certificates ever cancelled and
wiped out all no-comm lists, etc. This is declared to be so.
New amnesties would have to state whether they did or did not
restore cancelled certificates as now certificates cannot be
cancelled except for Suppressive Acts HCO Policy Letter of 7 March,
65, Issue II.
The intention was to force such persons to go through steps A to
E as this can salvage them.
After that date, however, I developed technology that actually
changes even the case of a Suppressive Person and so in all
probability cancellation will soon be abandoned altogether in
favour of suspension of all certs until the person has had 50 hours
of special processing at an HGC.
DISMISSAL ETC.
The principle here is that as technology develops to handle
things, Justice measures become less needful and milder. We are the
only group in the world where this could happen.
The reason dismissal, transfer and demotion were removed as
direct discipline lies also in the new special processes not yet
released but already applied with total success to no-change cases.
They are very simple processes and will probably catch all
suppressive persons quite by accident at low level before anyone
notices.
JUSTICE COMMENTS
As a thetan approaches clear and afterwards OT he is more and
more social but more and more powerful and I doubt there will be
much trouble even with mobs of wogs.
The need for Justice lies in the public and the lower levels. The
upper levels act on good sense. Witness these Codes. They emerged
only from Level VII and are much milder than our old methods in
orgs.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
387
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 19 APRIL 1965
Remimeo ETHICS
All Tech Div HATS TRAINING AND PROCESSING
Preclears REGULATIONS
All Qual Div HATS TECH DIVISION, QUAL DIVISION
TECHNICAL DISCIPLINE STUDENTS' QUESTIONS (effective on the
Posting of the 1965 Org Board)
1. The only answers permitted to a student's demand for verbal
technical data or unusual solutions are
"The material is in (HCOB, Pol Letter or tape)."
"What does your material state?"
"What word did you miss in the (Bulletin, Pol Ltr or tape)?"
and (for requests for unusual auditing solutions)
"What did you actually do?"
Any other answer by Technical Secretaries, Ds of T. Instructors
or course personnel is a misdemeanour.
2. Any Instructor teaching or advising any method not contained
in HCOBs or on tapes, or slighting existing HCOBs, Policy Letters
or tapes may be charged with a crime.
3. Any Instructor in any way obscuring the source of technology
by wrongly attributing it may be found guilty of a false report.
STAFF AUDITORS' ACTIONS
4. Any staff auditor who runs any process on any org pc that is
not given in grade and level HCOBs may be charged by the Tech Sec
or D of P with a misdemeanour.
5. Any alteration or non-standard rendition of a process is a
misdemeanour.
6. Any staff auditor running a pc above the pc's grade instead of
for the next grade, or running processes out of sequence in a grade
may be charged with a misdemeanour.
7. Any staff auditor reporting falsely verbally or in writing, on
an auditor's report may be charged with a crime.
8. Any staff auditor turning in an illegible report may be
charged with a no report which is a misdemeanour.
9. Any staff auditor attesting falsely to TA or falsely reporting
the flattening of a process may be charged with a misdemeanour.
10. Any staff auditor who receives orders to run an illegal
process must report the matter at once to HCO Ethics or Saint Hill,
requesting that the person so advising be charged with endangering
the staff auditor's job and repute.
STUDENT REGULATIONS
11. Former regulations for students are abolished.
12. Students are covered as Scientologists by the HCO Ethics
Codes and may request recourse from injustice and have the same
privileges as any field Scientologist. 13. Tech Secs, Ds of T.
Supervisors and Instructors as well as Qualifications Division
388
personnel may request a Court of Ethics from the Department of
Inspection and Reports for any student they find it necessary to
discipline under the HCO Ethics Codes such discipline being in lieu
of a Committee of Evidence. However the student may request a
Committee of Evidence instead if he or she feels a wrong is being
done.
14. Any student knowingly altering technology, applying processes
improperly or using technology illegally on HGC pcs, on lower unit
students or the public while a student may be charged with a
misdemeanour.
15. A student damaging another by wilful application of incorrect
technology may be charged by his Instructors with a Crime and a
Court of Ethics action must be requested by his Instructors.
16. A student falsely enrolling may be charged by the org with a
crime.
17. Blowing a course is handled under Suppressive Acts. If so
charged the student may have recourse if applied for before 60 days
to the Department of Inspection and Reports Ethics Section.
PRECLEAR REGULATIONS
18. Preclears are covered by HCO Ethics Codes.
19. A preclear may have recourse when feeling unjustly wronged by
applying to the Ethics Section of the Department of Inspection and
Reports of the org.
20. A preclear refusing to answer an auditing question may be
charged by the staff auditor with a "no report" and taken before a
Court of Ethics at once.
21. An HGC or staff preclear must report flagrant breaches of the
Auditor's Code to the Ethics Section of the Org, but if the report
is false beyond reasonable doubt the preclear may be charged with a
Suppressive Act.
22. A student preclear or HGC preclear blowing an org without
reporting to the Tech Sec. D of P or the Ethics Section first and
who will not permit any auditor to handle the matter at the org
where the auditing occurred must be fully investigated at any cost
by HCO in the pc's own area. The auditing session must be fully
investigated by the Ethics Section and if any Auditor's Code breaks
are found to have occurred in that auditing the auditor may be
brought before a Court of Ethics. The entire matter and its final
results must be reported to the Office of LRH at Saint Hill.
23. Charges against HGC or student preclears may also be made by
the Tech Sec. the Qualifications Sec. Ds of T. Ds of P. Instructors
and staff auditors.
QUALIFICATIONS DIVISION
24. Any person undergoing Review is subject to the same actions
as in the HGC or Academy and any personnel of the Qualifications
Division may charge students and pcs under the Ethics Codes and
bring them before a Court of Ethics.
25. Persons charged by Qualifications Division personnel may
request recourse if wronged.
26. The Qualifications Division may request a Court of Ethics on
Technical Division personnel, preclears and students for false
reports, false attestations and no reports as well as other Ethics
matters. And the Technical Division personnel may on their part
request a Court of Ethics on Qualifications Division personnel,
students or preclears.
This policy letter does not change any HCO Codes of Ethics but
only augments them for the purposes of assisting peaceful and
effective training and processing with the exact technology issued.
LRH:wmc.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard [Amended by HCO P/L 27 October 1970,
Issue II
ALL RIGHTS RESERVED The Course Supervisor, in the I 970
Year Book.
389
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 APRIL 1965
Gen Non-Remimeo
ETHICS
CORRECTION TO ALL "JUSTICE" POLICY LETTERS
All Policy Letters headed "Justice" and the word "Justice" should
be changed throughout to ETHICS.
A pamphlet is being prepared containing all these bulletins under
the title:
Scientology Ethics System.
It will be printed in the U.S. and will be generally available in
a few months.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
390
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 28 APRIL 1965
Gen Non-Remimeo Issue III
All Orgs Sthil Staff Sthil Students POWER PROCESSES
Only the HGC at Saint Hill and the Case Cracking Section of the
Department of Review may use the 3 new Power Levels I recently
developed until they have on staff Review Cl VI Personnel who have
interned at Saint Hill in the Saint Hill Dept of Review.
The processes require the most skilled and exact application and
have exact phenomena to be observed which becomes impossible to
supervise outside the above departments.
Only Class VI auditors may audit these processes first only at
Saint Hill and only under the supervision of Mary Sue Hubbard until
they have learned them perfectly.
Training on such processes can be undertaken only by Provisional
Class VI auditors after leaving the course, and only enrolled on
staff as Internes in the Department of Review or the HGC.
Orgs not having personnel so trained by Interneship may not use
these processes in their Review Departments.
The fact of having a Review personnel trained in Review at Saint
Hill does not permit an org to train new Review personnel in the
org. Anybody in an org's Review who will be using or supervising
the use of Power Processes must have been interned at Saint Hill.
Such training, however, gives no right to train others.
Holding this policy firmly guarantees the full success
technically in all cases in any org in the world. Avoiding it in
any way jeopardizes that success. These power processes are simple.
But so is T.N.T.
The reason for this is that there is no adequate repair for
errors made in running these processes if their existing remedies
are also goofed.
The strongest, swiftest Ethics action must follow any slightest
violation of the above for these processes alone guarantee sweeping
success for Scientology on the roughest cases everywhere.
Any auditor who discovers that the pc he is auditing has been
illegally audited previously on a power process or any higher level
process for which the pc is not graded must report the matter at
once to the nearest HCO Ethics Section by collect wire or 'phone
call.
R6 NEW STUDENTS
Before enrolment in the R6 unit of the SHSBC all students who
have not been run on the Power Processes and who have any slightest
difficulty with R6 EW must be ordered at once to the Review Case
Cracking Section for Power Processes.
Any student not showing adequate case gain on the course must be
ordered to the Review Case Cracking Section.
The Power Processes must not appear on any check sheet.
TRUSTED AUDITORS
I reserve my right to give a process to a trusted Class VI
auditor to run on one pc for testing.
REVIEW, ORDERS TO
No D of T or Course Supervisor or Academy Instructor may threaten
a student who is disruptive of course discipline with Review
auditing or training.
Such students may only be ordered to Ethics.
Auditing may no longer be used as discipline by any Comm Ev or
Scientology Executive.
391
Students who obtain too few passes may be ordered to Review.
Students who are ARC Broken may be ordered to Review.
REVIEW EXPENSES
Any student ordered to the Review Cramming Section or Case
Cracking Section is ordered at his or her own expense at prevailing
Review rates.
Students who cannot pay and whose credit is compromised may be
ordered by Review to the Hardship Section where student auditors
who have failed in classification may be needful of pcs to catch up
on check sheets or get experience with processes. If no such
students are available the hardship case or backward student must
simply wait for one to show up if one does.
PACE OF ORG
The organization is geared to the average case and study rate and
there is no reason why it should have to pay above its narrow
costing allowance for the student who is too bad off or the
preclear who cannot gain normally.
PRECLEARS
When any HGC preclear does not buy enough auditing to attain a
case change, and if no result has been obtained, he or she may not
be dismissed from the org but must be passed to Review at the
preclear's own expense.
It is vital that an HGC pc buy enough auditing to obtain a proper
result for his case if it is worse than average. Otherwise the
matter passes from the preclear's hands and is taken over by
Review.
No "failed cases" may be dismissed from the org.
ALL TO QUALIFICATIONS
No student or pc may leave an org by any other exit than through
the Department of Examinations.
If students or pcs fail for any reason to be up to required
standards they are shunted by Examinations to Review.
If the student or pc passes the Department of Examinations'
appraisal, he or she is sent to the Department of Certifications
for attestation of attainment and for logging out of the org
Until so logged the student or pc has not technically left the
org.
Departure without logging is "Departure unauthorized" and is
treated as a "blow" and passes into the hands of Ethics at once.
ETHICS AND STUDENTS AND PCs
Students and pcs shunted about from the Academy or HGC to
Examinations, Review and Certification or back again are not
considered transferred or subjected to discipline in the Ethics
meaning of these words and have therefore no recourse.
The entire object of an org is to produce a satisfactory auditor
or higher state of case in the pc and anything that impedes this
would be an arbitrary and unreasonable restraint upon an org and
its Technical and Qualification Divisions and their personnel.
A student or pc should signify an understanding of this on
enrolling in an org for training or scheduling processing. They are
buying progress in life and may not act to prevent its occurrence.
If they enter an org they are understood to consider improvement
desirable and therefore tacitly agree to be improved by the
technology furnished.
L. RON HUBBARD
LRH:ml:cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
392
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1965
Issue II
Remimeo
BP! ETHICS
PETITION
The right to petition must not be denied.
It is the oldest form of seeking justice and a redress of wrongs
and it may well be that when it vanishes a civilization
deteriorates thereby.
Therefore these policies apply:
1. Any one individual has the right to petition in writing any
senior or official no matter how high and no matter by what
routing.
2. No person may be punished for submitting a petition.
3. No two persons or more may simultaneously petition on the same
matter and if so the petition must at once be refused by the person
petitioned. Collective petition is a crime under Ethics as it is an
effort to hide the actual petitioner and as there may be no
punishment for a petition collective petition has therefore no
excuse of safety and is to be interpreted as an effort to overwhelm
and may not be regarded as a petition.
4. No generality may be used in a petition such as a report of
collective opinion unspecified as to identities. This is to be
interpreted as an effort to ARC Break a superior and the petition
must be refused.
5. Only one person may petition on one matter or the petition
must be refused.
6. Threat included in a request for justice, a favour or redress
deprives it of the status of "petition" and it must be refused.
7. Discourtesy or malice in a request for justice, a favour or
redress deprives it of the status of "petition" and it must be
refused.
8. If a "petition" contains no request it is not a petition.
9. There may be no special form for a petition beyond these
policies.
10. A petition which cannot be deciphered or understood should be
returned to the sender with a request that it be made legible or
comprehensible, but this should not be interpreted as a refusal or
acceptance of the petition.
11. A copy of a petition seeking justice against another person
or group must be sent that person or group to qualify the request
as a petition. No action may be taken by the person or group but he
or they should append the copy to their own statement of the matter
and send it at once to the executive being petitioned.
12. Petitions are normally directed to the heads of activities
such as the head of a portion of an org (HCO or the Org in the
persons of the HCO Executive Secretary and the Organization
Executive Secretary) or the Continental Heads of orgs or to Mary
Sue Hubbard or L. Ron Hubbard.
13. Petitions may not demand Committees of Evidence or punishment
for executives but may only state what has happened and request the
matter be righted.
14. A petition is itself and is not a form of recourse and making
a petition does not use up one's right to recourse.
15. All petitions delivered in person verbally or in person with
a note particularly when this restricts a senior's freedom of
motion, must be refused.
16. HCO Secretaries or Communicators receiving petitions directed
to be forwarded to higher executives which do not comply with these
policies should append a
393
copy of this policy letter to the petition and return it to
sender. The sender should then reform the petition into acceptable
form and return it on the same channels. When receiving his
petition back with this policy letter attached to it, the sender
must not assume it has been refused and become apathetic. He or she
should realize that a favour has been done for a petition in
violation of these policies would have to be refused by the person
to whom the petitioner addressed it and that by rewording or
complying with these policies the petition now has a chance and
will undoubtedly be given courteous attention. A petitioner should
consider himself fortunate if a discourteous or collective or
threatening petition is returned as it would not be regarded as a
petition by the executive to whom it is addressed and might colour
his or her opinion of the petitioner, perhaps obscuring some real
wrong which might well have received attention.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 26
MAY 1965
Remimeo
ETHICS
PETITIONS (Add to HCO Pol Ltr 29 April 1965)
No person under sentence or awaiting a Committee of Evidence may
validly petition the Office of LRH.
A petition may only be submitted before or after the full course
of Scientology Ethics has been taken.
As all Ethics actions such as a Committee of Evidence are
reviewed, in effect a line already exists due to the Ethics action
and the facts will be on it.
Therefore a communication from a person under legal sentence from
Ethics Officers or a person named in a Comm Ev may not petition.
Ethics actions must be permitted to take their course.
A protest from Ethics actions worded as a petition routinely
causes further investigation as the "petitioner" is actually only
protesting Ethics actions and is handled as such.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
394
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 APRIL 1965 Issue III
Remimeo
ETHICS REVIEW (Correction to HCO Pol Ltr 24 April 1965 and
additional Ethics data)
As per HCO Pol Ltr of 28 April 1965, and others of later date,
orders to auditing or training may not be made as a sentence or
used in an Ethics Court or by a Comm Ev or any other reason.
Auditing and training are awards.
A student who is disruptive of discipline and acts contrary to
the Ethics Codes may not be ordered to Review by the D of P. D of T
or Ethics personnel or other persons in an org.
ORDERING STUDENTS & PCs
Tech and Qualifications personnel, particularly the Tech Sec and
Qual Sec and D of Estimations, the D of P and D of T. D of Exams
and D of Review and D of Certs may order students or pcs to Review
or to course or to HGC or anywhere in and around these two
Divisions without any Ethics action being implied. It is just
normal, done to get students and pcs on the road to higher levels.
Ethics actions may only suspend training or deny auditing.
Therefore, a student ordered to Ethics for discipline who does
not then give adequate promise and example of good behaviour and
compliance must be thoroughly investigated even to his or her own
area and in the meanwhile may not be trained or processed.
The student, however, may not be dismissed or expelled unless
full Ethics actions and procedures have been undertaken.
All sentences carrying a denial of training or processing must
carry a means of the right to be trained or processed being
restored in a specified time or under specified conditions.
STUDENTS AND PCs & ETHICS
The routine action of Ethics is to request a reappraisal of
behaviour and a signed promise of good behaviour for a specified
time. If the student or pc refuses to so promise, then the next
action of Ethics is an investigation of the student's course or
pc's processing behaviour. When then confronted with the data, if
the student still refuses to promise, Ethics undertakes a full
investigation in the student's or pc's own area. If the student or
pc still refuses to co-operate, the student goes before a Court of
Ethics which may pass sentence.
RECOURSE
Only after sentence has been passed by a legal body such as a
Court of Ethics or Committee of Evidence or after an illegal
disciplinary action may a student or pc ask for a recourse.
Normally before asking for recourse a student or pc petitions the
Office of L. Ron Hubbard if unwilling to accept the discipline but
this must be done at once.
If the petition is unfavourably acted upon, the student or pc may
ask for recourse.
395
Recourse must be requested of the Convening Authority that had
local jurisdiction over the student or pc and may not be requested
of higher authority. A request to higher authority than the Ethics
activity that passed sentence is a petition, not recourse.
COMM EV
A Committee of Evidence is considered the most severe form of
Ethics action.
One must not be idly threatened or requested.
Only a Comm Ev can recommend suspension or remove certificates or
awards or memberships or recommend dismissal.
The Office of LRH passes on all Comm Ev findings before they can
go into effect.
A staff member may not be suspended or demoted or transferred
illegally out of his Division or dismissed without a Committee of
Evidence.
Only after that action, (or wrongful demotion, transfer or
dismissal) as above, may recourse be requested.
Students or pcs, however, may be transferred, demoted in level or
grade by a Court of Ethics. And the action of sending the student
or pc to a Court of Ethics is of course a type of suspension which
may be prolonged in the face of non-cooperation.
A student or a pc is not a staff member in the Ethics sense of
the word by simple enrolment on a course or in an HGC or Review.
A staff member who is temporarily a student or pc in the Academy
or Review or the HGC is not covered as a student or pc by his staff
member status. He may be transferred about or demoted as a student
or pc by Tech and Qual personnel or suspended as a student or pc by
Ethics. This however may not affect his staff member status as a
staff member. Because he or she is transferred or demoted or
suspended by Tech personnel or Ethics when a student or pc does not
mean he or she may be transferred, demoted or dismissed from his or
her regular staff post unless the person's staff status permits it.
POTENTIAL TROUBLE SOURCES
Staff members found to be Potential Trouble Sources are handled
like any other Potential Trouble Source - but unless Provisional
or Temporary, may not be affected by this in their staff post. They
are of course denied auditing or training until they handle or
disconnect but this may not also suspend, transfer or dismiss them
(unless of Provisional or Temporary status).
This Ethics action (the Potential Trouble Source) is in lieu of
any discipline and disciplinary actions that go beyond temporary
suspension of training or processing until the matter is settled,
must be undertaken by a Court of Ethics or a Comm Ev.
ARC BROKEN STUDENTS OR PCS
An ARC Break is not an extenuating circumstance in Ethics or
disciplinary matters and is only taken into account on the person
of the auditor who made the ARC Break and didn't repair it.
The plea of "ARC Broken" is inadmissible in any Ethics matter as
a defence or justification of misdemeanours, crimes or high crimes.
LIGHT TOUCH
Scientology Ethics are so powerful in effect, as determined by
observation of it in use, that a little goes a very long ways.
396
Try to use the lightest form first.
Students are quite caved in by it when it is applied, by actual
observation.
Our lines are too powerful and direct and what we mean to a
person's future, even while he or she is pattering, is so well
understood down deep that Ethics action is a far worse threat than
mere wog law.
The being who is guilty knows with certainty that he is offending
against the future of all, no matter what his surface
manifestations or conduct. Further, while wog law at the worst can
only cause him or her some pain and a body by execution or one
lifetime's loss of liberty, we threaten his eternity. Even while he
screams at us he knows this down deep.
My first instance of this was a very dangerous psychotic who was
largely responsible for a great deal of the public commotion in
1950. This person desisted and caved in the moment the thought was
suggested to her by a non-Dianetic friend that she was threatening
all Mankind. She suddenly saw it as truth and instantly gave up all
attacks and utterances.
Even the fellow who could push the button on atomic war knows,
really, it's only one lifetime per person he is blowing up, only
one phase in earth's existence he or she is destroying. That we
exist here could actually restrain him. The mere destruction of a
planet might not as it's temporary.
Our discipline is quite capable of driving a person around the
bend because of what he or she is attacking.
Therefore we can all too easily make a person feel guilty by just
a whisper.
I've now seen a student, simply asked a question by Ethics,
promptly give up and ask for his Comm Ev and expulsion. He hadn't
done more than a poor auditing job. Nobody was talking about a Comm
Ev or expulsion and he had not a bit of defiance in it. He just
caved right in.
You are threatening somebody with oblivion for eternity by
expulsion from Scientology. Therefore realize that an Ethics action
need not be very heavy to produce the most startling results.
Down deep they know this even when they are screaming at us.
One Suppressive Person who had committed a High Crime of some
magnitude, went quite insane after departing Scientology and then
realizing what he had done.
Therefore, use Ethics lightly. It is chain lightning.
LEVELS OF ETHICS ACTIONS
Ethics actions in degree of severity are as follows:
1. Noticing something non-optimum without mentioning it but only
inspecting it silently.
2. Noticing something non-optimum and commenting on it to the
person.
3. Requesting information by Ethics personnel.
4. Requesting information and inferring there is a disciplinary
potential in the situation.
5. Talking to somebody about another derogatorily.
6. Talking to the person derogatorily.
7. Investigating in person by Ethics.
8. Reporting on a post condition to Ethics.
397
9. Reporting on a person to Ethics.
10. Investigating a person by interrogating others about him.
11. Asking others for evidence about a person.
12. Publishing an interrogatory about a person that points out
omissions or commissions of Ethics offenses.
13. Assigning a lowered condition by limited publication.
14. Assigning a lowered condition by broad publication.
15. Investigating a person thoroughly in his or her own area.
16. Interrogation stated to be leading to a Court of Ethics.
17. Interrogation in a Court of Ethics.
18. Sentencing in a Court of Ethics.
19. Suspending a Court of Ethics sentence.
20. Carrying out a Court of Ethics discipline.
21. Suspension or loss of time.
22. A Committee of Evidence ordered.
23. A Committee of Evidence publicly ordered.
24. Holding a Committee of Evidence.
25. Findings by a Committee of Evidence.
26. Submitting findings of a Committee of Evidence for approval.
27. Waiting for the findings to be passed on or carried into
effect.
28. Suspending findings for a period for review.
29. Modifying findings.
30. Carrying findings into effect.
31. Publishing findings.
32. Demotion.
33. Loss of Certificates or awards.
34. Denial of auditing or training by a Comm Ev for a
considerable period of time.
35. Dismissal.
36. Expulsion from Scientology.
The above is a rough guide to the severity of discipline.
Note that none of it carries any physical punishment or
detention.
Short suspension of training or processing up to ninety days is
considered under 18. above and is not to be compared with 34. where
the time is measured in years.
Just issuing the Ethics Codes is itself a sort of discipline but
it is more broadly welcomed than protested as it means greater
peace and faster accomplishment.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: (Quoting LRH ED 70 INT 16 December 1968) "AN OPERATING
STANDARD RULE - No matter how stiff the Ethics action is you
have to apply to keep the show on the road, remember this: YOU MUST
KEEP THE DOOR OPEN - IF IT'S ONLY A CRACK."]
398
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 APRIL 1965
Remimeo
EMERGENCY, STATE OF
When an org or portion of an org has consistently down statistics
(O.I.C.) or numerous non-compliances or offences, it is declared to
be in a STATE OF EMERGENCY. This can be assigned to a unit,
sub-section, section, department, division or the entire
organization. It is not assigned to a person.
A small flag on a pin is placed on the org board at the end of
the org board name of the portion or organization. The flag is
bright red.
The condition is assigned only by the Office of LRH.
Flags are also used for other conditions assigned. These too are
assigned only by the Office of LRH.
Conditions including Emergency are ended when a new condition is
assigned or just ended. This is done only by the Office of LRH.
To end an Emergency condition the portion of Scientology to which
it is assigned must follow closely the Emergency Formula. On any
condition assigned, its formula must be followed scrupulously and
the steps taken must be reported one by one by the most senior
person in the portion. In the case of an org in Emergency the
reports are made to the Office of LRH Saint Hill by the HCO
Executive Secretary or HCO Area Secretary in the absence of an HCO
Executive Secretary.
In addition to following the Emergency formula closely, the
following policies apply to the portion in a State of Emergency:
ETHICS STIFFENED
1. A report of an error, misdemeanour or crime on any staff
member in that portion counts as five reports in other conditions
and is acted on by a Court of Ethics at once.
CREDIT WORTHLESS
2. The credit of the portion is worthless and it may have only
those bare things necessary to carry out the Emergency formula so
that it can promote or deliver.
NO NEW PERSONNEL
3. No personnel may be added to the portion in a State of
Emergency. No new people may be hired on for the portion in a State
of Emergency. No personnel may be transferred to a portion that is
in a State of Emergency unless an incumbent is transferred off, and
in such a way that the personnel of the portion does not increase
in number.
RIGHTS
4. Precedent and privilege are suspended for the officers and
staff members of a portion in a State of Emergency.
STATUS
5. No staff status may be increased in a portion in a State of
Emergency.
If the State of Emergency is continued beyond the allotted time
period, then these policies apply:
6. Deputy, Acting and Provisional assignments and appointments
are cancelled throughout the portion.
7. The fact of having been part of a portion which did not
recover is filed in the
- personnel files of each staff member present in that portion at
the moment the State of Emergency was assigned, and the statement
is made on a red sheet of paper.
8. The executive personnel will be ordered before a Committee of
Evidence to the 399
end of removing them from the portion or demotion. In the case of
an org this is done by a senior org and in the case of Saint Hill
by the Office of LRH.
The State of Emergency is a serious condition. For it takes a
series of serious blunders to reduce statistics or bring about
local infamy or a public or press smear campaign.
The State is not idly assigned and is assigned only after a
steadily declining statistic or a series of non-compliances or
offences resulting in overwork for seniors of the org or near
catastrophe.
Persons newly transferred into a portion in Emergency or promoted
in it are governed by these policies:
9. Persons newly transferred into a portion in Emergency are only
affected by the State if they succumb to their working conditions
and cease to do a normal job of work.
10. An executive newly transferred to a portion in a State of
Emergency is not personally liable to Ethics unless he or she fails
to submit Executive Reports on what is observed and new offences
found in the portion.
11. Taking charge of a post in an Emergency portion by new
assignment and bringing that post up to normal operation is
credited in the Office of LRH personnel records on a white sheet
with blue ink and counts heavily in new appointments from Saint
Hill.
12. A person in the portion to which the State of Emergency has
been assigned at the time it was assigned who is promoted, is only
assigned temporarily, but if he or she succeeds in restoring the
post's statistics in a reasonable time period, the fact is noted in
the Office of LRH personnel records, but the fact is also noted
that the person was already in the portion at the time of Emergency
and must be cleared of any suspicion that the original Emergency
was not traceable to him or her before the assignment can become an
appointment.
HOW TO PREVENT AN EMERGENCY
13. Don't accept illegal orders from anyone that are contrary to
policy.
14. Do not let the orders of a higher superior be changed by
one's immediate superior. Always follow the higher superior's
orders and request to see them in writing when in doubt.
15. Don't "cover up" for others. Report offences to Ethics in
writing.
16. Report any immediate superior's illegal orders or alter-is as
an effort to endanger one's job and statistics.
17. Do your post by the book.
18. When you actually can't apply a policy report it at once to
the Office of LRH Policy Review Section with all data (not
conclusions) so that it can be reviewed intelligently and meanwhile
apply it as best you can.
19. Handle Dev-T (off-line, off-origin, off-policy) by sending it
back to sender and reporting it to Ethics.
20. If you see people standing about loafing when they should be
working report it to Ethics.
21. Report things that need improving to your Secretary or to
your Executive Secretary.
22. Don't let technology slip for technology going out is the
only basic circumstance in your portion of an org or the org that
can put it beyond rapid recovery. Report all alter-is or technical
omissions or offences to Ethics promptly.
23. Do your own job as well as you possibly can and aside from
making required reports let the rest of your portion or org get on
with it.
24. If you are not being permitted to do your assigned job by
being pulled off it or by being given off-policy orders or by
letting an immediate superior endanger your job with illegal orders
or alter-is, report it to my office at Saint Hill as well as to
your own Ethics Section, even if you have to go outside the org and
off channels to get the report (with your home address on it) to
me; for there is no surer way
400
to bring about or continue an Emergency Condition than by failing
to comply with the exact orders being issued in an effort to end
it.
We have the whole world to handle now. We must set a high example
of teamwork and dedication if we are to bring it off.
The scraggly militia usually go down before the regulars in any
campaign. The regular is not even better, man for man, than the
militia. The regulars know how to operate as a team. They have
confidence in one another. And even when numerically inferior they
bring off victory over a rabble by co-operation and discipline
amongst themselves.
We are very very few in numbers compared to two and a half
billion wogs. We can easily make it technically the world around IF
we are a high precision team in a superiorly organized
organization.
At the moment I write this policy letter, in the Case-Cracking
Section at Saint Hill we are handling every case from psychotic or
neurotic to release in 8 to 35 hours.
The technical impact of this alone is enough to tear Man's faulty
organizations to ribbons.
To that fact (itself enough) add the actual attainment of real
clearing. Once more there goes Man as he has known it.
To that add the upper structure of OT and there goes an aberrated
Universe.
And only if we ourselves are a highly functional precision team
can we hope to stand up.
We are just at the end of our Dissemination Phase and just at the
beginning of our Organization Phase (the Third Phase as you can see
on the Org Board). Our militia days are over.
We have no choice whatever except to become the best organized
precision team that has ever been known.
Therefore we must be able to recognize, assign and handle any
Emergency that arises in our midst.
L. RON HUBBARD
Note: Man's organizations never recognized the need for
statistics and the recognition of Emergency or its signs.
Therefore, for instance, a government bureau, in a Condition of
Emergency, is given the right to buy anything it wants (thus
breaking the government, as Emergency type people always have to
have before they can do) and is given the solution of putting in
personnel and more personnel "to get the work done" when actually
it was Dev-T of those already there that brought about their
Emergency. Thus one realizes one must never pour in more and more
personnel when a statistic goes down. One must change the
situation, not multiply the numbers of those involved. It tells us
at once that Man is, therefore, least efficient in his biggest
bureaus! And that his least efficient organization must be his
largest organization - you have it - the government. An
organization should only increase in size as things get better and
never when things get worse.
LRH:wmc.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
401
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 MAY 1965
Remimeo Staff Member Hats Executive Hats
STAFF MEMBER REPORTS
Staff Members must personally make certain reports in writing.
Failure to make these reports involves the executive or staff
member not making a report in any offence committed by a junior
under him, or, in case of job endangerment, by a senior over him.
These reports are made to the Ethics Section of the Department of
Inspection and Reports.
The report form is simple. One uses a clip board with a packet of
his division's colour flash paper on it. This includes a piece of
pencil carbon paper. This is the same clip board and carbon one
uses for his routine orders.
It is a despatch form addressed simply to the Ethics Section. It
is dated. It has under the address and in the centre of the page
the person or portion of the org's name. It then states what kind
of a report it is (see below).
The original goes to Ethics by drawing an arrow pointing to
"Ethics" and the carbon goes to the person or portion of the org
being reported on by channels (B routing).
The following are the reports required:
1. Damage Report. Any damage to anything noted with the name of
the person in charge of it or in charge of cleaning it.
2. Misuse Report. The misuse or abuse of any equipment, materiel
or quarters, meaning using it wrongly or for a purpose not
intended.
3. Waste Report. The waste of org materiel.
4. Idle Report. The idleness of equipment or personnel which
should be in action.
5. Alter-ls Report. The alteration of design, policy, technology
or errors being made in construction.
6. Loss or Theft Report. The disappearance of anything that
should be there giving anything known about its disappearance such
as when it was seen last.
7. A Found Report. Anything found, sending the article with the
despatch or saying where it is.
8. Non-Compliance Report. Non-Compliance with legal orders.
9. Dev-T Report. Stating whether Off-Line, Off-Policy or
Off-Origin and from whom to whom and subject.
10. Error Report. Any error made.
11. Misdemeanor Report. Any misdemeanor noted.
12. A Crime Report. Any crime noted or suspected but if suspicion
only it must be so stated.
13. A High Crime Report. Any high crime noted or suspected but if
only suspected must be so stated.
402
14. A No-Report Report. Any failure to receive a report or an
illegible report or folder.
15. A False Report Report. Any report received that turned out to
be false.
16. A False Attestation Report. Any false attestation noted, but
in this case the document is attached to the report.
17. An Annoyance Report. Anything about which one is annoyed,
giving the person or portion of an org or org one is annoyed with,
but the Department of Inspection and Reports and a senior org are
exempt and may not be reported on.
18. A JOB Endangerment Report. Reporting any order received from
a superior that endangered one's job by demanding one alter or
depart from known policy, the orders of a person senior to one's
immediate superior altered or countermanded by one's immediate
superior, or advice from one's immediate superior not to comply
with orders or policy.
19. Technical Alter-ls Report. Any ordered alteration of
technology not given in an HCOB, book or LRH tape.
20. Technical Non-Compliance Report. Any failure to apply the
correct technical procedure.
21. Knowledge Report. On noting some investigation is in progress
and having data on it of value to Ethics.
These reports are simply written and sent. One does not expect an
executive to front up to personnel who err. One does expect an
executive to make a report routinely on the matter, no matter what
the executive also does.
Only in this way can bad spots in the organization be recognized
and corrected. For reports other than one's own collect and point
out bad conditions before those can harm the org.
These reports are filed by Ethics in the Ethics files in the
staff member's folder or in the folder of the portion of the org. A
folder is only made if Ethics receives an Ethics Report.
Unless the staff member is part of a portion or an org that is
under a state of Emergency, FIVE such reports can accumulate before
Ethics takes any action. But if the report is deemed very serious,
Ethics may take action at once by investigating.
If a State of Emergency existed in that portion of the org or
org, ONE report can bring about a Court of Ethics as there is no
leeway in an Emergency Condition.
The most serious reports, which are the only ones taken up at
once, are technical alter-is, non-compliance, any false reports,
false attestations, no reports, misdemeanours, crimes and high
crimes. The others are left to accumulate (except in Emergency when
all reports on that portion or org are taken up at once).
CLEANING THE FILES
An amnesty for a portion or an org or a general amnesty can be
declared by the Office of LRH Saint Hill. An amnesty will be
effective up to a date three months before it is issued. The Ethics
files are therefore nullified previous to the date declared in the
Amnesty.
An amnesty signalizes a feat of considerable moment by a portion
of an org or an org or Scientology.
An HCO Executive Letter can compliment a portion of an org or an
org and wipe out the Ethics Files of the portion of an org or the
org complimented. An award is usually added for the persons
responsible.
403
An assignment of a State of Normal Operation after an Emergency
(but not assigning affluence) cleans the portion of an org or the
org's Ethics Files.
An individual may clean his own file by approaching Ethics and
offering to make amends.
The person may be shown but may not touch his Ethics files which
are always kept locked when the of rice is empty. The person should
present a written and signed Amends Project Petition to Ethics.
Ethics attaches the person's file to it and sends it safely to the
Office of LRH "Ethics Authority Section". If accepted as adequate
amends by the Office of LRH it is authorized by the "Ethics
Authority Section" and returned to Ethics which places it on its
"Projects Time Machine".
When accomplished the Amends Project is taken off the Time
Machine and forwarded to the Inspections Section which inspects and
verifies it is done and sends all to the Office of LRH "Ethics
Authority Section" which then authorizes the retirement of the
reports on the person.
If the project comes off the Time Machine without being done, the
matter goes at once to a Court of Ethics.
Any Amends Project must benefit the org and be beyond routine
duties. It may not only benefit the individual. Offers to "get
audited at own expense in Review" are acceptable as auditing will
benefit everyone.
"To get trained at own expense up to and serve the org
two years
afterwards" is acceptable amends. But the person's staff pay is
also suspended entirely during any auditing or training undertaken
as amends. "To get another department's files in order on my own
time" would be acceptable amends. Getting a celebrity into
Scientology would be acceptable amends. No work one would normally
do himself on post is acceptable amends. A donation or fine would
not be acceptable amends. Doing what one should do anyway is not
amends, it is the expected. No org funds may be employed in an
Amends Project.
No amends are thereafter accepted if the person has failed to
complete an amends project since the effective date of the last
amnesty applying to the person's portion or org.
Any bonus specifically given by the person's name also cleans the
person's Ethics Files without comment.
The responsibility for handling the cleaning of files is that of
the Ethics Section of the Department of Inspection and Reports
which notes amnesties, compliments and specific bonus awards and
handles its Ethics files accordingly.
No Amends Projects may be accepted except through the Office of
LRH and a superior may not bring a junior who wishes his files
cleaned by Amends into Ethics and assist him to make the proper
project applications. It must be voluntarily done by the Junior.
No amnesties, compliments or bonuses may be made or declared
except by the Office of LRH and authorized also from Saint Hill.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
404
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 MAY 1965 Issue II
Gen Non-Remimeo Academy Hats
RESULTS OF HCO TECHNICAL INVESTIGATION
When an investigation into any technical false report, false
attestation or no report, or one of the three conditions of
Potential Trouble Source, Withholdy pc or Suppressive Person
amongst students or preclears is made by HCO, a report of the
result of same must be forwarded to the Technical Secretary by HCO.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
405
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 MAY 1965
Remimeo HCO DIVISION
Ethics Officer HAT
HCO Exec Sec T
HCO Sec HAT ETHICS OFFICER HAT
Dir Insp & Rpts HAT STAR CHECK OUT BY DIRECTOR OF
Ethics Sec ion
Personnel HAT EXAMS ON HATS LISTED
(EFFECTIVE A T ONCE)
This is a quick outline of the activities of the Ethics Officer.
The purpose of the Ethics Officer is "To help Ron clear orgs and
the public if need be of entheta and enturbulation so that
Scientology can be done."
The activities of the Ethics Officer consist of isolating
individuals who are stopping proper flows by pulling withholds with
Ethics technology and by removing as necessary potential trouble
sources and suppressive individuals off org comm lines and by
generally enforcing Ethics Codes.
The technology of how this is done is quite precise.
In a nutshell, (a) one finds an imperfect functioning of some
portion of the org and then (b) finds something that one doesn't
understand about it and then (c) interrogates by despatch the
individuals in that portion connected with the imperfect
functionmg.
Just those three steps done over and over are usually quite
enough to keep an org running quite smoothly.
On first taking over post in an enturbulated org, or in viewing a
portion of the org in an enturbulated condition the actions of the
Ethics Officer consist of:
( 1 ) Run back entheta by asking for names of who said it to the
person who is now saying it, (2) locate those persons and find out
who told them and then (3) look amongst those names for
no-case-change or for potential trouble sources. Bill voices a
rumour (usually with a "they" say - - - - - - -). The Ethics
Officer asks Bill what "they's" name is, Bill thinks and finally
says it was Pete. The Ethics Officer locates Pete and asks Pete who
told him, and when Pete says "they" the Ethics Officer finds out
what "they's" name is. Pete says it was Agnes. Ethics Officer
locates Agnes. Agnes maintains it is true and can't say who said
it. Ethics Officer looks up Agnes' case folder or puts Agnes on a
meter and sees by high or very low TA that he has a Suppressive. Or
he finds Agnes has a suppressive husband and that she is a
Potential Trouble Source.
The Ethics Officer then handles it as per Ethics Policy Ltrs.
In short, rumour comes from somewhere. The somewhere is a
Potential Trouble Source or a Suppressive. One runs it down and
applies the remedies contained in Ethics HCO Policy Letters to that
person.
An Ethics Officer's first job is usually cleaning up the org of
its potential trouble sources and requesting a Comm Ev for the
Suppressives. That gets things in focus quickly and smooths an org
down so it will function.
Then one looks for down statistics in the OIC Charts. These
aren't understandable, of course, so one interrogates by sending
Interrogatives to the people concerned. In their answers there will
be something that doesn't make sense at all to the Ethics
Officer - Example "We can't pay the bills because Josie has been
on course." The Ethics Officer is only looking for something he
himself can't reconcile. So he sends Interrogatives to the person
who wrote it and to Josie. Sooner or later some wild withhold or
even a crime shows up when one does this.
The trick of this "Org Auditing" is to find a piece of string
sticking out- - something one can't understand, and, by
Interrogatives, pull on it. A small cat shows up. Pull with some
more Interrogatives. A baby gorilla shows up. Pull some more. A
tiger appears. Pull again and Wow! You've got a General Sherman
tank!
406
It isn't reasonable for people to be lazy or stupid. At the
bottom you find the real cause of no action in a portion of an org
or continuous upset.
When you have your General Sherman, call a Court of Ethics on it.
Or take action. But in actual fact you have probably already fixed
it up.
There's always a reason behind a bad statistic. Send out
Interrogatives until you have the real reason in view. It will
never be "Agnes isn't bright." It is more likely, Agnes is on a
typing post but never knew how to type. Or worse - the D of P
audits org pcs for his own profit. Or the D of T simply never comes
to work.
The real explanation of a down statistic is always a very easily
understood thing. If you Interrogate enough you'll get the real
explanation and then you can act.
Never use conduct for anything but an indicator of what you
should interrogate.
Never buy rumours as generalities. Somebody said them and that
somebody has a name. Get the name.
FILING
Filing is the real trick of Ethics work. The files do all the
work, really.
Executive Ethics reports patiently fled in folders, one for each
staff member, eventually makes one file fat. There's your boy.
Call up a Court of Ethics on him and his area gets smooth.
Whatever report you get, file it with a name. Don't file by
departments or Divisions. File by names.
The files do 90% of the work. When one file gets fat, call the
person up for Ethics action.
TIME MACHINE
Run a Time Machine and let it accumulate data for you.
The orders that fall off of it that weren't complied with should
be reported to the senior issuing them.
But file those non-compliances. Soon, a file gets fat and we know
why the org isn't running in one of its portions.
POLICY
All Ethics policy applies to the actions of an Ethics Officer.
But the above is his workaday world, auditor to the org, filing
his replies, watching for the fat file and then calling a Court on
it.
That way an org soon begins to run like a well greased river,
doing its job in a happy atmosphere.
Be as sudden and swift and unreasonable as you like. You aren't
there to win a popularity contest.
Make Executives report all those Ethics items they should. Make
them write their orders and send you a copy. Make your Comm Centre
give you the responses for pairing with the copies. File carefully
and call the lightning down on the person who gets a fat Ethics
file.
It's an easy job. Mostly admin. But so is all Intelligence work.
The files do the job if you make people report and if you file well
yourself.
And when you feel exasperated and balked and feel like taking it
out on somebody, do so by all means.
Whoever heard of a tame Ethics Officer?
The sanity of the planet is all that is at stake.
L. RON HUBBARD LRH:mh.cden Copyright (c) 1965 by L. Ron Hubbard
ALL RIGHTS RESERVED
407
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 MAY 1965 Issue II
Gen Non-Remimeo
HCO Div 1 Dept Insp & Rpts (Dept 3) Ethics Section INDICATORS OF
ORGS
Just as pcs have indicators so do orgs.
There is a probable long list of Good Indicators. When these are
present, Ethics is quiet and hangs onto an interrogation, etc only
long enough to get policy and technology in.
There is a probable long list of BAD Indicators. When these are
present Ethics becomes industrious in ratio to the number of bad
indicators.
The first indicators, Good or Bad, are Statistics - the OIC
graphs for units, sections, departments, divisions and the org.
When these are rising, the rise is a GOOD INDICATOR.
When these are falling the fall is a BAD INDICATOR.
The second of these indicators, good or bad, is TECHNICAL GAINS.
When technology is in cases are gaining. This is a Good Indicator.
When technology is out, cases are losing. This is a Bad Indicator.
Ethics only exists to hold the fort long enough and settle things
down enough to get technology in. Ethics is never carried on for
its own sake. It is pushed home only until technology is
functioning and then technology resolves matters and Ethics prowls
off looking for other targets.
We don't hang people because we started to hang them and so must
do so. We start to hang people and keep right on tying the noose in
a workmanlike fashion right up to the instant we can get tech
in - which of course makes the noose unnecessary.
But if tech never does get in then we complete the hanging.
You will find if you label a Suppressive you will some day get
him back and get tech in on him. If you don't ever label they
wander off and get lost.
Labelling as a Suppressive is our hanging.
When things are bad (Bad Indicators heavily visible) putting a
body on the gallows is very salutary. We call it "Putting a head on
a pike". Too many BAD Indicators and too goofed up a situation and
we must put a head on a pike. Then things simmer down and we can
begin to get tech in.
That's the whole purpose of Ethics - to Get Tech IN. And we
use enough to do so, to get correct standard tech in and being
done.
When there are lots of bad indicators about - low and falling
statistics, goofed cases, we get very handy with our
Interrogatories and put the place very nearly under martial
law - we call this a State of Emergency. Once Emergency is
declared, you
408
usually have to put a head or two on a pike to convince people
that you mean it. After that necessity level rises and the place
straightens up. If an Emergency is continued beyond a reasonable
time, we resort to very heavy discipline and Comm Ev the executives
who wouldn't get off it.
Ethics, then, is applied to the degree required to produce the
result of getting tech in. Once tech is really in on a person (with
a case gain) or a tech division, let us say, and auditors actually
audit standard processes by the book, we know it will resolve and
we ease off with Ethics.
Ethics, then, is the tool by which you get Good Indicators In by
getting tech in. Ethics is the steam roller which smooths the
highway.
Once the road is open we are quite likely to skip remaining
investigation and let it all be.
But somebody promising to be good is never good enough. We want
statistics. Bettered statistics.
SYMPTOMS OF ORGS
Orgs have various symptoms which tell us how things really are
Ethic-wise.
One of these is Dilettantism.
DILETTANTE-ISM
Dilettante = One who interests himself in an art or science
merely as a pastime and without serious study.
In an org, this manifests itself with "people should live a
little." "One needs a rest from Scientology." "One should do
something else too." All that kind of jazz.
It also manifests itself in non-consecutive scheduling, part-time
students, "because things are different in this town and people can
come only two nights ". Ask what they do with other nights.
Bowling. Horse-racing.
Boy, you better mark the case folders of staff. You have a
Suppressive aboard. Maybe six.
Scientology, that saves lives, is a modern miracle, is being
compared to bowling. Get it?
That org or portion just isn't serious. Scientology is an idle
club to it, an old lady's sewing circle. And to somebody, selling
training and auditing are just con games they put over on the
public.
SUPPRESSIVES!
Root them out.
WILD RUMOURS - This Symptom is caused by Potential Trouble
Sources. Find whose case roller-coasters (gets better, gets worse).
Investigate. You'll find a Suppressive or two outside the org.
Put a head on a pike with an HCO Ethics Order and publish it
widely.
ARC BROKEN FIELD - The Johannesburg Comm Ev Order of last week
is a perfect method of handling the situation. Appoint a Comm Ev
Chairman to inquire into matters and form a list of interested
parties based on reports he will now receive.
BAD TECH - When results just don't happen in the Academy, HGC
or Review one or another, look for the Potential Trouble Sources
and Suppressives. Only they can
409
keep tech out. Put a big head on a pike and then begin to
interrogate every slip in the place. Suddenly Tech is in again.
There are many such symptoms.
AT THE ROOT OF EVERY BAD CONDITION WILL BE FOUND A SUPPRESSIVE
PERSON.
Locate your Potential Trouble Sources by locating passers of
rumours, etc. Then locate the Suppressive and shoot.
Calm reigns. Tech is in.
And that's all one means to accomplish.
Today TECHNOLOGY WORKS ON EVERY CASE. If the local org can't
handle a case, Saint Hill can.
If you get tech in well enough in an org, tech handles all.
Beautifully. But if it is out, only Ethics can bat down the reasons
it can't be gotten in.
OPTIMUM STATE
The optimum state of an org is so high that there is no easy way
to describe it. All cases getting cracked, releases and clears by
the hundreds, command of the environment. Big. That's an optimum
state for any org.
If it isn't rising toward optimum today, it is locally being held
down.
The viewpoint of Ethics is there is no adequate reason why an org
is stumbling except Ethics reasons. Let others take care of any
other lacks. Ethics never gets reasonable about lack of expansion.
If Ethics shoves hard enough others will get a high enough
necessity level to act.
So when an org is low:
Find out where its statistics are down and who is a PTS or an SP
and ACT.
That's the job of Ethics. Thus little by little we take off the
brakes for a cleared Earth.
L. RON HUBBARD
LRH:wmc.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
410
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 MAY 1965
Remimeo Qual & Tech Dips
Sthil C1 VII Course All HATS
Students
Sthil Staff HCO Dip
Ethics HATS All HATS
Star-Rated Check
PROCESSING
Since 1950 we have had an iron bound rule that we didn't leave
pcs in trouble just to end a session.
For fifteen years we have always continued a session that found
the pc in trouble and I myself have audited a pc for nine
additional hours, all night long in fact, just to get the pc
through.
Newer auditors, not trained in the stern school of running
engrams, must learn this all over again.
It doesn't matter whether the auditor has had a policy on this or
not - one would think that common decency would be enough as to
leave a pc in the middle of a secondary or an engram and just
coolly end the session is pretty cruel. Some do it because they are
startled or afraid and "Rabbit" (run away by ending the session).
Auditors who end a process or change it when it has turned on a
heavy somatic are likewise ignorant.
WHAT TURNS IT ON WILL TURN IT OFF.
This is the oldest rule in auditing.
Of course people get into secondaries and engrams, go through
misemotion and heavy somatics. This happens because things are
running out. To end off a process or a session because of the clock
is to ignore the real purpose of auditing.
The oldest rules we have are
(a) GET THE PC THROUGH IT.
(b) WHAT TURNS IT ON WILL TURN IT OFF.
(c) THE WAY OUT IS THE WAY THROUGH.
These now are expressed as POLICY.
A falsified auditor's report is also subject to a Court of
Ethics.
Any auditor violating this policy letter is liable to an
immediate Court of Ethics convened within 24 hours of the offence
or as soon as is urgently possible.
Auditing at all levels works well when it is done by the book.
The purpose of Ethics is to open the way for and get in Tech.
Then we can do our job.
THERE IS NO MODERN PROCESS THAT WILL NOT WORK WHEN EXACTLY
APPLIED.
Therefore in the eyes of Ethics all auditing failures are Ethics
failures - PTS, Suppressive Persons as pcs, or noncompliance
with tech for auditors.
And the first offence an auditor can commit is ceasing to audit
when he is most needed by his pc.
Hence it is the first most important consideration of Ethics to
prevent such occurrences.
Then we'll make happy pcs, Releases and Clears.
L. RON HUBBARD
LRH:wmc.pm.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
411
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 MAY 1965
St Hill Staff St Hill Students
NOISE
SESSION INTERRUPTION
There are many auditing sessions going on at Saint Hill,
particularly in the area of the huts and the Canteen.
Persons walking in the vicinity of this area should do so
quietly.
Students on breaks should not congregate in this area, and if
they have to frequent this area, should maintain the utmost quiet.
Students on breaks congregating elsewhere should keep their noise
to a minimum, and be particularly careful not to make loud sudden
noises - loud bursts of laughter, shouting, whistling and noisy
conversation are definitely OUT.
As such noises are very interruptive of processing, persons
making such are to be reported to Ethics. The following penalties
will automatically accrue; without recourse:
One report will be a suspension of training for one week.
Two reports will be declaration of the offender as a Suppressive
Person.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
412
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 JUNE 1965
Gen Non-Remimeo
HCO DIV 1 ETHICS SECTION WRITING OF AN ETHICS ORDER
When writing an Ethics Order, don't ARC Break its readers by
leaving out the data.
Don't create a mystery. Example of Wrong phrasing: "Woody
McPheeters is declared a Suppressive Person. He stopped a student
from coming on course." That leaves out all the data. Leaves
questions - Where did it happen? Is it in our area? What did he
do? Who did he do it to? What's the evidence? Correct Example:
"WOODY McPHEETERS in Baltimore, U.S.A. is declared a Suppressive
Person. On (date) he discouraged Fred Fairchild from taking the
Saint Hill Course by writing to him lies about the course, well
known by said McPheeters to be false statements. Evidence: Letter
from McPheeters dated --- to -- - now available in Ethics
Files. Charge: Suppression of a Scientologist and barring his way
to Release and Clear. Findings by former evidence of course record
and this: Suppressive Person. All Certs etc."
Don't be unspecific or you leave people in a huge mystery.
Ethics Orders are supposed to run group engrams out, not in!
Always put in what you know, nothing you don't know, and only
what you have evidence or witnesses for. Ethics Orders are issued
on real data, not opinion.
WHAT THEY DID
Don't issue orders saying "made derogatory statements about Ron,"
or "suppressed Scientology." Obviously that's quite impossible as a
charge.
1. No statement could possibly injure Ron. It's quite impossible
to "spoil Ron's reputation" or "upset Ron" by some suppressive
utterance. Ethics weren't made to defend Ron. Statements "about
Ron" are just indications of suppression. This is never used in an
Ethics Order. Just omit statements or charges about Ron.
2. Suppressives can only restim people's banks. They have no
power at all. To infer one could do much to Scientology is silly.
All such charges are based on a Suppressive's actions against
other persons and Scientologists or groups. These can be
restimulated and can be made to wobble about. Some man forbidding
his wife auditing is pronounced Suppressive "for forbidding his
wife auditing on date - - -- by - - --."
PTS
The Potential Trouble Source is also named as to why and with
what Suppressive Person he or she is connected.
Often no Ethics Order is issued on a PTS. They disconnect at once
when the Suppressive is named.
THE RIGHT SUPPRESSIVE
Always find the right Suppressive or all the Suppressives in
examining and declaring a PTS.
If you name the wrong one or err in that it's a group not a
person the PTS won't disconnect.
If you name the real person or group the PTS gets a meter blow
down, sighs with relief and disconnects.
Suppressive Persons or groups deal in such generalities, the PTS
is often quite blind to the real one.
Be very careful here. It's the only way to goof handling a PTS.
LABELLING
Never be afraid to issue orders that label somebody an SP if you
have the real evidence.
If you label them you get them back in some day. If you don't
label them, they are far more likely to vanish forever.
Labelling them is a kind action.
If you are frightened of civil suits because of an Ethics Order,
just remember to issue them only when you have the evidence.
CIVIL ACTIONS
Ethics can handle any Civil Action amongst Scientologists.
Two data are the Biggest Senior data in Law:
1. IF YOU DON'T PROVIDE FAST, CHEAP JUSTICE, PEOPLE WILL TAKE IT
INTO THEIR OWN HANDS AND WRECK ONE ANOTHER;
2. LAWS CAN ONLY BE ENFORCED, IF THEY SPRING FROM THE CUSTOMS AND
HABITS OF A PEOPLE.
Good Scientologists swarm in under Ethics. Bad ones howl. The
good ones comprise 80%. The bad ones comprise 20%. The majority
rules. We have Ethics.
Civil Actions are what the group demands. By Civil is meant
disputes - marriages, separations, settlements, child care,
money owed, that sort of thing.
We must handle these. Fairly. It's done by an Ethics Order
Convening an Ethics Hearing naming the parties and purpose. It
summons them to a person appointed to Hear it, a time and a place.
The hearer decides what's to be done between or amongst them.
But this firm policy exists:
NO CIVIL MATTER IN AN ETHICS HEARING MAY BE DECIDED BY RECOURSE
TO TECHNOLOGY.
There is no "get processed" finding in a Civil Ethics Hearing. Or
an "until processed." The decision is made there and then on its
own merits and no dependency on tech.
All Civil matters in writing an Ethics Order are headed CIVIL
HEARING.
This removes the idea the disputants are in trouble with Ethics.
They aren't. They're in trouble with each other. Say so. And what
kind of trouble and how much and who is suing who.
Write a nice informative Ethics Order. Don't leave anyone in
mystery. Mysteries cause trouble and the purpose of Ethics is PEACE
IN WHICH WE CAN GET IN TECHNOLOGY.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
414
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1965
Remimeo
All Executive HATS ALL DIVISIONS
ENTHETA LETTERS AND THE DEAD FILE, HANDLING OF
DEFINITIONS
AN ENTHETA LETTER = is a letter containing insult, discourtesy,
chop or nastiness about an org, its personnel, Scientology or the
principal figures in Scientology. En = Enturbulated; theta = Greek
for thought or life. An Entheta Letter's nastiness is aimed at the
org, its personnel, Scientology or the principal figures of
Scientology. It is different from an Ethics Report (below). It is
routed only as given in this Policy Letter.
AN ETHICS REPORT = is a report to Ethics (or by error, to the
org) concerning the misuse or abuse of technology or the misconduct
of a Scientologist. This is routed directly to the Ethics section
and becomes a subject for investigation. Such a report is not Dead
Filed (as will be explained) but may become a Dead File.
A MIXED LETTER = is a letter which is an entheta letter (couched
in nasty terms to the org or its personnel) which also contains a
report pretending to be an Ethics Report. "You awful people have an
awful auditor in the field - ." A Mixed Letter is always routed
to Dead Files as given in this Policy Letter. It is simply routed
like any Dead File letter. However no names mentioned in it are
Dead Filed only because they occur in the letter.
A PETITION = is a polite request to have something handled by the
Office of LRH or the Org. If it is not polite it is not a petition
and is not covered by the Petition Policy Letters. An impolite
"Petition" is handled as an Entheta Letter always.
IMPORTANT = It is important not to Dead File a Scientologist for
reporting a bad breach of Ethics. This should be encouraged.
However, people on our side make such reports without accusing us.
When such reports are also accusative of us they are Dead Filed.
HISTORICAL
Every movement amongst Man runs into the phenomena that when you
try to help some people - or help them - they react like mad
dogs. Trying to assist them is like trying to give a mad dog
medicine. You are liable to be bitten.
The more successful a movement is, the more violent this
phenomena becomes.
Such people are Suppressives or belong to Suppressive Groups.
Things that make people better put them in terror as to them it
means that if others around them were stronger these would devour
the person. This is highly irrational. It is a dramatization of an
engram the person is defending himself in. People when processed
grow stronger but also more rational and less destructive.
Such people number about 20% but make such a fuss they seem like
110% and thus seek to deny the decent 80% service.
This 20% can be processed and can recover only on the Power
Processes administered by a Class VII auditor working in an
environment well under Ethics control. But even so, this Policy
Letter still applies as I doubt they deserve the reward and
remember, we don't owe the human race a thing. Handling them even
under optimum conditions is rough and hard on an org. I prefer to
leave them until later. There is nothing reasonable about their
attitude from our point of view. We do our best in a very
enturbulated world.
ADMINISTRATION
Efforts to handle the 20% are time consuming.
415
They take up vast amounts of time. They are not worth it.
When they get too bad we act, using Suppressive Person
declarations and Potential Trouble Source declarations.
The fast thing to do is get them off our lines and out of the
teeth of staff members and deny them information and communication
such as mailings or letters without troubling to consume even
Ethics time on them.
If they still get into the cog wheels we act more energetically.
The fast way to handle, we call the DEAD FILE SYSTEM which is
described herein.
PLAN OF ORG
Built into our Org Pattern is the principle of fast flow. We move
slow or troublesome particles off the assembly line and into
special slots.
We let the main traffic flow untroubled by checks designed to
restrain the very few. This is quite opposite to usual wog
organization where the many are penalized to restrain the few.
We could wreck the whole pattern of our orgs by not using it
correctly. The Qualifications Division exists to handle flat ball
bearings turned out by Tech or old patterns or check sheets or
special cases. That keeps the assembly line roaring along. The flat
ball bearings are shunted to Review. The round ones keep rolling on
the assembly line to a finished product.
The bulk of the public is quite decent. They are polite and
appreciative. The bulk of our results are excellent and the 80%
majority is pleased with us. That 80% must be served.
The 20% who are mad dogs also have a place to go - the Ethics
Section. It is important not to let them into the Admin flow lines.
It is important to box them into Ethics. Otherwise they mess up the
flow badly.
In the old days when a squawk came through org personnel rushed
it to the head of the line, or to the Registrar or anywhere in the
org. This gave a weird view. The head of the org or the Registrar
or executives began to think it was all mad dog. They only had the
20%. Nobody showed them the 80%. Because the 20% required "special
action" and consumed time Registrars would soon believe the Academy
and HGC contained only mobs of dissatisfied people. Heads of orgs
would begin to believe the public was sour on them. They'd react
accordingly. They never went down to CF and really looked. So they
got a twisted idea of the state of the org, the workability of
tech. They let down. They tended to stop trying, convinced by the
minority 20% it was not working.
I recall the shock it was to one org's executives when they found
that they had thousands and thousands of highly appreciative
letters in their files, appreciating Scientology and what we did
and how we did it. That whole executive group had been handed only
the entheta letters and people - because there was no place to
put them but into executives' hands. They never got the 80% that
were sincere thank yous. They were quite stunned. Scientology had
been working well in their org for some time. The top brass hadn't
found it out.
Therefore it is illegal as can be to handle Entheta Letters or
Ethics Reports in any other way than to and by Ethics.
And Ethics personnel now and then must be shown the big wins the
org is getting. Otherwise they will begin to think that all is
sour, since they handle the sour.
The Org Pattern is made to flow fast. It can only flow fast if
its lines are in.
Hence this handling of Entheta Letters and Mixed Letters. They
must not be handled in any other way.
THE DEAD FILE
Ethics Files shall include a DEAD FILE.
This File includes all persons who write nasty or choppy letters
to an org or its personnel.
Rather than go to the trouble of issuing a Suppressive Person
order or even investigating we assign writers of choppy letters to
the DEAD FILE. When their area is enturbulated and we want to
locate a suppressive we can always consult our DEAD FILE for
possible candidates and then investigate and issue an order.
The DEAD FILE is by sections of the Area or the World, and
alphabetical in those sections.
The actual action is simply to cut comm. You can always let
entheta lines drop. Entheta means En = Enturbulated; theta =
thought or life.
About 20% of the human race is inclined to natter. About 2 1/2
percent at a guess are suppressive. Under our fast flow system of
management we can't tie ourselves up with 20% of the
correspondence. All the decent people, all the service and help
should go to the 80%. This is also financially sound. The 20% lose
us money. An insolvent org is entirely involved with the 20% and is
neglecting the 80%!
We just don't comm with the entheta line. I can show you many
instances of where we were seriously at fault to do so as later
years proved.
DEAD FILE NON-CO-OP
We used to have an HCO category known as "Non-Co-op" meaning no
co-operation from US. People who demanded 90% of our time comprised
only a small percent of our people. Such we put on a private
non-co-operate list. We just didn't do anything for them. When they
called and demanded action we'd say "uh-huh" and forget it. After a
while they'd wander off our lines and we'd be free of them.
Dead File is actually only an extension of "non-co-op".
It was we who didn't co-operate.
WHAT IT DOESN'T COVER
Dead File does not cover business firms demanding bills,
government squawks or dangerous suits or situations. It covers only
entheta public letters received on any line including SO # 1.
ROUTING
HCO personnel or the Letter Registrar or any part of the org
receiving an entheta letter routes it as follows:
1. Receiver stamps it with a big rubber stamp
"ENTHETA TO Central Files TO Address then TO ETHICS DEAD FILES"
2. Central Files receives it, draws a pencil through "To Central
Files" and looks in the files. If the person has a folder CF picks
up the folder and stamps it with a big rubber stamp
"ENTHETA TO Central Files TO Address TO ETHICS DEAD FILES"
crosses off "To Central Files" and hands the letter and folder to
Address.
If the person has no folder in CF, CF makes a mustard-coloured
dummy, puts the person's name in it and stamps the dummy
"ENTHETA
TO Central Files TO Address TO ETHICS DEAD FILES"
and also the letter.
417
If the person has a CF DEAD FILE dummy already the letter is
similarly forwarded to Address.
The dummy of course is kept in CF in the regular files. (CF has
no Dead File as such. )
3. Address, on receiving a folder marked DEAD FILE ETHICS,
crosses off "To Address" on the stamping, pulls the person's
Address plate from the regular address plate file and puts it in a
separate plate drawer marked DEAD FILE PLATES and forwards the
folder to Ethics by leaving the "To Ethics" reading on the stamp.
If Address receives a letter marked with the stamp as above it
crosses off "To Address", looks in the regular plate files to be
sure the person's name has not crept in and if so moves it to the
DEAD FILE plate drawer. If not in the regular file Address looks in
the DEAD FILE plate drawer and makes a plate or changes any address
needful in the DEAD FILE plate and sends the letter to Ethics.
4. Ethics on receiving a folder marked with the stamp simply
files it in the DEAD FILES.
If a letter so marked is received by Ethics from Address it is
filed in the person's folder in the DEAD FILE.
ETHICS ACTION
Ethics receiving a folder or a letter marked with the ENTHETA
stamp takes the following action:
Writes a surface mail post card coloured an ugly mustard yellow
to any organizations where the person's name may be part of CF,
stamped on the back as follows:
FROM: Name of Org ENTHETA TO Central Files TO Address TO ETHICS
DEAD FILE
and writes the person's name and address under it. Do NOT put two
names on one card. One Card = one name.
On receipt of such a card by an org it follows the routine
channels in the org as though it were the folder or letter.
However, if Ethics finds the person is not in its DEAD FILE and
all it has received is a card, ETHICS makes a folder and puts the
card in it. That way the DEAD FILE of an org tells one that there
is other material in another org and knows what org.
For instance, Saint Hill receiving an entheta letter from
Minnesota would, as above, with a card, advise DC, NY, LA and
Detroit and Twin Cities especially. The person is likely to write
any of these orgs.
Any org on any DEAD FILE always advises Saint Hill with a card.
ETHICS ACTION
Ethics does not even bother to read the letter or examine the
folder on receiving a DEAD FILE folder or letter.
This is after all, a fast flow system of management. With the
DEAD FILE system one just parks the name in a folder in the DEAD
FILES as inactive until there is a reason to do otherwise.
SUCH LETTERS MUST NOT BE CIRCULATED ON THE LINES OTHER
THAN AS ABOVE.
It is the business of the Ethics Officer to see that the HCO Sec.
the Ltr Reg. the Distribution Division and any other contact point
where an entheta letter may arrive is equipped with a rubber stamp:
418
ENTHETA TO Central Files TO Address TO ETHICS DEAD FILES and that
the Ethics Section has a rubber stamp reading FROM (name of org)
ENTHETA TO Central Files TO Address TO ETHICS DEAD FILES
Ethics makes sure all entheta letters (except business letters
and goof letters) are so stamped by people receiving in the org and
so routed AND NOT ANSWERED.
Ethics seeing somebody answer an entheta letter for SO #1 or
procurement or distribution or for any other reason, should order a
hearing on the person.
Any executive who is not a mail receipt point having an entheta
letter forwarded to him by a staff member must turn in a Dev-T
report on that staff member to Ethics and forward it and the report
to Ethics. Ethics then stamps it and routes it to CF, etc. with the
standard stamp (Ethics must not just file it in Dead Files). The
Dev-T report goes into the staff member's Ethics folder.
It is the full intention that:
1. All choppy, nattery, rumour-mongery letters dead end in the
DEAD FILE.
2. That no further magazines or procurement letters go to the
person.
3. That no staff personnel be enturbulated by the content of such
letters.
4. That the line be cut completely.
5. That a record remain in Ethics.
LTR REG ANSWERING
When a Letter Reg in answering some letter calls for the folder
and finds it is a
mustard coloured DEAD FILE DUMMY, the letter to be answered is
simply stamped with the above Entheta stamp no matter what it says,
and is routed with the Dummy on through as though it were an
Entheta letter regardless of what the new letter says. Short of
Releasing and Clearing these mad dogs don't change their froth.
EXPIRED MEMBERSHIPS, ETC.
Expired memberships are not dead filed. Dead file does not mean
they stopped communicating with us. It means we stopped
communicating with them.
Expired memberships go into the Qual Div Expired Membership File.
Retired Files (last year's) must never be called DEAD FILES.
DEAD FILE USEFULNESS The DEAD FILE is the best possible file for
tracing trouble in an investigation.
Only when a hot investigation comes up is it looked at by Ethics.
Then all names found in an area are cross referenced by making
copies of the letters they contain, and filing those under the new
names, and the Suppressive is located by the simple expedient of
thus finding the fattest file and an order is issued.
DEPT OF ESTIMATIONS DEAD FILE NAMES The Dept of Estimations
occasionally calls for a run off of the DEAD FILE 419
drawer from Address and when a student or pc turns up, looks over
this DEAD FILE list for the person's name. That is for every
applicant for training or processing.
If the name is found in the DEAD FILE list the person must have
an Ethics Clearance before being trained or processed. The person
found in the DEAD FILE list by the Dept of Estimations is sent
directly to Ethics and Ethics is told why.
Ethics looks up the folder and takes whatever action is
indicated, giving the person a chance to disconnect if a PTS or A
to E if a Suppressive or make himself or herself more agreeable to
the org by any proper action such as an amends project. Or Ethics
simply informs Estimation of the matter and forbids training or
processing. The last is by far the more usual course. Processing is
hard to do on a PTS or SP and the whole Academy can be turned
upside down by one.
SUPPRESSIVES AND POTENTIAL TROUBLE SOURCES
All Suppressive Persons and Groups are filed in the DEAD FILE but
with the Ethics Order. The Ethics Order is stamped with the ENTHETA
stamp as above but with the additional stamp Suppressive.
This is the usual "Entheta To Central Files To Address To ETHICS
DEAD FILES" STAMP. Remember, every Suppressive Person Ethics Order
issued by Ethics is so handled. One copy of that order is stamped
with the stamp and put on the lines to CF.
CF handles it just like it would any other letter so stamped.
Address handles it exactly as any other letter or folder but
types SP on the plate before it goes into the DEAD FILE Drawer.
Then the order and any folder goes back to Ethics as before and
Ethics even cards it to other orgs even though they got the SP
order itself.
A Potential Trouble Source order is not given the Entheta DEAD
FILE routing unless the person refuses to disconnect or handle. At
this time the person's name is put on a despatch stamped with the
Entheta stamp and is routed to CF, etc. as above. Sometimes a PTS
refusing to disconnect is declared suppressive and in such a case
it is handled as an SP above.
Therefore all SPs, PTS, and entheta letters all wind up in the
DEAD FILE.
This cuts their comm and still keeps track of them.
RELEASE AND CLEAR DECLARATIONS
When a Release Declaration or a Clear Declaration is made by the
Dept of Certificates and Awards, a copy is always sent to CF.
If it collides there with a DEAD FILE DUMMY, the Dept of Certs
and Awards declaration is pinned to it and it goes to ETHICS.
Ethics removes the person's folder from the ETHICS DEAD FILE and
routes it to Address with the Release or Clear declaration on top
and stamped "To Address, then to Central Files, Restore to good
standing".
Address takes the plate out of its DEAD FILE drawer and puts it
back in its proper position in the regular address files, removes
any SP on the plate, [marks] the order "Address Restored" and sends
it to Central Files. The dummy is halved and put in the folder and
folder (with half a dummy in it) is put back into CF.
Nothing short of Releasing or Clearing ever really cures these
people. So when an SP does A to E and is restored to training or
processing he or she is still a DEAD FILE until a Release or Clear
declaration is issued.
420
SUSPENSION
No action by DEAD FILE is taken because of a suspension or other
discipline. No Ethics Order but one for SP or an unco-operating PTS
is handed to DEAD FILE. All other types of Ethics Orders go to
different Ethics Section Files.
PETITION
A petition is never a petition if it is discourteous and contains
entheta. Don't attach a Petition Pol Ltr to it. Just stamp it
ENTHETA and send it the route as contained herein.
STUDENT NOTES
Notes from students or pcs now on course or in the HGC containing
entheta are routed to Ethics for a Court of Ethics action.
Only if they result in SP are they routed to CF, Address and DEAD
FILE. RESULTS OF DEAD FILE
Being DEAD FILED does not result in action but neither does it
debar further action.
DEAD FILE is the first place to look in cases of trouble. Further
action may then be taken such as an Ethics Order.
By using the DEAD FILE system we keep our lines cleaner.
GETTING OUT OF DEAD FILE
How does a person ever get out of the Dead File?
One could somehow discover without our help he or she was in the
Dead File (we never inform them). If so he or she could take it up
with the Ethics Officer. But the probable outcome may just be more
Dead File.
How do you resurrect the dead? Release and Clear of course. How
can they get it then if turned off by Estimations? Well, a cleared
cannibal is still only a cleared cannibal so who needs them?
I'd rather solve the problems of those who were decent to us. We
didn't put them in the shape they're in. That's their problem.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L Ron Hubbard ALL RIGHTS
RESERVED
[Added to by HCO P/Ls 25 September 1965, Entheta Letters and the
Dead File, Handling of, and 22 August 1966, Dead File: Restoration
to Good Standing, both on next page.]
421
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 SEPTEMBER 1965 Addition to HCO
Policy Letter of
Remimeo 7 June 1965
All Executive entitled
Hats
ENTHETA LETTERS
AND THE DEAD FILE, HANDLING OF
An additional action is required of address besides those listed
in the 7 June 65 Policy Letter.
Address is to use the address plate of the person to be dead
filed to make enough gummed address labels necessary for Ethics to
use in advising all possible organizations to whom such a person
would possibly communicate.
Ethics, then, uses these address stickers to stick onto an ugly
mustard yellow postcard to mail to the organizations possibly
concerned.
L. RON HUBBARD LRH:ml.cden Copyright(~) 1965 by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 AUGUST 1966
Remimeo All Executive Hats
DEAD FILE: RESTORATION TO GOOD STANDING (Addition to HCO Policy
Letter of 7 June 1965)
To avoid any possibility of letters remaining unanswered which
should be answered, Ethics, on receiving from CF a dead file dummy
with a Certs and Awards declaration pinned to it, advises all orgs
to whom such a person would possibly communicate (always including
St Hill) of the person's restoration to good standing.
Ethics gets out the person's CF folder from dead file and stamps
it "To Address, then to Central Files, Restore to Good Standing",
and adds the words "AND ADVISE" to the stamp.
Address, receiving a CF folder so marked, removes any SP on the
person's plate and uses the plate to make enough gummed labels for
use by Ethics.
Ethics then uses the gummed labels to stick on a despatch to
Ethics of other orgs to whom such a person would possibly
communicate and stamps each despatch: "To Address, then to Central
Files, Restore to Good Standing."
Address only makes gummed labels for Ethics use when the words
"AND ADVISE" are added by Ethics to the "Restore to Good Standing"
stamp. Otherwise, the notification has come from another org, and
no further notification is necessary as the other org has already
advised every possible org.
L. RON HUBBARD
LRH: lb-r.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
422
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 JUNE 1965
Remimeo
ALL TECH DIV ALL QUAL DIV ETHICS SECTION CLASS VII INTERNES
STAFF AUDITOR ADVICES
No Staff Auditor or Interne or organization auditor or any
auditor on a Staff Co-audit may seek advices on what to do from any
person except the officially appointed person doing the auditing
folders.
Seeking advice on cases verbally or in writing from the person
not doing the folders is OFF LINE except in Ethics matters when
Ethics may be consulted or Saint Hill advised.
When an auditor seeks advice off-line and accepts it, unbeknownst
to the official supervising the auditing via the folders, a random
factor is introduced into the running of cases that can be quite
fatal.
At Saint Hill, on Power Processes, such an action is a crime as
the consequences can be so catastrophic to cases run on Power
Processes.
The proper sources of instruction are tapes and HCOBs. Adding
bits to these that aren't there is the commonest auditor error.
Asking for unusual solutions from a case supervisor who is doing
the folders is a sure sign that the last directives have not been
followed; giving instructions that are unusual is useless because
they won't be complied with either.
The Dev-T situation of asking for advice off-line burdens lines
and fouls up cases. COMM CYCLE AND ETHICS
When an auditor has a fractured comm cycle very often processing
still works on the average pc.
When an auditor has a fractured comm cycle and the pc is an
Ethics type case (SP, PTS, W/hs) a mess ensues. One can always tell
if an auditor's comm cycle is poor or if the Code is being broken
because when put on an Ethics type pc, things collapse.
When a pc won't run, one can be sure that
1. The Auditor's Comm Cycle is out and
2. The pc is an Ethics type case.
When both these are present, no results can possibly occur.
When only one is present, usually the auditing works somewhat.
CASE SUPERVISOR PUZZLE
When a Case Supervisor doing folders sees a process going wrong,
he should not blame the process or his own advice if these are even
faintly educated.
423
Instead the pc is an Ethics type or the Auditor's Comm Cycle is
out.
If neither of these seem to be the case and things still go wrong
then the auditor just isn't running what he says he is or running
what he is supposed to run.
If all the above seems not to be the case, then the auditor is
seeking off-line advices and some screwball interpretation has been
added to the process.
A clever Case Supervisor marking folders, goes by the
text - case running well, continue the standard approach. Case
not running well, send to Review for analysis REGARDLESS OF ANY
AUDITING TIME LOST.
When a pc goes to Review, it is clever to send the auditor to the
Review Cramming Section to check over his Auditor's Code and Comm
Cycle with Tits.
If when auditor and pc still don't run well, send the pc to
Ethics. (Review may already have done so.)
ETHICS
If the Case Supervisor ever finds an auditor not following
instructions or seeking or taking off-line directions he must at
once send the auditor to Ethics. It is usually an Ethics Hearing
and a minor suspension.:
If a Case Supervisor doing the folders finds a false report has
been made, he must send the offender to Ethics.
WITHHOLDS
A pc is not sent to Ethics because of withholds gotten off in a
session. However, on the Invalidation button one commonly finds
suppressive persons around the pc and the auditor must send the pc
to Ethics at session end to get the matter disconnected or handled.
Sometimes one finds another person's offences than the pc's in
getting off withholds. These are reported to Ethics for
investigation.
TEXT BOOK
D of P work is completely text book. PC doing okay - get on
with it as per the process, the next process to be run, or the next
grade.
PC not doing okay - to Review to find out why.
If Review finds pc is an Ethics type, sends pc to Ethics.
It's all text book. It is so easy.
L. RON HUBBARD
LRH:mh.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
424
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
Remimeo HCO POLICY LETTER OF 1 JULY 1965
Tech Div Hats
Qual Div Hats TECH DIVISION
Ethics Hats QUAL DIVISION
Executive Hats
ETHICS CHITS
This is a VERY important policy. When it is neglected the org
will soon experience a technical dropped statistic and lose income
and personnel.
The most attacked area of an org is its Tech and Qual personnel
as these produce the effective results which make Scientology seem
deadly to Suppressives.
The Suppressive is TERRIFIED of anyone getting better or more
powerful as he is dramatizing some long gone (but to him it is
right now) combat or vengeance. He or she confuses the old enemies
with anyone about and looks on anyone who tries to help as an
insidious villain who will strengthen these "enemies".
Thus Tech and Qual personnel are peculiarly liable to covert, off
line, off policy annoyances which in time turn them into PTSs.
Their cases will Roller Coaster and they begin to go off line, off
policy and off origin (see Dev-T Pol Ltrs) themselves.
This results in a technical breakdown and an apparency of
busyness in these divisions which does not in fact produce
anything, being Dev-T.
The policy then is: NO TECH OR QUAL PERSONNEL MAY OMIT GIVING
ETHICS CHITS TO ETHICS ON ANY INCIDENT OR ACTION COVERED IN THE
DEV-T POLICY LETTERS OR WHICH INDICATES SP OR PTS ACTIVITY.
This means they may not "be decent about it" or "reasonable" and
so refrain.
This means they must know their Ethics and Dev-T Pol Ltrs.
This means they may not themselves act like Ethics Officers or
steal the Ethics hat.
It means that they must chit students who bring a body and ask
for unusual solutions; they must chit all discourteous conduct;
they must chit all Roller Coaster cases; they must chit all
Suppressive actions observed; they must chit snide comments; they
must chit alter-is and entheta; they must chit derogatory remarks;
they must chit all Dev-T. Anything in violation of Ethics or Dev-T
Pol Ltrs must be reported.
Ethics will find then that only two or three people in those
areas are causing all the upset. This fact routinely stuns Tech and
Qual personnel when it is called to their attention - that only
two or three are making their lives miserable.
Ethics, seeing tech statistics drop, must investigate all this
and WHEN ETHICS FINDS the Qual and Tech personnel have not been
handing in Ethics chits, the Ethics Officer must report them to the
HCO Exec Sec for disciplinary action.
NON ENTURBULATION ORDER
What to do with the 2 or 3 students or pcs causing trouble?
Ethics issues a Non Enturbulation Order. This states that those
named in it (the SPs and PTSs who are students or preclears) are
forbidden to enturbulate others and if one more report is received
of their enturbulating anyone, an SP order will be issued
forthwith.
This will hold them in line until tech can be gotten in on them
and takes them off the back of Tech and Qual personnel.
NOT THEORETICAL
This is not a theoretical situation or policy. It is issued
directly after seeing tech results go down, Tech and Qual cases
Roller Coaster and results drop.
Ethics found that the entire situation came about through no
chits from Tech and Qual personnel about troublesome people which
resulted in no restraint and a collapse of Divisions 4 and 5 Comm
lines and results.
When Tech and Qual personnel try to take the law into their own
hands, or ignore issuing Ethics chits, chaos results, not case
gains.
Keep Tech Results UP.
LRH:mh.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard 425
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 JULY 1965
Issue II
Remimeo
Ethics Hats
Tech Hats
Qual Hats HCO Division
Tech Div Qual Div
COMM CYCLE ADDITIVES
There are no additives permitted on the Auditing Comm Cycle.
Example: Getting the pc to state the problem after the pc has
said what the problem is.
Example: Asking a pc if that is the answer.
Example: Telling pc "it didn't react" on the meter.
Example: Querying the answer.
This is the WORST kind of auditing.
Processes run best MUZZLED. By muzzled is meant using ONLY TR 0,
1, 2, 3 and 4 by the text.
A pc's results will go to HELL on an additive comm cycle.
There are a hundred thousand tricks that could be added to the
Auditing Comm Cycle. EVERY ONE of them is a GOOF.
The ONLY time you ever ask for a repeat is when you couldn't hear
it.
Since 1950, I've known that all auditors talk too much in a
session. The maximum talk is the standard model session and the TR
0 to 4 Auditing Comm Cycle ONLY.
It is a serious matter to get a pc to "clarify his answer". It is
in fact an Ethics matter and if done habitually is a Suppressive
Act, for it will wipe out all gains.
There are mannerism additives also.
Example: Waiting for the pc to look at you before you give the
next command. (Pcs who won't look at you are ARC Broken. You don't
then twist this to mean the pc has to look at you before you give
the next command.)
Example: A lifted eyebrow at an answer.
Example: A questioning sort of ack.
The Whole Message is GOOD AUDITING OCCURS WHEN THE COMM CYCLE
ALONE IS USED
AND IS MUZZLED.
Additives on the Auditing Comm Cycle are ANY ACTION, STATEMENT,
QUESTION OR EXPRESSION GIVEN IN ADDITION TO TRs 0-4.
They are Gross Auditing Errors.
And should be regarded as such.
Auditors who add to the Auditing Comm Cycle never make Releases.
So, that's Suppressive.
Don't do it!
LRH:ml.cden L. RON HUBBARD
Copyright (I) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
426
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 JULY 1965
Sthil Tech D* Qual Div
PRECLEAR ROUTING TO ETHICS
There is no direct routing of preclears to the Ethics Officer
except through the channels of the Qualification Division and
Review.
This, therefore, cancels the direct routing to Ethics as covered
in the Class VII, Confidential, HCO Bulletin of 28 June 1965.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
427
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 AUGUST 1965
Remimeo Ethics Hats Executive Hats
SUPPRESSIVE PERSONS, MAIN CHARACTERISTICS OF
It is interesting in the detection of Suppressive Persons that
they use "policy" to prevent purpose.
In one org which went into a serious decline a Suppressive Person
was in a high position.
Every time org personnel returned from Saint Hill and proposed
that the org get going, they were told by this SP that their
proposals were "against policy".
Not one of these people, hearing this, ever alerted to a glaring
fact. The SP in this case was renowned for never being able to pass
a bulletin, tape or policy letter!
So how would that person have known WHAT was against policy for
that person NEVER was known to pass a hat check!
So that person's statement that, "It's against policy" was
obviously false since the person was incapable of passing hat
checks or bulletins and wouldn't ever have known what any policy
was for or against anything.
Thus we see one of the characteristics of an SP is:
1. THE NEGATION OF POLICY WITHOUT KNOWING IT AND THE USE OF
"POLICY" TO PREVENT SUCCESS IN SCIENTOLOGY IS THE PRIMARY
TOOL OF THE SP AGAINST ORGS.
Dissemination is a prime target of the SP.
Magazines ordinarily have half a dozen SPs on their lines. These
people write in and complain about ads. If you don't watch it these
half dozen become "everybody"
and the mag is beaten down into not advertising.
"Soft sell" is another recommendation of the SP.
And "build it quietly" and "get only decent people" are all part
of this.
When somebody is demanding less reach, that person is an SP.
Therefore we have another characteristic:
2. SPs RECOMMEND INEFFECTIVE DISSEMINATION AND FIND FAULT WITH
ANY BEING DONE.
A Suppressive will try to sell off the property or buildings of
an org and in one case tried to give them away when temporarily in
charge.
3. A SUPPRESSIVE WILL TRY TO GET RID OF AN ORG.
Good staff members are a prime target for SPs. In one org where
an SP got a foothold 60% of the staff was gotten rid of and the org
almost crashed.
They do it by making people too dissatisfied to produce and so
make it impossible for the org to earn.
428
4. AN SP WILL SEEK TO UPSET AND GET RID OF THE BEST STAFF
MEMBERS.
Bad news, particularly if false, is the only comm line of the SP.
The executive who is getting bad news as a steady diet on his
lines has SPs about.
5. ENTHETA IS THE SOLE STOCK IN TRADE OF THE SP.
The triumph an SP feels in not getting rid of things the auditor
has tried to ease is quite malevolent.
6. AN SP IS SATISFIED WITH AUDITING ONLY WHEN HE GETS WORSE.
7. SPs are happy when their pcs get worse and sad when their pcs
get better.
8. AN SP IN AN EXAMINER POST WILL ONLY DECLARE RELEASED THE BAD
RESULT CASES AND WILL NOT PASS ACTUAL RELEASES BUT WILL ARC BREAK
THEM.
9. Covert invalidation is the level of an SP's social
intercourse.
An SP can only restimulate another, he has no power of his own.
10. An SP deals only in restimulation, never easing or erasing.
11. The persons around an SP get so restimulated they can't
detect the real SP.
The whole rationale of the SP is built on the belief that if
anyone got better, the SP would be for it as the others could
overcome him then.
He is fighting a battle he once fought and never stopped
fighting. He is in an incident. Present time people are mistaken by
him for past, long gone enemies.
Therefore he never really knows what he is fighting in present
time, so just fights.
12. The SP is sure everyone is against him personally and if
others became more powerful they would dispose of him.
The SP usually commits continuing averts. These are hidden.
I have had two or three SPs blow up and shout or snarl at me.
When I investigated I found, in these cases, they were committing
daily crimes of some magnitude.
13. An SP commits hidden overts continuously.
14. Back of a crime you will find SP characteristics.
15. Because an SP uses generalities in his speech, "everybody",
"they", etc. the SP is hard to detect.
SPs have an experiential track that is poor. SPs know how to
needle and commit overts and hold others back.
When released, the SP has so little decent background experience
that he or she has a very hard time.
16. Releasing an SP does not make a worthwhile person. It only
makes a person who can now learn to get along in life.
429
"A cleared cannibal is a cleared cannibal."
SPs don't get case gains. Sometimes they pretend them. They are
held back by their continuing averts. If we were found by them to
be decent, their past conduct would swell up and engulf them.
They are in a continued PTP of their fight with Mankind. And they
follow the rule that pcs with PTPs get no case gains.
Real SPs comprise about 2 1/2 per cent of the population. By
restimulating others they make another 17 1/2 per cent into
Potential Trouble Sources. Therefore about 20% of the population is
Ethics type.
We must not allow this 20% to prevent the 80% from crossing the
bridge.
We are no enemy of the SP. But he can't have friends, can he?
So we handle the SP and his PTSs and carry on with our job.
L. RON HUBBARD
LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 AUGUST 1965 Issue II
Gen Non-Remimeo
COLLECTION FROM SPs AND PTSs
On any Declared Suppressive Person an additional condition for
return to status (Steps A to E of HCO Pol Ltr 1 March 1965) is Step
B(1) which is the requirement that the SP pay off all debts owed to
Scientology organizations.
Any Potential Trouble Source owing money to any Scientology
organization is handled the same as any other Scientologist.
Failure to discharge a financial obligation becomes a civil Ethics
matter after normal, within-org avenues of collection have been
exhausted.
Any PTS who fails to either handle or disconnect from the SP who
is making him or her a PTS is, by failing to do so, guilty of a
Suppressive Act.
Civil Court action against SPs to effect collection of monies
owed may be resorted to, as they are Fair Game.
L. RON HUBBARD
LRH :ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game,
page 489.]
430
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 AUGUST 1965
Remimeo BPI Auditor 10
GENERAL AMNESTY
As there is enough misery in the world without contributing to
it, and as the sole purpose of Ethics is to get in technology:
To celebrate the fantastic gains following the discovery that
almost all persons earlier audited had attained a State of First
Stage Release and had then been run beyond it, and the wide success
of rehabilitation of the state:
A GENERAL AMNESTY is declared herewith, effective this date.
1. All Ethics Orders and findings of Committees of Evidence prior
to August 20, AD 15, are cancelled;
2. All Ethics Reports are cancelled;
3. Any person labelled suppressive or dead filed or whose
certificates have been suspended or cancelled is restored to full
status providing only that they have, without charge, a check out
for Former Release;
4. All overt or criminal or defiant acts before this date are
forgiven fully and freely.
By my hand and seal this 20th day of August AD15.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
431
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 AUGUST 1965
Gen Non Remimeo ETHICS E-METER CHECK
In a State of Emergency, the Ethics Officer may at any time call
in any staff member and do an Ethics E-Meter check. This consists
of setting the meter up, sensitivity 16, and handing the cans to
the staff member taking the check. No question is asked of the
staff member, and the staff member is not informed of readings. The
Ethics Officer records the position of the tone arm and the
condition of the needle and that is all. The entire check takes no
more than 5-15 seconds. The staff member's pc folder is at hand
during the check. As soon as the check is over, and before calling
another staff member in for a check (if more than one staff member
is being checked, as would be likely), the Ethics Officer examines
the auditor's reports for the past few sessions to see if there
have been no gains (or less than 10 Divs TA action per 21/z hour
session average) or roller-coaster gains.
Then the Ethics Officer takes action as follows:
If staff member has had gains and kept them, and TA is neither
very low (below 2.0) or very high (above 5.0) and needle is not
RS'ing or very tight, inform staff member he or she is passed on
the meter check.
If staff member has had roller-coaster case gains, order
suspended from staff and to report to Ethics. Ethics action is as
per PTS. When handled, return to staff.
If staff member has had no case gains (or inadequate TA as
above), order suspended from staff and to report to Ethics. Ethics
investigates staff member as possible SP and handles accordingly.
RS'ing or very tight needle, suspend from staff and order to
Ethics. Investigate for PTS or SP, and handle accordingly.
Very low or very high TA: order removed from any executive post
and transferred to minor duties or even off all duties (not off
payroll). If a Secretary, cable Exec Director with recommendations
and results of Meter Check. Do not handle otherwise.
Checks should be given to staff who continue to accumulate
reports in an Emergency. The Ethics Officer has the right to
examine any or all staff, if the Emergency appears to be continuing
and application of Emergency Formula has so far failed to get org
out of Emergency.
HCO Exec Sec may request a meter check on the Ethics Officer in
an Emergency.
The Office of LRH (local or WW) may be petitioned for a re-check,
the re-check being given by any properly qualified auditor, in the
presence of the Ethics Officer (HCO Exec Sec if it is the Ethics
Officer being checked).
As soon as the Emergency is over, all staff (except SPs found or
undisconnected PTSs) are returned to original post held, entering
the org again through Ethics, subject to okay of the appropriate
Exec Sec (Exec Dir in the case of a Secretary). All persons handled
this way (except PTSs who have disconnected and SPs who are no
longer on staff anyway) are warned that they should take action
swiftly (if they have not already done so) to improve their case
shape.
The above also applies to Division, Department, Section or Unit
Emergencies. Also, the Office of LRH (local or WW) may order an
Ethics E-Meter check, normally at the request of the Ethics
Officer, any time.
An Ethics E-Meter check should be given any new staff applicants.
Tech Note: High TA = 5.0 or above
Low TA = 1.9 or below
DN = Withholds
RS = Crimes
No Case Gain = Suppressive
Roller Coaster = PTS
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard [Revised by HCO P/L 22 December 1970,
Ethics
ALL RIGHTS RESERVED E-Meter Check, in the 1970 Year Book.]
432
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 SEPTEMBER AD15 Issue VII
Remimeo All Hats
Div 1 ETHICS ETHICS PROTECTION
Ethics actions must parallel the purposes of Scientology and its
organizations.
Ethics exists primarily to get technology in. Tech can't work
unless Ethics is already in. When tech goes out Ethics can (and is
expected to) get it in. For the purpose of Scientology amongst
others, is to apply Scientology. Therefore when tech is in, Ethics
actions tend to be dropped. Ethics continues its actions until tech
is in and as soon as it is, backs off and only acts if tech goes
out again.
The purpose of the org is to get the show on the road and keep it
going. This means production. Every division is a production unit.
It makes or does something that can have a statistic to see if it
goes up or down. Example: a typist gets out 500 letters in one
week. That's a statistic. If the next week the same typist gets out
600 letters that's an UP statistic. If the typist gets out 300
letters that's a DOWN statistic. Every post in an org can have a
statistic. So does every portion of the org. The purpose is to keep
production (statistics) up. This is the only thing that gives a
good income for the staff member personally. When statistics go
down or when things are so organized you can't get one for a post,
the staff members' pay goes down as the org goes down in its
overall production. The production of an organization is only the
total of its individual staff members. When these have down
statistics so does the org.
Ethics actions are often used to handle down individual
statistics. A person who is not doing his job becomes an Ethics
target.
Conversely, if a person is doing his job (and his statistic will
show that) Ethics is considered to be in and the person is
protected by Ethics.
As an example of the proper application of Ethics to the
production of an org, let us say the Letter Registrar has a high
statistic (gets out lots of effective mail). Somebody reports the
Letter Registrar for rudeness, somebody else reports the Letter
Registrar for irregular conduct with a student. Somebody else
reports the Letter Registrar for leaving all the lights on. Proper
Ethics Officer action = look up the general statistics of the
Letter Registrar, and seeing that they average quite high, file the
complaints with a yawn.
As the second example of Ethics application to the production of
an org, let us say that a Course Supervisor has a low statistic
(very few students moved out of his course, course number growing,
hardly anyone graduating, a bad Academy statistic). Somebody
reports this Course Supervisor for being late for work, somebody
else reports him for no weekly Adcomm report and bang! Ethics looks
up the person, calls for an Ethics Hearing with trimmings.
We are not in the business of being good boys and girls. We're in
the business of going free and getting the org production roaring.
Nothing else is of any interest then to Ethics but (a) getting tech
in, getting it run and getting it run right and (b) getting
production up and the org roaring along.
Therefore if a staff member is getting production up by having
his own statistic
433
excellent, Ethics sure isn't interested. But if a staff member
isn't producing, shown by his bad statistic for his post, Ethics is
fascinated with his smallest misdemeanor.
In short a staff member can get away with murder so long as his
statistic is up and can't sneeze without a chop if it's down.
To do otherwise is to permit some suppressive person to simply
Ethics chit every producer in the org out of existence.
When people do start reporting a staff member with a high
statistic, what you investigate is the person who turned in the
report.
In an ancient army a particularly brave deed was recognized by an
award of the title of Kha-Khan. It was not a rank. The person
remained what he was, BUT he was entitled to be forgiven the death
penalty ten times in case in the future he did anything wrong. That
was a Kha-Khan.
That's what producing, high statistic staff members
are - Kha-Khans. They can get away with murder without a blink
from Ethics.
The average fair to poor statistic staff member of course gets
just routine ethics with hearings or courts for too many misdeeds.
The low statistic fellow gets a court if he sneezes.
Ethics must use all org discipline only in view of the production
statistic of the staff member involved.
And Ethics must recognize a Kha-Khan when it sees one - and
tear up the bad report chits on the person with a yawn.
To the staff member this means - if you do your job you are
protected by Ethics. And if you aren't so protected and your
statistic is high, cable me.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
434
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 14 OCTOBER 1965
All Staff I M P (c) R T A N T
Ethics Hat
Tech Hats
Qual Hats
Income Hats POTENTIAL TROUBLE SOURCE ROUTING
The Ethics Officer, when receiving a person who has roller
coastered (case improved then dropped), must route that person to
Review. Review only must locate the correct Suppressive Person,
repeat the correct SP, the right SP.
Review then states:
1. Who the SP is (or who they are if more than one);
2. That good indicators came in and stayed in visibly when the SP
(or SPs) was
found.
Review then sends the person to Ethics.
Ethics must require the person as per policy to handle or
disconnect.
If the person will not handle or disconnect, the person is sent
again to Review as the right SP has NOT been found.
Further UNTIL THE PERSON HAS PAID IN CASH FOR THE REVIEW SEARCH
AND DISCOVERY Ethics may not declare the person no longer PTS. (The
reason for this is that the person will not pay if the wrong
suppressive is found.) HGC Auditors, similarly must send a PTS to
Review not Ethics.
Supervisors must send any student PTS only to Review.
Review always sends to Ethics but ONLY when the right SP has been
found and indicated.
REVIEW AUDITOR
The Review Auditor uses "Search and Discovery" as will be covered
in an HCO B. If this is not to hand, simply find the right SP,
indicate it to the person and watch the good indicators come in.
PTSs may not be handled in ANY other way.
The routing is not from Ethics to the Chaplain. Ethics does not
route to the Chaplain.
L. RON HUBBARD
LRH: ml.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
435
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 OCTOBER 1965
Gen Non-Remimeo
Executive Division HCO Division ETHICS AUTHORITY SECTION OFFICE
OF LRH
The actual authority on which Ethics operates, no matter who
signs the order, is LRH. No matter what action is undertaken, any
and all errors rebound heavily on the Office of LRH. Therefore
there must exist a route of correction of Ethics actions where
needful.
In addition, there are several Ethics functions purely belonging
to the Office of LRH. These are:
1. The actual declaration of Suppressive Persons or groups, no
matter who signs the order. Cancellation of certificates may not be
done by any other than LRH as that is the issuing authority for all
certificates.
2. Comm Ev findings cannot be put into effect where they require
cancellations without an LRH okay of findings. In general Comm Ev
findings are usually okayed in practice by the Office of LRH.
3. Petitions which concern Ethics are handled by the Office of
LRH, usually by routing to Ethics for data and the Office of LRH
acting on that data or any other known data or policy.
4. The form and presentation of Ethics Orders are the concern of
the Office of LRH and when the form, wording or presentation is
incorrect the Office of LRH acts to remedy.
5. New Ethics policies or procedures are the concern of the
Office of LRH when required.
6. Amnesties and their points of interpretation are handled by
the Office of LRH.
7. Investigations concerning Ethics itself.
8. Although entirely under the HCO Area Secretary and in Div 1,
Dept 3, Ethics Officers are looked on by me as my Ethics Officers
and none may be appointed without my okay with a review of their
record by myself.
Therefore, for these eight reasons only, the Office of LRH has a
responsibility for Ethics. There is therefore an ETHICS AUTHORITY
SECTION in the Office of LRH that cares for the above 8 actions
only, not for general ethics actions.
No other post in Dept 21 may assume the authority of the Ethics
Authority Officer unless it is specifically designated as a hat.
Routing on the above eight matters is self evident.
Anyone holding the hat of Ethics Authority Officer, Office of LRH
must be checked out on all Ethics Policy Letters.
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
436
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 NOVEMBER 1965
Remimeo All Staff
REPORTING OF THEFT AND ACTION TO BE TAKEN
When a theft occurs in the Organisation, a routine set of actions
should occur. These actions are as follows:
1. The person discovering the theft goes immediately to the
Ethics Officer and makes a full verbal report of the
article/articles stolen, when they were last there - who was
responsible for their safety - and any further data that he has
on it.
2. The Ethics Officer writes down all details of the theft and
the articles stolen.
In the cases where large objects such as a machine, car, or the
building has been broken into and something taken, he calls the
Police immediately giving full details of the theft.
3. The Ethics Officer then makes a Xerox copy of the details of
the theft and takes it to the Insurance Of ricer, Dept of Records,
Assets and Materiel, Org Division.
4. The Insurance Officer takes the Report and immediately
notifies the Insurance Company with which the article was insured.
These actions should be done speedily as in some cases unless a
theft is reported immediately to the Police and the Insurance
Company, the Insurance is not collectable.
It is the responsibility of the Insurance Officer to see that all
articles of value are insured.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
437
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 DECEMBER 1965
Remimeo
ETHICS CHITS
When anyone receives an Ethics Chit which the recipient feels is
incorrect, the answer is not to issue another chit naming the
person that issued the first chit. Such action merely sets up a
vicious circle of Ethics Chits going between two persons.
The purpose of Ethics is to get Technology and policy in and get
the org going, not to start clanging matches. Therefore if anyone
receives an Ethics Chit, he or she should first take a good look at
his or her actions and see what needs to be done in order to avoid
a repetition of the offence.
If, however, after careful consideration they consider the chit
really unjustified, they should politely despatch the Ethics
Officer, stating briefly their reasons, supported where possible
with data and ask for the chit to be withdrawn.
If, in light of the data received, Ethics is satisfied that the
chit was incorrectly issued, he/she can return the chit and
explanation to the originator asking for the chit to be withdrawn.
If the originator decides now to withdraw the chit after seeing the
explanation he returns it to Ethics requesting cancellation and
Ethics removes the chit from the file.
If the originator is dissatisfied with the explanation the chit
should not be withdrawn. The originator sends the despatch and chit
back to the Ethics Officer with 'To Ethics - File' written on
it. Ethics infos the receiver and files. In this case, the receiver
can if he wishes appeal by despatch to the Ethics Officer and ask
for a hearing. Thereupon, the Ethics Officer calls both the
originator and the receiver (unless the originator is a Secretary
or above) to his office and, taking only the facts set out in the
receiver's despatch to Ethics, makes a quick investigation.
The Ethics Officer then makes one of the following adjudications:
1. Have the Ethics Chit destroyed.
2. Have the Ethics Chit destroyed and if he finds that the Chit
was carelessly or incorrectly issued (bearing in mind what
information was available to the originator at the time of issue),
indicate the incorrectness to the originator and order any
necessary checkouts on the relevant Policy Letter/s violated to
correct the originator into future on-policy handling.
3. If he discovers the Chit to have been a willful and knowing
false report, convene an Ethics Hearing on the originator (not for
the fact of filing, only for the willful and knowing false report);
or if the originator is a Director or above, request an Executive
Ethics Hearing be convened by the Office of LRH via the HCO Area
Secretary.
4. Order the Ethics Chit to remain on the file.
5. Take up all the receiver's Ethics Chits and hold the hearing
accordingly.
If the originator is a Secretary or above the Ethics Officer and
the receiver visit the Secretary in his Office for the hearing on
appointment. But a Secretary or above need not grant the
appointment at all if so inclined. In such a case the hearing is
held without the originator in the Ethics Office.
No person may be penalized for issuing an Ethics Chit.
This policy letter is retroactive from this date. In other words
old chits may be
protested as above.
LRH: emp.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The original issue of this Policy Letter contained errors
in the fifth paragraph which have been corrected in this edition.
Also, point 2 above, which was incomplete in the original mimeo,
has been corrected and completed, and a new item as point 3 has
been included. The corrections and additions are shown in italics.]
438
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 DECEMBER 1965
Gen Non-Remimeo
PTS AUDITING AND ROUTING
A PTS CANNOT BE AUDITED OR TRAINED UNTIL THE PTS SITUATION IS
HANDLED.
The handling of PTS cases will remain with Ethics. Ethics may do
a casual location of SPs or may order a Stabilization Intensive in
the HGC. (See below.)
SEARCH AND DISCOVERY
In cases where a handle or disconnect does not resolve the PTS
situation, or in auditing a preclear to maintain stability of
Release Levels, the action follows Search and Discovery technology.
This will be called a Stabilization Intensive and may be ordered
by Ethics in severe cases or may be sold by the Registrar. This
intensive may be sold only as a five hour package, continued in 5
hour minimum amounts, delivered by the HGC as a special action and
sold for $100.00 or its Sterling equivalent. It will be done in the
HGC, and may not be done as part of Power Processing.
A Stabilization Intensive may not be concluded, whether bought
casually to assist reaching more Release Grades faster or ordered
by Ethics without the Ethics Officer passing upon the Suppressive
Person or Group located as being correct.
If Ethics declares the Suppressive Person or Group is incorrect,
the preclear must be sent to Review, not back to the HGC, and a
more basic (earlier) Suppressive or Group found, with Ethics
passing on the final result.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
439
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1966
Remimeo
Guardian Hat
Exec Secs Hat REWARDS AND PENALTIES
HCO Area Sec Hat
Dir I & R Hat HOW TO HANDLE PERSONNEL AND
LRH Comm Hat ETHICS MATTERS
The whole decay of Western government is explained in this
seemingly obvious law:
WHEN YOU REWARD DOWN STATISTICS AND PENALIZE UP STATISTICS YOU
GET DOWN STATISTICS.
If you reward non-production you get non-production.
When you penalize production you get non-production.
The Welfare State can be defined as that state which rewards
non-production at the expense of production. Let us not then be
surprised that we all turn up at last slaves in a starved society.
Russia cannot even feed herself but depends on conquest to eke
out an existence - and don't think they don't strip the
conquered! They have to.
Oddly enough one of the best ways to detect a Suppressive Person
is that he or she stamps on up statistics and condones or rewards
down statistics. It makes an SP very happy for everyone to starve
to death, for the good worker to be shattered and the bad worker
patted on the back.
Draw your own conclusions as to whether or not Western
Governments (or Welfare States) became at last Suppressives. For
they used the law used by suppressives: If you reward
non-production you get non-production.
Although all this is very obvious to us, it seems to have been
unknown, overlooked or ignored by 20th Century governments.
In the conduct of our own affairs in all matters of rewards and
penalties we pay sharp heed to the basic laws as above and use this
policy:
We award production and up statistics and penalize non-production
and down statistics. Always.
Also we do it all by statistics - not rumour or personality or
who knows who. And we make sure every one has a statistic of some
sort. We promote by statistic only. We penalize down statistics
only.
The whole of Government as government was only a small bit of a
real organization - it was an Ethics function Plus a Tax
function Plus a Disbursement function. This is about 3/100ths of an
organization. A 20th Century government was just these 3 functions
gone mad. Yet they made the whole population wear the hat of
government.
We must learn and profit from what they did wrong. And what they
mainly did wrong was reward the down statistic and penalize the up
statistic.
The hardworker-earner was heavily taxed and the money was used to
support the indigent. This was not humanitarian. It was only given
"humanitarian" reasons.
440
The robbed person was investigated exclusively, rarely the
robber.
The head of government who got into the most debt became a hero.
War rulers were deified and peacetime rulers forgotten no matter
how many wars they prevented.
Thus went Ancient Greece, Rome, France, the British Empire and
the US. This was the decline and fall of every great civilization
on this planet: they eventually rewarded the down statistic and
penalized the up statistic. That's all that caused their decline.
They came at last into the hands of Suppressives and had no
technology to detect them or escape their inevitable disasters.
Thus, when you think of "processing Joe to make a good D of P out
of him and get him over his mistakes" forget it. That rewards a
down statistic. Instead, find an auditor with an up statistic,
reward it with processing and make him the D of P.
Never promote a down statistic or demote an up statistic.
Never even hold a hearing on someone with an up statistic. Never
accept an Ethics chit on one - just stamp it "Sorry, Up
Statistic" and send it back.
But someone with a steadily down statistic, investigate. Accept
and convert any Ethics chit to a hearing. Look for an early
replacement.
Gruesomely, in my experience I have only seldom raised a
chronically down statistic with orders or persuasion or new plans.
I have only raised them with changes of personnel.
So don't even consider someone with a steadily down statistic as
part of the team. Investigate, yes. Try, yes. But if it stays down,
don't fool about. The person is drawing pay and position and
privilege for not doing his job and that's too much reward even
there.
Don't get reasonable about down statistics. They are down because
they are down. If someone was on the post they would be up. And act
on that basis.
Any duress levelled by Ethics should be reserved for down
statistics.
Even Section 5 investigates social areas of down statistic.
Psychiatry's cures are zero. The negative statistic of more insane
is all that is "up". So investigate and hang.
If we reverse the conduct of declining governments and businesses
we will of course grow. And that makes for coffee and cakes,
promotion, higher pay, better working quarters and tools for all
those who earned them. And who else should have them?
If you do it any other way, everyone starves. We are peculiar in
believing there is a virtue in prosperity.
You cannot give more to the indigent than the society produces.
When the society, by penalizing production, at last produces very
little and yet has to feed very many, revolutions, confusion,
political unrest and Dark Ages ensue.
In a very prosperous society where production is amply rewarded,
there is always more left over than is needed. I well recall in
prosperous farm communities that charity was ample and people
didn't die in the ditch. That only happens where production is
already low and commodity or commerce already scarce (scarcity of
commercial means of distribution is also a factor in depressions).
The cause of the great depression of the 1920s and 1930s in the
US and England has never been pointed out by Welfare "statesmen".
The cause was Income Tax and
441
government interference with companies and, all during the 1800s,
a gradual rise of nationalism and size of governments and their
budgets, and no commercial development to distribute goods to the
common people, catering to royal governments or only a leisure
class still being the focus of production.
Income tax so penalized management, making it unrewarded, and
company law so hampered financing that it ceased to be really
worthwhile to run companies and management quit. In Russia
management went into politics in desperation. Kings were always
decreeing the commoner couldn't have this or that (it put the
commoner's statistic up!) and not until 1930 did anyone really
begin to sell to the people with heavy advertising. It was Madison
Avenue, radio, TV and Bing Crosby not the Gre-e-eat Roosevelt who
got the US out of the depression. England, not permitting wide
radio coverage, never has come out of it and her empire is dust.
England still too firmly held the "aristocratic" tradition that the
commoner mustn't possess to truly use her population as a market.
But the reason they let it go this way and the reason the great
depression occurred and the reason for the decline of the West is
this one simple truth:
If you reward non-production you get it.
It is not humanitarian to let a whole population go to pieces
just because a few refuse to work. And some people just won't. And
when work no longer has reward none will.
It is far more humane to have enough so everyone can eat.
So specialize in production and everybody wins. Reward it.
There is nothing really wrong with socialism helping the needy.
Sometimes it is vital. But the reasons for that are more or less
over. It is a temporary solution, easily overdone and like
Communism is simply old-fashioned today. If carried to extremes
like drinking coffee or absinthe or even eating it becomes quite
uncomfortable and oppressive. And today Socialism and Communism
have been carried far too far and now only oppress up statistics
and reward down ones.
By the way the natural law in this Pol Ltr is the reason
Scientology goes poorly when credit is extended by orgs and when
auditors won't charge properly. With credit and no charge we are
rewarding down statistics with attention and betterment as much as
we reward up statistics in the society. A preclear who can work and
produces as a member of society deserves of course priority. He
naturally is the one who can pay. When we give the one who can't
pay just as much attention we are rewarding a down social statistic
with Scientology and of course we don't expand because we don't
expand the ability of the able. In proof, the most expensive thing
you can do is process the insane and these have the lowest
statistic in the society.
The more you help those in the society with low statistics the
more tangled affairs will get. The orgs require fantastic attention
to keep them there at all when we reward low society statistics
with training and processing. The worker pays his way. He has a
high statistic. So give him the best in training and
processing - not competition with people who don't work and
don't have any money.
Always give the best service to the person in society who does
his job. By not extending credit you tend to guarantee the best
service to those with the best statistics and so everyone wins
again. None is owed processing or training. We are not an Earthwide
amends project.
No good worker owes his work. That's slavery.
We don't owe because we do better. One would owe only if one did
worse.
442
Not everyone realizes how Socialism penalizes an up statistic.
Take health taxes. If an average man adds up what he pays the
government he will find his visits to medicos are very expensive.
The one who benefits is only the chronically ill, whose way is paid
by the healthy. So the chronically ill (down statistic) are
rewarded with care paid for by penalties on the healthy (up
statistic).
In income tax, the more a worker makes the more hours of his work
week are taxed away from him. Eventually he is no longer working
for his reward. He is working for no pay. If he got up to �50 a
week the proportion of his pay (penalty) might go as high as half.
Therefore people tend to refuse higher pay (up statistics) as it
has a penalty that is too great. On the other hand a totally
indigent non-working person is paid well just to loaf. The up
statistic person cannot hire any small services to help his own
prosperity as he is already paying it via the government to
somebody who doesn't work.
Socialisms pay people not to grow crops no matter how many are
starving. Get it?
So the law holds.
Charity is charity. It benefits the donor, giving him a sense of
superiority and status. It is a liability to the receiver but he
accepts it as he must and vows (if he has any pride) to cease being
poor and get to work.
Charity cannot be enforced by law and arrest for then it is
extortion and not charity.
And get no idea that I beat any drum for capitalism. That too is
old-old-old hat.
Capitalism is the economics of living by non-production. It by
exact definition is the economics of living off interest from
loans. Which is an extreme of rewarding non-production.
Imperialism and Colonialism are also bad as they exist by
enslaving the population of less strong countries like Russia does,
and that too is getting a reward for non-production like they did
in Victorian England from all the colonies.
Parasitism is Parasitism. Whether high or low it is unlovely.
All these isms are almost equally nutty and their inheritors, if
not their originators, were all of a stamp - suppressive.
All I beat the drum for is that the working worker deserves a
break and the working manager deserves his pay and the successful
company deserves the fruits of its success.
Only when success is bought by enslavement or rewards are given
to bums or thieves will you find me objecting.
This is a new look. It is an honest look.
Reward the up statistic and damn the down and we'll all make out.
L. RON HUBBARD
LRH :ml.rd Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
443
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MARCH 1966
Remimeo
Exec Secs' Hats Exec - HCO - Tech - Qual
ES Comm Qual Hat Ethics
HCO Sec Hat
Dir I & R Hat
Ethics Hat URGENT
Tech & Qual Hats
LRH Comm Hat
HIGH CRIME
Effective I June 1966
In any instance of a heavily falling statistic in Tech or Qual or
a chronically low statistic in Tech or Qual in an org or in any org
which has chronically low statistics in all divisions:
The Ethics Officer must look for this policy violation which is
the highest crime in Tech and Qual:
TOLERATING THE ABSENCE OF, OR NOT INSISTING UPON STAR-RATED
CHECK OUTS ON ALL PROCESSES AND THEIR IMMEDIATE TECHNOLOGY AND ON
RELEVANT POLICY LETTERS ON HGC INTERNES OR STAFF AUDITORS IN THE
TECH DIV OR STAFF AUDITORS OR INTERNES IN THE QUAL DIV FOR THE
LEVELS AND ACTIONS THEY WILL USE BEFORE PERMITTING THEM TO AUDIT
ORG PCS AND ON SUPERVISORS IN TECH AND QUAL WHO INSTRUCT OR EXAMINE
OR FAILING TO INSIST UPON THIS POLICY OR PREVENTING THIS POLICY
FROM GOING INTO EFFECT OR
MINIMIZING THE CHECK OUTS OR LISTS.
If an Ethics Officer or any person in HCO Dept 3 discovers this
high crime to exist he must report it at once to the HCO Area
Secretary.
The HCO Area Secretary must at once order a thorough
investigation into any and all persons who might have instigated
this high crime and report the matter to the HCO Exec Sec.
The HCO Exec Sec must then convene a Committee of Evidence with
the persons accused as interested parties and must locate amongst
them the suppressive or suppressives by the "reasonableness" of
their defence, state of case and other signs.
The Committee of Evidence must declare the located S.P.
suppressive by HCO Ethics Order and dismiss.
If any Ethics Officer, Director of I & R or HCO Area Secretary
fails to obtain co-operation by superiors in carrying out this
Policy Letter quickly then he or she must inform the LRH
Communicator.
The LRH Communicator must then cable full particulars to
Worldwide.
The Worldwide AdCouncil must then carry out this policy letter
expeditiously and at any cost.
If the HCO personnel making this discovery cannot obtain action
in any other way he or she must go outside the org and cable LRH
Comm WW and his actions and costs in so cabling will be reimbursed
on claim to WW and his post will be fully protected.
444
If the AdCouncil WW suspects this policy not to be in full force
in any org despite assurances an HCO WW personnel must be sent to
that org to investigate and may be deputized to remove either or
both Exec Secs of that org by Comm Ev on the spot or at WW.
It has been discovered that failure to check out, Star Rated, the
Tech and Qual HCO Bs applying to levels being audited or taught or
examined and their processes and the data used in Review and
relevant policy on those using the material in orgs results in a
crashed Division 4 completion statistic, crashed income and low
statistics throughout and a failing org and was the reason through
1965 for struggling orgs - the public would not pay more for
service than it was worth to them and with this policy out, the
service was not worth very much.
It has been found that a suppressive person will discourage this
check out policy as one of his first actions.
This policy applies whether an auditor has been trained or not
with star-rated check outs. Staff and Review auditor and Supervisor
are special technical status grades and one cannot consider this
double training.
"Star-Rated" means = 100 percent letter perfect in knowing and
understanding, demonstrating and being able to repeat back the
material with no comm lag.
Org Exec Sec Communicator for Qual WW is the final authority for
any check sheets on this matter and is responsible for preparing
and standardizing them from time to time. But the lack of a check
sheet from ES Comm Qual WW does not set aside any provision or
penalty of this policy letter.
This policy letter is issued in the complete knowledge that the
absence of this policy in full effect is the primary reason for
orgs not growing and is based on actual experience.
The only higher crime I could think of would be to pretend to
have an org but have no technical personnel on staff in Tech or
Qual. That is suppressive also and will crash an org. Handle it
similarly to the above.
L. RON HUBBARD
LRH: ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Added to by HCO P/L 21 November 1971, Scientology Courses
Examination Policy, Volume 5 - page 139, which made it firm
policy that anyone examining a student for certification on any
Scientology Course, including Admin, must have first star-rated
related Policies, HCO Bs or other issues before writing or grading
exams. ]
[Note: In the original issue of this Policy Letter the words "THE
ABSENCE OF" in the first line of the 3rd paragraph were omitted.
However, in a poster issued by Flag in 1971 quoting this
capitalized paragraph of the "High Crime" P/L, these words were
included, and accordingly have been added in this
printing. - Ed. ]
445
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 APRIL 1966
Gen Non-Remimeo St Hill Clearing Course Students
ETHICS: CLEARING COURSE
Whenever a Clearing Course Student is found guilty by Ethics of
serious noncompliance of Clearing Course instructions, blowing from
Course, misuse of Clearing Course material, communicating about the
Clearing Course to anyone (which includes Clearing Course students)
other than the Clearing Course Supervisor or a Review auditor
properly assigned to the case or of any action resulting in action
having to be taken by Ethics, an Ethics investigation is to be
ordered immediately by the HCO Exec Sec. St Hill to find who was
responsible for allowing such a security risk on to the Clearing
Course and make recommendations.
The Clearing Course Supervisor may demand of the HCO Exec Sec
that a Committee of Evidence be called if he/she is of the opinion
that the security of the Clearing Course is threatened and no
action is being taken.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Revised to include Advanced Courses by HCO P/L 12 August 1971,
Issue V, corrected & reissued 24 October 1971, Ethics: Advanced
Courses, in the 1971 Year Book.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 AUGUST 1966
Remimeo
ETHICS CLEARS, INVALIDATION OF
Spreading false tales to invalidate Clears is a High Crime.
Anyone found spreading libelous and slanderous statements about
the alleged behavior of Clears shall be declared Suppressive at
once by the first Ethics Officer so hearing of the matter.
Investigation should take the form of looking for a criminal
background on the person spreading such rumors.
For sixteen years I have been subjected to this type of attack.
Now it is being transferred to Clears by Suppressive Persons.
Such attacks are born out of terror of having anyone better or
stronger. This is the basic motivation of any SP.
It has been a hard task to bring the shreds of civilization to a
scientific barbarism known as "Western Culture".
Quite obviously it will require a long time to get Ethics in on
this society. We have not been tough enough.
So get tough.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
446
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 AUGUST 1966 Issue II
Remimeo Ethics Hats Clearing Course Super Clearing Course
Students
CLEARING COURSE SECURITY
If any Ethics Officer receives a report that a Clearing Course
Student is engaging in activities such as to indicate that he or
she is a potential security risk with regard to Clearing Course
materials, the Ethics Officer must immediately cable the Clearing
Course Supervisor at Saint Hill giving brief details, and airmail
full details immediately.
Any sort of squirrel activity, contact with declared SPs or
Suppressive Groups, entheta about or enturbulation of Scientology
Orgs, or failure to report or communicate promptly to the local
Ethics Officer when so requested, would be grounds for suspicion.
Unsolicited receipt of mailings from a Suppressive Group would not,
particularly if turned in unread to the Ethics Officer.
The Clearing Course Supervisor, on receipt of such a report,
immediately cables the Ethics Officer to collect the student's
materials and forward them to Saint Hill. The Ethics Officer may
deputize any person qualified to handle such materials, but must
comply immediately.
Meanwhile a full investigation into the allegations against the
Clearing Course student is done and speedily completed. The
findings are reported by airmail to the Clearing Course Supervisor.
If the allegations are found to be totally untrue, then the
person making them is subject to severe Ethics action, since he has
wasted a Clearing Course student's auditing time and slowed him
down on the road to Clear.
L. RON HUBBARD
LRH: ec.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
447
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 AUGUST 1966 Issue II
Remimeo Applies to HCO Div 1, Dept 3
ETHICS ORDERS
All Ethics Orders issued on staff members must state:
1. The executive ordering the order.
2. The Division, Department and any Section of the staff member.
An Ethics Order with a name only does not inform sufficiently.
L. RON HUBBARD
LRH: lb-r. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 AUGUST 1966
Gen Non
Remimeo
HCO Exec Secs
HCO Secs
Dir I&R
Ethics Hats NUMBERING OF ETHICS ORDERS
Ethics Orders are henceforth to have the cable designation of the
issuing Org (HCO Policy Letter 4 January 1966 II, and as amended)
appended to the number of the Ethics Order.
Examples: 4SH, 20L, 1 AD etc.
The cable designation letters are to come at the end of the
number.
Numbering on this system will start again from I for all Orgs.
Present number sequences will not be continued.
Numbering does not start again from I at the beginning of each
year but continues up to 9,999 and then starts at I again.
L. RON HUBBARD
LRH: Ib-r. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
448
NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO BULLETIN OF 27 SEPTEMBER 1966
Remimeo
THE ANTI-SOCIAL PERSONALITY THE ANTI-SCIENTOLOGIST
There are certain characteristics and mental attitudes which
cause about 20% of a race to oppose violently any betterment
activity or group.
Such people are known to have anti-social tendencies.
When the legal or political structure of a country becomes such
as to favour such personalities in positions of trust, then all the
civilizing organizations of the country become suppressed and a
barbarism of criminality and economic duress ensues.
Crime and criminal acts are perpetuated by anti-social
personalities. Inmates of institutions commonly trace their state
back to contact with such personalities.
Thus, in the fields of government, police activities and mental
health, to name a few, we see that it is important to be able to
detect and isolate this personality type so as to protect society
and individuals from the destructive consequences attendant upon
letting such have free rein to injure others.
As they only comprise 20% of the population and as only 2 1/2% of
this 20% are truly dangerous, we see that with a very small amount
of effort we could considerably better the state of society.
Well known, even stellar examples of such a personality are, of
course, Napoleon and Hitler. Dillinger, Pretty Boy Floyd, Christie
and other famous criminals were well known examples of the
anti-social personality. But with such a cast of characters in
history we neglect the less stellar examples and do not perceive
that such personalities exist in current life, very common, often
undetected.
When we trace the cause of a failing business, we will inevitably
discover somewhere in its ranks the anti-social personality hard at
work.
In families which are breaking up we commonly find one or the
other of the persons involved to have such a personality.
Where life has become rough and is failing, a careful review of
the area by a trained observer will detect one or more such
personalities at work.
As there are 80% of us trying to get along and only 20% trying to
prevent us, our lives would be much easier to live were we well
informed as to the exact manifestations of such a personality. Thus
we could detect it and save ourselves much failure and heartbreak.
It is important then to examine and list the attributes of the
anti-social personality. Influencing as it does the daily lives of
so many, it well behooves decent people to become better informed
on this subject.
ATTRIBUTES
The anti-social personality has the following attributes:
1. He or she speaks only in very broad generalities. "They say .
. ." "Everybody thinks ..." "Everyone knows ..." and such
expressions are in continual use, particularly when imparting
rumor. When asked, "Who is everybody ..." it normally turns out to
be one source and from this source the anti-social person has
manufactured what he or she pretends is the whole opinion of the
whole society.
449
This is natural to them since to them all society is a large
hostile generality, against the anti-social in particular.
2. Such a person deals mainly in bad news, critical or hostile
remarks, invalidation and general suppression.
"Gossip" or "harbinger of evil tidings" or "rumor monger" once
described such persons.
It is notable that there is no good news or complimentary remark
passed on by such a person.
3. The anti-social personality alters, to worsen, communication
when he or she relays a message or news. Good news is stopped and
only bad news, often embellished, is passed along.
Such a person also pretends to pass on "bad news" which is in
actual fact invented.
4. A characteristic, and one of the sad things about an
anti-social personality, is that it does not respond to treatment
or reform or psychotherapy.
5. Surrounding such a personality we find cowed or ill associates
or friends who, when not driven actually insane, are yet behaving
in a crippled manner in life, failing, not succeeding.
Such people make trouble for others.
When treated or educated, the near associate of the anti-social
personality has no stability of gain but promptly relapses or loses
his advantages of knowledge, being under the suppressive influence
of the other.
Physically treated, such associates commonly do not recover in
the expected time but worsen and have poor convalescences.
It is quite useless to treat or help or train such persons so
long as they remain under the influence of the anti-social
connection.
The largest number of insane are insane because of such
anti-social connections and do not recover easily for the same
reason.
Unjustly we seldom see the anti-social personality actually in an
institution. Only his "friends" and family are there.
6. The anti-social personality habitually selects the wrong
target.
If a tyre is flat from driving over nails, he or she curses a
companion or a non-causative source of the trouble. If the radio
next door is too loud, he or she kicks the cat.
If A is the obvious cause, the anti-social personality inevitably
blames B. or C or D.
7. The anti-social cannot finish a cycle of action.
Such become surrounded with incomplete projects.
8. Many anti-social persons will freely confess to the most
alarming crimes when forced to do so, but will have no faintest
sense of responsibility for them.
Their actions have little or nothing to do with their own
volition. Things "just happened".
They have no sense of correct causation and particularly cannot
feel any sense of remorse or shame therefore.
9. The anti-social personality supports only destructive groups
and rages against and attacks any constructive or betterment group.
450
10. This type of personality approves only of destructive actions
and fights against constructive or helpful actions or activities.
The artist in particular is often found as a magnet for persons
with anti-social personalities who see in his art something which
must be destroyed and covertly, "as a friend", proceed to try.
11. Helping others is an activity which drives the anti-social
personality nearly berserk. Activities, however, which destroy in
the name of help are closely supported.
12. The anti-social personality has a bad sense of property and
conceives that the idea that anyone owns anything is a pretense
made up to fool people. Nothing is ever really owned.
THE BASIC REASON
The basic reason the anti-social personality behaves as he or she
does lies in a hidden terror of others.
To such a person every other being is an enemy, an enemy to be
covertly or overtly destroyed.
The fixation is that survival itself depends on "keeping others
down" or "keeping people ignorant".
If anyone were to promise to make others stronger or brighter,
the anti-social personality suffers the utmost agony of personal
danger.
They reason that if they are in this much trouble with people
around them weak or stupid, they would perish should anyone become
strong or bright.
Such a person has no trust to a point of terror. This is usually
masked and unrevealed.
When such a personality goes insane the world is full of Martians
or the FBI and each person met is really a Martian or FBI agent.
But the bulk of such people exhibit no outward signs of insanity.
They appear quite rational. They can be very convincing.
However, the list given above consists of things which such a
personality cannot detect in himself or herself. This is so true
that if you thought you found yourself in one of the above, you
most certainly are not anti-social. Selfcriticism is a luxury the
anti-social cannot afford. They must be RIGHT because they are in
continual danger in their own estimation. If you proved one WRONG,
you might even send him or her into a severe illness.
Only the sane, well-balanced person tries to correct his conduct.
RELIEF
If you were to weed out of your past by proper search and
discovery those anti-social persons you have known and if you then
disconnected, you might experience great relief.
Similarly, if society were to recognize this personality type as
a sick being as they now isolate people with smallpox, both social
and economic recoveries could occur.
Things are not likely to get much better so long as 20% of the
population is permitted to dominate and injure the lives and
enterprise of the remaining 80%.
As majority rule is the political manner of the day, so should
majority sanity express itself in our daily lives without the
interference and destruction of the socially unwell.
The pity of it is, they will not permit themselves to be helped
and would not respond to treatment if help were attempted.
An understanding and ability to recognize such personalities
could bring a major change in society and our lives.
451
THE SOCIAL PERSONALITY
Man in his anxieties is prone to witch hunts.
All one has to do is designate "people wearing black caps" as the
villains and one can start a slaughter of people in black caps.
This characteristic makes it very easy for the anti-social
personality to bring about a chaotic or dangerous environment.
Man is not naturally brave or calm in his human state. And he is
not necessarily villainous.
Even the anti-social personality, in his warped way, is quite
certain that he is acting for the best and commonly sees himself as
the only good person around, doing all for the good of
everyone - the only flaw in his reasoning being that if one
kills everyone else, none are left to be protected from the
imagined evils. His conduct in his environment and toward his
fellows is the only method of detecting either the anti-social or
the social personalities. Their motives for self are
similar - self preservation and survival. They simply go about
achieving these in different ways.
Thus, as Man is naturally neither calm nor brave, anyone to some
degree tends to be alert to dangerous persons and hence, witch
hunts can begin.
It is therefore even more important to identify the social
personality than the anti-social personality. One then avoids
shooting the innocent out of mere prejudice or dislike or because
of some momentary misconduct.
The social personality can be defined most easily by comparison
with his opposite, the anti-social personality.
This differentiation is easily done and no test should ever be
constructed which isolates only the anti-social. On the same test
must appear the upper as well as lower ranges of Man's actions.
A test that declares only anti-social personalities without also
being able to identify the social personality would be itself a
suppressive test. It would be like answering "Yes" or "No" to the
question "Do you still beat your wife?" Anyone who took it could be
found guilty. While this mechanism might have suited the times of
the Inquisition, it would not suit modern needs.
As the society runs, prospers and lives solely through the
efforts of social personalities, one must know them as they, not
the anti-social, are the worthwhile people. These are the people
who must have rights and freedom. Attention is given to the
anti-social solely to protect and assist the social personalities
in the society.
All majority rules, civilizing intentions and even the human race
will fail unless one can identify and thwart the anti-social
personalities and help and forward the social personalities in the
society. For the very word "society" implies social conduct and
without it there is no society at all, only a barbarism with all
men, good or bad, at risk.
The frailty of showing how the harmful people can be known is
that these then apply the characteristics to decent people to get
them hunted down and eradicated.
The swan song of every great civilization is the tune played by
arrows, axes or bullets used by the anti-social to slay the last
decent men.
Government is only dangerous when it can be employed by and for
anti-social personalities. The end result is the eradication of all
social personalities and the resultant collapse of Egypt, Babylon,
Rome, Russia or the West.
You will note in the characteristics of the anti-social
personality that intelligence is not a clue to the anti-social.
They are bright or stupid or average. Thus those who are extremely
intelligent can rise to considerable, even head-of-state heights.
Importance and ability or wish to rise above others are likewise
not indexes to the anti-social. When they do become important or
rise they are, however, rather visible by the broad consequences of
their acts. But they are as likely to be unimportant people or hold
very lowly stations and wish for nothing better.
452
Thus it is the twelve given characteristics alone which identify
the anti-social personality. And these same twelve reversed are the
sole criteria of the social personality if one wishes to be
truthful about them.
The identification or labeling of an anti-social personality
cannot be done honestly and accurately unless one also, in the same
examination of the person, reviews the positive side of his life.
All persons under stress can react with momentary flashes of
anti-social conduct. This does not make them anti-social
personalities.
The true anti-social person has a majority of anti-social
characteristics.
The social personality has a majority of social characteristics.
Thus one must examine the good with the bad before one can truly
label the anti-social or the social.
In reviewing such matters, very broad testimony and evidence are
best. One or two isolated instances determine nothing. One should
search all twelve social and all twelve anti-social characteristics
and decide on the basis of actual evidence, not opinion.
The twelve primary characteristics of the social personality are
as follows:
1. The social personality is specific in relating circumstances.
"Joe Jones said . . ." "The Star Newspaper reported . . ." and
gives sources of data where important or possible.
He may use the generality of "they" or "people" but seldom in
connection with attributing statements or opinions of an alarming
nature,
2. The social personality is eager to relay good news and
reluctant to relay bad.
He may not even bother to pass along criticism when it doesn't
matter.
He is more interested in making another feel liked or wanted than
disliked by others and tends to err toward reassurance rather than
toward criticism.
3. A social personality passes communication without much
alteration and if deleting anything tends to delete injurious
matters.
He does not like to hurt people's feelings. He sometimes errs in
holding back bad news or orders which seem critical or harsh.
4. Treatment, reform and psychotherapy particularly of a mild
nature work very well on the social personality.
Whereas anti-social people sometimes promise to reform, they do
not. Only the social personality can change or improve easily.
It is often enough to point out unwanted conduct to a social
personality to completely alter it for the better.
Criminal codes and violent punishment are not needed to regulate
social personalities.
5. The friends and associates of a social personality tend to be
well, happy and of good morale.
A truly social personality quite often produces betterment in
health or fortune by his mere presence on the scene.
At the very least he does not reduce the existing levels of
health or morale in his associates.
When ill, the social personality heals or recovers in an expected
manner, and is found open to successful treatment.
6. The social personality tends to select correct targets for
correction. He fixes the tyre that is flat rather than attack the
windscreen. In the mechanical arts he can therefore repair things
and make them work.
453
7. Cycles of action begun are ordinarily completed by the social
personality, if possible.
8. The social personality is ashamed of his misdeeds and
reluctant to confess them. He takes responsibility for his errors.
9. The social personality supports constructive groups and tends
to protest or resist destructive groups.
10. Destructive actions are protested by the social personality.
He assists constructive or helpful actions.
11. The social personality helps others and actively resists acts
which harm others.
12. Property is property of someone to the social personality and
its theft or misuse is prevented or frowned upon.
THE BASIC MOTIVATION
The social personality naturally operates on the basis of the
greatest good.
He is not haunted by imagined enemies but he does recognize real
enemies when they exist.
The social personality wants to survive and wants others to
survive, whereas the anti-social personality really and covertly
wants others to succumb.
Basically the social personality wants others to be happy and do
well, whereas the anti-social personality is very clever in making
others do very badly indeed.
A basic clue to the social personality is not really his
successes but his motivations. The social personality when
successful is often a target for the anti-social and by this reason
he may fail. But his intentions included others in his success,
whereas the anti-social only appreciate the doom of others.
Unless we can detect the social personality and hold him safe
from undue restraint and detect also the anti-social and restrain
him, our society will go on suffering from insanity, criminality
and war, and Man and civilization will not endure.
Of all our technical skills, such differentiation ranks the
highest since, failing, no other skill can continue, as the base on
which it operates - civilization - will not be here to
continue it.
Do not smash the social personality - and do not fail to
render powerless the anti-social in their efforts to harm the rest
of us.
Just because a man rises above his fellows or takes an important
part does not make him an anti-social personality. Just because a
man can control or dominate others does not make him an anti-social
personality.
It is his motives in doing so and the consequences of his acts
which distinguish the anti-social from the social.
Unless we realize and apply the true characteristics of the two
types of personality, we will continue to live in a quandary of who
our enemies are and, in doing so, victimize our friends.
All men have committed acts of violence or omission for which
they could be censured. In all Mankind there is not one single
perfect human being.
But there are those who try to do right and those who specialize
in wrong and upon these facts and characteristics you can know
them.
L. RON HUBBARD Founder
LRH:lb-r.rd Copyright:) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
454
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 OCTOBER 1966
Unit Supers
Students
SH Only
Ad Council
Qual Sec
Tech Sec STUDENTS TERMINATING
LEAVE OF ABSENCE BLOWN STUDENTS
I. Students Terminating
Any student terminating the SHSBC, the Solo Audit Course, or the
Ministers Course is to get an end of course clean-up by a qualified
fellow student on a June 26 Form run as Auditing by List.
The D of T is responsible for seeing that this policy letter is
put into effect.
Any student routing form now in use should be modified to include
this step. The Unit Supervisor is to sign in the proper place.
In case of difficulty in the cleaning up of the form, the student
should be routed to the Dept of Review for a formal review session.
Ethics cannot OK the termination without the form signed by the
Unit Supervisor, whether a review session occurred or not in the
Dept of Review.
IL Leave of Absence
(a) Any student wanting to leave course should be treated as a
kind of blow and sent to Review. Only after a review can any leave
of absence be granted by the Tech Sec. on D of T's advice and after
an Ethics clearance. Valid evidence of the necessity for a leave
must be presented by the student. In no case can it exceed two
weeks - exceptional leave of absence exceeding a two week
period can only be granted by the Ad Council upon presentation of
strong evidence of the necessity for such and after the above
routine has been gone through.
(b) A short leave of absence of a day or so can be granted by the
Unit Supervisor without any further okay than by the Dir of
Training.
III. Blown Students
Blown students are handled as per HCO Pol Ltr of April 5, 1965,
HCO Justice Data re Academy & HGC - Handling the Suppressive
Person, Volume 1, page 381 - "The Blown Student", and any other
policy letters dealing with suppressive acts.
L. RON HUBBARD Founder
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
455
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 DECEMBER 1966
Remimeo
ADMIN KNOW-HOW PTS SECTIONS, PERSONNEL AND EXECS
An org has certain sections, units, personnel and executives who
go PTS to suppressive elements in the society.
If one knows this, one becomes less puzzled by non-compliances
and trouble in those quarters. One can also do something effective
if one realizes why.
Legal, accounts and construction and lesser units tend to go PTS
very easily.
A "P.T.S." is a Potential Trouble Source by reason of contact
with a suppressive person or group.
Suppression is "a harmful intention or action against which one
cannot fight back." Thus when one can do anything about it it is
less suppressive.
Thus Legal goes PTS being in contact with SP courts and with SP
or PTS attorney firms as well as confronting suppressives who are
seeking to injure the org through various suppressive actions.
Accounts goes PTS through various tax and government supervision
suppressions.
An Estate Branch listening to Town & Country Planning or zoning
suppressives tends to go PTS.
In a standard issue corporation the Labour Relations contact
point, continually messed up by labour agitators who could do the
company in and regulations protecting such, tends to go PTS.
An Ethics Officer may become PTS.
The Dead File Unit may go PTS on all the entheta letters.
As such PTS personnel impinges on top executives, these can also
go PTS and the org gets harmed to say the least.
HANDLING
As one cannot easily disconnect from suppressive society points
without leaving the society, it remains that an executive must
handle, if not the SP social groups, at least the situation
developing from them and into the org.
Ideally one removes the SPs in the social groups. But where that
is not possible one can do several things:
(a) Limit the number of org personnel such groups contact.
(b) Give such org personnel as do contact such suppressive
elements S & Ds occasionally.
(c) Change such personnel frequently.
456
(d) Develop a system to restrain the SP from easily influencing
such org personnel as may remain in contact.
(e) Work gradually but steadily into a position to be able to
remove suppressives from the social groups in question, such as
becoming more influential as an org, suing, exposing, public
education and other means.
INDICATORS
The first indicator an org executive has of a unit or staff
member going PTS is non-compliance. Such personnel are being
overwhelmed in various ways by the SP social groups and have no
energy left to undertake their duties or forward org programmers.
Another indicator is the amount of illness and lack of case
progress on the part of such PTS staff members.
A third indicator is an executive getting the hat of such a
personnel on his own plate.
An executive who doesn't notice such indicators and act is being
in turn PTS, or simply isn't of executive calibre.
METHODS OF BALKING
There are several methods by which a staff member acting as an
org contact point in connection with suppressives can balk the
agents of SP groups.
One is to always tape record visibly whatever the agent from such
a suppressive group says. "Ah. Mr. Figuretwist of the Tax Division?
Good. Now wait a moment so I can record whatever you say. Good.
It's now recording. Go ahead." We used to handle the Internal
"Revenue" Service of the US this way quite successfully. The org
contact point always stopping the IRS inspector they sent around,
turning on a portable recorder and then, and not until then,
letting the man speak. Quite effective. That org only got into tax
trouble when it stopped doing this. After the recording was dropped
out as drill the SP utterances of IRS agents were in full cry at
the staff and they went PTS and began to make crazy errors and
ignore org orders re tax.
Any time such agents come around they try to get as many staff
into it as possible. And yap and yap and threaten and enturbulate.
One must put them in Coventry (silence treatments from staff other
than the contact point. Staff members of a unit that could go PTS
must be ordered to walk off without a word whenever such an agent
shows up. No "bull sessions" or arguments with such a person. The
staff personnel who handles should point at the agent if other
staff is about and say some key word like "This is a government
man" at which all other staff in the unit turns its back or
pointedly walks off. If you do this such agents can't take offence
but they get very uneasy, transact quickly, forget their mission to
be enturbulative and go away soon. Don't ever think politeness will
help you. Tipping one's hat to snakes never stopped a person
getting bitten. Walking off has.
Staffs are so "reasonable" they think these SP group
representatives are there for necessary purposes or serve some
purpose, or can be reasoned with - all of which is nonsense.
There are no good reporters. There are no good government or SP
group agents. The longer you try to be nice the worse off you will
be. And the sooner one learns this the happier he will be.
Some staff member in such contact points in the org should be the
only one who handles and all other staff should be given chits for
talking to such a person.
This limits the area of enturbulation. The handling staff member
can become 457
expert. But even so watch for bad indicators in that staff
member, and the moment they show up, change the contact point.
Never give such persons access to persons high up in the
org - or unit. Turn such over to special personnel who can get
the business over with at once and get the agent off the premises
soon.
If you see a manager snapping terminals with such agents,
transfer him to another post in the org. Unless you do so, he'll
soon cease complying with policy and will soon have the place
falling apart.
When such agents act or sound very suppressive, get them
investigated, find the scandal and attack. It is a fortunate truth
that such people also have crimes in their background that can be
found. Find and expose them.
SPs are at war. Pleasant conduct, mean conduct, any conduct at
all is simply more war. So wage the back action as a battle.
In all the history of Scientology no interviewing reporter ever
helped. They all meant the worst when they acted their best and we
are always sorry ever to have spoken. Even if the reporter is all
right, his newspaper isn't and will twist his story. We have done
best when we have blocked off reporters and worst when we've been
nice, so the moral is, a person from an SP group will eventually
make an org or some part of it PTS regardless of the agent's
conduct.
These words may seem harsh and unreasonable, yet truth is truth
and only when we ignore it do we get fouled up. Agents from SP
groups lead to PTS staff, units or sections, leads to
non-compliance, leads to a mess.
It isn't just imagination that SPs attack Scientology. The
evidence has been around in plenty for 16 years.
We began to prosper the day we cut public SPs' correspondence off
the org lines and sent it to dead file. Our executives began to
function, policy began to be followed, and we began to grow.
So we'll attain new expansion just by applying what is in this
policy letter.
I personally find such agents rather pitiful in their attempts to
make trouble. I think the contemporary attempts to upset us and
accusations of things we never do quite prove the fact such mean us
no good. But many staff and executives try desperately to be nice
to them.
Handle the business they present as effectively as possible on
special channels. Don't be nice. Limit their reach. And have less
non-compliance and a far more effective and happier org. After all
real suppressives only constitute about 21/z percent of the total
population. Why spend more than 2 1/2 percent of your time on them?
The whole stunt is realizing that certain groups are SP and
recognizing them and then handling them.
Be alert and stay alive. It won't always be this way.
L. RON HUBBARD Founder
LRH :jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
458
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 DECEMBER 1966
Remimeo
HISTORICAL PRECEDENCE OF ETHICS
One of the early codes of regulations and right conduct is
contained in the following article (about 2500 years ago in India).
More importantly, the regulations quoted here are the direct
forerunner of our own Ethics system.
This is of interest in event of any challenge of the validity and
religious nature of our Ethics system.
This well written summary is taken from the 1965 Buddhist Annual.
Matters Judicial
T. H. Perera
The Vinaya Pitaka, in particular the Culla- did not
consider Himself as a Supreme Law
vagga, contains the rules of conduct for the giver, nor
did He entertain the suggestion of a
purity of the monk-life. The Buddha enacted successor. He
passed away leaving behind the
these rules only when a moral lapse on the part Teaching
and Discipline as successor, counsellor
of a disciple was brought to His notice. and guide.
These rules of conduct are intended for the After the
Buddha's demise, the Elder Ganaka
rehabilitation of an erring monk rather than to Moggallana
raised the question of a successor.
punish him. The rules (227) are known as: Ananda told him
that the Patimokkha rules
morality consisting in restraint, with regard to were the
successor and guide. It is interesting to
the monk-rules. Except for the four major note here that
the time-honoured custom of
offences called Parajika (defeated), which entail bhikkhus
meeting together, once a fortnight,
on the offender the expulsion forthwith from for the
recital of the Patimokkha rules in order
the Order, all the infringements of monastic to seek
remission for any infringements (lesser)
conduct could be atoned for in the manner of the monastic
rules, and thus establish their
prescribed in the Vinaya Pitaka. purification, dates back
to this reply.
These infringements of monastic rules are The Vinaya
Pitaka, apropos the rules of
classified according to their ascending order
of Discipline, permeates, is pregnant with and
gravity into: DuikatdJ Thullaccaya, Parajika. redolent of
the demands of democracy. Every
Ecclesiastical Act is reinforced with the spirit of
For instance, suppose bhikkhu A
entertains democracy - a very significant fact, which will
displeasure towards bhikkhu B. notices a new be
appreciated as the subject is developed here.
robe belonging to B. and maliciously hides it
causing pain of mind to B. then A has commit- One more
significant matter: the decisions of
ted a dulkatd. If he maliciously causes damage the
Ecclesiastical Court with regard to capital
to a new robe belonging to B. he has committed offences
such as Nissaya-kamma which carries a
a thullaccaya. If he steals a new robe belonging period of
surveillance on the offender, Pabba
to B. he has committed a pdrdjild. The same janzya kamma
which is temporary removal of
gradation applies to injury to person: simple the
delinquent monk from the arama, Pdrajild
hurt, grievous hurt, murder. which is instant expulsion of
the transgressor
from the Order - these decisions received the
It must be emphasized here that the Buddha fiat of the
King's Court, and were duly put into
459
MATTERS JUDICIAL
execution. character, one who is an accepted authority on
the Dharnma-Vinaya and one who has gained
The Ecclesiastical can be classified under the Jhanas.1 He
shall be a person who com
four categories: mends the respect and confidence of the
entire
Sangha resident in the aroma. The Chapter
Disciplinary action taken for theviolation of assemble and
select by voting one of their
one or more of the Patimokkha rules (monastic numbers
possessed of the above qualifications
etiquette). as the President of the Court. The voting is
either by show of hands, by secret ballot, or by
Procedure adopted at the hearing of an whispering.
alleged offence by a monk, and the passing of
sentence if the offender is found guilty. Charge Sheet
Conduct of monks while serving a sentence The information
regarding the alleged off
for moral delinquency. ence is brought to the notice of
the Court, in
the form of a resolution moved by a senior
The restitution of the rights and privileges monk. It is
then seconded and read a second
which a monk lost while under surveillance, or and a third
time. If the resolution fails to
removal from an drama. obtain the unanimous vote of the
assembled
monks, then a voile prosequi is entered, and the
Preliminary Procedure accused monk goes back to his
monk-friends
with no taint on his character.
Questions as regards the minimum number of
monks required for an Ecclesiastical Act are The Plea
raised and settled.
The offender has the right to defend himself,
Thereafter, the chapter of monks to form the dispute,
debate and argue the case. If the
Court is selected by the unanimous vote of the decision of
the Court goes against him, he has
monks resident in an drama. the right of appeal to a
higher corporate body
of the Sangha. All decisions are arrived at by a
The President of the Chapter of Monks is majority vote.
However, unanimity is striven
chosen by a unanimous vote. for.
Minima If a difference of opinion arises in regard to
the interpretation of a Vinaya rule or the
Four monks who are of the higher ordination relevancy or
otherwise of a particular piece of
(upasampadd) shall form this Chapter of Monks evidence, it
is referred to a special committee of
for all acts, except ordination, the concluding two or
more monks who are acknowledged
ceremony of Vassavasa(pavdrana), and recalling authorities
on the Vinaya. The committee,
a monk after probationary discipline (abbEdna). having
considered the matter in dispute in all its
aspects, reports back its decision to the Court,
Five upasampada monks for all acts except which decision
is final. The committee which
ordination and abbE&na. settled the matter in dispute is
called the
Ubbahika.
Ten upasampada monks for all acts, except
abbhana These are considered sufficient for an Some
Offences
ordination.
We may now proceed to discuss briefly some
Twenty upasampada monks for abbhana and of the offences,
which are not only repugnant
all other acts. to the moral well-being of the community
of
monks but also retard the spiritual progress of
(If any Ecclesiastical Act is transacted below the monk
who succumbs to moral turpitude.
the required Minima, then ipso facto it becomes Let us
first of all deal with the two major
invalid and ceases to be operative.) offences of Parajika
and Sanghadisesa.
The President Parajika
The President shall be a senior monk (senior- Parajika
means "defeated", that is, the of
ity in regard to upasampada), of unimpeachable L The last
is no longer observed - Ed
460
BUDDHIST ANNUAL 2509
fending monk has failed, beyond redemption, A monk who
speaks openly against the
to honour the pledge which he took to observe Buddha, the
Dhamma and the Sangha.
at the moment he entered the Order. A monk
who falls a victim to the demands of the
flesh Tajjaniya-kamma is pronounced on a monk
has fouled the Walk to the Supreme (brahma- who is found
guilty of any one of these
cariya). The Buddha would not compromise on offences'
which may take the form of a vote of
this grave lapse. censure on the delinquent monk, or the
monk
is asked to confess his error and seek expiation
The first recorded instance of an adulterer2 for it, or he
loses the rights and pr*ileges
was Sudinna, the monk. He admitted his enjoyed by a monk.
offence, explaining that he was persuaded to
commit the offence by his parents, who had Restoration of
Status
their own motives. The Buddha pardoned him
as a first offender. Thereafter, Sudinna led an A monk on
whom Tajjaniya-kamma is pro
exemplary life. pounced, wherein he loses certain rights
and
privileges of a monk, and who conducts himself
Stealing, murder and persuasion to commit thereafter in
keeping with the Vinaya rules, is
suicide, and pretending ultra-normal powers are afforded
the right to seek a revocation of the
the other three offences under Parajika. The punishment
passed on him, and also seek a
offender is liable to immediate dismissal from restoration
of the rights and privileges which he
the Order. If he so desires, he may return to the lost.
Order. In that event he can remain only as a
novice. Nissaya-Kamma
Sanghadisesa A monk is seen to associate with house
holders in a manner contrary to the bhikkhu
The thirteen Sanghadisesa offences - offences life. In
doing so, he participates in such acts as:
against person and property-are a degree less putting a
monk on probation, suspending a
than Parajik4, but they are more grievous than monk for a
Sanghadisesa offence, and recalling
Pacittiyas. Sahghadisesa offences are so called a monk who
is on probation.
because the Sahgha should assemble at the
beginning and at the end of this Sahgha-kamma. The
offender, if found guilty, is punished in
The Chapter to hear an offence of this nature this
manner: -
should not comprise less than twenty. The
offender, if found guilty, is suspended from the (a) He is
put under a senior monk who is to
Order, and is kept on probation for a specif1ed be his
teacher (b) He must devote himself to
period. During this period, if his conduct is the study of
the Tipitaka with his tutor's
found satisfactory, he is readmitted. guidance.
Some of the lesser offences of monastic Such restoration
of status is as prescribed for
misconduct will now be noted. Tajjaniya-kamma
Act of Censure (Tajjaniya-kamma) Pabbajaniya-Kamma
A monk who is prone to pick quarrels, is The following are
the violations cognizant of
vicious and is vindictive. this Act:
A monk who, by nature, delights in the i. A monk who
through his misbehaviour spoils
commission of offences. the faith of the
supporter-families in the monk.
A monk who is fond of the company of ii. A monk who is
fond of garlands, unguents,
householders (lay folk). music and dancing.
A monk who pays scant respect to monastic iii.A monk who
is frivolous and lacks manners.
etiquette.
Such a monk, if found guilty, is removed
from his arama to another arama till he makes
2. What is specificaUy meant is a sexual act
commit- amends. The restoration of monk rights is as
ted with anyone - Ed. provided for above.
461
MATTERS JUDICIAL
Patisaraniya-Kamma Pacittiya-dhamma. The offender is
brought
before the Sangha. He confesses his fault and is
A monk causes loss or attempts to cause loss reproved.
to a layman or reviles him. The offender is
brought before the Court, and asked to recant Other
Ecclesiastical Acts
his wrongs and beg pardon of the layman.
i Nissaran,a is the act of expelling a monk from
Ukkhepaniya- Kamma the Order.
This is the punishment imposed upon a u. Osaranais the act
of revocation of disabilities
recalcitrant monk, who is obdurate and refuses imposed
upon a monk by the Ecclesiastical
to acknowledge or confess a wrong act. It Acts (see
above).
involves the total segregation of a monk till he
realises his folly and becomes amenable to ui~bbhana is
the elaborate process of recalling
discipline. a monk who has fulfilled the Vinaya require
ments during the period he was under probat
Parivasa-Kamma ion. However, if the monk under probation
fails
to fulfill the necessary requirements expected of
There are four kinds of Pariodsa. One of him,thenheis
placed tinder:
them deals entirely with persons belonging to
non-Buddhist sects who are kept on
probation iv.Mulaya-patikassana which is a further period
for four months. The other three are punish- of Parivasa
or Manatta.3 This process is repeat
ments imposed on Sanghadisesa offences. The ed till the
monk is found fit to be recalled to
whole of the ParivasikakAhanda deals with the the Order.
procedure of keeping a delinquent monk under
surveillance for a specified period. Those notes should
provide a fair idea of the
disciplinary methods operating in the commu
Patikossana-Kamma nity of Buddhist monks.
3. Manatta-kamma i
This Ecclesiastical Act is prescribed for s also a form of
punishment for
minor offences (totalling 92) and are
called Parwasa-kamma: T.H.P.
L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
462
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 1 AUGUST 1967
Remimeo BPI
SECOND DYNAMIC RULES
It has never been any part of my plans to regulate or attempt to
regulate the private lives of individuals.
Whenever this has occurred it has not resulted in any improved
condition.
All I have been interested in, so far as Scientology law was
concerned, was in removing retarding elements or practices from the
path of progress toward freedom.
Man is aberrated. Otherwise we would not be here. He is hard to
rescue as he has been carefully "trained" to do himself harm.
I have no concern about the second dynamic activities of
Scientologists save only where they bring suffering to others and
so impede our forward progress.
Therefore ALL FORMER RULES, REGULATIONS AND POLICIES RELATING TO
THE SECOND DYNAMIC ACTIVITIES OF STUDENTS, PRECLEARS, STAFF AND
SCIENTOLOGISTS ARE CANCELLED.
In their place, any husband, wife or individual whose processing
or training has been impeded or interrupted beyond any reasonable
doubt by second dynamic activities on the part of staff or
associates or their husband or wife may have recourse to the
CHAPLAIN'S COURT, Division 6, of any Scientology organization, and
any case heard, if it be proven beyond reasonable doubt that,
without provocation, a person's training or processing has been
impeded by the irregular second dynamic actions of the defendant, a
fine of not less than �1000 sterling or greater than �5000 sterling
shall be awarded the plaintiff and until paid, the defendant shall
have no further training or processing.
This policy is not retroactive (occurrences before this date may
not be tried).
No Ethics order shall be issued by reason of second dynamic
activities. All Ethics orders now in force relating to the second
dynamic are cancelled.
No staff member may be punished, transferred or dismissed because
of second dynamic activities.
No student or preclear may be suspended or dismissed because of
second dynamic activities.
Nothing in this policy letter lays aside our actual knowledge of
the consequences of second dynamic overts against husbands and
wives being processed or the degree to which training or processing
can be impeded for someone because of another's acts.
We are also aware that those org staffs which are overactive on
the second dynamic seldom prosper.
We also retain any and all technology relating to the second
dynamic.
One of Man's primary areas of aberration is the second dynamic.
Processing, not discipline, is the only thing which eradicates
aberration of such
depth
L. RON HUBBARD
LRH:jp.cden Founder
Copyright() 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
463
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 AUGUST 1967
Remimeo
DISCIPLINE SPs AND ADMIN HOW STATISTICS CRASH
One of the ways an SP works to stop an activity or to halt an
affluence is to pick out key personnel and spread wild, false and
alarming stories about them.
Another way, often used in conjunction with the above, is to
pound a key executive with alarming entheta about staff, divisions
or activities. This urges the key executive to take uncalled for
action which upsets things and which may lead to the dismissal of
valuable staff.
Also it is a symptom of an org under external pressure to come
down on its own personnel rather than on the public or on real SPs.
SPs tend to vanish in memory since they speak in generalities.
"Always" "everyone" salt their language so that when you say, "Who
told you?" in tracing a rumor, it is hard to remember since
"everyone" seems to have said it. Actually the SP who did say it
used "everyone" in his comm so often as to become in memory
"everyone".
A GOOD MANAGER IGNORES RUMOR AND ONLY ACTS ON STATISTICS.
Had I heeded over the years any rumormonger, we would have no
orgs. I generally don't listen and if I do, only go so far as
inspecting stats.
It is easy to discipline staff and hard to discipline the public.
A LAZY executive only disciplines staff. It takes more confront to
tackle the public.
When an executive listens to rumor and bad things about his
fellow staff members without looking at the actual production
statistics, that executive can harm the org badly.
I have never tried to make staff members "be good". I have only
tried to make them produce and wear their hats.
Our whole statistic system exists to end excessive discipline of
valuable staff members.
To me a staff member whose stats are up can do no wrong.
I am not interested in wog morality. I am only interested in
getting the show on the road and keeping it there.
Also I detest having to discipline anyone for anything,
particularly a Scientologist. And the only discipline I use is to
hold the fort until people are clear enough to see the light. They
always do. All misconduct comes from aberration.
However if anyone is getting industrious trying to enturbulate or
stop Scientology or its activities I can make Captain Thigh look
like a Sunday school teacher. There is probably no limit on what I
would do to safeguard Man's only road to freedom against persons
who, disdaining processing, seek to stop Scientology or hurt
Scientologists.
464
I well know Man's fixation on trying to make "everybody good".
Which means, really, inactive. The best men I have had in wars
routinely have been continually arrested and generally frowned on
by "shore patrols", "military police", etc. To the body politic a
quiet person is the ideal. When the guns begin to go, these quiet
ones are all hiding and only the active ones are there to fight. I
often wonder what would happen to a state if it did achieve its
apparent goal of making one and all inactive little sheep.
So I don't care what men or women do if they just wear their hats
and keep their stats up. Only when Scientology is being slowed or
stopped do you find me rigging up the tools of discipline.
In actual fact I rather hold the person who is inactive because
he is afraid of punishment in contempt. I respect only those who
are strong enough to be decent without the "self protection" of
evil.
I use discipline to hold the edges of a channel, not to stop the
flow.
SPs LOVE to coax those with power to slay. As the basic ambition
of any SP is "EVERYBODY DEAD SO I CAN BE SAFE" he or she will use
all manner of lies and mechanisms to excite a thirst for discipline
in those in power.
If I ever heed any "Kill everybody" advice it is to put the
adviser up against a brick wall.
All evil stems from aberration. And it can be pretty evil. And
awfully aberrated. The only road out from evil is processing.
Therefore one must protect the road to freedom as the answer to
evil and must protect as well all those who are working to keep the
road in.
The world will never become good because of discipline or
oppression of evil. All discipline pre-supposes that the person
being disciplined wants to survive. The truly evil only want to
succumb so discipline threat is no answer. The truly evil LOVE pain
and suffering and deprivation. So it coerces nothing and improves
nothing when you seek to solve all evil with discipline. Only the
already decent can be disciplined. It only obliges the evil ones.
So all you can do really is to get the evil ones parked off the
lines.
The Executive in disciplining is concerned with those who would
stop or hinder the flow and those who are just plain idle or
stupid. So he severely leaves alone all up stats and only acts to
move the suppressives off the lines and not let the idle and stupid
slow the flow. An executive could never make the world reform by
discipline alone. He can by processing. So his only use of
discipline is to continue to make processing possible. It's as
simple as that.
L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
465
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 SEPTEMBER 1967
Remimeo Ethics Officer's Hat Staff Training Officer's Hat
ETHICS OFFICER CHECK-OUTS (Any Ethics Of ricer who has not been
checked out on all Ethics Policies, must do so within one month on
receipt of this Policy Letter.)
On the appointment of any new Ethics Officer, the Ethics Officer
must be checked out on all Ethics Policy Letters within one month,
after having been appointed.
The check-outs are to be done by S.T.O. who must ensure that the
Ethics Officer thoroughly understands and can apply these Policies
and is able to demonstrate in clay, any point or duty of Ethics.
Failure to comply with this Policy Letter will result in instant
removal from Post.
Proposed by Board of Investigation
Philip Quirino - Chairman
Julia Watson - Secretary
Jane Kember - Member
Mary Sue Hubbard
LRH:jp.rd The Guardian WW
Copyright (c) 1967 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 SEPTEMBER 1967
Remimeo All Tech & Qual Staff Ethics
CONFIDENTIAL DATA
1. No Ethics Chit written by anyone should contain data which is
classified as confidential.
2. Such material so classified is contained in Power Processes,
Clearing Course and Advanced Courses.
Qual Sec - Helen Pollen
HCO Area Sec - Irene Dunleavy
Exec Council SH - J.J. Delance
- Joan McNocher
- Ken Urquhart
Exec Council WW - Tony Dunleavy
- Eunice Ford
- Ken Delderfield
Guardian Comm WW - Corrie Ellis Mary Sue Hubbard The
Guardian WW
LRH:jp.rd for
Copyright (c) 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
466
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 OCTOBER 1967
Remimeo
ADMIN KNOW-HOW USES OF ORGS
There are two uses (violently opposed to each other) to which Scn
orgs can be put. They are:
1 To forward the advance of self and all dynamics toward
total survival.
2. To use the great power and control of an org over others to
defend oneself.
When a decent being goes to work in an org he uses 1.
When a suppressive goes to work in an org he uses 2.
When you get in Ethics the decent one raises his necessity level
and measures up. The suppressive type blows (leaves).
It is of vital interest to all of us that we have orgs that serve
to increase-survival on all dynamics. And that we prevent orgs
being used as means to oppress others.
The answer, oddly enough, is to GET IN ETHICS exactly on policy
and correctly. And we will advance.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
467
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 OCTOBER 1967 Issue II
Remimeo
ORG EXEC SEC AND DISTRIBUTION (Effective 1 Nov 67)
Any Org Exec Sec who does not have a full time Distribution
Secretary who has that post only and whose Div 6 is not fully
operating in all departments with all Dist Programmes is
automatically in NON-EXISTENCE and has no rights as his omission
amounts to a restriction of his org and nullification of the
efforts of his staff and a betrayal of humanity.
Failure to have a Distribution Division effectively operating in
all departments is a withhold of processing and salvation from the
human race.
LRH:jp.bp.cden L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[This Policy Letter was amended by HCO P/L 28 April 1968, same
title, bringing it into line with the 9 Division Org Board by
changing Distribution Secretary, Dip 6 and Distribution Division to
Public Executive Secretary and Public Divisions. A complete copy of
the amending P/L can be found in Volume 7, page 74.]
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 OCTOBER 1967
Remimeo
HCO EXEC SEC CONDITION
The HCO Exec Sec of any Org is automatically assigned a Condition
of Non-Existence if he or she does not have
1. A full time Communicator in Dept 2 who does nothing but look
after speeding the Org's comm and handling it, and
2. A full time Ethics Officer who does nothing else but keep the
Org's tech in and keeps Ethics in on staff.
And in an org of more than 100 staff members does not have
3. A second Ethics Officer for the public and an Ethics Interview
Officer for each Ethics Officer to care for routing, files, etc.
LRH :jp.cden L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
468
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 OCTOBER 1967
Remimeo
Admin Know-How # 16 SUPPRESSIVES, AND THE ADMINISTRATOR HOW TO
DETECT SPs AS AN ADMINISTRATOR
There are three areas of detection which an Administrator can
utilize in the detection of a Suppressive Person.
These are:
1. No Ethics change
2. No Case change
3. No Admin change.
An SP (Suppressive Person) is unable to change because he cannot,
himself, confront. He is badly "out of valence". Therefore, not
being able to look at things directly he is unable to erase them or
even see what they are. Such people often have a curtain of
pictures they look at instead of the universe around them. They do
not see a building. They see a picture of a building in front of
the building. They are not at the point from which they view
things.
Thus they are peculiar in that they can't change.
The three principal zones in a Scientology org are
1. Ethics
2. Tech
3. Admin.
We have the natural laws of these subjects, each one.
If you can get in Ethics you can get in Scn technology. If you
can get in Scn technology you can get in Admin. If you can get all
three in you have an org and have expansion.
If you can't get in Tech, Ethics is out. If you can't get in
Admin, both Tech and Ethics are out.
The sequence that things have to be "gotten in" to make an org is
1st Ethics, 2nd Tech, 3rd Admin.
Where one of these goes out, the org contracts.
We have these three sciences. To really handle things one has to
be a master of all three, even to live a good personal life.
By "get in" we mean get it applied and effective.
We live in a very woggy world at this time. The wog is so
out-Ethics he is living in what amounts to a criminal society.
When we try to get Tech in on the planet we run into the
out-Ethics areas and this is the real source of our troubles where
we have any. We are getting in Tech before we get in Ethics. It can
be done (obviously, since we are doing it). But it is a heavy
strain at best.
Just because we do not at once get Ethics in on the planet does
not mean we can't get any Tech in.
By handling small sectors, beginning with self and Scn groups and
orgs, we can continue to repeat the cycles of three - Ethics,
Tech, Admin. Gradually we enlarge the numbers we have and gradually
our sphere of Ethics - Tech - Admin expands. And we one day
have Ethics in on the planet, Tech in on the planet, Admin in on
the planet.
The only stumbling block is the SP. This person (about 10% of the
population) is unable to change. We can process them if we can get
them to sit still.
But these are the hidden booby traps which make one's life, one's
family, one's org, one's nation, one's planet a rough-rough
proposition.
469
Ninety percent of the people say, "Ethics great, Tech great,
Admin great." And away we go.
Ten percent say, "Horrible horrible horrible." And cannot either
see or change. They are the true psychotics no matter how "sane"
they sound. The people in institutions are generally only their
victims.
This 10 percent, one must be able to detect and weed out so they
don't contaminate areas we are bringing up in ethics, tech and
admin.
Our policy is we don't waste time on them. To cater to them is to
betray 90% of the population. So we set them aside for another day.
We get them off lines, out of orgs and to one side.
The true character of these people is usually masked in many
ways. They are expert only in deception and can take on any guise.
To listen to them one would suppose he was talking to his best
friend sometimes. Except the knife in one's back is also driven in
by them.
We have much tech to describe them.
But one does not have to be an auditor with a meter to find these
people.
An administrator only needs to know the three things about them.
1. No change in Ethics.
2. No change in Case.
3. No change in Admin.
These people have
1. Thick Ethics files.
2. Thick (or no) case files.
3. Thick full (or no) comm baskets.
If you just dismissed anyone who had all three you would have
gotten rid of an SP.
It works this way. When you start to get in Ethics most people
"learn the ropes" fast. They may have a few down conditions and
chits or even courts or comm evs but you see the frequency dwindles
and eventually vanishes or nearly so.
When you start to get in tech on a person, it may be a hard haul
for a while and then it begins to level out and get easier.
When you start to get in Admin the confusion around some person
may be great but after a while the lines and policies straighten
out.
None are good little angels. But 90% make progress in these 3
fields of Ethics, Tech and Admin.
The SP does NOT make any consistent progress at all and lapses
every time.
As only 10% of the people then are making nearly all the tough
work in Ethics, Tech and Admin, the thing to do then is to get them
off the lines rather than betray 90%.
And the SP is detectable in ALL THREE AREAS. It needs no
microscope to find out who on a staff has the seniors working so
hard for so little gain.
Their ethics file is huge, their case file either doesn't exist
at all or is very fat, their comm lines are jammed, their policy is
out and their stats are on the bottom eternally.
So as an administrator you can detect SPs. You better had. YOUR
OWN STATS WILL BE DOWN TO THE DEGREE YOU FAIL TO DETECT THEM.
Just go to your files and look at the desks and sack whoever
satisfies all three conditions above and you can't miss and WILL be
able to breathe.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
470
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 OCTOBER 1967 Issue III
Remimeo
POLICY AND HCOB ALTERATIONS HIGH CRIME
Recently, during the reorganization of WW, it came to light that
in some Continental orgs EXEC SECS and SECS had on occasion
actually ordered that certain Pol Ltrs and HCOBs were not to be
followed.
This order is an illegal order and any staff following it is
guilty of executing an illegal order.
Any executive issuing such an order shall hereafter be considered
as committing a high crime which on proof beyond reasonable doubt
constitutes a HIGH CRIME and can carry the assignment of the
Condition of TREASON for both the person issuing the order and the
person who receives and executes it.
All such instances MUST be reported at once to the International
Ethics Officer at WW.
Failure to report such an order to the Int E/O when one knows of
it carries with it the assignment of a Condition of Liability.
Lines for the amendment of Policy already exist as per other Pol
Ltr and until an amendment is legally and completely passed the old
policy must be followed.
HCOBs cannot be amended.
L. RON HUBBARD
LRH:jp.cden Founder
Copyright (c) 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 NOVEMBER 1967
Remimeo Info Int E/O WW Local E/Os Info Int SPEOWW
OUT TECH
ANY AND ALL published mimeoed out tech processes or
"recommendations" or '`interpretations" not written or signed by
myself must be sent to the International Ethics Officer at WW with
any information on their authorship or origination so that
Conditions may be assigned and broad cancellation can be issued by
the International Ethics Officer.
The reason for this is the discovery of a process on page one of
the Org Exec Course checksheet of 21 Sept 67 which would ruin any
student's case, his interest in admin and which would deter
enrolment.
LRH: jp.rd L. RON HUBBARD
Copyright (c) 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
471
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 NOVEMBER 1967
Student Hat Remimeo
All Students All Courses
OUT TECH
If at any time a supervisor or other person in an org gives you
interpretations of HCOBs, Policy Letters or tells you, "That's old.
Read it but disregard it" or gives you a chit for following HCOBs
or tapes or alters tech on you or personally cancels HCOBs or
Policy Letters without being able to show you an HCOB or Policy
Letter that cancels it, YOU MUST REPORT THE MATTER COMPLETE WITH
NAMES AND ANY WITNESSES ON DIRECT LINES TO THE INTERNATIONAL ETHICS
OFFICER AT WORLD WIDE.
The only ways you can fail to get results on a pc are:
1. Not study your HCOBs and my books and tapes.
2. Not apply what you studied.
3. Follow "advice" contrary to what you find on HCOBs and Tapes.
4. Fail to obtain the HCOBs, books and tapes needed.
There is no hidden data line.
All of Dianetics and Scientology works. Some of it works faster.
The only real error auditors made over the years was to fail to
stop a process the moment they saw a floating needle.
Any supervisor or executive who interprets, alters or cancels
tech is liable to the assignment of a Condition of Enemy. All the
data is in HCOBs or Policy Letters or on tape.
Failure to make this mimeo known to every student carries a $10
fine for every student from which it is withheld.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Revised and reissued on 18 July 1970, Volume 4 - page 215.
Revised for Standard Dianetics Course on 8 May 1969, Volume
4 - page 239.]
472
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 NOVEMBER 1967
Solo Course Students Level VI Students
R 6 MATERIALS
THE MATERIALS OF R 6 ARE TOTALLY CONFIDENTIAL. THEY ARE TO BE
KEPT SECURE AT ALL TIMES.
This means that the only people who may talk about or be talked
to about, or may see these materials are those people who are on
the Solo Course or Level VI and those people who are already Grade
VI or Class VI or above. No one else may see these materials. If
left at home, they are to be kept under lock and key.
Responsibility for these materials lies completely with the
students they belong to. Violation of this policy in any way, such
as losing any of these materials or leaving them lying around, will
incur severe Ethics action.
Chief Solo Course Sup : Malcolm Cheminais
Director of Training : Dalene Regenass
Tech Sec SH : Allan Ferguson
Qual Sec SH : Helen Pollen
HCO Area Sec SH : Bene Neal
Chairman, Ad Council SH : Helen Pollen Exec Council SH : J.J.
Delance Barbara Gentry Pub Exec Sec SH : Rosalie Vosper LRH Comm SH
: Irene Dunleavy Chairman, Ad Council WW: Mike Davidson Exec
Council WW : Lenka Marenko Tony Dunleavy LRH Comm WW : Ken
Delderfield D/Guardian WW : Joan McNocher
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
473
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 FEBRUARY 1968
Remimeo
ETHICS
FAST FLOW AND ETHICS
It is an actual fact by actual test that
SOFT ETHICS IN COMBINATION WITH FAST FLOW GRADE
AND CLASS ATTESTATION WILL COLLAPSE AN ORG.
If false attestations are not met with savage ethics action an
area becomes filled up with people who have the overt of false
attestation and whose netter kills sign-ups.
It is sometimes easier for a pc to falsely attest than to face
his own bank. To escape, he falsely attests. If ethics action for
such false attestation is soft, it encourages him to falsely attest
as there is no real penalty. Where ethics action is savage, it is
easier for him to face his bank and so he actually makes it.
Only about 4 or 5 70 will falsely attest in the face of heavy
ethics. This is no reason to hold up 95 or 96 people every hundred.
Savage ethics such as a Condition of Liability enforced prevents
the number from getting any larger than 4 or 5%.
So don't go soft on ethics penalty for false attestations.
L. RON HUBBARD Founder
LRH: adv.cden Copyright Q 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
474
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 FEBRUARY 1968
Remimeo
ETHICS AND ADMIN SLOW ADMIN
The secret of any executive success is the ability to Complete
Cycles of Action Quickly.
The operative word is COMPLETE.
Ability is the ability to complete a cycle of action, to handle
the matter so it does not have to be handled again.
Referral is irresponsibility. Executives who refer to others to
make a decision aren't executives. They are irresponsible or are
afraid of responsibility. People who are afraid of taking
responsibility are not executives. They are labourers.
An executive who doesn't handle but puts something on wait is
also irresponsible. Slowing an admin line by not acting NOW is also
suppressive.
Suppressives cannot complete cycles of action. They either act in
an altered direction or they continue an action beyond any possible
expectancy. In either case they do not COMPLETE.
THEREFORE this ethics policy is brought into being:
EXECUTIVES WHO DO NOT HANDLE MATTERS SO AS TO COMPLETE THEM, WHO
REFER OR SLOW ADMIN ARE LIABLE TO A COMM EV ON A CHARGE OF OUT
ADMIN.
L. RON HUBBARD Founder
LRH: jc.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
475
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 2 MARCH 1968
Remimeo
ADVANCED COURSE
SECURITY CHECK 1~ A A
All persons and students reporting aboard the Advanced Org Vessel
or to a Registrar who can sell Advanced Courses, must after
enrolment and before any issue of materials pass a full and
complete Security Check.
Persons leaving the AO vessel or an Org giving Advanced Courses
must be given a Security Check to make sure that they have no
copies of materials and have actually attained their grades.
This includes Sea Org vessels where Advanced materials have been
used and in this case includes all Non Scientology personnel
signing on or departing from the vessel.
There are no exceptions.
Persons who have a history of carelessness with materials or bad
or suppressive group connections are debarred from all Advanced
Courses unless given a Board of Investigation which clears their
record BEYOND ALL DOUBT.
L. RON HUBBARD Founder
LRH: jc.rd Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
476
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 MARCH 1968
(HCO POLICY LETTER OF 31 OCTOBER 1966 Issue II Amended and
reissued)
Remimeo Staff Status I Check Sheet
ADMINISTRATIVE KNOW-HOW GENERAL FOR ALL STAFF JOB ENDANGERMENT
CHITS
If you are given orders or directions or preventions or denied
materials which makes it hard or impossible for you to raise your
statistics or do your job at all, you MUST file a job endangerment
chit on your next highest superior.
If you are admonished or ordered to a hearing for NOT doing your
job and having low statistics and have NOT previously filed a job
endangerment chit at the time it occurred, you have no defense.
You should not come to a hearing as a defendant and say you were
prevented or inhibited from doing your job. Unless you have filed a
job endangerment chit previously when your job was endangered the
statement MAY NOT BE ACCEPTED by the Hearing Officer or the Comm
Ev.
POLICY
Most people who have trouble with policy or admin do so simply
because they don't know it or can't or don't use it.
Such a person can be told anything and tends to take it as fact.
Policy exists to speed the wheels and make a job do-able.
But sometimes one has a senior who continually says this or that
is "against policy".
Always respectfully ask for the date of the Policy Letter and to
see a copy of it.
Then you will know that what you propose is or is not against
policy. If no policy letter can be produced or if what you proposed
is NOT against policy and is still refused, you must file a job
endangerment chit.
WHERE TO FILE FORMERLY ONLY ONE COPY WAS WRITTEN. THIS IS NOW
MODIFIED.
USING CARBON PAPER, MAKE AN ORIGINAL AND TWO COPIES. SEND ONE
COPY TO THE PERSON BEING FILED ON.
SEND TWO COPIES TO THE ETHICS OFFICER.
THE ETHICS OFFICER WILL FILE ONE IN THE FILE OF THE PERSON NAMED
AND ONE IN THE FILE OF THE PERSON WRITING THE CHIT. THESE COPIES
MUST BE CAREFULLY PRESERVED IN EVENT OF A COMM EV OR HEARING AS
THEY ARE NECESSARY DEFENSE PAPERS.
WHAT TO FILE
Full details, without rancor or discourtesy, must be given in the
report, including time, places and any witnesses.
477
VEXATIONS FILING
Anyone filing job endangerment chits on superiors or equal or
juniors must be able to back them up.
One cannot be given an Ethics Hearing or Comm Ev for a false job
endangerment chit unless it contains a willful and knowing false
report which endangers somebody else?s job. But even so, no Ethics
Hearing may be ordered for the fact of filing, only for a willful
and knowing false report.
So if your facts are straight there is no slightest risk in
filing a job endangerment chit. On the contrary, it is dangerous
NOT to file one. For then one has NO defense.
PERSONAL MATTERS
Sometimes a staff member is imposed on in such a way as to
prejudice his job such as having to do off line favours.
This is an occasion for a job endangerment chit.
If one is threatened with punishment if one files a job
endangerment chit, one must then file a second chit based on the
threat.
If an org as a whole seems to refuse job endangerment chits or
ignore them, one can be filed with Worldwide simply by sending it
direct to "HCO Ethics Worldwide, Saint Hill Manor, East Grinstead,
Sussex."
WRONGFUL DISMISSAL
Dismissal without following proper procedure of a Hearing may be
sued in the Chaplain's Court, Division 6. If no Chaplain's Court
exists in the local org then one surely does in the Continental Org
and one can file such a suit there or at Saint Hill.
CHITS BY SENIORS
Seniors let down by juniors had better file job endangerment
chits before calling a lot of Ethics actions. Staff members are
seldom willful, they are just unknowing. Senior chits on juniors
should carry a copy to the junior on channels as well as Ethics.
FALSE REPORTS
When one finds he has been falsely reported upon he should file a
job endangerment chit.
HEARINGS ON CHITS
Ethics action is not necessarily taken because a chit has been
filed on one. But if too many chits occur in a staff member's file,
an investigation should be ordered and only if the Board so
recommends does Ethics action then occur.
STATE OF MIND Don't sit around muttering because you are being
kept from doing your job.
And don't be timid about filing a job endangerment chit.
Don't accept orders you know are against policy or at least
unworkable. File a job endangerment chit.
There is no vast THEY weighing you down. There is only ignorance
of policy or misinterpretation or arbitrary interference.
If you are willing to do your job, then know your job and do it.
And if you are being shoved off so you can't do it you MUST file a
job endangerment chit.
You have a right to do your job, you know.
L. RON HUBBARD
Founder
LRH:jc.rd
Copyright (~)1 966, 1 968
by L. Ron Hubbard
ALL RIGHTS RESERVED [Note: The reissue expanded the
section under "Where to File".]
478
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 MARCH 1968
Remimeo
(HCO Policy Letter of 20 October 1967 Issue II re-issued with
amendment) CONDITIONS PENALTIES NEW EMPLOYEES AND PERSONS NEWLY ON
POST (Refers to HCO Pol Ltrs on Conditions Penalties)
Persons newly employed
ARE NOT SUBJECT TO CONDITIONS PENALTIES OR AWARDS FOR SEVEN DAYS
FOR THAT POST.
It is noted that all posts are begun in Non-Existence but it is
without penalty for 7 days. If in that time (for a newly employed
or new appointee) the post has not risen to Normal Operation the
penalties are applied for the Condition it has risen to.
A person assigned a low condition in a post or as a member of a
part of the org or the org assigned a low condition who is then
transferred to a new post carries to the new post the penalties of
the old post for 7 days or until the old post's condition is
upgraded, whichever is earlier. He then assumes the condition to
which he has risen on the new post.
Persons newly appointed (not newly employed) or transferred into
a new appointment who are in Normal or above at time of transfer
are subject to the Awards of their previous post for 7 days after
which time they then assume the Awards and Penalties of the current
condition of their new post.
Amended by: Billy King Casey
Issue Authority WW
LRH:jc.cden Ken Delderfield
Copyright (c) 1968 LRH Comm WW
by L. Ron Hubbard Joe van Staden
ALL RIGHTS RESERVED Cmdr. Sea Org
Irene Dunleavy
[See also HCO P/Ls 6 October 1970, Issue III, Ethics
Penalties, Flag LRH Comm
19 October 1971R 22 October 1971, Ethics Penalties
Rein- for
stated 16 November 1971, Conditions, Awards and Penances
and 16 November 1971R 16 November 1973, Conditions L.
RON HUBBARD
Awards and Penances, in the Year Books.] Founder
NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD
COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO
BULLETIN OF 12 MARCH 1968 Remimeo
MISTAKES, ANATOMY OF
In the presence of Suppression, one makes mistakes.
People making mistakes or doing stupid things is evidence that an
SP exists in that vicinity.
LRH :jc.nt.cden L. RON HUBBARD
Copyright (c) 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
479
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 JUNE 1968
Remimeo Flag Order
ETHICS
The Purpose of Ethics is
TO REMOVE COUNTER INTENTIONS FROM THE ENVIRONMENT.
And having accomplished that the purpose becomes
TO REMOVE OTHER INTENTIONNESS FROM THE ENVIRONMENT.
Thus progress can be made by all.
Many mechanisms can exist to mask a counter intention.
One has an intention to expand the org. An "expert" says it is
difficult as "The building society ....". The impulse is to then
handle the problem presented by the "expert", whereas the correct
ETHICS action is to remove his Counter Intentionedness or Other
Intentionedness. If he were an EXPERT he would simply say "OK. I'll
handle my end of the expansion".
There are many ways to handle counter and other intentionedness.
There is a fine line between Ethics and Tech.
The point where a thetan goes mad is very exact. It is the point
where he begins to obsessively stop something. From this the effort
becomes generalized and he begins to stop lots of other things.
When this includes anyone who or anything that would help him as
well as those people and things that help, the being is
suppressive. His intentions counter any other intention,
particularly good intentions.
Other intentionedness comes from unawareness or dispersal. By
removing things which disperses others. Offering bottled medicine
to cure "the blues" is a direct distraction. It is the purveyor of
the distraction who is the target.
The person who enters on Scn groups to then sell other-answer is
of course an enemy.
However we go about accomplishing the above is the action of
Ethics. The above is the purpose.
L. RON HUBBARD Founder
LRH:js. eden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
480
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 19 JUNE 1968 (Issued from Flag Order
919)
Remimeo
ETHICS TRAINING
Ethics Officers are not just appointed. They are trained.
A prospective Ethics Officer must star rate checkout on the two
packs of Ethics Policies on Org Exec Course.
The Ethics Officer I/C breaks in a new Ethics Officer by having
him do leg work. He goes throughout the Org checking points that
must be decided from incoming admin. He makes investigations. He
acts with the Ethics Officer hearing all people who come to the
desk. The Ethics Officer I/C filters out the light admin, i.e.,
upgradings and passes it on to the Ethics Officer, increasing the
amount of admin until the new Ethics Officer can rapidly handle a
full basket.
New Ethics Officers should sit frequently on Boards of
Investigation and Comm Evs.
Ethics Officers should realize that they deal mainly in entheta;
they listen to it and when it runs down put in Ethics.
An Ethics Officer should be fearless and relentlessly devoted to
his task. His or her job deals in harsh realities. Do not be
reasonable, Ever.
We are putting Ethics in on a planet. Each day someone else
agrees.
CS-5 for
L. RON HUBBARD Founder
LRH:BB:mc.js.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
481
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 JUNE 1968
Remimeo
ETHICS OFFICERS
By recent experience and tests in the Sea Org it requires a ratio
of one Ethics Officer for every 20 people being handled in or by an
org. This at first glance is incredible. But by actual test this
got in tech and Admin in an area for the first time.
Tech can't be gotten in unless Ethics is in. We've proved that by
actual stats. Admin can't be gotten in until our 3 techs are in
(tech of Ethics, tech of processing and training, tech of Admin
itself).
So if Admin is out, then Ethics and Tech are out. If Ethics is
out then Tech is out.
Thus TO START AN ORG OR KEEP IT THERE, Ethics MUST BE GOTTEN IN
AND KEPT IN.
As far as a PC goes Ethics is the beginning. As far as a student
goes Ethics is the beginning. As far as an Org goes, ETHICS IS THE
BEGINNING and behind every org sag there is out ethics.
The reason Franchises fold, they have no Ethics Officers.
So if it's that important to stats, beef it up!
To hold Ethics in on an org it took 1 Ethics personnel for every
20 on staff or handled as the MINIMUM.
Thus we get a minimum Ethics roster for the SH org (not including
WW or Pubs).
1 - Chief Ethics Officer 1 - Staff Ethics Officer in
Charge 4 - Asst Staff Ethics Officers 1 - Student/PC
Ethics Officer In Charge 1 - Asst Student Ethics Officer 1
- Asst PC Ethics Officer 1 - Public Ethics Officer In
Charge 3 - Asst Public Ethics Officers 1 - Ethics
Receptionist 1 - Ethics Receptionist/Typist 1 - Ethics
Clerk In Charge 1 - Asst Ethics Clerk
This makes a 17 person Ethics section for SH, having 3 units of
Staff, students/ pcs and Public with office personnel for reception
and filing.
Then the SH Evening Foundation requires 3 E/Os, 1 for staff, 1
for students/pcs, 1 for public.
Then the Weekend Foundation with 3 more.
Then for WW there would be
1 - International Chief Ethics 1 - Asst Int Staff E/O 1
- Asst Int Stu/pc E/O 1 - Asst Int Public E/O
And an International Clerk/Typist and 1 International files
clerk.
482
Then for WW there would be
1 - Chief Ethics Officer WW 1 - Staff Ethics Of dicer
WW 1 - Public Ethics Officer WW 1 - Guardian's Office
Staff Ethics Officer 1 - Pubs Org Ethics Officer In Charge 1
- Pubs Org Staff Ethics Officer
In the SH - WW - Pubs areas there would then be 35 Ethics
Personnel.
So what about a Continental Org?
Obviously it needs 1 Chief E/O and 3 for Assistant E/Os. And the
Org to which it is attached needs about 1 in 20 as at SH.
Note that there are 3 zones. These are STAFF, STUDENTS/PCS, and
PUBLIC.
The Staff E/O handles the staff only and their familial
connections.
The Student/PC E/O handles Students/PCs and their familial
connections.
The Public E/O handles the public, of course.
So what happens in a little org. Obviously it can't afford 3
E/Os. But it can't afford to go broke or vanish either, and 3 E/Os
are required if one is to expand.
So it is firm policy that:
NO ORG MAY EXIST WHICH HAS LESS THAN 3 ETHICS OFFICERS, and THE
HCO ES GOES INTO NONEXISTENCE IF SHE HAS LESS THAN 3 E/Os AND ONE
E/FILE CLERK FULL TIME
The policy that says E/Os must do their own filing is cancelled.
As filing is vital to Ethics one files/reception personnel must
exist for every 3 E/Os. One can have 4 or 5 E/Os with one file
clerk but 6 E/Os require 2 file clerks.
The title Chief Ethics Officer is used when he has 3 full time
(or in foundations, foundation time) Ethics Officers.
The title Ethics Officer In-Charge is used when one has a Chief
Ethics Officer over him and at least one other below him.
The title Ethics Officer is used to denote single occupancy of a
section.
The title Assistant Ethics Of dicer is used to indicate E/Os who
have an In Charge over them.
The Senior Ethics Officer on the planet is the International
Chief Ethics Officer WW.
Over the Int Chief E/O are the Masters at Arms of the Sea Org.
The "badge" of a Chief Ethics Officer is a brass capped bamboo
baton. The badge of an Ethics Officer is a swagger stick.
ALL E/Os of whatever kind or wherever in the org or public are
part of Dept 3 Ethics Section Only. Divisional heads, etc. are not
given E/Os except HCO.
L. RON HUBBARD
LRH :js. eden Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
483
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor' East Grinstead, Sussex
HCO POLICY LETTER OF 29 JUNE 1968
Remimeo
Ethics Officer Div 1 - Dept 3 - Ethics Section
Hat
Registrar Hat
Address Hat
Franchise ENROLLMENT IN SUPPRESSIVE GROUPS
City Offices (Amends HCO PL 28 Dec 1965
of Same Title)
Any person found to be connected to a Suppressive Group may not
thereafter be enrolled in the Saint Hill Solo Audit Course or the
Clearing Course.
Suppressive Groups are defined as those which seek to destroy
Scientology or which specialize in injuring or killing persons or
damaging their cases or which advocate suppression of Mankind.
It does not matter whether the person so connected disconnects or
handles, or whether the connection has been previously severed.
The reason for this policy letter is to make it extremely
difficult for suppressive groups to acquire data they could then
pervert and use to harm others.
If a person was a member and left, it still remains such a person
must have had some basic agreement with the motives of the
suppressive group.
If we do not hold this rule we may find our task made harder by
the abuse of data. We do not want, ever again, the epidemics of
implantation to recur and will do all in our power to deny data to
any who might pervert it to such use.
A person so denied access to upper level data may not receive it
ever unless the group of which he is or has been a member is
completely abolished and dispersed.
Ethics files in all orgs must contain the names of such persons.
Neither may such a person ever become a staff member of a
Scientology organization without special clearance from LRH Ethics
Authority Section, Dept 27, WW. Anyone on staff found to have been
a member of a suppressive group must be sent to this section for
clearance.
NAMES PERSONS ENROLLED IN SP GROUPS OR DECLARED SP MUST BE
CIRCULATED TO ALL FRANCHISE HOLDERS, SCN OFFICES AND ORGS AS AND
WHEN DISCOVERED. THEY ARE NOT COVERED BY ANY AMNESTY AND MAY NOT
HAVE ADVANCED COURSES UNTIL GROUP DISBANDED. SUCH PERSONS MAY NOT
BE EMPLOYED BY ORGS OR OFFICES AND IF FOUND EMPLOYED IN ANY CENTRE
THAT FRANCHISE WILL BE CANCELLED. PERSONS OF SP GROUP MEMBERSHIP OR
DECLARED SP MAY NOT BE FSMS.
L. RON HUBBARD
LRH:js.cden Founder
Copyright(~) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 29 June 1968 amendment was the addition, sent by
telex, of the paragraph in full caps.] 484
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 JULY 1968 Remimeo Ethics Hat PCO Hat
A TIGER (Reissued from Flag Order 872, 12 June 1968)
A TIGER is a pretended staff member who has been repeatedly
associated with goofed departments, sections, projects, operations
and inspections and one who actually has caused such to occur. He
is a person who is a continual out-ethics person. He has failed to
get ethics in on himself and he is in a group of people, as a TIGER
would be, DANGEROUS.
So this label is now brought officially into being. It can be
assigned only by COMM EV and serves to warn Executives to keep such
a person off Exec posts.
Persons on the TIGER LIST may not go on missions or hold major
Exec posts.
The label will be lifted by the HCO Exec Sec when such a person
has contributed well and consistently.
It has been found by correlating lists of people in goofed
projects that a continual recurrence of several names occurs.
So this way we have these people labelled and we will have the
trouble sources isolated.
L. RON HUBBARD Founder
LRH: ei. eden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 AUGUST 1968
Remimeo (Reissued from Flag Order 1187)
SEA ORGANIZATION ETHICS POWER
Only a Sea Org member, contracted, experienced and specifically
assigned to a Mission or Project, has Sea Org Ethics Power in the
field. This Power cannot be delegated to anyone else.
Org Ethics are administered with penalties and rewards per
policy.
Sea Org Ethics are administered per Flag Order within the Sea
Org.
In truth, any Exec Council which is-enforcing Ethics penalties
without applying Ethics rewards is liable to a charge of wilful
misapplication.
Wilful misapplication (Ethics or Tech) is a High Crime.
W/O Nate Jessup
LRH:NJ:bb.js.cden CS - 1
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
485
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 AUGUST 1968
BPI Auditor
SECURITY I ABOLISHED
The practice of security checking from security check lists like
the "Joburg" has been abolished.
There are several reasons for this:
1. We have no interest in the secrets and crimes of people and no
use for them.
2. Security checking is often done without regard to the point
where the person feels better and so became overrun.
3. Security checking is often done in disregard of the state of a
person's case.
4. Low level cases do not react on actual crimes and so the
"security" furnished is often a false security.
5. There is public criticism of security checking as a practice.
6. The existence of lists of crimes in folders often makes it
necessary to destroy the folders which may contain other technical
data which is constructive and valuable.
7. If a person is a criminal or has overt acts which affect his
case, and speaks of them to an auditor of his own volition, the
auditor is bound by the Auditor's Code not to publish, use or
reveal them.
Nothing in this policy letter alters standard grade processing or
rudiments.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
486
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 SEPTEMBER 1968
Remimeo
SEA ORG
As of this date the Sea Org only will be conducting Ethics
Missions.
It has been proven that this responsibility can only be run from
an outfit mobile and extremely effective. This is not to say WW
cannot be effective. They can. At this time however the Sea Org
will take back the Mission hat.
WW can run inspections on orgs for the purpose of checking
compliance on WW orders. This can also be done by ECUS and other
Continental Orgs. Both these areas can utilize the OTLs for advices
on conducting these inspection tours or parties.
The Efficiency Expert School should continue at the same pace at
WW. This training is invaluable for just the org functions.
The Sea Org is the only group who can really run Ethics Missions.
WW now then has no Ethics power with regard to orgs other than is
decided by ECWW in full council meeting. All WW Ethics must come
from full council. No Member may be delegated this authority, or no
member of an inspection party or tour.
The Sea Org will take back now this field, which in trial phase
was given to WW. WW is to be commended for its action to carry the
Mission hat.
There is only one group who can effectively run Missions. This
group is now putting Scientology technology into a realm which will
soar the stats by 3 in as many months. These are the Class VIIIs.
The Sea Org does come back.
The word MISSION may now be used to designate only a Sea Org
official Mission. It has unlimited Ethics Powers. Their members are
called "Missionaires".
The word INSPECTION shall be used to designate WW or Continental
org parties sent out. Their members are "Efficiency Experts". They
have no Ethics powers but may recommend action to ECWW or EC
Continental on their return.
No EC including WW may send out Efficiency Experts who are not
trained by the SO and who are not graduates of the Org Exec Course.
L. RON HUBBARD Founder
LRH :jp.ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
487
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 4 OCTOBER 1968 (Reissued from Flag
Order 1432)
Remimeo
ETHICS PRESENCE
The reason an executive can get compliance is because he has
Ethics presence. If you haven't got it, you won't.
When you issue orders you are using power and force.
If you are also right in what you get compliance with and your
programmes are clear, correct and beneficial - boy do you win.
But it is not the rightness of a programme that gets compliance.
It is Ethics Presence.
Rightness does not get compliance because there are always
counter intentions in the way. If you go on the assumption that one
and all want things to go right you are going to make a dog's
breakfast out of it.
There are only a few with a good forward look and who are
relatively unaberrated.
Men will keep the accounts straight only because you can muster
bayonets to enforce that they do.
Ethics presence is an X quality made up partly of symbology,
partly of force, some "now we're supposed to's" and Endurance.
One of the reasons the press now print what we say is that we
have endured the biggest shellackings anybody could muster up.
We've gained Ethics presence publicly by it.
Endurance asserts the truth of unkillability. We're still here,
can't be unmocked. This drives the SP wild.
Because of the Sea Org we appear to have unlimited reach and in
some mysterious ways unlimited resources. The ability to appear and
disappear mysteriously is a part of Ethics presence.
As an Executive you get compliance because you have Ethics
presence and persistence and can get mad.
The way you continue to have Ethics presence is to be maximally
right in your actions, decisions and dictates. Because if you're
wrong the other fellow gets wrapped around a pole for complying.
And the pain of that starts to outweigh your own Ethics presence.
So, when you issue orders you are using force and power. You can,
however, get in such a frame of mind you cease to use the softer
arts as well. Against non-compliance you add ferocity with the aim
of continuing your comm line.
Wrath is effective but used in moderation and only in moments of
urgency.
L. RON HUBBARD Founder LRH:e~.cden Copyright (c) 1968 by L. Ron
Hubbard ALL RIGHTS RESERVED
488
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 OCTOBER 1968
Remimeo
CANCELLATION OF FAIR GAME
The practice of declaring people FAIR GAME will cease. FAIR GAME
may not appear on any Ethics Order. It causes bad public relations.
This P/L does not cancel any policy on the treatment or handling
of an SP.
L RON HUBBARD Founder
LRH :ei.cden Copyright (c) 1968 by I,. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 NOVEMBER 1968
Remimeo
CANCELLATION OF DISCONNECTION
Since we can now handle all types of cases disconnection as a
condition is cancelled.
L RON HUBBARD Founder
LRH :rw.cden Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
489
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 DECEMBER 1968 Issue III
Remimeo (Reissued from Flag Order No. 1667, same date and title)
SECURITY DIV I
If any person in the AO, SO or in any Org is found to be
insecure, any infiltration occurs, anything stolen, such as,
materials, money or documents, the local MAA, 3rd Mate and
Supercargo (if any) (in an Org, EO, HCO Area Sec and HCO Exec Sec),
plus the MAA, 3rd Mate, Supercargo and CS-1 on the Flag Ship are
promptly comm-eyed inevitably.
Div I is responsible for Security in Orgs - this doesn't
relieve Legal, Tech or Qual in securing their materials, but Div I
can, should, and MUST come down hard in hitting anyone for
insecurity.
These are invariable rules.
L. RON HUBBARD Founder
LRH: sdp.rw.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
490
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 JANUARY 1969 Issue II
Remimeo
UNUSUAL FAVOURS
The Condition for an Executive or Staff member who is using his
position in the Org to give unusual favours to the detriment of Org
solvency is TREASON.
Using one's position to order Class VIIIs to C/S or audit
personal friends, giving away Org services to non paying pcs,
obtaining free auditing for friends, letting students procure their
pcs off Org lines, giving out or permitting use of Org materials or
property, all just to be a "good fellow" and to the detriment of
the Org all come under this policy.
An Org was once used by a small clique to "get the latest
information". They let the poor staff go broke. This was Joburg in
the early 60's.
Recently the Case Supervision of Class VIIIs was extended in many
places to students' free pcs, students coauditing and even
Franchise pcs. This was accompanied by plunging graphs.
This comes under the heading of selling out the Org just to be a
good fellow.
It costs an Org money to furnish service.
When an Org starts giving away its highest services, it then does
not have the time or personnel to really give paying students and
pcs top grade service. And it goes broke.
This policy also includes standing about and doing nothing when
somebody is flagrantly violating it.
This policy specifically and only covers giving away or
permitting the use of Org services to the detriment of Org value
and income while on post as an executive or staff member.
It also applies retro-actively, i.e. using one's Org connections
to obtain special service or material favours for field or friends
after departure from Org staff.
L. RON HUBBARD Founder
LRH :bw.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
491
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 FEBRUARY 1969
Remimeo Issued as an FO
ETHICS PROTECTION CONDITIONS, BLUE STAR, GREEN STAR, GOLD STAR
(Modifies, clarifies any earlier FO on Ethics Protection)
BLUE STAR
A Class II Auditor who has his Staff Status II may assign his or
her own ethics conditions when requested to do so.
He or she may be given Ethics Hearings or removed from post
pending an ordered Comm Ev for crimes or high crimes.
GREEN STAR
Scientologists who are CLASS IV Auditors or above and who have
graduated from an Org Exec Course may NOT be assigned arbitrary
Ethics Conditions but may be required by seniors to assign
themselves a Condition. There is no penalty if they do not.
Such may not be given a Court of Ethics.
They may be Comm Eved for HIGH CRIMES only as per earlier Pol
Ltrs. These include failure to take Responsibility and failure to
act with initiative in circumstances which, not handled, bring
damage to others or serious overwork.
Such a person duly appointed to a post or duty who then, by
absence from it, neglect of it or failure to show initiative on it,
brings about a decline of the post and damage to it or areas around
it or HIGH CRIMES may be Comm Eved, but must be Comm Eved in order
to remove him or her from the post.
Such a person is called a GREEN STAR.
A CLASS VIII Auditor who has completed the Org Exec Course has
all the above Ethics Protection and also may not have any Comm Ev
finalised on him until the Comm Ev held and all evidence is
forwarded to the Sea Org for Review on his request.
He is called a GOLD STAR.
CERTS AND AWARDS
May issue an appropriate cert for the above awards when attested
to by an HCO Area Sec in any org.
NOTE
None of these Ethics protections are valid and none can be
claimed unless actually applied for and awarded by Blue, Green and
Gold Star certificates. These can be awarded in any official org
and can be applied for also by mail.
The certificate must be explicit and quote the actual lines of
this Pol Ltr.
LRH:sdp.ei.cden L. RON HUBBARD
Copyright(~) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
492
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 APRIL 1969
Remimeo ECs E/Os
ORG REDUCTION OR ERADICATION
It is an act of Treason to reduce, combine or close an org.
We in Scientology are the only ones who have ever been able to
reduce or close an org. The enemy has never in actual fact done so.
There are several ways an org can be collapsed or closed. While
these get a lesser condition they are important. Amongst these are:
1. Leave the EC unfilled as posts.
2. Assign it or its EC or principals an unreal and vicious
condition.
3. Combine the Day org with its foundation.
4. Deny it the right to promote.
5. Involve it in insolvency such as running up huge debts.
6. Use policy to stop.
7. Inhibit initiative.
8. Reward downstate and punish upstate.
9. Give Scientology and Dianetics a hard sell and then let tech
go out and fail to deliver so that the org gets attacked.
10. Pretend that "we don't entirely agree with Hubbard" at which,
by actual test, the public leaves it alone in droves.
11. Extend heavy credit and leave cash paying pcs to struggle to
get service in a tech div overloaded with freeloaders.
12. Change prices on the public.
13. Fail to give service in general.
14. Use the org just to get materials and WW service for use by a
small clique.
15. Let somebody hang around who is trying to get the staff to
engage in some other "remunerative" action.
16. Fall for the line that it should be run as a business on
business methods instead of Scientology policy.
17. Violate the tech - admin ratio.
18. Use ethics suppressively.
19. Use hard ethics on the public.
493
20. Accept false reports on the org or its staff members from the
public and act against the org before a thorough investigation is
done.
21. Permit wide and general 2D activities by the higher
principals of the org.
22. Accept the insane for processing in the org without
institutional facilities.
23. Fail to run a precisely scheduled, instructor on time,
standard curriculum academy or college.
24. Fail to clean up staff cases and keep them cleaned up.
25. Fail to get the staff trained by regular and enforcedly
attended programmes.
26. Fail to eject hecklers and enturbulative persons from the PE
Course.
27. Let town auditors haunt the org to get its pcs.
28. Fail to act as a helpful, responsible public body regardless
of attacks, press entheta or field 3rd partying.
29. Call Dianetics, Scientology something else "more acceptable".
Before assigning treason, or any low condition, for gross
offenses of this nature a thorough investigation should be
undertaken and a Comm Ev held which obtains evidence beyond any
reasonable doubt. One never assigns such conditions without Comm Ev
and never assigns them over a long line. It takes personal
representation from a higher body and great care should be taken
(see How to Find a 3rd Party Pol Ltr 15 March 1969) in locating any
3rd party not to then shoot the only leader there who was trying to
straighten it up.
Of these offenses, simply ordering an org closed or to combine
Day and Foundation or to drop its status lower are directly
treasonable acts as a little work and better planning and attention
to policy and service has always been able to lift up stats.
We are the only ones who can actually close or reduce orgs as
proven in 19 years of constant battle even with large governments
at the behest of older criminal practices. We alone have ordered
orgs closed. And even when it occurred they tended to survive or
revive.
Thus we must also take heavy care that our own executives do not
do it in any shape or guise as it betrays the whole planet.
L. RON HUBBARD Founder
LRH: cp.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
494
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 20 APRIL 1969 Issue V
Remimeo Ethics Hats Review Hats
DUMBNESS
The standard way to locate dumbness is to look for a stop, or a
flap.
The first thing to do is unstop the stop or settle the flap.
There are gradients of stops and of flaps. They stem from the guy
who was not quite with it and somehow got others caught up in his
confusion, unnoticed by them or others.
The way to find this person is to find by observation or
questioning, what are the data being operated on by whoever is
doing the stopping or the flapping.
You then ask him who he got the data from, or who was it that
raised the question in the first place.
He may have difficulty in recalling it - he went into
agreement with it without inspecting it - but if you persist he
will tell you. Follow it down to the person who can't tell you
where it all came from, and there's your source of dumbness.
Do it enough times and you'll come up with the same name or
names. There's the org's Dev-T artist!
You could handle it by finding the guy's confusions,
misunderstoods, misduplications, identifications, etc., using
Standard Tech. At his own expense
Ken Urquhart CS-7 for L. RON HUBBARD Founder
LRH:KU:ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
495
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 APRIL 1969
Remimeo
DEATH WISH
Old Schopenhauer the German philosopher used to talk about a
condition or state of mind known as the "Death Wish".
We have noted this in Dianetic days as Succumb Postulates.
Anyone who doesn't wear his hat in a group and doesn't do his job
is obviously dramatizing a death wish for the group.
What would you think of a bus driver who with 32 passengers under
his care, drove with his feet up, hands off the wheel and not
watching the road. It is obvious that he would be dramatizing a
Death Wish for the group.
Where a person in a group, whether a government, a society or an
org, does not make any intelligent effort to wear his hat he
threatens his own and the group's survival to greater or lesser
degree.
We could figure out and correct all this by auditing but that is
not the point. The point is that a person has his nerve pretending
to be a part of a group, accepting a post and then running a Death
Wish by not doing his job.
Such a person is covertly murdering his fellows.
Only this phenomenon prevents a group from becoming a true group.
L. RON HUBBARD Founder
LRH:ldm.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
496
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 NOVEMBER 1969
Remimeo
FORMER STAFF MEMBERS
Any former staff member who has not completed the contract he or
she signed when coming on staff, is to repay the Org in full for
any services taken free, or at reduced rates, before being allowed
to have any further services at any Scientology Organization.
This applies to former staff members of the Sea Org, St Hill Orgs
and the Churches of Scientology.
In all cases where a contract is broken an Ethics Order is to be
written and distributed to Ethics WW, all St Hills, all AOs and all
Orgs. The Master at Arms or Ethics Officer will keep a folder of
this type of Ethics Order.
Under no circumstances whatever will any services be allowed for
a former staff member with an unpaid debt to a Scientology
Organization. The HCO Executive Secretary of the Organization at
which a contract is broken must ensure that an Ethics Order is
written and distributed within 24 hours of the contract breach. The
Ethics Order is to include the amount of money owed to the Org.
A further Ethics Order is written and distributed as above when
the debt is paid in full.
W/O Larry Krieger Mission Boom I/C for L. RON HUBBARD Founder
LRH:LK:nt.cden Copyright Q) 1969 by L. Ron Hubbard
ALL RIGHTS RESERVED
497
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
Remimeo
All Exec Hats
HCO Area Hat
I & R Hat ETHICS, THE DESIGN OF
It is very easy for a staff member and even an Ethics Officer to
completely misunderstand Ethics and its functions. In a society run
by SPs and controlled by incompetent police the citizen almost
engramically identifies any justice action or symbol with
oppression.
Yet in the absence of true Ethics no one can live with others and
stats go down inevitably. So a justice function must exist to
protect producers and decent people.
To give you an example, when a little boy this life, the
neighborhood a block around and the road from home to school were
unusable. A bully about five years older than I named Leon Brown
exerted a very bad influence over other children. With extortion by
violence and blackmail and with corruption he made the area very
dangerous. The road to school was blocked by the 5 O'Connell kids,
ranging from 7 to 15 who stopped and beat up any smaller child. One
couldn't go to school safely and was hounded by the truant officer,
a hulking brute complete with star, if one didn't go to school.
When I was about six I got very tired of a bloody nose and
spankings because my clothes were torn and avidly learned
"lumberjack fighting" a crude form of judo from my grandfather.
With this "superior tech" under my belt I searched out and found
alone the youngest O'Connell kid, a year older than I, and
pulverized him. Then I found alone and took on the next in size and
pulverized him. After that the O'Connell kids, all 5, fled each
time I showed up and the road to school was open and I convoyed
other little kids so it was safe.
Then one day I got up on a 9 foot high board fence and waited
until the 12 year old bully passed by and leaped off on him boots
and all and after the dust settled that neighborhood was safe for
every kid in it.
So I learned about justice. Kids would come from blocks away to
get help in their neighborhood. Finally for a mile around it was a
safe environment for kids.
From this I learned two lessons:
1. Strength is nothing without skill and tech and reversely,
without skill and tech the strength of brutes is a matter of
contempt.
2. Strength has two sides, one for good and one for evil. It is
the intention that makes the difference.
On further living I found that only those who sought only peace
were ever butchered. The thousands of years of Jewish passivity
earned them nothing but slaughter.
So things do not run right because one is holy or good. Things
run right because one makes them run right.
Justice is a necessary action to any successful society. Without
it the brute attacks the weak, the decent and the productive.
There are people who suppress. They are few. They often rise up
to being in charge and then all things decay. They are essentially
psychopathic personalities. Such want position in order to kill.
Such as Ghenghiz Khan, Hitler, psychiatrists, psychopathic
criminals, want power only to destroy. Covertly or overtly they pay
only with death. They arrived where they arrived, in charge of
things, because nobody when they were on their way up said "No".
They are monuments to the cowards, the reasonable people who didn't
put period to them while they were still only small bullies and
still vulnerable.
Ethics has to get there before tech can occur. So when it doesn't
exist or goes out then tech doesn't occur and suppression sets in
and death follows.
49e
So if someone doesn't hold the line, all become victims of
oppression.
TWO SECTIONS
The Ethics Section is in Department 3. This department is called
Inspection and Reports.
In small orgs there is only one person in that department.
Primarily his duties consist of Inspecting and Reporting to his
divisional head and the Executive Council.
That is the first section's function.
WHEN inspection reveals outness and reports (such as graphs or
direct info to the EC) do not result in correction THEN it is a
matter for the second section.
The second section of Department 3 is Ethics.
Now it is an Ethics matter. If correctly reported outnesses that
threaten the org are NOT corrected then one assumes that
suppression exists.
Because he has files of damage reports and chits and because he
can see and investigate, the Ethics Officer locates WHO is causing
outnesses and suppressing the org. By condition assignments,
publication and Comm Evs he gets in Ethics.
It occasionally happens that it is someone high up in the org. It
sometimes happens his seniors or the EC scold him for daring to
report on things or to them. Then he knows the suppression is high
up and he is delinquent in duty if he does not report it to the
next highest org and if no action there right on up to the Sea Org.
Anyone removing him for daring to report the factual results of his
inspections can be severely handled by upper organizations. The
Ethics Officer can only be in trouble if he fails to do his job and
keep in Ethics.
Hitting people with conditions is such a small part of Ethics
that it is almost an abandonment of post. Letting people be hit
with wrong conditions is a Comm Ev offense.
Letting an SP collapse stats or an org is a shooting offense.
An Ethics Officer uses Ethics to protect Ethics upstate and keep
the stats up and to smoke out crimes that push people and stats
down. It is a simple function.
The basic duties of Dept 3 are what it says. Inspection and
Reports. These alone usually work. When they don't and stats fall
or people fall off the org board, one goes into Ethics actions.
You don't let incompetent and suppressive people on staff in the
first place and you crowd Ethics in on them if they're found to be
there.
You DON'T confuse an executive's effort to get the stats up with
suppression.
The E/O is making the environment safe so that production can
occur and service can be given. He is making it unsafe for those
who by neglect or continual errors or suppression push stats down
and get good staff members to leave.
If none of this is well understood and yet someone is making it
impossible to work, find a 9 foot high board fence......
The E/O must know his Ethics policy. He must understand why he is
there.
And the rest of the people in the org should understand it too.
L. RON HUBBARD Founder
LRH:rs.ldm.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
499
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
Issue II
Remimeo
HCO ES Hat
HCO Hats
DirI&RHat
Ethics Hat THE ETHICS OFFICER,
HIS CHARACTER
If a staff has no confidence in their Ethics Officer, their
morale is difficult to sustain.
A staff member has his head down, doing his job. Suddenly he
finds out that nobody has mailed any letters or magazines for a
month. This is a shock, an ARC Break. He was doing his job, so he
natters a bit and resolves to keep his eye open after this. He may
even do some investigation on his own. In other words he's
distracted from his post and duties. The environment is not safe.
WHERE was the E/O? Who didn't notice there was nothing going out?
A few weeks later the staff member hears that the address plates
are full of duplicates, wrong addresses and half missing. This is a
shock. It means the magazine never reached anyone really despite
all the work. The staff member says to hell with it. There couldn't
be an Ethics Officer worth anything and the org must be full of
SPs. So the staff member goes out and has a cigarette and sneers.
So do I.
A safe environment is a productive environment. An unsafe
environment is an empty hall.
ETHICS FUNCTIONS
Now this would appear that the E/O runs the org. Or that he gets
in everyone's way. Or that he is a whip that forces people to work.
Or any other silly idea borrowed from a wog world where the police
make things about as safe as a snake pit full of assorted reptiles.
The TECH fact is the data we have about SPs. There are very few
of these in proportion to decent people. That one fact is something
this society's police don't know. According to extant social tech
ALL people are basically bad and are only made "good" through
punishment. So everyone everywhere has to be threatened. That's
extant wog tech. It doesn't work. The crime rate soars so obviously
the know-how isn't to be found out "there". People are all animals,
"they" say and must be herded. Well that's the "modern social
scientist's" nutty idea. Society does not know that all they'd have
to do is round up their few SPs and they'd have no crime. Instead
whenever they arrest criminals they prove to these that society is
brutal and crime justified and just let them loose again. They
don't straighten SPs up because the "social scientist", the
psychologist and psychiatrist are at this writing at least mainly
SPs themselves and haven't any tech but the club.
So the E/O must understand at once that he is dealing with a new
highly precise tech. It is the tech of Ethics. A meter, a case
folder, a course study record, a knowledge of the HCOBs on SPs and
case types and PTS phenomena and you can identify an SP promptly.
He makes things go wrong, hurts people, oppresses. Around him all
the right actions vanish and the wrong actions appear.
Now because he or she can make others go PTS, then THEY make
mistakes.
500
So you get a whole group making things go wrong.
The E/O, knowing his Ethics Tech, can sort out the group, find
the real SP, remove him or depower him and zingo the group will
rebound and do great.
If an E/O finds himself having to assign lots of conditions,
finds as he inspects the org that the HCO Pol Ltr on promotions of
the org or the old org rudiments list when checked against the org
demonstrates too many outnesses, he knows that he is dealing with
one or more SPs in the org or around its area.
Careful investigation by the E/O (and he has very exact
procedures all to be found in the OEC Ethics pack) discloses the
source or sources of the trouble. He verifies all against the
person's stats, study and case record and his meter and then he
acts.
If he is right the org straightens right out. If the E/O is wrong
in his investigation and action things will get worse - i.e.,
stats will go down. So he can do it all over again, exhume the body
he incorrectly shot, apologize and now find the real SP!
So Ethics has its own tech, very superior tech indeed.
Ethics could clean up a whole nation and make it boom, using its
tech correctly.
As Ethics is a powerful tech, an uninformed E/O who thinks he is
a sort of KGB - Local cop - FBI - Scotland Yard sure has
missed the point. They are (or are at this writing) total failures
as witness the condemnation of crime stats in their areas. They are
simply oppressive terror symbols. They take psychiatric advice and
get psychiatric results. The end product is mutiny and revolution
by the population.
When you threaten the whole population you get riot and civil
commotion. When you have riot and civil commotion the police are
threatening (because of lack of Ethics tech) the whole population
whereas less than 10%, even as little as 1~, are bad hats.
SUPPRESSIVE REASONABLENESS
The greatest enemy of the E/O is the reasonable person. There are
no good reasons for any outness except
(a) Natural catastrophes (such as earthquakes, lightning, etc)
(b) Suppressive persons
(c) Persons who are PTS to suppressive persons.
When an exec starts to explain the "reasons" for low stats
instead of working to get high stats he is being reasonable.
When Joe Blow has just smashed his 5th typewriter and the Dissem
Sec starts to explain how he's just a good boy gone a bit ARC
Breaky she is being "reasonable". He's either an SP or he's PTS to
someone.
The explanation is the answer to the E/O's WHO, not the Dissem
Sec's why.
The ECs of 3 orgs are at violent war with each other. Somebody
explains how reasonable this is. Their E/Os had better meet quietly
and find out WHO is an SP and WHO is PTS in that battle royal and
ACT.
Reasonableness is suppressive since it lets oppression continue
without action being taken.
Suppressive reasonableness is a common trait. It comes from THE
INABILITY TO CONFRONT EVIL.
Evil takes a bit of confronting.
501
People who want desperately to "have no trouble" often won't
confront and handle trouble.
Murder is murder. It occurs. A murder is not a frightened wish it
had not occurred. It occurred. Somebody did it. There's the body.
Psychiatrists, for instance, have two major types in their ranks,
both psychopathic. One is a theetie weetie who thinks all criminals
are poor abused things and the other is himself a criminal
psychopath who turns criminals loose on the society just to get
even with people for his own fancied wrongs. Tracing several major
crimes it can be found that the violent criminal was in the hands
of a psychiatrist earlier and told him his intentions yet was let
loose on society.
Such a criminal - a rapist, a murderer - can't be helped by
psychiatry. But that isn't the point. Decent people died and some
died horribly. That doesn't make a very safe environment does it?
It is true that we could straighten this criminal out if we could
keep him out of circulation for a while. It is true the criminal is
in trouble, BUT IT IS ALSO TRUE THAT HE COMMITS CRIMES.
So an E/O doesn't want somebody in circulation in a group or a
society who commits crimes.
The job of the E/O is to disconnect and de-power the criminal and
so protect the group.
The criminal, the SP (same thing) is TRYING TO GET EVEN WITH
PEOPLE. That's his common denominator. He does it by covert
omissions or overt violence. It all amounts to the same thing.
The E/O works for from 90% to 99% of the group, not for the 1~.
When the E/O has done his duty to the group he can then take up
the individual. I always handle things in that order:
1. Safeguard the group.
2. Rehab the individual.
You will have a mess if you only do one or the other or try to
rehab the individual criminal without safeguarding the group.
In actual practice you safeguard the group by removing or
isolating the individual. Then you see what can be done for the
individual to rehab him without endangering the group in any way.
An E/O can be used by an SP (with false reports or stupid orders)
to needle and hurt a group. The duty of the E/O is plain. Follow
policy.
An E/O can be paralyzed when seniors will not let him do his job
either because they don't understand it or because they are
suppressive. The stats tell which one.
But the E/O has an action in this case.
I recall that the first two E/Os ever appointed, did their job,
tried to clean up the org where two criminals and a spy were in
full bloom and were clobbered by the OES (then Assoc Sec) and
removed. The same executive carried the org over Niagara Falls
within a year. He was having homosexual relations with the spy! The
fault here was a lack of investigation or investigatory skill and
Ethics tech not yet developed fully. If these two E/Os had found
that they couldn't work and couldn't function despite
502
crashing org stats they should have located who was blocking any
action by simple investigation and they would have found the crime,
and with that in hand they could
have said, "See here "
E/O CONDUCT
An E/O should never discuss staff members who are merely under
investigation or act in a way to 3rd party people. An E/O gets the
facts and then acts.
An E/O should himself be an Ethics upstat. E/Os who aren't don't
last long.
An E/O should act like a shepherd not a wolf. When the facts are
in plain view he or she should act like a panther with one straight
pounce.
An E/O who is an efficient E/O is very popular with a staff. If
he or she knows his business and carries it out effectively the E/O
easily becomes a local hero.
An E/O shouldn't permit a staff to be nagged, threatened or given
floods of conditions. When he sees these things occurring he knows
it's time to investigate for WHO has got people PTS and handle
without other orders.
An E/O's rehab actions should be limited to re-investigation on
request, correcting actions based on false reports and seeing that
Qual does any case handling that comes up.
When an E/O sees big efforts being spent on trying to get
ex-wolves back into the fold he investigates for the source of the
effort and having found it finds out WHO and WHY. One E/O never
could get an org going but sure worked to get ex-wolves painted
white. One head of an org had a staff in virtual mutiny but worked
continuously to get reinstated to grace three people who over the
years had done nothing (on clear evidence) but shoot upstate for
outside pay - yet the E/O of that org didn't even try to find
out why the head of that org was so constantly PTS as to worry only
about rehabbing and reinstating SPs. And to this day (the situation
is current) the E/O of that org has sent no report or appeal to a
higher org.
An E/O can get so irresponsible as to assign his whole function
to just Ethics conditions assignments. Never enforced, no sort out
of staff ever attempted, no real confront at all, just a weary
round of conditions and threats of conditions. Been removed of
course. Lots of threats and conditions mean only somebody is SP and
a lot of others are PTS.
An E/O trying to handle a long org history of down stats and
trouble should look first only at those who have been in the org
throughout the trouble period. One or more will be SP or PTS but
good.
An E/O who has had an area all calm but suddenly sees it roughed
up should look only at those who came into it since it went bad.
An E/O is only trying to make a safe environment in which staff
members can work happily and good service is being given to the
public.
An E/O in the final analysis is answerable to me that all is well
and secure with his area.
L. RON HUBBARD Founder
LRH:rs.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
503
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 9 DECEMBER 1969 (REVISED 12 DEC 1969
THE ORIGINAL BEING CANCELLED)
Remimeo
HOW TO PREVENT AN ETHICS OFFICER FROM DOING HIS JOB
The LRH Comm is Ethics Authority and should prevent Ethics
Officers from abusing their post. However, seniors to the Ethics
Officer often make it difficult unintentionally for the E/O to do
his job. The following are some of the ways it has been done.
In all of these 12 ways, it is assumed the E/O knows his hat and
is doing his job well. If this is not the case it is up to the LRH
Comm to advise him correctly, get him checked out on Ethics policy
and failing this to report him with all facts to the higher org.
Given a well trained Ethics Officer he can be prevented from
Inspecting, Reporting and Adminstering Ethics by one or more of the
following.
1. Overloading the Ethics Officer's lines with unnecessary orders
to do needless investigations. Such orders being labelled "URGENT"
and carrying a penalty for the Ethics Officer if not immediately
complied with.
2. Allowing bypass orders to go directly to the Ethics Officer
from seniors, thus not only leaving him prone to overload but also
putting him in a position where he can be "chopped" by others for
not complying with every order immediately.
3. Not passing on or acting on the data contained in reports made
by the Ethics Officer, destroying or losing them.
4. Giving the Ethics Officer orders and then refusing to abide by
these yourself. E.g., "Every staff member who comes to work late in
the morning must be assigned non-existence." Roll up at 10 a.m.
yourself and refuse the condition.
5. Ordering the Ethics Officer to assign someone a stated
condition and then adding that the Ethics Officer will be assigned
that condition if he doesn't make it stick.
6. Making the Ethics Officer wrong for cancelling a condition
which was unjust.
7. Violating Ethics Policies and telling the Ethics Officer that
it doesn't apply here. E.g., Senior violates justice policy in
handling of an individual then tells Ethics Officer not to worry as
the policy doesn't apply to Joe Smith who has a bad record anyway.
8. Using senior powers to lumber the Ethics Officer with
conditions and stiff ethics, leaving him with no one to appeal to
or back him up in his work.
9. Putting the Ethics Officer into lower condition for "not
wearing his hat" when he refused to comply with an illegal order.
10. Ordering the Ethics Officer to do an investigation, but
telling him what he must find and what conditions must be assigned
to whom, before the investigation has even started.
11. Refusing to accept an Ethics Officer's actual evidence on
misdemeanors, crimes or high crimes concerning a senior, but
instead reprimanding the Ethics Officer for attempting to
"undermine a senior executive".
12. Refusing to accept the Ethics Officer's findings,
invalidating his administration of justice and evaluating and
invalidating his application of Ethics actions in a matter where
the Ethics Officer was applying standard Ethics Tech and attempting
to get him or actually ordering him to lower or raise the
conditions or change the findings which the Ethics Officer knows to
be true, just and correct.
This list was submitted by an Ex-E/O.
LRH:rs eg.rd L. RON HUBBARD
Copyright(~) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
504
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 JANUARY 1970
Remimeo A/G Hats Reg Hats RAP Hats Ethics Hats Tech Hats
MINORS - LEGAL ON, STUDENTS AND STAFF
1. A Minor (person under 21 years of age) must have a parent or
legal guardian signature on his or her contract.
2. A Minor must either live with a parent or have a legal
guardian appointed if parent is outside city. The legal guardian
appointment must include a statement of parent's permission for
Minor's guardian to obtain emergency medical care for Minor if
needed.
3. In California, a Minor over 16 and under 18 who is not a high
school graduate, must attend an accredited school for a minimum of
3 hours per day during the school year.
4. Minors must obey curfew laws. DTS to see that curfew
regulations are posted on student board and the age they apply to.
5. Staff Members who are Minors must comply with 1, 2 and 4
above. They must also get a work permit from the local school. In
California, with public school permission, a Minor between the ages
of 15 and 18 may work full-time and attend the Continuation School
for 4 hours per week on Saturday.
6. A/Gs, Registrars, Tech Secs, Dirs of RAP and Ethics Officers
are to see that their organizations are in compliance with this
policy as the law requires in each of their areas.
Natalie Fisher Assistant Guardian ASHO Joel Kreiner D/Guardian
Legal US Bob Thomas D/Guardian US Leif Windle Policy Review Section
WW Jane Kember The Guardian WW for L. RON HUBBARD Founder
LRH:NF:ei.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
505
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 FEBRUARY 1970
Remimeo
All Orgs
AOs
SHs
E/O's Hat
T/Sec Hat
PES Hat
Dir Success Hat
ARC Br Reg Hat
PRO Hat
PRO Crse Checksheet ETHICS
QUALITY OF SERVICE
ARC Breaks bring about and restimulate a desire to get even.
An ARC broken person attacks.
Criminals, revolutionaries, great generals are simply dramatizing
the effects of an ARC Break of long duration.
Madmen seldom attack that which ARC broke them but choose wrong
targets.
Any and all attacks suffered by orgs are from ARC broken persons.
Even when such persons were really ARC broken with some other
activity, they instantaneously attack us.
Most ARC breaks are caused by by-passed charge. This charge is
usually the restimulation of some earlier ARC break not caused by
us.
WITHHOLDS ARE ONE PRIMARY CAUSE OF BY-PASSED CHARGE.
When persons are poorly processed or poorly trained they can
restimulate a great deal of by-passed charge.
When persons are permitted to take higher grades without really
attaining lower grades, by-passed charge is inevitable; hence we
see refunds, attacks and upsets in orgs and the field.
The true cause of ARC Breaks of long duration which transfer to
us is when we permit technical goofs.
ETHICS exists primarily to see that people honestly make their
grades and are trained as they should be and that no-one is
permitted to prevent good auditing and good training or to
enturbulate the org so that it cannot occur and to make sure the
org is there to give service in volume.
Ethics is not concerned with "acceptable social behaviour" only
insofar as it impedes the training or processing of others.
THEREFORE: Accepting for higher levels of processing persons who
have not made their lower levels shall be classified as a crime.
Processing persons at higher levels who have not made lower
levels shall be classified as a crime.
506
Training persons at higher levels who have not proven themselves
as competent Dianetic auditors shall be classified as a crime.
Admitting a famous person or notable writer to higher level
processing who has not fully attained lower level processing shall
be classified as a HIGH CRIME. This applies in particular to Power
and Clearing Courses.
Administering Power to anyone who has not had Dianetic Triples,
Scientology Triples and adequate gains or who needs further
auditing or Review shall be deemed a crime.
Permitting an ARC broken person to leave an org unhandled shall
be deemed for the last auditor to audit him and for the PES and
Director of Success a crime.
Failure to strenuously act to clean up an "ARC broken field"
shall be deemed a high crime for the Executive Council.
ALL ETHICS OFFICERS are to regulate their conduct of duty so as
to safeguard good auditing and training in the organization and to
create a calm atmosphere where these can occur in volume.
This Policy Letter has first priority and claim on the duties and
attention of the Ethics Officer.
In interpreting the above in technical matters, the Ethics
Officer should consult the opinion of competent auditors not
connected to any charge in progress.
Nothing in this Policy Letter shall prevent Scientology Grades
before Dianetic Grades.
Nothing in this Policy Letter shall limit the amount of auditing
that a person car. be given at any one grade.
L. RON HUBBARD Founder
LRH:jz.ei.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
507
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 18 APRIL 1970
Remimeo To All Franchise Holders F/O WW F/O ASHO
ETHICS AND FRANCHISE
Strong Ethics actions by org E/Os and MAAs against Franchises and
Franchise holders are forbidden.
Franchise is a Public Divisions Function. Public Divisions run on
Public Relations tech and rules.
There are several technologies. Handling people with Dianetics
and Scientology tech, handling them with Ethics tech, handling them
with PR tech.
Franchises are essentially PR activities. When you use Ethics you
mix practices.
There is already a protective mechanism in Franchises. If they
hold to Dn and Scn and stay true to source they prosper. When they
don't they go broke as their PR value loses its Reality factor.
If something is seriously wrong in a Franchise area then
Franchise Officer WW should handle and, if he can't, request top
level help. This is not a field where org E/Os and MAAs function
well as they have too little data on remote offices or their
problems.
Just once top level had to act in recent years when the SO name
was being abused.
It is not our policy to harshly handle Franchises.
Auditors are bound by the Auditor's Code.
Almost without exception Franchise holders are fine, willing
people and we trust them to do right.
L. RON HUBBARD Founder
LRH:nt.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
508
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 APRIL 1970
Remimeo Pub Dive E/Os HCO
FIELD ETHICS
It has come to attention that at least one org was not prospering
because it was being suppressed by its own field.
One or more SPs operating in its neighbourhood were active in
making the Ethics Officer and the Execs wrong and enturbulating
staff.
Whereas one should go lightly in handling a Franchise or group
with Ethics (these are PR areas not Ethics areas), there is an
entirely different sort of condition where an SP can be active in
the neighbourhood of an org and all but crash it.
Field influence on a large org is best handled by having a Public
Ethics Officer (Div 1 Dept 3) to whom the public can apply and to
whom Public Divisions can appeal or to whom Public Divisions can
direct persons.
There have been many upsets of this kind over the years and they
have almost destroyed the org in each case.
Some examples follow:
1. A rich pc corrupted org Execs with large loans. The org
disintegrated.
2. Execs were persuaded to give personal outside service which
knocked out their integrity.
3. A staff was constantly worked on to work outside the org as
they weren't making enough money (and ignoring their jobs in the
org they of course didn't make enough money).
4. An SP hung about an org invalidating its Execs to staff until
the Execs caved in.
5. An SP who had been sacked corrupted other staff with 2D and
kept the org upset.
6. An SP hung about spreading false rumors which caved in Execs.
7. A fool, not necessarily an SP, handed out money in the field
around the org (not to staff members) and suddenly said the sums
were "loans to Scientologists" who "didn't repay them" and got the
org involved in trying to patch it all up.
8. An SP so worked over Ethics personnel they no longer did their
job and the org went into a decline.
Any way you look at it, when you ignore Ethics tech and fail to
handle an SP the org and its staff will eventually suffer.
The prime targets are the Execs of an org and its HCO personnel.
When these are made ineffective the rest of the staff catches it
heavily.
Like it or not, staff needs to be protected from such capers.
Sweetness and light and reasonableness by HCO and Execs wind staff
members and the org up in a ball of trouble.
This is a loony-bin planet. If it weren't we wouldn't be working
at making it sane.
Protect the org! So the staff can do its job!
L. RON HUBBARD
LRH:kjm.cden Founder
Copyright(~) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
509
H.A.S.I. South Africa FOUNDING CHURCH POLICY LETTER OF 6 OCTOBER
1958
WHO CAN BE PROCESSED WHO CAN BE TRAINED
It has been board policy since the day the Founding Church was
established in Washington, D.C., that certain persons are
ineligible for processing.
According to the long standing policy of the Founding Church:
No person who is insane or who has an institutional background,
nor any person who is chronically ill may be accepted for
processing by the H.G.C.
There is no restriction on whom we can train. We can train anyone
so long as we do not teach academic subjects or issue academic
degrees, by Board Minutes of the 1 5th October 195 5.
We can train anyone in non-academic subjects.
However, we must not, even inadvertently, withhold a child from
his legal schooling by reason of religious counseling or for any
other reason without express permission from the authorities and we
must not substitute our ministerial training for academic
schooling.
Even a student cannot be entered into H. G. C. processing if he
in any way violates our standards of eligibility for processing at
the H.G.C.
The Registrar may not sign and neither the Director of Processing
nor an H.G.C. auditor may accept for processing any person who is
insane or who has an institutional background. The purpose of the
Guidance Center is to improve ability and intelligence and is not a
psychiatric clinic and should not act as one. This is without
regard to law since there is no law on the subject and we can
legally give spiritual guidance to the insane by District law. This
regulation is our own law. We are not in the business of
psychotherapy. Further, we will not accept for processing the
chronically ill. Even though we may by law treat the ill by
spiritual means it is still policy that we send the chronically ill
to medical care and confine ourselves to increasing ability and
intelligence.
In short:
1. WE MAY NOT AND MUST NOT ACCEPT PSYCHOTIC PERSONS FOR
PROCESSING by long standing policy, even if the person is a
student.
2. WE MAY NOT AND MUST NOT ISSUE DEGREES OF AN ACADEMIC
NATURE.
3. WE MAY NOT WITHHOLD A PUPIL FROM SCHOOL FOR OUR TRAINING
OR PROCESSING WITHOUT A LETTER FROM THAT SCHOOL SO AUTHOR
IZING HIS ABSENCE AND STATING HE IS TO COME TO US, NOT AN
UN-NAMED AGENCY.
4. WE MAY NOT DISBAR A PERSON FROM TRAINING BUT WE MAY NOT
PROCESS IN THE H.G.C. ANY STUDENT WITH PSYCHOTIC OR INSTITU
TIONAL BACKGROUND.
510
You must understand that these stable data are not arrived at
lightly. There are many good reasons behind them.
It is not illegal to give spiritual guidance to the insane: it is
against our board policy. It is forbidden.
It is illegal to issue academic degrees.
It is probably illegal by reason of Supreme Court decisions
(anti-segregation) to bar people from training.
If we have trouble, remember:
We make our own trouble. Only we can make our own trouble.
The Registrar, the Director of Processing and any assigned staff
auditor are personally responsible to the board for any action
taken which contravenes board resolutions or the broader law of the
land.
Definitions:
INSANE: Having been pronounced insane by a psychiatrist or being
incapable of any responsibility for social conduct.
INSTITUTIONALIZED: Having been committed to a public or private
institution for the insane.
ILL: Being medically diagnosed as suffering from a known, well
defined physical illness susceptible to medical care and relief.
For your information and guidance.
L. RON HUBBARD Chairman of the Board
Founding Church of Scientology of Washington, D.C.
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
511
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 30 AUGUST 1960
Fran Hldrs Ds of T Registrars Assn Secs HCO Secs
TRAINING RESTRICTIONS
For the first time in our history, I am placing restrictions on
the acceptance of students for training in Dianetics and
Scientology.
It is important that these restrictions be placed in effect and
kept in effect.
We are becoming too successful to take stupid risks as an
organization.
Several recent instances in various parts of the world showed
that we were accepting security risks for training. In most cases
our people stood around all sweetness and light and wouldn't
believe as usual but in these cases they suddenly alerted to the
fantastic liability of standing by a security risk.
Therefore, no student may be accepted for training by the
Director of Training until he has been given a solid security check
by the D of T personally. If the student fails to pass the test he
is to be sent to the HGC for processing using the money deposited
for training. When entirely cleared he may then be accepted for
training and only then. Thus he is not refused training. But he may
not be trained before he is cleared if he is a security risk.
State of case shall be used for rejection only when it is such
that he or she is impossible to security check by reason of a
stalled or wild needle that will not register.
These three reasons only may be used for rejection in addition to
the above.
1. Has a criminal record;
2. Is studying Scientology to procure data or evidence for
another organization; and
3. Is a member of a subversive organization that might use
Scientology to overthrow a government by force.
See that we get careful about this now.
Validation seals may not be placed on existing certificates
without security checking for above.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
512
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1964
Remimeo
Franchise
Sthil Students POLICIES ON PHYSICAL HEALING, INSANITY
AND "TROUBLESOME SOURCES"
It has been the long standing policy of Central Organizations to
handle physical illness and insanity in the following manner.
HEALING
Any process labelled "healing", old or new refers to healing by
mental and spiritual means and should therefore be looked upon as
the relief of difficulties arising from mental and spiritual
causes.
The proper procedure in being requested to heal some complained
of physical disability is as follows:
1. Require a physical examination from whatever practitioners of
the physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill
of the physical practitioner and is in actual fact a disease or
illness which surrenders to contemporary physical treatment, to
require the person to be so treated before Scientology processing
may be undertaken;
4. If, however, the physical practitioner's recommendation
includes surgery or treatment of an unproven nature or the illness
or disease cannot be accurately diagnosed as a specific physical
illness or disease with a known cure, the person may be accepted
for processing on the reasonable assumption that no purely physical
illness is proven to exist, and that it is probably mental or
spiritual in origin.
POLICIES REGARDING THE INSANE
With insane persons or persons with a proven record of insanity,
do the following:
1. Establish to the best of your ability within reasonable
administrative limits and known tests that any HGC pc accepted for
processing does not have a history of deserved institutionalization
in an insane asylum or similar place;
2. Process only those persons who have no such history;
3. Do not recommend any other treatment by practitioners in the
field of insanity where there exists any evidence that such
practitioners injure, disable or maltreat patients by violently
reacting drugs, by painful shocks, surgery or other barbaric and
outdated means of "mental treatment";
4. If no recommendation is possible under (3) above, recommend
only rest and a change of environment, but not in a professional
capacity.
THREATENING; SOURCES
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "Threatening Sources". They
include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment
or Scientology. In practice such persons, even when they approach
Scientology in a friendly fashion, have such pressure continually
brought to bear upon them by persons with undue influence over them
that they make very poor gains in processing and their interest is
solely devoted to proving the antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long
run as their own condition does not improve adequately under such
stresses to effectively combat the antagonism. Their present time
problem cannot be reached as it is continuous, and so long as it
remains so, they should not be accepted for auditing by any
organization or auditor.
513
(b) Criminals with proven criminal records often continue to
commit so many undetected harmful acts between sessions that they
do not make adequate case gains and therefore should not be
accepted for processing by organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or
attack or who have publicly attacked Scientology or been a party to
an attack and all their immediate families should never be accepted
for processing by a Central Organization or an auditor. They have a
history of only serving other ends than case gain and commonly
again turn on the organization or auditor. They have already barred
themselves out by their own overts against Scientology and are
thereafter too difficult to help, since they cannot openly accept
help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to
other causes for their condition too often to be acceptable. By
Responsible-for-condition cases is meant the person who insists a
book or some auditor is "wholly responsible for the terrible
condition I am in". Such cases demand unusual favours, free
auditing, tremendous effort on the part of auditors. Review of
these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to
obtain auditing for nothing, that they are not as bad off as they
claim, and that their antagonism extends to anyone who seeks to
help them, even their own families. Establish the rights of the
matter and decide accordingly.
(e) Persons who are not being audited on their own determinism
are a liability as they are forced into being processed by some
other person and have no personal desire to become better. Quite on
the contrary they usually want only to prove the person who wants
them audited wrong and so do not get better. Until a personally
determined goal to be processed occurs, the person will not
benefit.
(f) Persons who "want to be processed to see if Scientology
works" as their only reason for being audited have never been known
to make gains as they do not participate. News reporters fall into
this category. They should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich or influential or
the neighbours would be electrified should be ignored. Processing
is designed for bettering individuals, not progressing by stunts or
giving cases undue importance. Process only at convenience and
usual arrangements. Make no extraordinary effort at the expense of
other persons who do want processing for normal reasons. Not one of
these arrangements has ever come off successfully as it has the
unworthy goal of notoriety, not betterment.
(h) Persons who "have an open mind" but no personal hopes or-
desires for auditing or knowingness should be ignored, as they
really don't have an open mind at all, but a lack of ability to
decide about things and are seldom found to be very responsible and
waste anyone's efforts "to convince them".
(i) Persons who do not believe anything or anyone can get better.
They have a purpose for being audited entirely contrary to the
auditor's and so in this conflict, do not benefit. When such
persons are trained they use their training to degrade others. Thus
they should not be accepted for training or auditing.
(1) Persons attempting to sit in judgement on Scientology in
hearings or attempting to investigate Scientology should be given
no undue importance. One should not seek to instruct or assist them
in any way. This includes judges, boards, newspaper reporters,
magazine writers, etc. All efforts to be helpful or instructive
have done nothing beneficial as their first idea is a firm "I don't
know" and this usually ends with an equally firm "I don't know". If
a person can't see for himself or judge from the obvious, then he
does not have sufficient powers of observation even to sort out
actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of
reporters, etc. it is not worth while to give them any time
contrary to popular belief. They are given their story before they
leave their editorial rooms and you only strengthen what they have
to say by saying anything. They are no public communication line
that sways much. Policy is very definite. Ignore.
To summarize troublesome persons, the policy in general is to cut
communication as the longer it is extended the more trouble they
are. I know of no case where the types of persons listed above were
handled by auditing or instruction. I know of many cases where they
were handled by firm legal stands, by ignoring them until they
changed their minds, or just turning one's back.
In applying such a policy of cut-communication one must also use
judgement as there are exceptions in all things and to fail to
handle a person's momentary upset in
514
life or with us can be quite fatal. So these policies refer to
non-Scientology persons in the main or persons who appear on the
outer fringes and push toward us. When such a person bears any of
the above designations we and the many are better off to ignore
them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They
have to earn it. This has been true in every philosophy that sought
to better man.
THE STRESS OF POLICY
All the above "Troublesome Sources" are also forbidden training
and when a person being trained or audited is detected to belong
under the above headings (a) to (j) he or she should be advised to
terminate and accept refund which must be paid at once and the full
explanation should be given them at that time. Thus the few may
not, in their own turmoil, impede service to and the advance of the
many. And the less enturbulence you put on your lines, the better,
and the more people you will eventually help.
Scientology is an applied philosophy designed and developed to
make the able more able. In this sphere it is tremendously
successful.
Efforts to involve philosophy with medical imperialism,
psychiatric sadism, the bigoted churchman, bring about a slowing of
our progress.
These people are sick spiritually because of their own continuous
harmful actions against patients and the society and are beyond our
normal means to help.
These policies will continue in existence until such time as
those interested care to invest the time and treasure necessary to
build the institutions and re-eaucate the professions which now
practice medical and physical mental healing, and this is
definitely not within our time, but would belong to some remote
future when more men are sane.
However, such a programme would depend upon the continued existence
of the medical imperialist and the psychiatrist and as their more
reprehensible activities are rather new and very radical they may
be abandoned by public and government long before Scientology could
help them. This is probably the more likely occurrence as even in
Russia, the Communist has now foresworn all violent treatments of
the insane according to their delegates to the London Medical
Conference of this year, and Russian practitioners look with
contempt and scorn upon the Western psychiatrist. The medical
doctor of England, taken over by Socialism, has lost his ambition
for medical imperialism and has no contest with Scientology. In the
United States the American Medical Association has become locked in
mortal combat with the government and probably will be socialized
entirely in a few years due to fee abuses and lack of gains. The
medical doctor remains strong only in more backward small nations
such as Australia where world trends are late in arriving.
Even the Church in Rome is considering a surrender of principles
and amalgamation with other faiths in an effort to save a dwindling
religious membership.
Thus there may be no medical practitioner as we know him left in
a few decades. Membership in the psychiatric profession is
declining.
In the place of these institutions, if we ever get around to
them, we may find ourselves dealing with completely different
practices in the fields of physical healing and the treatment of
the insane. All we ask of them is that they are competent in their
treatments and less greedy for monopoly than their predecessors.
And if this is so, then our policies will then remain fully in
force, but in a spirit of co-operation, not with the desire to
protect ourselves and the public from them and the products of
their
bungling.
LRH :jw.cden
Copyright (c) 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO P/Ls 5 November 1964, Corrections to HCO Policy
Letters, next page, 27 October 1964 (reissued 23 June 1967),
Policies on Physical Healing, Insanity and Potential Trouble
Sources, page 517; 7 April 1965, Issue 11, Healing Policy in Field,
page 521, 21 February 1969, Cancellation of "Corrections to HCO
Policy Letters"-Pol Ltr of November 5, 1964, page 523; 13 March
1969 Addition to HCO Pol Ltr of 23 June 1967 "Policies on Physical
Healing, Insanity and Potential Trouble Sources"-Potential Trouble
Sources {b), page 523, and 7 May 1969, Policies on "Sources of
Trouble' page 525.]
515
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 NOVEMBER 1964
Remimeo
Franchise
Sthil Students
Sthil Staff CORRECTIONS TO HCO POLICY LETTERS
HCO POL LTR OCT 27 '64: Policies on Healing, Insanity, etc.
Throughout, change "Threatening Sources", "Troublesome Sources"
and "Troublesome Persons" to SOURCES OF TROUBLE, in title and in
3rd section.
Add to the end of the HCO Policy Letter - "Ours are the
powerful communication lines. They are powerful because they are
theta lines. Entheta (enturbulated theta) obtains all its apparent
power by being parasitic on theta lines. Only when you add the
power of our lines to the weakness of entheta lines can they then
have strength.
"Example: It was the FCDC communication to its own field about
that government raid that (a) cost the most in cash and (b) did the
most damage. You can actually ignore an entheta line in almost all
cases without the faintest consequence. It only has power when we
let it have power by answering it."
HCO POL LTR OCT 31 '64: Issue II. Current Policies Orgs and
Franchise.
Under Membership Sales, page one, add "and Central Orgs" to the
first sentence.
L. RON HUBBARD
LRH :jw.cden
Copyright Q) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED [See footnote at the bottom of page
515.1
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 10 FEBRUARY AD14
Remimeo (Reissued on 23 June 1967)
Tech Sec's Hat
Qual Sec's Hat
D of T Hat
D of P Hat
Registrar Hat
Franchise
Field
BPI ENROLMENT ON SELF DETERMINISM
No applicant will be accepted at Saint Hill, or should be
accepted by any Organization for training or processing, who is not
there on his or her own self determinism, but who has been ordered
to training or processing by an Organization, or who has been
compelled to undergo training or processing by a manager, judge,
relative or anyone other than the applicant.
L. RON HUBBARD Founder
LRH:gljp.cden Copyright (c) 1964, 1967 by L. Ron Hubbard ALL
RIGHTS RESERVED
516
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1964
Remimeo (Re-issued on 23 June 1967)
Franchise (Replaces HCO Pol Ltr 5 Nov 1964)
All Students
All Staff
Registrars' Hats
Tech Hats
Qual Hats
HCO Hats
POLICIES ON PHYSICAL HEALING, INSANITY
AND POTENTIAL TROUBLE SOURCES
It has been the long standing policy of Central Organizations to
handle physical illness and insanity in the following manner.
HEALING
Any process labelled "healing", old or new refers to healing by
mental and spiritual means and should therefore be looked upon as
the relief of difficulties arising from mental and spiritual
causes.
The proper procedure in being requested to heal some complained
of physical disability is as follows:
1. Require a physical examination from whatever practitioners of
the physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill
of the physical practitioner and is in actual fact a disease or
illness which surrenders to contemporary physical treatment, to
require the person to be so treated before Scientology processing
may be undertaken;
4. If, however, the physical practitioner's recommendation
includes surgery or treatment of an unproven nature or the illness
or disease cannot be accurately diagnosed as a specific physical
illness or disease with a known cure, the person may be accepted
for processing on the reasonable assumption that no purely physical
illness is proven to exist, and that it is probably mental or
spiritual in origin.
POLICIES REGARDING THE INSANE
With insane persons or persons with a proven record of insanity,
do the following:
1. Establish to the best of your ability within reasonable
administrative limits and known tests that any HGC pc accepted for
processing does not have a history of deserved institutionalization
in an insane asylum or similar place;
2. Process only those persons who have no such history;
3. Do not recommend any other treatment by practitioners in the
field of insanity where there exists any evidence that such
practitioners injure, disable or maltreat patients by violently
reacting drugs, by painful shocks, surgery or other barbaric and
outdated means of "mental treatment";
4. If no recommendation is possible under (3) above, recommend
only rest and a change of environment, but not in a professional
capacity.
517
POTENTIAL TROUBLE SOURCES
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "Potential Trouble Sources".
They include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment
or Scientology. In practice such persons, even when they approach
Scientology in a friendly fashion, have such pressure continually
brought to bear upon them by persons with undue influence over them
that they make very poor gains in processing and their interest is
solely devoted to proving the antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long
run as their own condition does not improve adequately under such
stresses to effectively combat the antagonism. Their present time
problem cannot be reached as it is continuous, and so long as it
remains so, they should not be accepted for auditing by any
organization or auditor.
(b) Criminals with proven criminal records often continue to
commit so many undetected harmful acts between sessions that they
do not make adequate case gains and therefore should not be
accepted for processing by organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or
attack or who have publicly attacked Scientology or been a party to
an attack and all their immediate families should never be accepted
for processing by a Central Organization or an auditor. They have a
history of only serving other ends than case gain and commonly
again turn on the organization or auditor. They have already barred
themselves out by their own overts against Scientology and are
thereafter too difficult to help, since they cannot openly accept
help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to
other causes for their condition too often to be acceptable. By
Responsible-for-condition cases is meant the person who insists a
book or some auditor is "wholly responsible for the terrible
condition I am in". Such cases demand unusual favours, free
auditing, tremendous effort on the part of auditors. Review of
these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to
obtain auditing for nothing, that they are not as bad off as they
claim, and that their antagonism extends to anyone who seeks to
help them, even their own families. Establish the rights of the
matter and decide accordingly.
(e) Persons who are not being audited on their own determinism
are a liability as they are forced into being processed by some
other person and have no personal desire to become better. Quite on
the contrary they usually want only to prove the person who wants
them audited wrong and so do not get better. Until a personally
determined goal to be processed occurs, the person will not
benefit.
(I) Persons who "want to be processed to see if Scientology
works" as their only reason for being audited have never been known
to make gains as they do not participate. News reporters fall into
this category. They should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich or influential or
the neighbours would be electrified should be ignored. Processing
is designed for bettering individuals, not progressing by stunts or
giving cases undue importance. Process only at convenience and
usual arrangements. Make no extraordinary effort at the expense of
other persons who do want processing for normal reasons. Not one of
these arrangements has ever come off successfully as it has the
unworthy goal of notoriety, not betterment.
(h) Persons who "have an open mind" but no personal hopes or
desires for
518
auditing or knowingness should be ignored, as they really don't
have an open mind at all, but a lack of ability to decide about
things and are seldom found to be very responsible and waste
anyone's efforts "to convince them".
(i) Persons who do not believe anything or anyone can get better.
They have a purpose for being audited entirely contrary to the
auditor's and so in this conflict, do not benefit. When such
persons are trained they use their training to degrade others. Thus
they should not be accepted for training or auditing.
(j) Persons attempting to sit in judgement on Scientology in
hearings or attempting to investigate Scientology should be given
no undue importance. One should not seek to instruct or assist them
in any way. This includes judges, boards, newspaper reporters,
magazine writers, etc. All efforts to be helpful or instructive
have done nothing beneficial as their first idea is a firm "I don't
know" and this usually ends with an equally firm "I don't know". If
a person can't see for himself or judge from the obvious, then he
does not have sufficient powers of observation even to sort out
actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of
reporters, etc., it is not worthwhile to give them any time
contrary to popular belief. They are given their story before they
leave their editorial rooms and you only strengthen what they have
to say by saying anything. They are no public communication line
that sways much. Policy is very definite. Ignore.
To summarize potential trouble sources, the policy in general is
to cut communication as the longer it is extended the more trouble
they are. I know of no case where the types of persons listed above
were handled by auditing or instruction. I know of many cases where
they were handled by firm legal stands, by ignoring them until they
changed their minds, or just turning one's back.
In applying such a policy of cut-communication one must also use
judgement as there are exceptions in all things and to fail to
handle a person's momentary upset in life or with us can be quite
fatal. So these policies refer to nonScientology persons in the
main or persons who appear on the outer fringes and push toward us.
When such a person bears any of the above designations we and the
many are better off to ignore them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They
have to earn it. This has been true in every philosophy that sought
to better man.
THE STRESS OF POLICY
All the above "Potential Trouble Sources" are also forbidden
training and when a person being trained or audited is detected to
belong under the above headings (a) to (j) he or she should be
advised to terminate and accept refund which must be paid at once
and the full explanation should be given them at that time. Thus
the few may not, in their own turmoil, impede service to and the
advance of the many. And the less enturbulence you put on your
lines, the better, and the more people you will eventually help.
Scientology is an applied philosophy designed and developed to
make the able more able. In this sphere it is tremendously
successful.
Efforts to involve philosophy with other practices bring about a
slowing of our progress.
These people are sick spiritually because of their own continuous
harmful actions against patients and the society and are beyond our
normal means to help.
These policies will continue in existence until such time as
those interested care to invest the time and treasure necessary to
build the institutions and re-educate the professions which now
practice medical and physical mental healing, and this is
519
definitely not within our time, but would belong to some remote
future when more men are sane.
However, such a programme would depend upon the continued existence
of the medical practitioner and the psychiatrist and as their more
reprehensible activities are rather new and very radical they may
be abandoned by public and government long before Scientology could
help them. This is probably the more likely occurrence as even in
Russia, the Communist has now foresworn all violent treatments of
the insane according to their delegates to the London Medical
Conference of this year, and Russian practitioners look with
contempt and scorn upon the Western psychiatrist. The medical
doctor of England, taken over by Socialism, has lost his ambition
for medical imperialism and has no contest with Scientology. In the
United States the American Medical Association has become locked in
mortal combat with the government and probably will be socialized
entirely in a few years due to fee abuses and lack of gains. The
medical doctor remains strong only in more backward small nations
such as Australia where world trends are late in arriving.
Even the Church in Rome is considering a surrender of principles
and amalgamation with other faiths in an effort to save a dwindling
religious membership.
Thus there may be no medical practitioner as we know him left in
a few decades. Membership in the psychiatric profession is
declining.
In the place of these institutions, if we ever get around to
them, we may find ourselves dealing with completely different
practices in the fields of physical healing and the treatment of
the insane. All we ask of them is that they are competent in their
treatments and less greedy for monopoly than their predecessors.
And if this is so, then our policies will then remain fully in
force, but in a spirit of co-operation, not with the desire to
protect ourselves and the public from them and the products of
their bungling.
Ours are the powerful communication lines. They are powerful
because they are theta lines. Entheta (enturbulated theta) obtains
all its apparent power by being parasitic on theta lines. Only when
you add the power of our lines to the weakness of entheta lines can
they then have strength.
Example: It was the FCDC communication to its own field about
that government raid that (a) cost the most in cash and (b) did the
most damage. You can actually ignore an entheta line in almost all
cases without the faintest consequence. It only has power when we
let it have power by answering it.
L. RON HUBBARD Founder
LRH:jw.jp.cden Copyright (c) 1964, 1967 by L. Ron Hubbard ALL
RIGHTS RESERVED
[See also HCO P/Ls 7 April 1965, Issue II, Healing Policy in
Field, page 521; 21 February 1969, Cancellation of "Corrections to
HCO Policy LetteN"-Pol Ltr of November 5, 1964, page 523; 13 March
1969, Addition to HCO Pol Ltr of 23 June 1967 "Policies on Physical
Healing, Insanity and Potential Trouble Sources"-Potential Trouble
Sources (b), page 523; and 7 May 1969, Policies on "Sources of
Trouble', page 525.]
520
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 7 APRIL 1965 Issue II
Gen Non-Remimeo A future Issue of The Auditor
HEALING POLICY IN FIELD
The HCO Policy Letter of October 27, 1964 is now binding on all
field auditors and field staff members.
Many field auditors do not realize that they damage their own
dissemination and usefulness by becoming involved with the very ill
and the insane.
The only thing a field auditor can do, really, without going
down, is to promote, run meetings and do short assists as field
staff members of their nearest org. But whether they are or not,
all Field Auditors including HBA, HAS and HQS must abide carefully
by this policy and inform those persons who seek to persuade them
to help the insane or very ill that "it is a Committee of Evidence
offense to break HCO policy" and thus get themselves free. I have
seen too many field auditors fail by their becoming entangled with
psychos and chronically sick cases to fail to protect them from
such a mistake.
Excerpt from HCO Pol Ltr Oct 27 '64:
"HEALING
"Any process labelled 'healing', old or new refers to healing by
mental and spiritual means and should therefore be looked upon as
the relief of difficulties arising from mental and spiritual
causes.
"The proper procedure in being requested to heal some complained
of physical disability is as follows:
1. Require a physical examination from whatever practitioners of
the physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill
of the physical practitioner and is in actual fact a disease or
illness which surrenders to contemporary physical treatment, to
require the person to be so treated before Scientology processing
may be undertaken;
4. If, however, the physical practitioner's recommendation
includes surgery or treatment of an unproven nature or the illness
or disease cannot be accurately diagnosed as a specific physical
illness or disease with a known cure, the person may be accepted
for processing on the reasonable assumption that no purely physical
illness is proven to exist, and that it is probably mental or
spiritual in origin."
LRH:jw.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO P/Ls 21 February 1969, Cancellation of "Corrections
to HCO Policy Letters"-Pol Ltr of November 5, 1964, page 523; 13
March 1969, Addition to HCO Pol Ltr of 23 June 1967 "Policies on
Physical Healing, Insanity and Potential Trouble Sources"-Potential
Trouble Sources (b), page 523; and 7 May 1969, Policies on "Sources
of Trouble", page 525.]
521
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 JULY 1965
Remimeo Tech Hats Qual Hats
Tech Div Qual Div RELEASE DECLARATION RESTRICTIONS HEALING
AMENDMENTS
The following three policies emerged from a Comm Ev conducted at
Saint Hill 23 July 1965.
RELEASE RESTRICTED
No person who is dependent for his or her livelihood upon a
Suppressive Person or Group, may be awarded any Release award
declaration or pin as such a person is not released in his
environment.
No person who is dependent for his or her livelihood upon
compensation being paid for physical or mental disability, may be
awarded any Release award declaration or pin as there is too much
vested interest in remaining disabled.
HEALING AMENDED
All students of any course are debarred from visiting any medical
or healing practitioner unless they are given an Ethics clearance
first and all possibility of "roller-coaster" (sudden case decline)
has been looked into and any suppressives or bad auditing precisely
isolated. The exception is an emergency involving severe injury or
infectious disease, but in this case the student must be cleared by
Ethics to be permitted back on course or even in the org. This
includes all accidents.
Course Supervisors are subject to Comm Ev in not so routing
students requesting to see a doctor.
All students must have permission to see a medical doctor except
in cases of severe emergency.
L. RON HUBBARD
LRH:ml.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
522
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 21 FEBRUARY 1969
Remimeo
CANCELLATION OF "CORRECTIONS TO HCO POLICY LETTERS" POL LTR OF
NOVEMBER 5, 1964
The Policy Letter of November 5, 1964 "Corrections to HCO Policy
Letters" is
cancelled.
HCO POL LTR OCT 27 '64 "Policies on Healing, Insanity, etc."
remains as
re-issued on 23rd June 196 7, "POLICIES ON PHYSICAL HEALING,
INSANITY AND
POTENTIAL TROUBLE SOURCES", as approved by The Founder.
Written by
Donat B. Perbohner
Director Policy Safeguard CIC WW
for
Kevin Kember
Policy Safeguard Chief WW
for
Jane Kember
The Guardian WW
LRH:MSH:dbp.ei.cden As directed by
Copyright (c) 1969 Mary Sue Hubbard
by L. Ron Hubbard Controller
ALL RIGHTS RESERVED for
[See also HCO P/L 7 May 1969, Policies on L. RON HUBBARD
"Sources of Trouble", page 525.] Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 MARCH 1969
Remimeo
ADDITION TO HCO POL LTR OF 23 JUNE 1967 "POLICIES ON PHYSICAL
HEALING, INSANITY AND POTENTIAL TROUBLE SOURCES" POTENTIAL TROUBLE
SOURCES (b)
A criminal record means one with the police for the commission of
and imprisonment for felony. The fact of a crime is irrelevant if
not seen as a crime by law.
L. RON HUBBARD Founder
LRH:jk.ei.cden Copyright (I) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
523
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 6 APRIL 1969 Remimeo
DIANETICS
The policy on Dianetics is that it was and is intended to make a
happy, well human being and that it can now be used in conjunction
with purely medical (not political psychiatric) treatment.
Any person not recovering his health and sense of well being by
use of Dianetic auditing should be given by competent medical and
clinical doctors or technicians a thorough physical examination to
locate the illness, structural or pathological (disease), which is
troubling him and introverting him.
Scientology healing and mental treatment policies apply to
Scientology.
Dianetics is fully excepted from these policies.
This is in view of the strong and increasing interest and
co-operation of individual medical doctors over the world which
should be continued and promoted.
This policy does NOT include turning any person over to
institutions or practitioners engaged in political treatment and
expressly does not allow the use of such political treatment as
electric shock, lobotomies, brain "operation" or drugs producing
convulsions.
This policy does permit surgical and structural operations
including the alleviation of concussion or skull fractures or the
removal of brain tumors but only after they are proven to exist
beyond any doubt by competent clinical examination. It does not
include exploratory operation.
The severance of nerves to "end psychosis" is expressly condemned
and the use of produced convulsion by any means to "alleviate
psychosis" and the practice of euthanasia (mercy killing) or any
barbaric torturous or murderous or terrifying treatment or approach
are not only not condoned but should be actively fought due to the
non-therapeutic results, the immediate or early demise of the
"patient" and to the efforts to use these "treatments" to effect
political ends. The persons using these means actively financed and
fought Dianetics and Scientology over the world and were the sole
source of repression of a valuable sincere and vital breakthrough
in the field of healing as consistently demonstrated.
This HCO Pol Ltr amplifies as policy HCOB 6 April 1969 and HCOB
12 March 1 969.
Dianetics is a healing practice supplementing medical treatment.
Scientology is a religious practice applying to Man's spirit and
his spiritual freedom.
In areas, mainly America, where the freedom to heal is subject to
attempted monopoly, all Dianetic auditing of physically ill persons
(not as student practice) must be in conjunction with competent
medical practitioners who must be informed why a medical
examination is requested for the preclean "This is a member of the
Church of Scientology. As he may be physically ill we wish a full
medical examination and diagnosis and any medical treatment which
will resolve the illness found. With the leave of the medical
doctor and with the patient under his care we will employ Dianetic
auditing as well to assist his recovery. Until healed this person
is not eligible for Scientology auditing. We cooperate fully with
the medical profession and expect in our turn that our trust in it
will not be betrayed. Under no circumstances will we permit this
person to be brutalized with psychiatric political treatments."
In other countries any variation of this statement or its lack
may be employed,
depending on the legal position of healing.
L. RON HUBBARD
LRH:cp.ei.cden Founder
Copyright(~) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
524
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MAY 1969
Remimeo (Revises HCO Policy Letter of 27 Oct. 1964)
Franchise
Sthil Students
Sthil Staff
Dianetic Course
POLICIES ON "SOURCES OF TROUBLE"
SEE ALSO HCO PL 6 APRIL 69 ISSUE II "DIANETIC REGISTRATION"
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "sources of trouble". They
include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment
or Scientology. In practice such persons, even when they approach
Scientology in a friendly fashion, have such pressure continually
brought to bear upon them by persons with undue influence over them
that they make very poor gains in processing and their interest is
solely devoted to proving the antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long
run as their own condition does not improve adequately under such
stresses to effectively combat the antagonism. Their present time
problem cannot be reached as it is continuous, and so long as it
remains so, they should not be accepted for auditing by any
organization or auditor.
(b) Criminals with proven criminal records often continue to
commit so many undetected harmful acts between sessions that they
do not make adequate case gains and therefore should not be
accepted for processing by organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or
attack or who have publicly attacked Scientology or been a party to
an attack and all their immediate families should never be accepted
for processing by a Central Organization or auditor. They have a
history of only serving other ends than case gain and commonly
again turn on the organization or auditor. They have already barred
themselves out by their own averts against Scientology and are
thereafter too difficult to help, since they cannot openly accept
help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to
other causes for their condition too often to be acceptable. By
Responsible-for-condition cases is meant the person who insists a
book or some auditor is "wholly responsible for the terrible
condition I am in". Such cases demand unusual favours, free
auditing, tremendous effort on the part of auditors. Review of
these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to
obtain auditing for nothing, that they are not as bad off as they
claim, and that their antagonism extends to anyone who seeks to
help them, even their own families. Establish the rights of the
matter and decide accordingly.
(e) Persons who are not being audited on their own determinism
are a liability as they are forced into being processed by some
other person and have no personal desire to become better. Quite on
the contrary they usually want only to prove the person who wants
them audited wrong and so do not get better. Until a personally
determined goal to be processed occurs, the person will not
benefit.
(f) Persons who "want to be processed to see if Scientology
works" as their only reason for being audited have never been known
to make gains as they do not participate. News reporters fall into
this category. They should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich and influential or
the neighbours would be electrified should be ignored. Processing
is designed for bettering individuals, not
525
progressing by stunts or giving cases undue importance. Process
only at convenience and usual arrangements. Make no extraordinary
effort at the expense of other persons who do want processing for
normal reasons. Not one of these arrangements has ever come off
successfully as it has the unworthy goal of notoriety, not
betterment.
(h) Persons who "have an open mind" but no personal hopes or
desires for auditing or knowingness should be ignored, as they
really don't have an open mind at all, but a lack of ability to
decide about things and are seldom found to be very responsible and
waste anyone's efforts "to convince them".
(i) Persons who do not believe anything or anyone can get better.
They have a purpose for being audited entirely contrary to the
auditor's and so in this conflict, do not benefit. When such
persons are trained they use their training to degrade others. Thus
they should not be accepted for training or auditing.
(j) Persons attempting to sit in judgement on Scientology in
hearings or attempting to investigate Scientology should be given
no undue importance. One should not seek to instruct or assist them
in any way. This includes judges, boards, newspaper reporters,
magazine writers, etc. All efforts to be helpful or instructive
have done nothing beneficial as their first idea is a firm "I don't
know" and this usually ends with an equally firm "I don't know". If
a person can't see for himself or judge from the obvious, then he
does not have sufficient powers of observation even to sort out
actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of
reporters, etc., it is not worth while to give them any time
contrary to popular belief. They are given their story before they
leave their editorial rooms and you only strengthen what they have
to say by saying anything. They are no public communication line
that sways much. Policy is very definite. Ignore.
To summarize troublesome persons, the policy in general is to cut
communication as the longer it is extended the more trouble they
are. I know of no case where the types of persons listed above were
handled by auditing or instruction. I know of many cases where they
were handled by firm legal stands, by ignoring them until they
change their minds, or just turning one's back.
In applying a policy of cut-communication one must also use
judgement as there are exceptions in all things and to fail to
handle a person's momentary upset in life or with us can be quite
fatal. So these policies refer to nonScientology persons in the
main or persons who appear on the outer fringes and push toward us.
When such a person bears any of the above designations we and the
many are better off to ignore them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They
have to earn it. This has been true in every philosophy that sought
to better man.
All the above "Sources of Trouble" are also forbidden training
and when a person being trained or audited is detected to belong
under the above headings (a) to (j) he or she should be advised to
terminate and accept refund which must be paid at once and the full
explanation should be given them at that time. Thus the few may
not, in their own turmoil, impede service to and the advance of the
many. And the less enturbulence you put on your lines, the better,
and the more people you will eventually help.
L. RON HUBBARD Founder
LRH: cs.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
526
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 12 JUNE 1969
Remimeo
DIANETIC REGISTRATION (Revises HCO Policy Letter of April 6, 1969
Issue II Mainly in reference to Paragraphs two, seven and ten)
A sign should be prominently displayed in all orgs servicing the
general public as follows:
"If you have come here to be cured of a physical illness, SEE THE
REGISTRAR and so inform her so that she can arrange for a competent
medical examination and treatment and for Dianetic auditing while
under the care of a doctor. When you are physically well, you can
begin Scientology training and processing on your road to total
freedom."
And another sign,
"This organization will not recommend or condone political mental
treatment such as electric shocks or brain operations or convulsive
drugs and condemns utterly this Fascist approach to 'mental health'
by extermination of the insane. Because we will not agree to
brutality and murder under the guise of mental healing or to the
easy and lawless seizure of persons in the name of 'mental health'
for political reasons, we are fought ceaselessly by those who seek
domination of this country through 'mental treatment'. You are safe
so long as we live."
The registrar is to sign the person up as he or she would any
preclean
The org must make a liaison with a medical clinic which has
diagnostic equipment and obtain a flat rate charge.
Legally and ethically it is all right to send a person to a
doctor for a physical examination, but it will cause an ARC break
with the doctor to specify what he is to do in that examination.
It is best to say merely: "Would you please do a complete medical
examination to include any acute or chronic illness and any effects
from past injury or illness."
It should be made clear to the medical doctor who pays his fee.
"Your fee for this examination and for any special investigation
will be paid by the bearer."
It should end by saying, "Would you please give a note of your
findings to the bearer."
Note that it would be unethical for the medical doctor to treat
any curable disease found unless the person examined specifically
asked him to treat it, otherwise he would refer the person to his
own doctor.
A doctor cannot be asked to supervise a person while he is having
auditing because he cannot professionally be asked to join in a
non-medical attempt to cure some illness, for if he did he would be
subject to discipline, charged with "covering", and if found
guilty, struck off the Medical Register.
The org should make their position very clear to the
clinic - that they are trying to co-operate with the medical
profession and that Scientology is a religion. However, after or in
the absence of medical treatment if none is needed, the persons
sent will be given Dianetic auditing after such medical examination
and treatment, if given, or under medical [supervision]. A clean
cut difference should be made between Dianetics as an assist done
under a physician's care or after his treatment and Dianetics as a
religious function of pastoral counselling or Scientology as a
religious practice.
If contempt or hostility is met, write a letter of complaint to
the medical
527
association and try another doctor or clinic. In such a letter of
complaint make it very plain that you are not engaged in physical
healing, that you have always tried to co-operate with medicine and
that your only quarrel is with psychiatric casualties and their
perversion of the medical profession.
If the clinic shows clear cut evidence of the need of an
operation, the D of Processing should give the preclear the
verdict. If the preclear will not have it, arrange a meeting
between the preclear and the doctor and discuss it.
It is possible to engage in Dianetic processing even when a
medical verdict is for an operation, but if the preclear will not
have it, then undertake Dianetic processing only under the doctor's
care and with his consent, and insist upon the preclear being
re-examined during processing.
The cost of the examination and any operation is in addition to
processing fees and any such charges are paid directly to the
clinic by the preclear, the org not taking responsibility for the
costs of these.
After any medical treatment, the entire treatment is run as an
engram or chain as the first action. Lingering symptoms are also
run down to their basics as per Dianetic Auditing Assists given in
the Dianetic Course.
Policy is not to engage on auditing sick pcs without medical
advice or treatment as required.
Insane pcs are handled in this same fashion as they are mainly
physically ill, need rest and no harassment. Insane pcs are a lot
of trouble unless one has an institution to hand, but institutions
cannot be trusted. Until an org has some means or connection by
which the insane preclear will not be brutalized, shocked or
operated on with brain "operations", it is better to refuse them.
By insane pc is meant one who is subject to highly irrational and
destructive behavior. If not, they are regarded as physically ill.
The senile and mentally retarded are also handled as per
physically ill pcs as above.
Waivers in all cases are required.
A new clause, "Will not hold the organization or its principals
responsible for medical costs or errors", must be included in
signing persons up for Dianetics.
Complete files of all such should be kept in Division 6 to show
in case of need
(a) that the org does not engage in physical healing and
(b) success stories with full records, X-rays, etc for Dianetics.
Where this policy letter is fully in force, earlier policies on
healing and the insane are cancelled.
This change of policy is due to (1 ) our wish to cease to
individuate from the other social groups of the society and (2) our
refusal to leave the field of mental healing in the hands of public
enemies.
This is also part of our campaign to Revitalize Western Society.
"A well society is a sane society."
L. RON HUBBARD
LRH:fas.ei.cden Founder
Copyright (I) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The word "principles" has been corrected to "principals"
in the fifth last paragraph, per HCO PL 2 September 1969, Issue
III, Correction to HCOPL 12 June 1969.]
528
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex
HCO POLICY LETTER OF 16 MAY 1970 Remimeo LRH Comms' Hats HCOs To
be included in any answer to such petitions
INSTITUTIONAL AND SHOCK CASES, PETITIONS FROM
A survey has revealed recently that when a person who has been
institutionalized or shocked is given the right to be processed, in
70% of the cases the person did not arrange enough auditing to be
helped.
If one has spent a whole lifetime becoming aberrated, it is not
reasonable to expect it to be all undone in an hour.
Such persons often remain connected to people who have an
interest in continuing them in an aberrated state. Such things make
them difficult to handle as cases.
I do not want to be placed in a position where I would be
refusing help to anyone who needed it.
The history of institution and shock cases is that they can be
helped but that they do not continue long enough in processing to
be helped. They become subjected to pressure in their surroundings
to end off processing.
After causing considerable work by auditors, many such cases
leave before anything effective can be done and ask for refunds
which the organization is bound by its code to then make.
Anyone with institutional or shock history would have to
guarantee to continue in processing long enough to be helped and to
waive any right to refund.
It is not mandatory that either an organization or an auditor
help them even when permission is granted.
Help is a two way flow. One has to help others to be helped
himself.
Our organizations have the only successful record in this field.
However, they reserve the right to require cooperation.
A petition from anyone with a shock or institutional record may
be granted only with the stipulations that:
1. They obtain the consent of an org and an auditor to help them.
2. They continue in processing for enough time to actually be
helped.
3. They waive any right of refund.
4. They follow instructions given by the org.
5. That they do not attack any auditor, org or Scientology during
or after processing and post a bond not to do so.
6. That they help Scientology and help others.
7. That they sign and have any guardian sign a document
containing these stipulations.
We can help those who have been injured in earlier practices. But
it often takes a great deal of hard work on the part of the auditor
and the organization.
Such applicants are special cases and have to be handled as such.
L. RON HUBBARD
LRH:nt.ei.cden Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Clarified by HCO P/L 26 October 1970, Institutional and Shock
Cases-Posting of Bonds, Volume 2 - page 348.1
529
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 DECEMBER 1968
Remimeo
(Note: This data is turned out as an HCOB and a Pol Ltr [issued
as each one] as may apply very broadly in both the OEC and Level IV
or above Courses.)
THE THIRD PARTY LAW
I have for a very long time studied the causes of violence and
conflict amongst individuals and nations.
If Chaldea could vanish, if Babylon turn to dust, if Egypt could
become a badlands, if Sicily could have 160 prosperous cities and
be a looted ruin before the year zero and a near desert ever
since - and all this in SPITE of all the work and wisdom and
good wishes and intent of human beings, then it must follow as the
dark follows sunset that something must be unknown to Man
concerning all his works and ways. And that this something must be
so deadly and so pervasive as to destroy all his ambitions and his
chances long before their time.
Such a thing would have to be some natural law unguessed at by
himself.
And there is such a law, apparently, that answers these
conditions of being deadly, unknown and embracing all activities.
The law would seem to be:
A THIRD PARTY MUST BE PRESENT AND UNKNOWN IN EVERY QUARREL FOR A
CONFLICT TO EXIST.
Or
FOR A QUARREL TO OCCUR, AN UNKNOWN THIRD PARTY MUST BE ACTIVE IN
PRODUCING IT BETWEEN TWO POTENTIAL OPPONENTS.
Or
WHILE IT IS COMMONLY BELIEVED TO TAKE TWO TO MAKE A FIGHT, A
THIRD PARTY MUST EXIST AND MUST DEVELOP IT FOR ACTUAL CONFLICT TO
OCCUR.
It is very easy to see that two in conflict are fighting. They
are very visible. What is harder to see or suspect is that a third
party existed and actively promoted the quarrel.
The usually unsuspected and "reasonable" third party, the
bystander who denies any part of it is the one that brought the
conflict into existence in the first place.
The hidden third party, seeming at times to be a supporter of
only one side, is to be found as the instigator.
This is a useful,law on many dynamics.
It is the cause of war.
One sees two fellows shouting bad names at each other, sees them
come to blows. No one else is around. So they, of course, "caused
the fight". But there was a third party.
Tracing these down, one comes upon incredible data. That is the
trouble. The incredible is too easily rejected. One way to hide
things is to make them incredible.
Clerk A and Messenger B have been arguing. They blaze into direct
conflict. Each blames the other. NEITHER ONE IS CORRECT AND SO THE
QUARREL DOES NOT RESOLVE SINCE ITS TRUE CAUSE IS NOT ESTABLISHED.
One looks into such a case THOROUGHLY. He finds the incredible.
The wife of Clerk A has been sleeping with Messenger B and
complaining alike to both about the other.
Farmer J and Rancher K have been tearing each other to pieces for
years in continual conflict. There are obvious, logical reasons for
the fight. Yet it continues and does not resolve. A close search
finds Banker L who, due to their losses in the fighting,
530
is able to loan each side money, while keeping the quarrel going,
and who will get their lands completely if both lose.
It goes larger. The revolutionary forces and the Russian
government were in conflict in 1917. The reasons are so many the
attention easily sticks on them. But only when Germany's official
state papers were captured in World War II was it revealed that
Germany had promoted the revolt and financed LENIN to spark it off,
even sending him into Russia in a blacked out train!
One looks over "personal" quarrels, group conflicts, national
battles and one finds, if he searches, the third party, unsuspected
by both combatants or if suspected at all, brushed off as
"fantastic". Yet careful documentation finally affirms it.
This datum is fabulously useful.
In marital quarrels the correct approach of anyone counseling, is
to get both parties to carefully search out the third party. They
may come to many reasons at first. These reasons are not beings.
One is looking for a third party, an actual being. When both find
the third party and establish proof, that will be the end of the
quarrel.
Sometimes two parties, quarreling, suddenly decide to elect a
being to blame. This stops the quarrel. Sometimes it is not the
right being and more quarrels thereafter occur.
Two nations at each other's throats should each seek conference
with the other to sift out and locate the actual third party. They
will always find one if they look, and they can find the right one.
As it will be found to exist in fact.
There are probably many technical approaches one could develop
and outline in this matter.
There are many odd phenomena connected with it. An accurately
spotted third party is usually not fought at all by either party
but only shunned.
Marital conflicts are common. Marriages can be saved by both
parties really sorting out who caused the conflicts. There may have
been, in the whole history of the marriage several, but only one at
a time.
Quarrels between an individual and an organisation are nearly
always caused by an individual third party or a third group. The
organization and the individual should get together and isolate the
third party by displaying to each other all the data they each have
been fed.
Rioters and governments alike could be brought back to agreement
could one get representatives of both to give each other what they
have been told by whom.
SUCH CONFERENCES HAVE TENDED TO DEAL ONLY IN RECRIMINATIONS OR
CONDITIONS OR ABUSES. THEY MUST DEAL IN BEINGS ONLY IN ORDER TO
SUCCEED.
This theory might be thought to assert also that there are no bad
conditions that cause conflict. There are. But these are usually
REMEDIAL BY CONFERENCE UNLESS A THIRD PARTY IS PROMOTING CONFLICT.
In history we have a very foul opinion of the past because it is
related by recriminations of two opponents and has not spotted the
third party.
"Underlying causes" of war should read "hidden promoters".
There are no conflicts which cannot be resolved unless the true
promoters of them remain hidden.
This is the natural law the ancients and moderns alike did not
know.
And not knowing it, being led off into "reasons" whole
civilizations have died.
It is worth knowing.
It is worth working with in any situation where one is trying to
bring peace.
LRH: ei.rd L. RON HUBBARD
Copyright (~)1 968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
531
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 24 FEBRUARY 1969
Remimeo
AN ETHICS POLICY LETTER JUSTICE
In an extension of 3rd Party technology (see HCOB of THIRD PARTY
LAW) I have found that false reports and suppression are very
important in 3rd Party Technology.
We know as in the above HCOB that a Third Party is necessary to
any quarrel. Basically it is a 3 Terminal Universe.
In reviewing several org upsets I have found that the 3rd Party
can go completely overlooked even in intensive investigation.
A 3rd Party adds up to suppression by giving false reports on
others.
In several cases an org has lost several guiltless staff members.
They were dismissed or disciplined in an effort to solve
enturbulation. Yet the turbulence continued and the area became
even more upset by reason of the dismissals.
Running this back further one finds that the real 3rd Party,
eventually unearthed got people shot by FALSE REPORTS.
One source of this is as follows:
Staff Member X goofs. He is very furious and defensive at being
accused. He blames his goof on somebody else. That somebody else
gets disciplined. Staff Member X diverts attention from himself by
various means including falsely accusing others.
This is a 3rd Party action which results in a lot of people being
blamed and disciplined. And the real 3rd Party remaining
undetected.
The missing point of justice here is that the disciplined persons
were not faced with their accusers and were not given the real
accusation and so could not confront it.
Another case would be a 3rd Party simply spreading tales and
making accusations out of malice or some even more vicious motive.
This would be a usual 3rd Party action. It is ordinarily based on
False Reports.
Another situation comes about when an executive who can't get an
area straight starts to investigate, gets 3rd Party False Reports
about it, disciplines people accordingly and totally misses the
real 3rd Party. This enturbulates the area even more.
The basis of all really troublesome 3rd Party activities is then
FALSE REPORTS.
There can also be FALSE PERCEPTION. One sees things that don't
exist and reports them as "fact".
Therefore we see that we can readily run back an investigation by
following a chain of false reports.
In at least one case the 3rd Party (discovered only after it was
very plain that only he could have wrecked two divisions, one after
the other) also had these characteristics:
1. Goofed in his own actions;
2. Furiously contested any knowledge reports or job endangerment
chits filed on him;
3. Obsessively changed everything when taking over an area;
4. Falsely reported actions, accusing others;
5. Had a high casualty rate of staff in his division or area.
These are not necessarily common to all 3rd Parties but give you
an idea of what can go on.
After a lot of experience with Ethics and justice I would say
that the real source of upset in an area would be FALSE REPORTS
accepted and acted upon without confronting the accused with all
charges and his or her accusers.
An executive should not accept any accusation and act upon it. To
do so undermines the security of one and all.
532
What an executive should do, on being presented with an
accusation or down stats or "evidence" is conduct an investigation
of false reports and false perceptions.
An area is downstat because of one or more of the following:
1. No personnel;
2. Personnel not trained;
3. Cross orders (senior orders unattended because of different
junior orders);
4. Area doing something else than what it is supposed to do;
5. An adjacent area dumping its hat;
6. False perception leading to false stats;
7. False reports by rumour or misunderstanding;
8. False reports from single rare instances becoming accepted as
the condition of the whole;
9. False reports on others defensively intended;
10. False reports on others maliciously intended (real 3rd
Party);
11. Injustices cumulative and unremedied;
12. Actions taken on others without investigation and without
confronting them with their accusers or the data.
This is a list of probable causes for an upset or downstat area.
SECURITY
The personal security of the staff member is so valuable to him
apparently that when it is undermined (by false accusations or
injustice) he becomes less willing and less efficient and is the
real reason for a PTS condition.
JUSTICE
The only thing which can actually remedy a general insecure
feeling is a renewed faith in justice.
Justice would consist of a refusal to accept any report not
substantiated by actual, independent data, seeing that all such
reports are investigated and that all investigations include
confronting the accused with the accusation and where feasible the
accuser, BEFORE any disciplinary action is undertaken or any
condition assigned.
While this may slow the processes of justice, the personal
security of the individual is totally dependent upon establishing
the full truth of any accusation before any action is taken.
Harsh discipline may produce instant compliance but it smothers
initiative.
Positive discipline is in itself a stable datum. People are
unhappy in an area which is not well disciplined because they do
not know where they stand.
An area where only those who try to do their jobs are disciplined
encourages people to hide and be inactive.
But all discipline must be based on truth and must exclude acting
on false reports.
Therefore we get a policy: Any false report leading to the unjust
discipline of another is an act of TREASON by the person making the
false report and the condition should be assigned and its penalties
fully applied.
A condition of DOUBT should be assigned any person who accepts
and disciplines another unjustly on the basis of a report which
subsequently turns out to have been false.
This then is the primary breakdown of any justice
system - that it acts on false reports, disciplines before
substantiation and fails to confront an accused with the report and
his accuser before any discipline is assigned, or which does not
weigh the value of a person in general against the alleged crime
even when proven.
L. RON HUBBARD
LRH:ldm.ei.rd Founder
Copyright (I) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
533
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 15 MARCH 1969
Remimeo Ethics Officers HCO
THIRD PARTY HOW TO FIND ONE
The way NOT to find a 3rd party is to compile a questionnaire
that asks one and all in various ways, "Have you been a VICTIM?"
"Do you feel ARC Broken about Ethics?"
Any officer, B of I or Comm Ev that uses this approach ( 1 ) Does
not find any 3rd Party and (2) Caves in people.
A 3rd Party is ONE WHO BY FALSE REPORTS CREATES TROUBLE BETWEEN
TWO PEOPLE, A PERSON AND A GROUP OR A GROUP AND ANOTHER GROUP.
To find a 3rd Party one has to ask
1. (a) Have you been told you were bad? (b) What was said? (c)
Who said it?
2. (a) Have you been told someone was bad? (b) What was said? (c)
Who said it?
3. (a) Have you been told someone was doing wrong? (b) What was
said? (c) Who said it?
4. (a) Have you been told a group was bad? (b) What was said? (c)
Who said it?
This is quite capable of running a couple light years of track so
a questionnaire
should have a limiter such as "In this organization "
This is also a considerable process! And it may have a lot of
answers. So a lot of space should be left for each question.
By then combining names given you have one name appearing far
more often than the rest. This is done by counting names. You then
investigate this person.
Usual action, if they are not an enemy, is to issue a
Non-Enturbulation order and say why.
The VICTIM type questionnaire will only give you your most
valuable executives! Who have been trying to get people to do their
jobs!
We have had experience with this so IT IS A COMM EV OFFENSE to
use a VICTIM type approach and say one is "looking for a third
party".
This Pol Ltr is vital to HCOES, HCO Secs, E/Os and MISSIONAIRES.
L. RON HUBBARD
LRH:ldm.ei.cden Founder
Copyright(~) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
534
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 25 AUGUST 1969
Remimeo
THIRD PARTY INVESTIGATIONS
This Policy Letter is an expansion of HCO Policy Letter of 15
March 1969 3rd Party, How to Find One by L. Ron Hubbard.
R-FACTOR
An it-Factor is necessary before the investigation is begun. It
must be understood by the persons involved (a) what a 3rd Party is,
(b) how the 3rd Party will be located, and (c) it may be necessary
to indicate that it is not an auditing activity.
HOW MANY?
Many names will come up. They were influenced by the 3rd Party.
They went into agreement with him. By going into agreement with
him, they spread the activity which was originated by the 3rd
Party. There will be only one 3rd Party at the basic of the chain.
3RD PARTY = FALSE REPORT. ANYONE THAT WENT INTO AGREEMENT
WITH HIM CARRIED IT FORWARD, USUALLY BELIEVING IT TO BE TRUE.
EXAMPLE
Third Party Investigation with Jill and Alan:
"A" Questions asked to Jill and Alan.
la. Have you been told you were in bad.
b. What was said.
c. Who said it.
2a. Have you been told someone was bad.
b. What was said.
c. Who said it.
3a. Have you been told someone was doing wrong.
b. What was said.
c. Who said it.
4a. Have you been told a group was bad.
b. What was said.
c. Who said it.
"B" Questions asked Jill.
la. Have you been told you were in bad with Alan (Jill).
b. (as in "A" above)
c ( " " )
2a. Have you been told Alan (Jill) was in bad.
b. (as in "A" above)
c. ( )
535
3a. Have you been told Alan (Jill) was doing wrong. b. (as in "A"
above) c. ( )
After asking these questions of Jill they are asked of Alan.
"C" Any person coming up on both sides, for instance Roger, is
noted. You then ask the "B" questions, using Roger's name. Ask them
of Jill, then of Alan.
As a new name comes up, use it in "B".
This is continued until you come up with a name, use it in "B",
and Jill and Alan cannot find anyone that "told you you were in bad
with ....", or "told you .... was in bad", or "told you .... was
doing bad".
THAT IS YOUR 3RD PARTY. THERE WAS NO ONE SAYING THINGS ABOUT THIS
PERSON BECAUSE HE STARTED IT ALL.
As long as they can give you answers to "B", there is someone
earlier. This is how you get the BASIC 3rd Party.
INDICATORS
If you have indicated the wrong 3rd Party, you will see it in the
absence of GIs. Continue until you hit THE ONE, at which time GIs
will come in on both individuals.
CPO Maria Bosselaar for Lt. Cmdr. Diana Hubbard Flag 3rd
Mate/CS - 1 for
L. RON HUBBARD Founder
LRH:DH:MB:eky.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL
RIGHTS RESERVED
536
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East instead,
Sussex HCO POLICY LETTER OF 6 JANUARY 1970
Remimeo
THIRD PARTY INVESTIGATIONS
The liability of a third party investigation is that a person in
the area who has been diligently making reports on outnesses
observed or reported to him becomes the most obvious target for
declaration as the third party.
An example of this would be the branch manager of a car sales
company paying the salesmen only a portion of their commissions and
pocketing the balance. The salesmen consider they are underpaid. A
conflict arises between them and the branch manager. Sales
statistics fall. The chief sales representative realizing the
dangerousness of the situation to the survival of the business and
his own pay packet gathers information which indicates the branch
manager is embezzling and sends reports to the accountant at head
office for checking. The general manager having heard of the third
party law and noticing the conflict between branch manager and
salesmen commences an investigation, finds the chief sales rep. has
been sending reports to head office concerning the branch manager
and had previously made reports to the branch manager concerning
some of the salesmen misusing company vehicles. The branch manager
denies the reports against him and the salesmen state the reports
against them to be false. Good indicators on both sides as their
denials are accepted and the chief sales rep. gets fired. Oddly
enough the pay doesn't go up, sales stats crash further and the
company goes up in smoke.
The matter would have been resolved by full ethics investigation
and replacement of the branch manager instead of the one person,
trying to protect his job and the company by proper ethics reports,
being fired.
When personnel making written reports to proper terminals on out
Ethics situations get accused of being third parties it becomes
unsafe to report. Ethics without reports becomes ineffective and
suppressives have a ball.
It is possible for a third party to use the standard report lines
but this is not usual and, as the reports are in writing and signed
they are easily investigated for validity.
A third party can make all sorts of wild false reports verbally
to various staff members. The on-policy staff member hearing these
then makes a written report to Ethics stating what was said and who
said it.
When the written report is found to contain false information
don't immediately accuse the person who wrote the report of being a
third party - check up on who was maliciously spreading the
rumour in the first place.
One staff member aware of a very out ethics situation in an Org
that had been affluent and was now crashing into ruin made very
proper reports to a higher authority. The reports were neglected. A
later third party investigation said the reporting staff member was
the third party even though his reports gave all available
information, sources of data, who else knew about it and could give
data, etc. All reports were in writing and signed. Whenever a
report was based on rumour and not proven he stated so. When
"revealed as the third party" he assigned himself enemy, cognited
that he had exceeded his duties and promised to keep to the
standard duties of his post.
In fact he was the only person taking responsibility for the Org
and trying to handle the out Ethics situation which was collapsing
stats. He should have been commended. Instead his reach was cut and
it became unsafe for staff members to make reports.
When a third party investigation cannot conclusively find a third
party but an out Ethics situation is revealed the matter must be
handed over to proper Ethics authority adequate to handle the
situation.
There may be a third party but it could require an Ethics clean
up of the area first. The source of the out Ethics situation in
such a case will probably also be the third party.
Brian Livingston
LRH: BL:rs.ei.cden CS - 1
Copyright (c) 1970 for
by L. Ron Hubbard s:~7 L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 SEPTEMBER AD13
CenOCon
Franchise IMPORTANT
SCIENTOLOGY FIVE JUSTICE COMMITTEES OF EVIDENCE SCIENTOLOGY
JURISPRUDENCE, ADMINISTRATION OF
(This system is for use in all matters of Justice in
Scientology.)
(This Policy Letter cancels and disbands any Ethical Committees.)
There can be no personal security without easily accessible,
swift and fair justice within a group.
The jurisprudence employed must be competent, acceptable to the
members of the group and effective in accomplishing good order for
the group and personal rights and security for its individual
members.
Justice used for revenge, securing advantages for a clique
increases disorder.
Justice should serve as a means of establishing guilt or
innocence and awarding damages to the injured. The fact of its use
should not pre-establish guilt or award. Justice which by its
employment alone establishes an atmosphere of guilt or greed is
harmful and creates disorder.
Justice should clarify. Good justice in effect runs out group
engrams. Bad justice runs them in.
I have been working for some time on a system of justice
acceptable to Scientologists and have evolved one in "Committees of
Evidence". These work excellently by actual test and satisfy the
requirements of justice.
I require that full use be made of these Committees at once in
all matters relating to Scientology organizations, groups and
concerns.
I do not recommend that individuals in authority act in
disciplinary measures or capacities without employing Committees of
Evidence.
I recommend that all outstanding matters of discipline occurring
between March 13, 1963 and this date should be reviewed by
Committees of Evidence.
COMMITTEES OF EVIDENCE
There are two channels of Committees of Evidence, each parallel.
One channel is through Central Organizations, the other through
HCOs.
WW COMMITTEE OF EVIDENCE
Both channels arrive at one Committee located at HCO WW. This is
the World Wide Committee of Evidence, convened by the Executive
Director. It cares for any and all matters arising from Committees
at lower levels in both channels and reviews all cases referred to
it.
HCO CONTINENTAL COMMITTEE OF EVIDENCE
The Convening Authority is the HCO Continental Secretary. It
handles matters relating to any Scientology executives in a whole
Continental zone. It investigates any cases referred to it by the
WW Committee of Evidence and reviews any lower HCO Committees of
Evidence in its zone when necessary or so requested.
CONTINENTAL ORGANIZATION COMMITTEE OF EVIDENCE
The Convening Authority is the Continental Director. It handles
matters relating to any Scientology Executive in a Continental
Zone. It investigates any matter
538
requested of it by the WW Committee of Evidence and reviews any
lower Organization Committee of Evidence matters or cases in its
zone.
HCO AREA COMMITTEE OF EVIDENCE
The Convening Authority is the HCO Executive or Area Secretary in
the sphere of a specific central organization or city of rice. It
handles any matters referred to it by its convening authority.
These may include all matters relating to the suspension or
cancellation of certificates, the administrative or technical
conduct of any Scientology executive or staff member on the basis
of personal, administrative or technical conduct prejudicial to
good order and discipline, and handles matters relating to the
personal and technical misconduct of any Scientology executives or
staff members. It also handles all disputes with field auditors,
students, preclears, and members of the public. It handles
especially any dispute between the Central Organization or City
Office to which it is attached and non-staff members such as
students, preclears, auditing results, refunds, etc. It may include
Central Organization or City Office personnel in its composition
and, in cases involving disputes between a Central Organization or
City Office and non-staff members, it may use to the percentage of
half (not including the chairman) field members in its membership.
CENTRAL COMMITTEE OF EVIDENCE
A Central Committee of Evidence is convened by the
Association/Organization Secretary of any Central Organization or
City Office. It has exactly the same powers and scope as the HCO
Area Committee of Evidence, but would normally not handle cases
involving Field Auditors, field technical practice or matters
relating to disputes between the public and the Central
Organization or City Office as to fees, payments or service
failures, which are all more properly the business of HCO. The
Central Committee of Evidence is more properly concerned with all
matters relating to the conduct and activities of organization
members, administrative, technical and personal, fixing
responsibility for various conditions or breakdowns within the
organization and safeguarding the organization against personal
conduct or security risks prejudicial to effectiveness and public
repute. Threatened dismissals, requests for reinstatement, protests
against transfers or injury to reputation as well as marital or
second dynamic matters are all heard by the Central Committee of
Evidence.
DISTRICT COMMITTEE OF EVIDENCE
The Convening Authority is the person in charge of a District
Office or branch Organization or the Association/Organization
Secretary of the Zone or the HCO Area Secretary. The District
Committee of Evidence exists for all matters of dispute, repute or
discipline in a District Office, its area, or a Scientology Group.
Its powers are the same as any other Committee of Evidence except
that of review of lower Committees, and that it may not call before
it, except as they volunteer, Central Organization or HCO Area
personnel or other personnel or executives on higher echelons.
The findings of this Committee must be reviewed by an HCO Area
Committee before the convening authority of the District Committee
of Evidence may put the findings into effect and only those
findings passed (after endorsement by the Convening Authority) by
the HCO Area Committee of Evidence may be put into effect. A
Central Committee of Evidence may not review a District Committee
of Evidence findings even though convened by an Association
Secretary.
DEFINITIONS
A COMMITTEE OF EVIDENCE: A fact finding body composed of
impartial persons properly convened by a Convening Authority which
hears evidence from persons it calls before it, arrives at a
finding and makes a full report and recommendation to its convening
authority for his or her action.
CONVENING AUTHORITY: That duly appointed official of Scientology
who appoints and convenes a Committee of Evidence to assist him in
carrying out and justly exercising his or her authority, and who
approves, mitigates or disapproves the findings and recommendations
of the Committee of Evidence he or she appoints. The convening
authority may not be a member of the Committee and may not sit with
it and may not interfere with its conduct of business or its
evidence, but may disband a Committee he or she convenes if it
fails to be active in the prosecution of its business, and may
convene another Committee in its place. The Convening Authority may
not increase penalties recommended by the committee he or she
convenes.
539
NO CONVENING AUTHORITY may be summoned before, appear before or
be chairman, secretary or member of any Committee of Evidence he or
she convenes.
No official authorized to act as a convening authority may be
summoned before or named as an Interested Party to or witness
before or serve on a Committee of Evidence at the level of
Committee of Evidence he or she is authorized to convene or on any
lower level Committee; an official with the right to act as a
Convening Authority may only be summoned by, appear before or
become an Interested Party before Committees of Evidence of higher
levels than he may authorize: i.e. HCO Area Committees of Evidence
and Central Committees of Evidence alike may not summon or name as
Interested Parties or witnesses or Chairman or members, the HCO
Area Sec or the Association/Organization Secretary, but these may
be named as Interested Parties or summoned before Continental Level
Committees, and Convening Authorities at Continental Level may only
be named as Interested Parties or summoned before a WW Committee of
Evidence. However, a WW Committee of Evidence may be convened by
its Convening Authority anywhere in the world and a Continental
Level Committee may be convened anywhere in a Continental Area, it
being however more usual to convene WW and Continental Committees
only at their own headquarters.
No deputy officer to any Convening Authority may convene a
Committee by reason of being a deputy, this right being fully
reserved to the Executive Director and fully appointed HCO
Continental Secretaries, Continental Directors, HCO Area
Secretaries, Association/Organization Secretaries and officers in
official charge of District Offices, and only when fully and
officially appointed with duly signed appointment to post by the
Executive Director.
CHAIRMAN OF THE COMMITTEE: The Chairman is appointed at the
discretion of the Convening Authority appointing the Committee. The
appointment may be of a permanent nature but again at the
discretion of the Convening Authority. The Chairman may not appoint
Members to serve on the Committee. The Chairman presides over all
meetings, conducts the largest part of the interrogation and sees
that the Committee properly executes its duties in all respects in
a dignified and expeditious manner. The Chairman may not interfere
with the votes of the members and must include any divergences of
opinion on the Findings by dissenting members. The Chairman sees to
it that the Findings are based on majority opinion. The Chairman
votes only in case of deadlock. The Chairman may himself dissent
from the majority opinion in the Findings but if so, includes it as
a separate opinion in the Findings like any other member
dissenting, and may not withhold Findings from the Convening
Authority for this reason. If a Chairman is removed during the
progress of any case before the Committee the Findings are invalid
and a new Committee must be convened and appearance before the
incompleted hearings does not ban appearance before the newly
convened Committee. However, a Chairman must be removed before
Findings are being prepared before the Committee can be declared
invalid and the removal must be for good and sufficient cause. The
Chairman runs good S.C.S. during all proceedings and gets Evidence
given rather than put in Itsa lines. He gets the job done.
SECRETARY: The Secretary is appointed specifically by the
Convening Authority. The Secretary is a proper member of the
Committee and has a vote. The Secretary prepares and issues all
notices to attend, attends all meetings, keeps all notes, collects
all documentary evidence offered in the hearings, procures tapes
and a tape recorder, does all the tape recording, and collects all
members of the Committee for scheduled hearings. All this is in
addition to usual staff duties. The Assoc Sec's Sec or the HCO
Communicator or HCO Steno would be the ordinary choice, but any
others may be chosen for the assignment.
MEMBER: Members of the Committee are specifically named by the
Convening Authority. In addition to the Chairman and Secretary they
may not number less than two or more than five. A member attends
all hearings, may keep his own notes, passes on all Findings and
votes for or against the Findings and their recommendations. A
member must sign the Findings whether he approves of them or not
but if disapproving may have the Chairman so note it. Interested
Parties and witnesses may not object to any membership or
composition of the Committee, it being taken for granted that the
Convening Authority has been as impartial in this as is feasible.
The Member should conduct himself or herself courteously and with
dignity toward other Committee members, and particularly the
Chairman, and should treat Interested Parties and witnesses as
courteously as is possible with due recognition of the tension
these may be under. By the member, any Interested Party who might
be subject to charges is treated as not guilty until the last
evidences have been heard and the Committee meets to
540
discuss its findings and their preparation. The Member may
question any Interested Party or Witness but usually leaves this to
the Chairman. The Member may also write a question he or she wants
asked and pass it to the Chairman. If a Member truly does not
understand some point of evidence toward the end of the hearings he
or she may demand the recall of anyone to clarify the matter but
may not unduly extend the hearings by using this as a device. A
Member should not discuss the hearings abroad or form an early
opinion and discuss it outside hearings as a fact. No Member should
be permitted to express his own opinion as that of the Committee
outside the hearings while they are in progress. A Chairman may
discipline a Member for failing to appear at his Committee's
hearings, discourteous, foul or slovenly conduct or dishonesty when
these imperil the functions or values of Committees of Evidence.
EVIDENCE: The spoken word, writings and documents are to be
considered as Evidence. The E-Meter is not to be used to procure
evidence as it does not register lies on criminal types and,
however vital and reliable as an auditing aid, is not always valid
in detecting crime or acts. It can react on the flustered innocent
and fail to react on the cold-blooded guilty. The reason for this
is that it is inoperative during severe ARC Breaks in which
condition Interested Parties often are. Session withholds may not
be used as Evidence but Evidence may not be refused because it also
has been given in a session. Hearsay evidence (saying one heard
somebody say that somebody else did) should not be admissible
Evidence, but statements that one heard another make damaging
remarks or saw another act or fail to act is admissible.
INTERESTED PARTY: A person, plaintiff or defendant, called before a
Committee of Evidence for whom penalties may be recommended or
decisions awarded by the Committee. An Interested Party may not be
called before another Committee or a later convened Committee for
the same offense or complaint after having been summoned and heard
for that offense, or his complaint, at one or more meetings of the
current Committee. It may be that the Committee does not charge an
Interested Party with an offense or award a decision but if so must
either implicate or exonerate fully all Interested Parties to the
hearing and recommend accordingly in its findings. It is common to
have more than one Interested Party named in any matter brought to
a Committee. Being named as an Interested Party does not imply
guilt but may result in becoming the subject of disciplinary
recommendation or award by the Committee. To eventually be charged
by the Committee or awarded a decision a person must have been
named as an Interested Party in the Bill of Particulars before the
matter is heard by the Committee (except for failure to appear or
false witness). An Interested Party is liable to penalty
recommendation by the Committee. Refusal or failure of an
Interested Party to appear results in a recommendation of the full
penalty possible in the case for that Interested Party. A person
not named as an Interested Party in the original Bill of
Particulars may not become an Interested Party to the action before
the Committee by reason of new evidence; he or she would have to be
specifically charged before a newly convened Committee.
WITNESS: A witness is anyone who is called before the Committee
to give evidence who is not an Interested Party. A witness may not
be implicated or charged if not already named in the Bill of
Particulars as an Interested Party except for failure to appear or
when found to be a False Witness. A witness who refuses to appear
or refuses to testify may be separately charged for that failure
and the committee may recommend any fitting discipline for such a
defaulting witness. For false witness see below.
BILL OF PARTICULARS: A written and signed appointment of a
Committee of Evidence naming (1) The Chairman, Secretary and
Members of the Committee. (2) The Interested Party or Parties. (3)
The matter to be heard and a summary of data to hand. It is duly
signed by the Convening Authority and a copy of it is furnished to
each person whose name appears in it and to Local Legal Files and a
copy to the HCO WW Committee of Evidence via all upper Committees.
FINDINGS: The full report of the Committee accompanied by a tape
recording of the evidence given and a full recommendation to the
Convening Authority for his action. The Findings is a document
which gives a fast summary of the hearings, their result and a
complete recommendation. It must be so written that it may be
published without alteration by the Convening Authority. The
Summary states who appears to be at fault and who does not and why.
The Recommendation tells the Convening Authority exactly what
disciplinary action should be taken and how, including any plea for
leniency or insistence upon full penalty. The Findings is done
after the last hearing and after the last committee meeting that
votes on the Recommendation to be
541
given. It is done by the Secretary from his or her notes but
under the guidance of the Chairman. It is done as soon after the
last Committee meeting as possible, is signed by Committee members
and promptly forwarded to the Convening Authority. Only one copy is
prepared and forwarded to the Convening Authority. No other copies
are made or given anyone. Before forwarding to the Convening
Authority it is signed by every member of the Committee as well as
the Chairman and Secretary. Accompanied by any tapes or documents
it is placed directly into the hands of the Convening Authority. It
may not go by despatch line or mail. It is not accompanied by any
other letter of transmission or by any delegation or by the
Committee in person. It may be delivered by the Secretary or
Chairman or their specially appointed messenger without further
comment.
ENDORSEMENT: The Findings now have added to them the Endorsement
by the Convening Authority. The Findings have no force until the
Endorsement is added. The Convening Authority makes the endorsement
on the Findings in as brief a fashion as possible. The Convening
Authority can (1) Accept the Findings in full (2) Reduce the
penalty recommended or (3) Suspend or cancel the penalty completely
with a pardon. The Convening Authority may make no other
Endorsement, save only to thank the Committee and witnesses. The
moment the Findings are Endorsed they have the effect of orders as
per the Endorsement and all persons under the authority of the
Convening Authority are bound to execute them and abide by them
accordingly.
PUBLICATION: The findings and their Endorsement are published
according to the Directions of the Convening Authority. They are
first Mimeographed. Publication is done in three ways (1) By
posting a copy on the staff board or public board and copies to
executives (2) By circulation in any area affected (3) By
Continental Magazine or other broad means. However it is published,
a mimeographed copy goes to every Interested Party or Witness and
to each Committee Member and to every upper level Committee
including HCO WW.
FILES: The original, all spare mimeograph copies and any
documents and tapes are placed in a large envelope and filed in the
Valuable Documents file of the organization. Their loss could
prejudice the Convening Authority in any review. This envelope may
be called for by any upper committee reviewing the case and is
eventually sent to HCO WW when there is no longer local need of it.
REVIEW: Any Committee of Evidence. Findings and Convening Authority
Endorsement may be subject to review by any upper level Committee.
Review must be applied for by anyone named as an Interested Party
but no other, and only if a penalty was recommended (whether
endorsed or not). A Committee of Evidence for Review is convened
and handled in exactly the same way as an ordinary Committee of
Evidence but it cannot call new or even old witnesses or the
Interested Parties. All it can do is listen to the tapes of the
hearings, examine the evidence given in the original hearings and
recommend to its own Convening Authority one of two things: (1)
That a new Committee be convened on the site by the upper Convening
Authority to examine points thought to be in question (2) That the
penalty be changed. A Committee of Evidence Review can recommend to
increase or decrease the penalty. In event of a Review the
Convening Authority of the Committee of Review endorses the Review
Findings and this new Endorsement now takes precedence over the old
Endorsement and must be complied with by the original Convening
Authority. Review should be rapid. An applicant for Review should
understand its risk.
FALSE WITNESS: ANYONE found to be knowingly testifying falsely
becomes at once an Interested Party to the hearings and may receive
a penalty commensurate with that which would have been recommended
for an Interested Party to that hearing.
TYPES OF BILLS: A Committee may hear any civil or criminal matter
or dispute within the realm of Scientology whether the parties are
connected with an organization or not. Libel, estranging marital
partners, dismissals, debt, theft, mayhem, violations of Codes,
deprivation of income or any dispute or harmful improper action of
any kind may be heard. Plaintiffs and Defendants are alike
Interested Parties in any such hearing. It is only necessary that
the Convening Authority issue a Bill of Particulars on the matter.
The Convening Authority should always issue a Bill of Particulars
on all matters harmful to persons under his or her sphere of
influence rather than attempt to independently adjudicate the
matter. Anyone can call such a matter to the attention of a
Convening Authority or the Convening Authority may act to convene a
Committee on his or her own observation without complaint being
given to the Convening Authority. Independent, off hand justice by
a Convening Authority should be held to a minimum and all such
subjects for such formerly independent action should be made the
business of a Committee of Evidence.
542
SUMMARY PURPOSE:
A Committee of Evidence is convened by any major executive of
Scientology (as noted above) with or without anyone filing a
complaint, in order to handle any and all personal or
organizational or field matters requiring justice.
FORMATION:
The Committee is composed of a Chairman, Secretary and two to
five Committee Members appointed by the Convening Authority.
PROCEDURE OF COMMITTEE:
The convening authority sets out in its instruction to the
Committee (Bill of Particulars) the matter to be investigated and
supplies any information already available together with names of
any person known to be involved or requesting justice (Interested
Parties). The instruction should take the form of the St Hill
Administrative Letter of May 7, 1963 reproduced in the HCO
Administrative Letter of August 8, 1 963.
The Committee meets as soon as possible and at times which will
cause the least interference with normal work. At the first meeting
the instructions and information are examined and the committee
decides what further information it will require to arrive at a
conclusion and what information requires confirmation. It then
decides who shall be called to give evidence. The Secretary is
instructed to warn witnesses and let them know when and where they
will be required.
In subsequent short meetings, when witnesses appear before the
committee, the Chairman should put the questions and keep them to
the point. When he has completed his questions he invites other
members to ask any questions they feel will help the committee.
They do not have to ask questions and should only ask relevant
questions. Finally the Chairman asks the witness if there is any
more information he/she wants to give or if there is anything
he/she wants to say to correct any wrong impression he/she feels
the committee may have.
The Secretary takes notes of these proceedings and in addition a
tape record can be made if the convening authority or Chairman
considers it advisable, which it usually
is.
When the Committee has assembled all the evidence it needs, it
has a final meeting to prepare a report. In practice it will be
found best for one member (the Chairman, the Secretary or a member
appointed by the Chairman) to prepare a draft report prior to the
final meeting and for the Committee to use this as a basis for
discussion. The report (The Findings) should include findings and a
recommendation and is sent together with the evidence and any tapes
to the convening authority.
ACTIONS OF CONVENING AUTHORITY:
From the evidence and findings the Convening Authority judges
whether or not the evidence is complete and if the findings and
recommendation are in keeping with the evidence. He assumes that
the Committee has done its job thoroughly and unless there is a
blatant apparent miscarriage of justice, he endorses the Findings
and instructs an appropriate executive to carry out the
recommendations and how to publish the matter.
If however the recommendations include the dismissal of a
Continental Director, HCO Continental Sec. Assoc or Org Sec or an
HCO Area Sec. the Findings must be confirmed by HCO WW.
If suspension or cancellation of a Scientologist's certificates
is recommended this must also be referred to HCO WW before
promulgation.
When a case is complete the papers must be sent to HCO WW.
Finally, if anyone feels aggrieved by the Findings of a Committee
the aggrieved person may have the case reviewed by the next higher
authority, but should be apprised of the risk. If after review they
are still aggrieved they can have the case reviewed by HCO WW and
thence to L. RON HUBBARD.
L. RON HUBBARD
LRH:dr.rd.cden
Copyright (c) 1963
by L. Ron Hubbard [Added to by HCO P/Ls I I November 1963
ALL RIGHTS RESERVED and 24 February 1965 on page 545.]
543
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 22 SEPTEMBER AD 13
HCO Continental Secretaries Continental Directors Assn/Org Secs
HCO Area Secs District Officers CONCERNING COMMITTEES OF EVIDENCE
To Key Scientology Officers:
I call your attention to HCO Policy Letter of 7 September, AD13
COMMITTEES OF EVIDENCE.
Please USE this arrangement for ALL demands, offenses and
offenders. Use it liberally and begin at once on all outstanding
cases. Dismiss any Ethics Committees. Cease to use any independent
disciplinary actions you would ordinarily undertake and use
Committees of Evidence instead.
You will find it relieves you of considerable worries and
disposes of long outstanding business.
This has been developed by experiment and actual use to a very
excellent form as outlined in full in HCO Pol Letter of 7
September, AD13. It works. Scientologists accept it where they have
never accepted any other means of orderly justice.
I have never been able to give you all the help and authority
your job required, yet you have to handle an awful lot of sometimes
unruly people and bad claims and offenders. And your own
humanitarian instincts often get in the way of common discipline. I
know mine do. Yet people who don't do their jobs or upset others
need curbing so that they do not wreck the lives of others. You
have these problems all the time. I have seen a bad risk cost a
half a dozen people their jobs and happiness. We often do not
protect our people from such and we should.
I have now used Committees of Evidence in four messy situations,
two of them technical, two domestic, and in each case complete and
orderly results were obtained.
I need to strengthen your hand and position. The best way I can
do that is advise you to use Committees of Evidence in all matters
of claim and discipline.
As an executive you very often are sorely troubled by such
problems. You have no time to fully hear all that could be said.
You very often have to act on snap judgement. You can easily be
accused of only favoring the last person who talked to you. In
these and other ways your time, effectiveness and reputation may
suffer.
Stop worrying yourself over the "unfairly dismissed staff member"
or the discipline you were forced to recommend. Instead, use the
Committee of Evidence system, get at the whole truth, get all sides
heard and do what's recommended by the Committee - and you'll
have justice, control over your people and better protection for
them.
A staff dismissal is a grim thing. Suspension of certificates is
a dreadful blow. Bad auditing may be catastrophe for a pc. Let's be
awfully sure when these and lesser things are done that we (1) Did
all we could to prevent the original crime by maintaining good
discipline in the first place and (2) Acted only on the full heard
truth of the matter and (3) Provided against future bad
occurrences. The Committee of Evidence system does all these.
I have searched all about trying to help you hold your posts and
get the job done. And the most effective contribution I can make to
you personally as a key officer of Scientology is the Committee of
Evidence system. I do not infer you have done badly at all. But I
don't know how you survived and got your job done without it.
So study it well and use it effectively in all matters of claims
and discipline and you and all Scientology will be a lot happier
for it.
Read the Summary of the 7 Sept AD13 Policy Letter. It is not
nearly as complicated as it sounds.
Best regards,
LRH:jw.rd RON
Copyright ) 1963
by L. Ron Hubbard 544 L. RON HUBBARD
ALL RIGHTS RESERVED Executive Director
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 11 NOVEMBER AD 1 3 (Addition to Pol Ltr
of Sept. 7, AD13)
CenOCon Franchise Field
COMMITTEES OF EVIDENCE
An existing Committee of Evidence precludes the demand for the
convening of a Committee of Evidence by Interested Parties to the
original Committee of Evidence.
Such evidence normally belongs in the existing Committee of
Evidence and should be heard by it.
L. RON HUBBARD
LRH:dr.cden Copyright (I) 1963 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 24 FEBRUARY 1965
Remimeo Franchise
ADDENDUM TO HCO POLICY LETTER OF SEPTEMBER 7, AD 13 SCIENTOLOGY
FIVE - JUSTICE - COMMITTEES OF EVIDENCE - SCIENTOLOGY
JURISPRUDENCE, ADMINISTRATION OF
If the Convening Authority is given reason to believe that a
Committee of Evidence as appointed is not energetic in its
activities, or if evidence exists that it is suppressing evidence,
or if the prevailing mood of the Committee appointed seems to the
Convening Authority to be slack and negligent or biased without
evidence in favour of or against the interested parties, or if the
Committee of Evidence begins witch hunting beyond the scope of its
directive from the Convening Authority, or if the Committee of
Evidence in tile face of clear fact seems prone to overlook actual
guilt or seems to be condoning crimes of a high nature, the
Convening Authority may cause the Committee Members each one to
undergo examination for crimes of similar nature at the hands of a
newly appointed officer, but in this case any crimes so discovered
if amounting to the level of felony in Scientology shall become the
subject of a Committee of Evidence as the evidence obtained by the
newly appointed officer by any means may not be considered to have
been obtained under the Auditor's Code but under the heading of
Justice. The Convening Authority may then convene a new Committee
of Evidence to try the offending member or members of the original
Committee as well as the interested parties originally under
question.
A higher level Convening Authority may convene upon a lower
echelon executive, who had the power to have convened a Committee
of Evidence who did not in the face of clear-cut need, a Committee
of Evidence. In such a case the Bill of Particulars shall allege
"Negligence in Justice" and name the lower level authority as the
interested party. The Committee appointed must look for any
undisclosed crimes or other omissions committed by the Interested
Party so named.
L. RON HUBBARD
LRH:jw.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
545
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1965
Issue II
Gen Non-Remimeo
Post Org Public Boards HCO (DIVISION 1 )
JUSTICE CERTIFICATE CANCELLATION
Cancellation of Certificates and Awards is done only for the
reasons announced - departure from Scientology to set up some
splinter group, or setting up a splinter group, or merely
announcing a departure from Scientology (but not by reason of
leaving an org, a location or situation or death), or for
committing one or more Suppressive Acts (see HCO Pol Ltr of 1 March
1965).
Enrolment in or employment by, or direct knowing assistance to, a
group antagonistic to Scientology or seeking to suppress
Scientology, or enrolment in a group following some other divergent
path after Certification in Scientology brings about a cancellation
of Certificates, earned or honorary, and all classifications and
other awards of whatever kind.
Certificate cancellation is only done for the above reasons, or
committing Suppressive Acts (see HCO Pol Ltr 7 March 1965, Issue
I). All other offenses where they concern certificates, awards and
classification changes are handled by suspension of certificates,
classification or awards or reduction to a lower certificate or
award by Committees of Evidence. Other punishments may be
recommended by a Committee of Evidence than those relating to
status.
Cancellation requires no Committee of Evidence for obvious
reasons (the person not usually available as an interested party in
the case of departure or high crimes).
Cancellation may be recommended by any HCO Secretary or any
Committee of Evidence.
Only the Chairman of the International Board may finally cancel
certificates and awards, being the issuing authority, although
cancellation is recommended by HCOs or Committees of Evidence.
Any recommendation for cancellation of certificates or awards
must be accompanied by actual evidence of announced departure from
Scientology or departure or the committing of a Suppressive Act.
Recourse from cancellation may be had by the accused or punished
person or group applying to the nearest Convening Authority for a
Committee of Evidence to be held on the subject. Such a Committee
may only hear evidence that the report of departure and related
reports, or reports of Suppressive Acts, were true or false (see
HCO Pol Ltr of 7 March 1965, Issue I). Such a Committee of Evidence
follows the usual procedures and forwardings but must be convened
if requested.
A request for recourse must be requested within one month of
receipt of notification of cancellation and must be addressed to
the nearest HCO Secretary.
HCO ACTION
To cancel any one certificate, certificates or awards, or to
cancel all certificates and awards, an HCO Secretary takes the
following steps:
546
1. Receives direct evidences of departure from Scientology such
as Suppressive Acts, the person's announced intention to depart
from Scientology, demand of refunds; accusations of fraud;
accepting treatment from a splinter group; dependency on other
mental or philosophic procedures than Scientology (except medical
or surgical) after certification, classification or award;
resignation of all certificates, classifications and awards (but
not posts or positions or locations); discovery of theft or
espionage for another group or government; public accusations or
condemnations of Scientology by the person or group; or similar
data indicating hostility to Scientology, as outlined in
Suppressive Acts (HCO Pol Ltr of 7 March 1965, Issue I).
2. Carefully ascertains the correctness of the information.
3. Writes a letter of recommendation to the Chairman of the
International Board as follows:
To: L. Ron Hubbard
From: HCO Secretary
Subject: Cancellation of Certificates, Classifications and Awards
of (+person's name in capitals).
I request cancellation of the Certificates, Classifications and
Awards of (person's name or group name in capitals) for the
following reasons:
(a) (giving all circumstances. Keep to provable facts and
do
not engage in slanderous or critical remarks.)
I have investigated the evidence and find it correct to the best
of my knowledge and belief.
Signed ........................
HCO Secretary
4. A copy of the letter is at once posted on the public bulletin
board and the original sent by fastest mail to Saint Hill.
5. Should the situation vanish and the person recant while the
letter is en route, a cable or wireless should be sent to Saint
Hill withdrawing the letter.
6. The HCO Secretary who requested it receives a letter from the
Chairman to be delivered to the person, stating the cancellation as
a fact.
7. If the situation has vanished before the letter is delivered
to the person, does not deliver it but returns it to Saint Hill.
8. Enters a copy of the Saint Hill letter in the local Justice
files, posts a copy on the local public bulletin board, files
another copy in the person's local CF file, has an entry made in
the Certificate log and other pertinent records. (Saint Hill
publishes the announcement under Legal Notices in The Auditor.)
9. Sends the cancellation letter on to the person.
10. Waits one month for any request for recourse under which a
Committee of Evidence would have to be convened.
11. Gets the Committee convened or considers the matter ended,
one month being the limitation of time in which the person could
request a Committee of Evidence. No suit or punishment may be
served or given to any HCO personnel for the above procedure
regardless of the Committee Findings.
12. The HCO Secretary tries to recover the actual Certificates,
Classifications and Awards after the month period or the Committee
has met and confirmed. This is not vital, but something should be
attempted like a letter requesting them or a
547
reward to anyone who can obtain them and forward them all to HCO.
Rendering such null and void includes reporting their cancellation
to the public of the person's area and informing any caller or
enquirer interested in the person of the fact for as many years as
the person takes no steps to gain new Certificates.
It is quite obvious by experience that few, if any, persons
departing Scientology have clean hands. They commit continuous
averts and therefore can't gain under processing. They have gone,
usually, and would not be available for a Committee of Evidence if
one were called to gather evidence and so using Committees of
Evidence in Cancellation cases just burns up time.
If we are to escape eventual pressure to limit this to a
Committee of Evidence type crime, we must (a) be sure of our facts
and (b) commit no flagrant injustices in using it.
By posting before it is done, the HCO Secretary can usually halt
any widespread damage and often bring the person to his senses. HCO
errors in posting cannot bring about any reprimand of HCO personnel
or award of damages.
If the person comes to his or her senses before the final letter
from Saint Hill is delivered, then do the following:
A. Tell the person to stop committing present time covert overts
so he or she can get a case gain.
B. Require a letter from the person to all persons of any group
or any dissidents influenced by the person to the effect that the
person's action in committing Suppressive Acts or in departing
Scientology was in error and [stating] any self discreditable
motivations, but not because of "no case gain", and promising the
group or influenced people that the person writing will cease to
commit continuous present time averts, and try to mend his or her
ways. Any person duped or sexually wronged, or any group deluded by
the offender, must also receive a full written apology, any
reasonable recompense for damages and/or full refund of any sums
charged by the offender in his act of duplicity. None of these
letters or confessions may contain assertions blaming others,
auditors or Scientology.
C. Order some effective Division 2 (Training and Processing)
retraining or processing at the person's expense but not wildly
beyond his ability to pay.
D. Make a note in the person's CF folder of the incident and file
all papers and a report in Justice files, as such cases often
repeat, having secret vices or committing covert hostile acts to
"solve their environment" rather than processing - in short they
have other solutions they think work, always anti-social.
E. If at some future date the person comes to the HCO Secretary's
attention and seems to be doing well and getting case gains, the
fact is noted in the Justice files and in the CF folder of the
person, but no such entry should be made within weeks or months.
The same exact procedure is followed when the person whose
certificates, etc. have been cancelled wants to be restored to
grace except E. In this case it is
E One: Enrol the person in the Academy HAS Course to start all
over again, if the D of T will have him or her, inform the Chairman
at Saint Hill and note the fact in the local Justice files and the
person's CF folder.
Repeating the substance of it, departures from Scientology result
from continuing averts which stall case gains; the action of
departure is met by cancellation of all certificates,
classifications and awards; the offense of departure from
Scientology falls outside Committees of Evidence and amnesties.
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
548
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1965
Issue III
Gen Non-Remimeo
Post Org Pub ic
Boards HCO (DIVISION 1 )
JUSTICE OFFENSES & PENALTIES
These are the penalties we have always more or less used, and
these are the offenses which have been usually considered offenses
in Scientology.
Formerly they were never written down or routinely enforced,
there was no recourse, and these lacks made staff members uncertain
of their fate. They knew something happened but not why. They knew
certain things were frowned on but not how much or little. The
penalties were suddenly administered without warning as to what
they would be or for what offense.
This then is a Code of Discipline which we have almost always
more or less used, made plain for everyone to see, with limits
against over-punishment and recourse for those who are wronged.
Accordingly this Code of Offenses and their penalties becomes
firm and expressed policy.
Lack of specified offenses, penalties and recourse brings
everyone to uncertainty and risk at the whim of those in command.
There are four general classes of crimes and offenses in
Scientology. These are ERRORS, MISDEMEANORS, CRIMES AND HIGH
CRIMES.
1. ERRORS. Errors are minor unintentional omissions or mistakes.
These are auditing "goofs"; minor alter-is of tech or policy; small
instructional mistakes; minor errors or omissions in performing
duties and admin errors not resulting in financial loss or loss of
status or repute for a senior.
Errors are dealt with by corrections of the person, reprimand or
warnings by seniors.
Certificates, Classifications and Awards may not be cancelled or
suspended or reduced for an Error. The offender may not be
transferred or demoted or fined or suspended for Committing an
Error. No Committee of Evidence may be convened because of an
Error.
Repeated corrections, warnings or reprimands by a senior can,
however, bring the repeated error offenses into the category of
Misdemeanor.
2. MISDEMEANORS. These are non-compliance; discourtesy and
insubordination; mistakes resulting i] financial or traffic loss;
commissions or omissions resulting in loss of status or the
punishment of a senior; neglect or gross errors resulting in the
need to apply the Emergency Formula to their person, section, unit,
department, organization, zone or Division; knowing and repeated
departures from standard technology, instructional procedures or
policy; continued association with squirrels; abuse or loss or
damage of org materiel; waste of org materiel; waste of funds;
alteration of senior policy or continued ignorance of it;
consistent and repeated failures to wear their hat regarding Dev-T;
refusing an E-Meter check; refusing auditing when ordered by a
higher authority; disturbing a course or class; disrupting a
meeting; the discovery of their having an undisclosed criminal
background in this lifetime; the discovery of an undisclosed tenure
in a mental hospital; processing a known Trouble Source or the
family or adherents of a Suppressive Person or Group; omissions
resulting in disrepute or financial loss; inadequate or declining
income or traffic in a section, unit, department, org, zone or
Division; assisting the inadequacy or decline of income or traffic
in a section, unit, department, org, zone or Division; failure to
acknowledge, relay or comply with a direct and legal order from an
executive staff member; Auditor's Code breaks resulting in a
disturbance of the preclear; failure to follow the Instructor's
Code resulting in disturbed students; contributing to a crime;
549
failure to appear before a Committee of Evidence as a witness or
interested party when personally given summons or receiving summons
by registered post; refusing to testify before a Committee of
Evidence; showing contempt or disrespect to a Committee of Evidence
when before it; destroying documents required by a Committee of
Evidence or refusing to produce them; withholding evidence; false
swearing on a signed statement or form; impeding Justice; refusing
to serve on a Committee of Evidence; refusing to vote while a
member of a Committee of Evidence; misconduct; issuing data or
information to wrong grades or unauthorized persons or groups or
issuing data or information broadly without authority.
Such offenses are subject to direct punishment by order and for a
staff member the punishment is the assignment of a personal
condition of emergency for up to three weeks and for an executive
staff member the assignment of up to a three months personal
condition of emergency.
Personal conditions of emergency reduce pay or units one third
for the period assigned.
Recourse may be had by requesting a Committee of Evidence for
return of pay but not damages.
The same offenses may be used for a Committee of Evidence but not
both a Committee and punishment by direct order - one or the
other.
However if any of these offenses become the subject of a
Committee of Evidence the penalty for a misdemeanor may be
increased to include suspension of a single certificate and/or
classification (but no more) or a minor demotion or transfer, but
not dismissal. None of these offenses may be made the subject of
dismissal by direct order or Committee of Evidence.
Persons may not be dismissed for misdemeanors. Nor may any
certificates, classifications or awards be cancelled.
Non staff or field or franchise Scientologists committing those
of the above (except org) offenses applicable may have a Committee
of Evidence convened on them.
Where serious, repeated or of magnitude harmful to many, the same
offenses can be re-classed as Crimes by a Convening Authority.
3. CRIMES. These cover offenses normally considered criminal.
Offenses which are treated in Scientology as crimes are theft;
mayhem; harmful flagrant and continued Code Breaks resulting in
important upsets; noncompliance with urgent and vital orders
resulting in public disrepute; placing Scientology or
Scientologists at risk; omissions or non-compliance requiring heavy
intervention by seniors consuming time and money, with Dev-T;
failure or refusal to acknowledge, relay or execute a direct legal
order from an International Board Member, or an assistant board
member; being or becoming a Potential Trouble Source without
reporting it or taking action; receiving auditing while a Potential
Trouble Source; withholding from local Scientology executives that
he or she is a Potential Trouble Source; failing to report a
Potential Trouble Source to local HCO; organizing or allowing a
gathering or meeting of staff members or field auditors or the
public to protest the orders of a senior; being a knowing accessory
to a Suppressive Act; using a local Scientology title to set aside
the orders or policies from the International Board; following
illegal orders or illegal local policies or alter-is, knowing them
to be different or contradictory to those issued by the
International Board; not directly reporting flagrant departures
from International Board policy in a section, unit, department,
org, zone or Division; being long absent from post while a senior
executive without advising the board member of his or her division;
permitting a section, unit, department, or zone or Division to
collapse; not taking over as a deputy in a crisis not otherwise
being handled; passing org students or pcs to outside auditors for
private commission; using an org position to build up a private
practice; taking private fees while on staff to audit outside pcs,
run private courses, coach or audit students or org pcs;
embezzlement; taking commissions from merchants; reselling org
materiel for private gain; using an org position to procure
personal or non-Scientology funds or unusual favours from the
public, a firm, student or pc; impersonating a Scientologist or
staff member when not authorized; inciting to insubordination;
instigating a local power push against a senior; spreading
destructive rumours about senior Scientologists; pretending to
express a multiple opinion (use of "everybody") in vital reports,
which could influence assistant board or board decisions; not
reporting the discovery of a Crime or High Crime to Saint Hill
while in authority or as a member of a Committee of Evidence or as
a witness before a Committee of Evidence; refusal to accept
penalties assigned in a recourse action; refusal to uphold
550
discipline; getting another staff member disciplined by giving
false reports about him or her; overworking an executive by
ignoring one's duties; falsifying a communication from higher
authority; falsifying a telex message or cable; causing a staff
member to lose prestige or be disciplined by giving false reports;
seeking to shift the blame to an innocent staff member for the
consequences of one's own offenses; protecting a staff member
guilty of a Crime or High Crime listed in this code; stealing or
seducing another's wife or husband; committing offenses or
omissions that bring one's senior staff member, unit, department,
org or zone official to personal risk and/or a Committee of
Evidence, civil, criminal or court; wilful loss or destruction of
Scientology property; making out or submitting or accepting false
purchase orders; juggling accounts; illegally taking or possessing
org property; causing severe and disreputable disturbances
resulting in disrepute; obtaining loans or money under false
pretenses; condoning circumstances or offenses capable of bringing
a course, section, unit, department, org, zone or Division to a
state of collapse; holding Scientology materials or policies up to
ridicule, contempt or scorn; heckling a Scientology Instructor or
lecturer; falsely degrading an auditor's technical reputation;
impersonating an executive staff member; pretending Scientology
certificates, classifications or awards not actually held to obtain
money or credit; selling auditing hours or training courses for
advance which are not then delivered as to hours and time in
training (but not results or subject matter); using Scientology
harmfully; not bringing a preclear up through the grades but
overwhelming the preclear with high levels; processing or giving
aid or comfort to a Suppressive Person or Group; knowingly using
Scientology to obtain sexual relations or restimulation; seducing a
minor; neglect or omission in safeguarding the copyrights,
registered marks, trade marks, registered names of Scientology;
issuing the data or information or instructional or admin
procedures without credit or falsely assigning credit for them to
another; issuing any Scientology data under another name; condoning
the suppression of the word "Scientology" in its use or practice;
allying Scientology to a disrelated practice; neglect of
responsibilities resulting in a catastrophe even when another
manages to avert the final consequences.
Crimes are punished by convening Committees of Evidence and may
not be handled by direct discipline. Crimes may result in
suspension of certificates, classifications or awards, reduction of
post, or even dismissal or arrest when the crime clearly warrants
it. But such penalties may not be assigned by direct discipline.
Certificates, Classifications or Awards may not be cancelled for a
crime.
4. HIGH CRIMES. These are covered in HCO Policy Letters March 7,
1965, Issues I and II, and consist of publicly departing
Scientology or committing Suppressive Acts.
Cancellation of Certificates, Classifications and Awards and
becoming fair game are amongst the penalties which can be leveled
for this type of offense as well as those recommended by Committees
of Evidence.
A reward system for merit and good performance also exists.
L. RON HUBBARD
LRH :jw.cden Copyright (I) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
CANCELLATION OF FAIR GAME: The practice of declaring people FAIR
GAME will cease. FAIR GAME may not appear on any Ethics Order. It
causes bad public relations. This P/L does not cancel any policy on
the treatment or handling of an SP.
(From HCO P/L 21 October 1968 - Volume 1, page 489.)
COMMITTEE OF EVIDENCE (COMM EV): A fact finding body composed of
impartial persons
properly convened by a Convening Authority which hears evidence
from persons it calls before it,
arrives at a finding and makes a full report and recommendation
to its Convening Authority for his or
her action.
(From HCO P/L 7 September 1963, Committees of
Evidence - Volume 1, page 538.)
[The above Policy Letter has been added to by HCO P/L 12 July
1971, Issue III, Offenses and Penalties-Addition, and HCO P/L 29
July 1971, Issue III, Penalties for the Hiring or Recruiting of
Institutional or Insane Persons, the latter being modified by HCO
P/L 21 July 1972, Issue IV, Staff Qualification Requirements for
Hiring Cancelled, in the Year Books.]
551
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 DECEMBER 1965 (Replaces HCO Policy
Letter of 7 March 1965, Issue I. This was originally misdated as 1
March 1965)
Gen Non-Remlmeo
PBsutllpeeuibliso d (HCO Division 1)
ETHICS SUPPRESSIVE ACTS SUPPRESSION OF SCIENTOLOGY AND
SCIENTOLOGISTS THE FAIR GAME LAW
Due to the extreme urgency of our mission I have worked to remove
some of the fundamental barriers from our progress.
The chief stumbling block, huge above all others, is the upset we
have with POTENTIAL TROUBLE SOURCES and their relationship to
Suppressive Persons or Groups.
A POTENTIAL TROUBLE SOURCE is defined as a person who while
active in Scientology or a pc yet remains connected to a person or
group that is a Suppressive Person or Group.
A SUPPRESSIVE PERSON or GROUP is one that actively seeks to
suppress or damage Scientology or a Scientologist by Suppressive
Acts.
SUPPRESSIVE ACTS are acts calculated to impede or destroy
Scientology or a Scientologist and which are listed at length in
this policy letter.
A Scientologist caught in the situation of being in Scientology
while still connected with a Suppressive Person or Group is given a
Present Time Problem of sufficient magnitude to prevent case gain,
as only a PTP can halt progress of a case. Only ARC Breaks worsen
it. To the PTP is added ARC Breaks with the Suppressive Person or
Group. The result is no-gain or deterioration of a case by reason
of the suppressive connection in the environment. Any
Scientologist, in his own experience, can probably recall some such
cases and their subsequent upset.
Until the environment is handled, nothing beneficial can happen.
Quite the contrary. In the most flagrant of such cases the
Scientologist's case worsened and the Suppressive Person or Group
sent endless reports to press, police, authorities and the public
in general.
Unless the Potential Trouble Source, the preclear caught up in
this, can be made to take action of an environmental nature to end
the situation one has a pc or Scientologist who may cave in or
squirrel because of no case gain and also a hostile environment for
Scientology.
This policy letter gives the means and provides the policy for
getting the above situation handled.
A Potential Trouble Source may receive no processing until the
situation is handled.
A Suppressive Person or Group becomes "fair game".
By FAIR GAME is meant, may not be further protected by the codes
and disciplines of Scientology or the rights of a Scientologist.
The families and adherents of Suppressive Persons or Groups may
not receive processing. It does not matter whether they are or are
not Scientologists. If the families or adherents of Suppressive
Persons or Groups are processed, any auditor doing so is
552
guilty of a misdemeanor. (See HCO Policy Letter of 7 March 1965,
Issue II.)
A Potential Trouble Source knowingly permitting himself or
herself or the Suppressive Person to be processed without advising
the auditor or Scientology authorities is guilty of a crime. (See
HCO Policy Letter of 7 March 1965, Issue II.)
SUPPRESSIVE ACTS
Suppressive Acts are defined as actions or omissions undertaken
to knowingly suppress, reduce or impede Scientology or
Scientologists.
Such Suppressive Acts include public disavowal of Scientology or
Scientologists in good standing with Scientology Organizations;
public statements against Scientology or Scientologists but not to
Committees of Evidence duly convened; proposing, advising or voting
for legislation or ordinances, rules or laws directed toward the
Suppression of Scientology; pronouncing Scientologists guilty of
the practice of standard Scientology; testifying hostilely before
state or public inquiries into Scientology to suppress it;
reporting or threatening to report Scientology or Scientologists to
civil authorities in an effort to suppress Scientology or
Scientologists from practicing or receiving standard Scientology;
bringing civil suit against any Scientology organization or
Scientologist including the nonpayment of bills or failure to
refund without first calling the matter to the attention of the
Chairman at Saint Hill and receiving a reply; demanding the return
of any or all fees paid for standard training or processing
actually received or received in part and still available but
undelivered only because of departure of the person demanding (the
fees must be refunded but this Policy Letter applies); writing
anti-Scientology letters to the press or giving antiScientology or
anti-Scientologist evidence to the press; testifying as a hostile
witness against Scientology in public; continued membership in a
divergent group; continued adherence to a person or group
pronounced a Suppressive Person or Group by HCO; failure to handle
or disavow and disconnect from a person demonstrably guilty of
Suppressive Acts; being at the hire of anti-Scientology groups or
persons; organizing a splinter group to use Scientology data or any
part of it to distract people from standard Scientology; organizing
splinter groups to diverge from Scientology practices, still
calling it Scientology or calling it something else; calling
meetings of staffs or field auditors or the public to deliver
Scientology into the hands of unauthorized persons or [persons] who
will suppress it or alter it or who have no reputation for
following standard lines and procedures; infiltrating a Scientology
group or organization or staff to stir up discontent or protest at
the instigation of hostile forces; 1st degree murder, arson,
disintegration of persons or belongings; mutiny; seeking to
splinter off an area of Scientology and deny it properly
constituted authority for personal profit, personal power or "to
save the organization from the higher officers of Scientology";
engaging in malicious rumourmongering to destroy the authority or
repute of higher officers or the leading names of Scientology or to
"safeguard" a position; delivering up the person of a Scientologist
without defense or protest to the demands of civil or criminal law;
falsifying records that then imperil the liberty or safety of a
Scientologist; knowingly giving false testimony to imperil a
Scientologist; receiving money, favours or encouragement to
suppress Scientology or Scientologists; sexual or sexually
perverted conduct contrary to the well being or good state of mind
of a Scientologist in good standing or under the charge of
Scientology such as a student, a preclear, a ward or a patient;
blackmail of Scientologists or Scientology organizations threatened
or accomplished - in which case the crime being used for
blackmail purposes becomes fully outside the reach of Ethics and is
absolved by the fact of blackmail unless repeated.
Suppressive Acts are clearly those covert or overt acts knowingly
calculated to reduce or destroy the influence or activities of
Scientology or prevent case gains or continued Scientology success
and activity on the part of a Scientologist. As persons or groups
that would do such a thing act out of self interest only to the
detriment of all others, they cannot be granted the rights and
beingness ordinarily accorded rational beings and so place
themselves beyond any consideration for their feelings or well
being.
If a person or a group that has committed a Suppressive Act comes
to his, her or their senses and recants, the HCO Secretary:
A. Tells the person or group to stop committing present time
overts and to cease all attacks and suppressions so he, she or they
can get a case gain;
553
B. Requires a public announcement to the effect that they realize
their actions were ignorant and unfounded and stating where
possible the influences or motivations which caused them to attempt
to suppress or attack Scientology; gets it signed before witnesses
and published broadly, particularly to persons directly influenced
or formerly associated with the former offender or offenders. The
letter should be calculated to expose any conspiracy to suppress
Scientology or the preclear or Scientologist if such existed;
B(1). Requires that all debts owed to Scientology organizations
are paid off;
C. Requires training beginning at HAS at their expense if
Division 4 (Training and Processing) will have the person or the
group members;
D. Makes a note of the matter with copies of the statement and
files in the Ethics files;
E. Informs the Chairman at Saint Hill and forwards a duplicate of
the original copy which shows signatures.
Any Potential Trouble Source owing money to any Scientology
organization is handled the same as any other Scientologist.
Failure to discharge a financial obligation becomes a civil Ethics
matter after normal, within-org avenues of collection have been
exhausted.
Any PTS who fails to either handle or disconnect from the SP who
is making him or her a PTS is, by failing to do so, guilty of a
Suppressive Act.
Civil Court action against SPs to effect collection of monies
owed may be resorted to, as they are Fair Game.
Until a Suppressive Person or Group is absolved, but not during
the period when the person requests and has a Committee of
Evidence, or an amnesty occurs, no Scientology Ethics other than
this HCO Policy Letter applies to such persons, no Committee of
Evidence may be called to punish any Scientologist or person for
any offenses of any kind against the Suppressive Person except to
establish in cases of real dispute whether or not the person was
suppressing either Scientology or the Scientologist.
The homes, property, places and abodes of persons who have been
active in attempting to suppress Scientology or Scientologists are
all beyond any protection of Scientology Ethics, unless absolved by
later Ethics or an amnesty.
Such persons are in the same category as those whose certificates
have been cancelled, and persons whose certificates,
classifications and awards have been cancelled are also in this
category.
The imagination must not be stretched to place this label on a
person. Errors, misdemeanors and crimes do not label a person as a
Suppressive Person or Group. Only High Crimes do so.
A Committee of Evidence may be called by any Convening Authority
who wishes more concrete evidence of efforts to suppress
Scientology or Scientologists but if such a Committee's findings,
passed on, establish beyond reasonable doubt Suppressive Acts, this
Policy Letter applies and the person is fair game.
Outright or covert acts knowingly designed to impede or destroy
Scientology or Scientologists is what is meant by Acts Suppressive
of Scientology or Scientologists.
The greatest good for the greatest number of dynamics requires
that actions destructive of the advance of the many, by Scientology
means, overtly or covertly undertaken with the direct target of
destroying Scientology as a whole, or a Scientologist in
particular, be summarily handled due to the character of the
reactive mind and the consequent impulses of the insane or near
insane to ruin every chance of Mankind via Scientology.
554
POTENTIAL TROUBLE SOURCE
A Scientologist connected by familial or other ties to a person
who is guilty of Suppressive Acts is known as a Potential Trouble
Source or Trouble Source. The history of Dianetics and Scientology
is strewn with these. Confused by emotional ties, dogged in
refusing to give up Scientology, yet invalidated by a Suppressive
Person at every turn they cannot, having a PTP, make case gains. If
they would act with determination one way or the other - reform
the Suppressive Person or disconnect, they could then make gains
and recover their potential. If they make no determined move, they
eventually succumb.
Therefore this Policy Letter extends to suppressive
non-Scientology wives and husbands and parents, or other family
members or hostile groups or even close friends. So long as a wife
or husband, father or mother or other family connection, who is
attempting to suppress the Scientology spouse or child, or hostile
group remains continuingly acknowledged or in communication with
the Scientology spouse or child or member, then that Scientologist
or preclear comes under the family or adherent clause and may not
be processed or further trained until he or she has taken
appropriate action to cease to be a Potential Trouble Source.
The validity of this policy is borne out by the fact that the US
government raids and other troubles were instigated by wives,
husbands or parents who were actively suppressing a Scientologist,
or Scientology. The suppressed Scientologist did not act in good
time to avert the trouble by handling the antagonistic family
member as a suppressive source or disconnect fully.
Disconnection from a family member or cessation of adherence to a
Suppressive Person or Group is done by the Potential Trouble Source
publicly publishing the fact, as in the legal notices of "The
Auditor" and public announcements and taking any required civil
action such as disavowal, separation or divorce and thereafter
cutting all further communication and disassociating from the
person or group.
Unwarranted or threatened disconnection has the recourse of the
person or group being disconnected from requesting a Committee of
Evidence from the nearest Convening Authority (or HCO) and
producing to the Committee any evidence of actual material
assistance to Scientology without reservation or bad intent. The
Committee must be convened if requested.
Before publicly disconnecting, the Scientologist would be we'll
advised to fully inform the person he or she accuses of Suppressive
Acts of the substance of this policy letter and seek a reform of
the person, disconnecting only when honest efforts to reform the
person have not been co-operated with or have failed. And only then
disconnecting publicly. Such efforts should not be unduly long as
any processing of the Potential Trouble Source is denied or illegal
while the connection exists and a person not actively seeking to
settle the matter may be subjected to a Committee of Evidence if
processed meanwhile.
The real motives of Suppressive Persons have been traced to quite
sordid hidden desires - in one case the wife wanted her
husband's death so she could get his money, and fought Scientology
because it was making the husband well. Without handling the wife
or the connection with the woman the Scientologist, as family,
drifted on with the situation and the wife was able to cause a near
destruction of Scientology in that area by false testimony to the
police and government and press. Therefore this is a serious
thing - to tolerate or remain connected to a source of active
suppression of a Scientologist or Scientology without legally
disconnecting the relationship or acting to expose the true motives
behind the hostility and reform the person. No money particularly
may be accepted as fee or loan from a person who is "family" to a
Suppressive Person and therefore a Potential Trouble Source. There
is no source of trouble in Scientology's history greater than this
one for frequency and lack of attention.
Anyone absolved of Suppressive Acts by an amnesty or a Committee
of Evidence ceases to be fair game. Anyone found guilty of
Suppressive Acts by a Committee of Evidence and its Convening
Authorities remains fair game unless saved by an amnesty.
This Policy Letter is calculated to prevent future distractions
of this nature as time goes on.
555
RIGHTS OF A SUPPRESSIVE PERSON OR GROUP
A truly Suppressive Person or Group has no rights of any kind as
Scientologists and actions taken against them are not punishable
under Scientology Ethics Codes.
However a person or group may be falsely labelled a Suppressive
Person or Group. Should the person or group claim the label to be
false, he, she or they may request a Committee of Evidence via
their nearest HCO. The executive with the power to convene a
Committee of Evidence must do so if one is requested for recourse
or redress of wrongs.
The person or representative of the group labelled Suppressive is
named as an Interested Party to the Committee. They attend it where
it convenes.
The Committee must pay attention to any actual evidences that the
person or group that is accused of being suppressive may produce
particularly to the effect of having helped Scientology or
Scientologists or a Scientologist and if this is seen to outweigh
the accusations, proof or lack of it, the person is absolved.
Any knowingly false testimony, forgeries or false witnesses
introduced by the person or group accused of being suppressive can
result in an immediate finding against the person or group.
Any effort to use copies of the testimony or findings of a
Committee of Evidence called for this purpose or holding it to
scorn in a civil court immediately reverses any favourable finding
and automatically labels the person or group suppressive.
Failing to prove guilt of Suppressive Acts, the Committee must
absolve the person or group publicly.
If the findings, as passed upon by the Convening Authority,
demonstrate guilt, the person or group is so labelled as a
Suppressive Person or Group.
RECOURSE OF A POTENTIAL TROUBLE SOURCE
A person labelled a Potential Trouble Source and so barred from
receiving auditing, may request a Committee of Evidence of the
nearest HCO as recourse if he or she contests the allegation.
The Committee of Evidence requested must be convened by the
nearest Convening Authority.
If evidences of disconnection are given or if the alleged
Suppressive Person or Group is clearly and beyond reasonable doubt
shown not to be guilty of Suppressive Acts or is shown clearly to
have reformed, the Committee of Evidence findings and the Convening
Authority must remove the label of Potential Trouble Source from
the Scientologist and the label Suppressive Person or Group from
the suspected person or group.
But should the former Potential Trouble Source's state of case
show no gain after reasonable time in processing, any executive of
Division 4 (Training and Processing) may order a new Committee of
Evidence in the matter and if it and its Convening Authority
reverse the former findings, the labels are applied. But no auditor
may be disciplined for auditing either during the period between
the two findings.
RECOURSE OF AN AUDITOR
An auditor disciplined for processing a Potential Trouble Source
or a Suppressive Person or a member of a Suppressive Group, may
request a Committee of Evidence if he can persuade the Potential
Trouble Source and the Suppressive Person or a representative of
the Suppressive Group to appear before it.
The auditor so requesting may also have named as an Interested
Party or Parties with himself the person or persons who supplied
the information or misinformation concerning his actions.
556
No damages or costs may be borne by or ordered by a Committee of
Evidence in cases involving Potential Trouble Sources or
Suppressive Persons or Groups.
When the Potential Trouble Source or Suppressive Person or Group
representative fails to appear before a Committee of Evidence on a
Bill of Particulars labelling persons as Potential Trouble Sources
or Suppressive Persons or Groups at the published time of its
convening, the Bill of Particulars stands as proven and the
Convening Authority is bound so to declare.
EVIDENCE OF DISCONNECTION
Any HCO Secretary may receive evidences of disconnection or
disavowal or separation or divorce and, on finding them to be bona
fide, may publicly announce them on a public board and legal
notices in "The Auditor".
The HCO Secretary must place copies of such evidences in the
Ethics file and in the CF folders of all persons named in them.
The disconnecting person then ceases to be a Potential Trouble
Source.
The procedure for a recanting Suppressive Person or Group is
outlined above. EVIDENCES OF SUPPRESSION
It is wise for any Scientologist, HCO Secretary or Committee of
Evidence in matters concerning Suppressive Acts to obtain valid
documents, letters, testimonies duly signed and witnessed,
affidavits duly sworn to and other matters and evidences which
would have weight in a court of law. Momentary spite, slander
suits, charges of Scientology separating families, etc. are then
guarded against.
If matters concerning Suppressive Acts are given good and alert
attention, properly enforced, they will greatly accelerate the
growth of Scientology and bring a new calmness to its people and
organizations and far better case gains where they have not
heretofore been easy to achieve.
Preclears with present time problems, ARC broken with associated
but Suppressive Persons will not obtain case gains but on the
contrary, may experience great difficulty.
Observance of these facts and disciplines can help us all.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
lThis 23 December reissue changed Justice to Ethics, and Division
2 (earlier Org Board numbering system) to Division 4, and added B(
1 ) and the three paragraphs following E. ]
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game,
and HCO P/L 15 November 1968 which removes disconnection as a
condition, on page 489. ]
[See also HCO P/L 9 August 1971, Issue III, Operation Staff
Stability and Personal Security-High Crime Additions, and its
second revision of 8 January 1972, same title, in the Year Books.]
557
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MARCH 1965 Issue II
General Non Remimeo
HCO (DIVISION 1) JUSTICE FAIR GAME LAW ORGANIZATIONAL SUPPRESSIVE
ACTS THE SOURCE OF THE FAIR GAME LAW
The reason a democracy or any wide open group caves in lies in
its extending its privileges of membership to those who seek to
destroy it.
The idiocy of doing so is plain. When a person announces he is no
longer part of a group, he has rejected the group. He has also
rejected its codes and rules. Of course he has also rejected the
protection to which he was entitled as a group member.
Democracy always faces this problem and so far never solved it.
The constitution of the US permits people to refuse to testify if
it would incriminate them (5th Amendment). Yet it sits by in courts
letting people who are pledged to overthrow the government yet use
their privilege to invoke the 5th Amendment. Idiocy is the right
word for it. It does not make sense to extend the protection of the
group to the person seeking to destroy the group. That's like
encouraging a disease.
Hence we have a Fair Game Law.
If a group member rejects the group, he rejects everything about
the group and no further question about that. Certainly there is no
question in his or her mind of salvaging or helping the group. Why
should the group then seek to extend its protection over him unless
it wants to defy its first right: that of survival.
So, in Scientology, anyone who rejects Scientology also rejects,
knowingly or unknowingly, the protection and benefits of
Scientology and the companionship of Scientologists. If the person
never was a member of the group or if the person had been a member
of it, the result is the same.
A suppressive person, wishing to work more damage, is the first
one to cry for the protection of Justice.
We have the weird humanoid situation of the ex prime minister of
England having to go to court to defend his election against a
Communist whose first principle is the destruction of the British
Government and Courts.
We have many modern instances of this.
At last dismayed at the havoc made, a government goes savage and
wipes out the rights of its citizens in order to get at a few
criminals. Thus even the government betrays its people at last if
it has not mastered the principle that he who rejects the group
also rejects everything about the group.
Scientologists deserve protection from psychotics and criminals,
from suppressive persons and covert or overt acts. Scientology
protection is getting more and more real and within a year or two
will be quite adequate for anyone.
558
Now if we carry forward the deadly disease of stupidly refusing
to recognize, when somebody wants to do us in, that we must at
least refuse to help him do it, someday Scientology Orgs will start
reducing various rights of Scientologists to decent treatment and
fair play.
Any reduction we may have experienced already stems from efforts
to bring order when faced with suppressive conduct. Lacking methods
and limits everyone becomes fair game. Thus let us fix the matter
up before it upsets our forward progress.
A person who publicly rejects the group is no longer a member of
the group. ORGANIZATIONAL SUPPRESSIVE ACTS (HCO Pol Ltr Mar. 1,
1965 extension)
Students or pcs who seek to resign or leave courses or sessions
and refuse to return despite normal efforts, become suppressive of
that course or organization and cease to have the rights of its
protection or assistance. If they can be brought to recant after
causing public commotion the procedure given in HCO Pol Ltr Mar. 7
1965 Issue II A to E is applicable.
HCO is at once called in on the matter. And although HCO, as in
any case where physical disturbance is possible, may deputize any
staff member or members temporarily to assist, no Division 2 staff
may assist further than following the instructions of the HCO
personnel to restrain or fetch the person or persons and stand by
while HCO carries out the required steps.
It should be remembered however that course and session blows
result from technical failures and the more ordinary action is to
catch the ARC Break early and to handle the ARC Break.
Where a staff member or executive publicly resigns in protest or
with intent to suppress HCO may act at once with steps A to E, HCO
Pol Ltr Mar. 7, 1965 Issue II.
In neither case may certificate cancellation or the Fair Game Law
be invoked unless the student or pc blow or the public resignation
also includes a threat to leave Scientology.
No publication as per B where no threat to leave Scientology is
included may go further than the group which witnessed the matter,
but in this case it must be published on their public bulletin
board for three days and no longer.
L. RON HUBBARD
LRH:jw.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game,
and HCO P/L 15 November 1968 which removes disconnection as a
condition, on page 489.]
[See also HCO P/L 9 August 1971, Issue 111, Operation Staff
Stability and Personal Security-High Crime Additions, and its
second revision of 8 January 1972, same title, in the Year Books.]
559
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MARCH 1965 Issue III
Gen Non-Remimeo
HCO (DIVISION 1 ) JUSTICE HAT ADMINISTERING JUSTICE
There are some things to firmly keep in mind when you have to use
HCO's Justice function:
1. Only the criminally inclined desire a society in which the
criminal is free to do as he pleases.
2. Only the criminally inclined are frightened enough of Justice
to protest and complain that it exists.
3. Without order nothing can grow or expand.
4. Justice is one of the guards that keeps the channel of
progress a channel and not a stopped flow.
5. All reactive minds can exert pain and discomfort on a being.
They demand the suppression of the good and the production of the
bad. Therefore, in administering Justice, restrain just a trifle
more than a bank can compel a bad action. The external threat need
be just enough to make the internal pressure to do wrong the lesser
of two discomforts. Judgment lies in how much external restraint to
apply.
6. Decent people are in favour of Justice. Don't confuse the
opinion of the majority who wish it with the snarls of the few who
fear it.
7. A person who is dramatizing his criminal intent can become
very angry if he is not prevented from hurting others.
8. A thetan is good. He invented a bank to keep others good. That
mechanism went wrong. And that's why we're here.
9. In a session you would keep a burglar from bursting in the
room and disturbing the preclean In Scientology you keep offenders
out so we can get on with our session with society.
10. Look up the person who rails against Justice most and you
will have the one you have been looking for.
11. The only overt in handling Justice is not to work for the
greatest good of the greatest number.
L. RON HUBBARD
LRH:ml.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
560
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 MARCH 1965
Gen. Non Remimeo M.A. Post B Board
THE JUSTICE OF SCIENTOLOGY ITS USE AND PURPOSE BEING A
SCIENTOLOGIST
The reason we have Justice Codes is to have justice. We don't
want or need injustice.
When we have no codes, "justice" can be anything any authority
cares to make it.
We have had too much caprice passing for justice. It is time we
had justice.
Committees of Evidence work. I recall one Tech Director accused
of tampering with a student. I was told he was about to be
disciplined and sacked. I stopped that action and had a Committee
of Evidence convened. Accurate testimony revealed the story false
and the Tech Director innocent. Without that Committee he would
have been ruined. I know of other instances where a Committee found
the facts completely contrary to rumour. Some are guilty, most are
innocent. But thereby we have justice and our necks aren't out. If
a person is to keep the law, he or she must know what the law is.
And must be protected from viciousness and caprice in the name of
law. If a person doesn't keep the law knowing well what it is he or
she hurts all of us and should be handled.
The enturbulence of the society around us is fantastic. There is
no just civil law left, really. It is that lawless and disorderly
condition in the society about us which makes it hard for us to
work. Shortly we will be even more powerful. That power must not be
lawless or we will have anarchy and dismay, enough to stop our
growth.
If we have a superior law code and legal system which gives real
justice to people we will swiftly flow easily over the society and
everybody will win.
Where we fail to apply our own administration, technology and
justice procedures to the society around us (let alone Scientology)
we will fail.
There is too much truth in our lives not to cause a social
upheaval. Therefore, let us have justice and expand into higher
order, not plunge the world into darkness because our power as a
group struck innocent and guilty alike.
A Scientologist must understand his own justice system. Without
understanding again there will be no justice.
Already the following points need correction in the uninformed
person concerning our justice.
A Committee of Evidence is not a court. It is simply a
fact-finding body with legal powers, convened to get at the facts
and clean up the ARC Breaks caused by rumour. When it has the truth
of it, then a Convening Authority acts - but only in exact
accordance with a Justice Code.
Our justice really rehabilitates in the long run. It only
disciplines those who are hurting others and gives them a way to
change so they can eventually win too - but not by hurting us.
A Scientologist who fails to use Scientology technology and its
administrative and justice procedures on the world around him will
continue to be too enturbulated to do his job.
That sounds extreme to anyone.
But if you look it over, you will find that the "power" of the
"Society" and "State" is pretended and is made from an effort to be
powerful where they actually lack power. Our situation is quite the
reverse. Ours is the power of truth and we are capable of power as
a group, having power as individuals due to processing and power of
wisdom due to superior technology.
Therefore when we grant too much beingness to their "power" we
are granting validity to a falsehood and so it recoils on us.
561
We are in short, knocking our own heads off by failing to use our
knowledge and authority when we administer or handle our fellow man
or society. It's like refusing auditing to somebody or not making
it possible. It's also investing a lie with power. Society is
losing ground because its "power" is based on a pack of falsehoods.
We will lose ground if we empower those lies.
There's real magic to be seen here. For instance every upset we
have is traceable to our not knowns or failing to apply our
technology and Admin and Justice procedures to the society around
us and its individuals, firms and groups.
This is worse than you think. A Scientology executive not
handling Dev-T (Developed and unnecessary traffic) from a
government in accordance with our Dev-T policies when it was
off-line and off-policy recently caused an upset. A government
official was off-policy (his own bureau's) and the Scientology
executive did not follow our procedure of (a) send it back to
source (b) correct the policy error and (c) inform his superiors
when results were not obtained. You say, "But that's wild! Run a
government by Scientology Admin." Well, all I know is that it
caused trouble when we didn't.
Evidently it's not "them" and "us". It's just "us" and a false
"them."
So all we have to do is to get their hats on and they're us.
Failure to take our usual justice actions on offenders against us
will result in eventual chaos. What matter if they don't appear
before the Committee of Evidence we convene on them? How do we know
they won't? How could the Victoria Parliament ever come right if we
failed to (a) Convene a Committee of Evidence (b) Follow our legal
procedures?
No, they just stay "they".
Has anybody informed the F.D.A. of our amnesty? Well, did you
know the F.D.A. was looking for a way out of their mess for fear
we'd sue for a million? They'd drop the E-Meter case if they
thought we wouldn't sue.
How do we know if we don't try?
So therefore we must use Scientology tech, Admin and Justice in
all our affairs. No matter how mad it sounds, we only fail when we
don't.
And therefore every Scientologist should understand his own tech,
codes and procedures.
Some Scientologists believe when a Committee of Evidence is
convened that they are at once suspended.
Nobody can be suspended or punished by the convening of a
Committee of Evidence. It's there to find the truth. Only when its
findings are submitted to its Convening Authority and where the
Convening Authority acts can anyone be suspended or transferred or
demoted.
Don't react to Scientology Justice as though it were "wag" law.
In society's "courts" one is given the works and truth has little
bearing on the findings. A mean judge or clever attorney and small
legal errors decide a lot of their cases. Wog courts are like
throwing dice. There is huge cost and publicity and punishment
galore even for the innocent.
So we must preserve our Justice.
And use it.
That's the main lesson. If we don't use it in all questions where
the truth of the matter is in doubt we'll just go on being wogs.
If we don't exhibit our science as a group and show a good
example, what can we achieve?
So let's grow up to our own technology and take responsibility
for it.
And wear our hats as Scientologists to the world.
LRH:wmc.rd L. RON HUBBARD
Copyright Q) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
562
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 MARCH 1965
Gen Non-Remimeo
JUSTICE POLICY LETTERS CORRECTIONS
The act of calling an Emergency Condition does not open the
person, unit, section, department, org or division to any transfer,
demotion or dismissal or cause a reduction of pay. The subject of
the Condition must put the Emergency Formula into prompt operation
and it is expected in the case of an org or portion of an org such
as a division, department or section that the executive staff
member, after the stage of promotion is passed in the formula will
request a Committee of Evidence be convened on the staff member
under him whose non-compliance or actions caused the Emergency.
Pay reduction, demotions, transfers, fines or dismissal may only
be done after a Committee of Evidence and on its recommendation.
There is no other way to bring about transfer, demotion, dismissal
from an org or fine or reduce the pay of a staff member.
When after calling an Emergency Condition there is no improvement
during a reasonable time, a Committee of Evidence must be convened.
Emergency and all other Conditions are assigned only by the
Office of L. Ron Hubbard, which is a part of each HCO.
The form of issue of any conditions including Emergency is a
SECED.
A Condition is cancelled by a SECED.
SECEDs are only issued by the Of fice of L. Ron Hubbard under the
"per pro" (by and for) of the HCO Secretary or LRH Communicator in
any org.
Requests for an Emergency Condition should be made to the
Director of Inspections, Dept 13, Distribution Div (4) who comments
and forwards them to the Office of L. Ron Hubbard. The comment of
the Director of Inspections can be a recommendation for or against
with any data he or she has.
Emergency Conditions are given only on OIC statistics and not by
rumour or opinion.
Emergency Conditions may be issued on anyone in any portion of an
org including Divisions without permission from a senior org, but
may only be issued as above for reasons of declining statistics.
However no Emergency Condition may be placed on a Secretary by
the org itself. This may be done only by applying to the senior org
to that org or to Saint Hill.
CONVENING AUTHORITY
Only HCO's Office of LRH may now convene a Committee of Evidence
or a Civil Committee of Evidence (1 person satisfactory to both
contestants used in disputes between Scientologists or portions of
Scientology, the contestants abiding by the findings of the one
person Committee).
The order to convene one is requested of the Director of
Inspections (Div 4) who forwards it (or originates it) to HCO's
Office of L. Ron Hubbard with comments and any statistics. No
statistics are actually demanded in such a request but any
available evidence is forwarded. The Bill is prepared by Dept 13
for forwarding to HCO for authority to convene.
The Authority to convene is issued by the Office of LRH in HCO,
per pro ("for and by") the HCO Secretary or LRH Communicator.
The authority for a Committee of Evidence is issued by SECED. It
is issued to the Director of Inspections who then handles all
arrangements and actions from there up to the point of authorizing
the findings. The complete record and papers, prepared, are sent to
HCO's Office of LRH for final action and publication. In cases
where the machinery to convene a Committee is missing, it is
requested from a senior org on the same routing as above.
563
Publication of a Committee of Evidence findings is done by SECED
of the same number that convened it. Publication is done by the
Office of LRH.
The Director of Inspections (Div 4, Dept 13) takes care of all
further actions and the resulting files. __
The Department of Inspections, Division 4, Department 13, has the
actual administration and execution of all Justice.
HCO's Office of LRH issues all authorities for Justice and
confirms all findings of Justice and publishes results.
All guards or forces to be used in Justice (but not members of
Committees of Evidence) are under the control of the Department of
Promotion Div 1 Dept 6 and are under the orders of the HCO
Secretary who may relay to them through the Department of Promotion
the requirements of the Director of Inspections. Such forces may be
loaned to the Dept of Inspections but remain HCO personnel.
BALANCE OF POWER
Division of Justice (HCO) has the authority and forces. Division
2 (the org itself, consisting of organization, finance and
materiel) has the money and materiel. Division 3 (Service and
Technical) has the technical personnel and Div 4 has the Field and
"population".
All four Divisions are called the Organization as Division 2
organizes, finances and supplies them.
Justice therefore is under Division 4 in Administration, depends
on Division 1 for authority and power and depends on Division 2 for
Finance and Supplies, and uses the Technology of Division 3.
Thus it remains balanced.
Recourse from discipline or findings is requested always from the
Department of Inspections who applies to HCO's Office of LRH for
decision and authority and then the Department of Inspections cares
for the resulting actions.
The Office of LRH need not wait on any request from anyone to
issue Conditions or authorities but must advise LRH at once on
doing so.
LRH may issue Conditions or authorities without request through
his office or via the Director of Inspections. All such Conditions
or authorities are based only on statistics but may include actions
to obtain further statistics such as requesting or ordering data to
be furnished to decide whether or not a Committee should be
convened.
No Condition, simply by being directed, carries a penalty with
it. However the declaration of a Condition for any org, division,
department, section or person commands that the Formula for that
Condition be followed by the org, division, department, section or
person named.
The SECED declaring the Condition may not be posted on a public
board or a board commonly viewed by the public, but must be posted
on a staff board available to staff members. Copies of the SECED
declaring a Condition are given to every person in the org,
division, department, or section named in it or to the person.
The form of the Condition SECED is as follows below and with the
usual SECED designation and seal.
CONDITION
The Condition of (Name of Condition in capitals) is declared upon
(Subject in capitals) by reasons of:
1. (give specific reasons one after next)
2.
3. etc.
(SECED Ending) _ _ _ _ 564
The form of a SECED (Secretarial Executive Director) for a
Committee of Evidence is as follows below and with the usual SECED
headings and designations:
COMMITTEE OF EVIDENCE
At the request of (title and org) (or By the Order of LRH) the
Director of Inspections, Div 4, Department 13, is to convene and
attend to the speedy conduct and conclusion of a Committee of
Evidence.
(Names in Capitals) are to be named as Interested Parties.
The Committee is convened to look into and bring findings on a
matter of a possible (give type, Misdemeanor, Crime, or High Crime)
of (give exact charge or charges very briefly from the Justice
Code) for which the maximum penalty is (give maximum penalty).
The Director of Inspections is to name the Chairman and Committee
and compose and serve a Bill of Particulars on the Interested
Parties. He is further instructed to provide the Committee and
Interested Parties with copies of the Justice Codes. Further he is
to charge the Committee to find facts and absolve the Interested
Parties or prove them guilty beyond reasonable doubt, recommend any
action and return all findings to HCO's Office of LRH for
acceptance of findings and their publication.
L. Ron Hubbard per pro
LRH Communicator (or HCO Sec)
LRH: ml.rd
Copyright Q) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 8 APRIL 1965
Gen Non-Remimeo
Secretarial HATS DIVISION 1 - DEPT 3
JUSTICE CODES, HCO, ORG EXECUTIVE AND DIVISIONAL SECRETARIES,
JUSTICE ON, AND AUDITING OF
No Secretary, in the org meaning of the word, may be brought
before a Committee of Evidence either as an interested party or a
witness in their own zone or area.
Any Secretary may be ordered before a Committee of Evidence as an
interested party or witness convened in an org senior to the org in
which the Secretary holds his or her post.
Secretaries of the most senior org of a continent may be ordered
before a Committee of Evidence as a witness or interested party in
another Continental org, not the one in which the post is held, but
only by Saint Hill.
No Secretary may be named, charged or threatened with a Committee
of Evidence by a staff member seeking recourse; however a Committee
of Evidence may ask for a written statement from a Secretary in
order to assist Justice, but only in cases of recourse and always
through Saint Hill with the reasons stated.
A Secretary may not be ordered to processing by or in the org in
which the post is held, but may be ordered to processing in the
Saint Hill HGC but only by Saint Hill.
Secretary posts at Saint Hill may only be ordered to processing
by the Executive Director.
Code breaks in auditing Secretaries are subject to a Committee of
Evidence. 565
A Secretary being audited by an auditor may not during the same
period be audited by another auditor including self.
A tape recorder may be used to record any sessions given to a
Secretary but if so may only be replayed, after a dispute, by the
Executive Director. Such tapes may not be erased until a grade of
auditing is completed and are deposited securely in the Dept of
Examinations. A Secretary may require and witness their erasure
when a grade is obtained.
"Coffee-shop" auditing a Secretary is subject to a Committee of
Evidence, and in this case only may the Committee be convened by
and in the org to which the Secretary is posted, but in the case
where the offender is another Secretary it must be convened by a
Senior org.
Processes run on Secretaries may only be the standard grade
processes in proper sequence and any departure is subject to a
Committee of Evidence.
Secretaries without grade certificates must be audited through
all grades in correct sequence with grade certificates properly
qualified for and issued at each grade.
Any departures from standard auditing precautions and procedures
by anyone auditing a Secretary are subject to a Committee of
Evidence.
Committees of Evidence convened for any of the reasons given in
this section of the Justice Codes may be convened only by a Senior
Org to that in which the incident occurred or by the Executive
Director. They may not be convened by or in the org to which the
Secretary is posted.
Any disputes arising from this section of the Justice Codes must
be referred to the Executive Director with full written statements
from all disputants signed by each.
Summary reports of auditing of Secretaries must be sent to the
Executive Director each month, even when solo, giving processes
run, hours run, tone arm action per session average, gains, the
name of the auditor and the Secretary, and place, and
must be signed by the auditor.
LRH:jw.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 APRIL AD15
Gen Non-Remimeo
ETHICS CLARIFICATION AUDITING OF ORG EXECUTIVES
HCO Policy Letter of 8 April 1965 states that org executives must
come up through the grades.
At this particular date many org executives are Saint Hillers
with Class VI or are Prov C1 VI.
These, of course, are working for their Grade VI Certificate and
mostly passed through the lower grades before grade certificates
existed.
Those persons who do not yet have Saint Hill training should go
through the grades either before coming to Saint Hill or during
their Saint Hill course.
Nothing in this policy letter however waives my right to order or
run a power process on an executive whose case is not moving
satisfactorily. Those working for Grade VI whose cases are moving
satisfactorily may of course continue.
LRH:wmc.rd Copyright Q 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED 566
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 MAY 1965 Issue III
Remimeo
ETHICS COURTS OF ETHICS
A Court of Ethics may be convened by any Ethics Officer.
Any Scientologist of the status of Officer or below may be
summoned before a Court of Ethics.
The summons is issued as an HCO Ethics Order. It must state when
and where the person is to appear.
A Court of Ethics is convened on matters as follows:
1. Any Misdemeanor
2. Any Crime.
High Crimes are not accorded a Court of Ethics but may be
accorded an Ethics Hearing.
(c) Court of Ethics may direct discipline as follows:
A. Not to be trained or processed for weeks or
months.
B. An Amends Petition be submitted.
C. Suspension for weeks.
D. Repayment of loans or debts.
E. Restitution of wrongs.
F. Damages to be paid another of an equitable sum commensurate
with the loss.
EXECUTIVE COURT OF ETHICS
Convened in the same way and with the same powers and disciplines
an Executive Court of Ethics is convened by the Office of LRH via
the HCO Executive Secretary.
The presiding person must be at or above the rank of the person
summoned.
A Court of Ethics may not summons a Director, a Secretary or an
Executive Secretary.
An Executive Court of Ethics only may be convened on a Director,
Secretary or Executive Secretary.
The Executive Ethics Court is presided over by a Secretary or
Executive Secretary as appointed for that one court and one purpose
by the Office of LRH via the HCO Executive Secretary.
An Executive Ethics Court may also be convened at the request of
a Secretary or Executive Secretary on any staff member by
requesting same of the Office of LRH via the Ethics Of dicer but
another is appointed to preside and there is no necessity for the
Office of LRH to comply with such a request.
ETHICS HEARING
An Ethics Hearing may be convened by an Ethics Officer to obtain
data for further action or inaction.
The order is issued as an HCO Ethics Order. The time and place of
the Ethics Hearing is stated in the order. The purpose of the
Hearing is stated.
Interested Parties are named.
An Ethics Hearing may name witnesses but not the person's
immediate superiors to appear against him in person but may
consider a written statement by a superior.
567
An Ethics Hearing has no power to discipline but may advise on
consequences.
If doubt exists in the matter of whether or not a misdemeanor or
crime or suppression has occurred, it will be usual to Convene an
Ethics Hearing or Executive Ethics Hearing not a Court of Ethics.
EXECUTIVE ETHICS HEARING
No one of the rank of Director or above may be summoned for an
Ethics Hearing, but only an Executive Ethics Hearing, presided over
by a person superior in rank. It is convened by the Of rice. of LRH
via the HCO Exec Sec. The same rank in a senior org is a senior
rank.
STATISTICS
A Court of Ethics or Executive Court of Ethics is not a fact
finding court.
One is convened solely on statistics and known evidence.
If adequate statistics do not exist then an Ethics Hearing or a
Committee of Evidence is convened to obtain or discount evidence.
The ordinary reasons for convening a Court of Ethics would
consist of
(a) Too many reports on a person (HCO Pol Ltr 1 May 1965).
(b) Observed commission of a misdemeanor or a crime.
(c) Demand by a person's superior to handle a crime.
(d) Debt.
(e) Disputes between two Scientologists of similar rank.
(f) Continuing an emergency.
NO DEMOTION, TRANSFER OR DISMISSAL
A Court of Ethics or an Executive Court of Ethics may not order
transfer, demotion or dismissal. This may only be done by a
Committee of Evidence duly convened.
A Court of Ethics or an Executive Court of Ethics may, however,
suspend a staff member from post for a reasonable length of time.
In a suspension recourse may be
had and restoration of pay lost if a Committee of Evidence is
convened and reverses the decision.
NO RECOURSE FROM A COURT
There is no recourse from the decision of a court legally
rendered and based on statistics. If a staff member accumulates too
many adverse reports or if his unit, section, department or
division statistics have remained down or if a State of Emergency
was continued, there is no acceptable evidence that refutes it that
could be heard by a Committee of Evidence as Evidence is evidence.
PTS AND SP
Potential Trouble Sources and Suppressive Persons are not
necessarily accorded a Court or a Hearing. But they may have one if
they request it, but the only action will be to determine or
confirm the actual status and the action is already laid down by
firm unalterable policy in any case.
LRH:wmc.cden L. RON HUBBARD
Copyright (I) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
Excerpt from HCO PL of 29 April 1965, BONUSES
COMM EV
No Comm Ev or Court or executive may after this date sentence
anyone to auditing.
Such Ethics bodies may, however, deprive a person of auditing or
training or technical communication or any communication.
568
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JUNE 1966
Remimeo
All Staff DIVISION 1
DEPT OF INSPECTION AND REPORTS
BOARD OF INVESTIGATION
Boards of Investigation are hereby established.
CONVENING AUTHORITIES
They may be convened by the LRH Communicator The Guardian An
Assistant Guardian The Advisory Council An HCO Exec Sec An Org Exec
Sec An HCO Sec The Director of Inspection & Reports
The LRH Comm (Area or Cont) may convene a Board of Investigation
on Executive Secretaries or any other executive or staff member
below Executive Secretary but not on the Executive Director, a
Guardian or Assistant Guardian.
The Guardian may convene a board on anyone but the Executive
Director.
An Assistant Guardian may convene a board with permission of the
Guardian whose authority the Assistant Guardian uses.
Executive Secretaries may convene a Board of Investigation to be
convened by the HCO Area Sec on any executive or staff member in
their portion of the organisation but not cross-portion (i.e. the
HCO Exec Sec may not convene a board in the Org portion and the Org
Exec Sec may not convene a board on the HCO portion).
The Advisory Council may convene a board on an LRH Communicator
and anyone else except the Executive Director and the Guardian, but
not on a senior org.
Other convening authorities may convene a board on their equals
in rank or on juniors.
PURPOSE
The purpose of a Board of Investigation is:
10 HELP LRH DISCOVER THE CAUSE IN ANY CONFLICT, POOR PERFORMANCE
OR DOWN STATISTIC.
COMPOSITION
A Board of Investigation is composed of not less than 3 and not
more than 5 members.
A majority of the members must be senior to the persons being
investigated except when this is impossible.
CONDUCT
The Board may investigate by calling in a body on the persons
concerned or by sitting and summoning witnesses or principals.
FUNCTION
A Board of Investigation is a much less serious affair than a
Committee of Evidence.
Persons appearing before it are not under duress or punishment.
The whole purpose is to get at the facts.
569
No disciplinary measure may result except for false attestation.
The Board may recommend an Executive Ethics Hearing or an Ethics
Hearing if crimes or high crimes are found but may take no action
on errors or misdemeanors.
False attestation before a Board must result in an Executive
Ethics Hearing or Ethics Hearing.
FINDINGS
The findings of a Board of Investigation are sent to the
convening authority and from this orders can be issued or the
convening authority can request action or policy from higher
authority. (The method of making policy is not changed.)
FORM
In all other ways the form of a Board, its orders, conduct and
finding is the same as in a Committee of Evidence.
COMMITTEE OF EVIDENCE
A Committee of Evidence is convened on the subject of a known
crime or high crime as it has come to be looked on (and is) a trial
by jury, there being a charge.
A board may recommend a Committee of Evidence.
L. RON HUBBARD
LRH:lb-r.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 31 OCTOBER 1966 Issue II
Remimeo
BOARDS OF INVESTIGATION (Adds to HCO Pol Ltr of 4 June 1966)
A Board of Investigation may (and should) be convened any time
there is an unusual improvement in an org or its statistics.
Such a Board must (a) isolate the reasons or changes which
brought about the improvement; (b) draw up their findings in the
form of policy or directives to pass them on to the convening
authority; and (c) recommend commending any person found
responsible for the improvement (the Board does not commend, it
only recommends, the convening authority alone may issue the
commendation).
FORM OF FINDINGS
All findings of a Board of Investigation must be phrased in terms
that may be issued without change by a convening authority as a
directive or, by the proper additional lines, policy.
The convening authority may alter this wording but it must be
written so that it does not need to be re-written.
L. RON HUBBARD
LRH:rd.cden Founder
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
570
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 JULY 1966
Remimeo All Staff Ethics Of ricer Hat Magisterial Hats Ethics
Executives
EVIDENCE, ADMISSIBILITY OF IN HEARINGS' BOARDS OR COMMITTEES
No evidence may be admitted or used in any hearing, board of
investigation, committee of evidence or in any executive
disciplinary action which is not:
1. Written or
2. Reliably witnessed or
3. Is demonstrated beyond any doubt on a meter.
After this date no findings or sentence may be passed, considered
valid or acted upon if any evidence in the case was admitted that
was not valid in accordance to 1, 2 and 3 above.
L RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
571
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 5 AUGUST 1966 Issue II
Remimeo
Division 6 Division 1
CHAPLAIN'S COURT CIVIL HEARINGS
As many matters come before Ethics which are not properly Ethics
but civil matters (i.e., between other persons), a Chaplain's Court
Unit is formed in Division 6, Dept 18, as part of Section 5, The
Chaplain's Section, which is formed herewith in Div 6 and abolished
in Div 5.
The Chaplain is transferred to this Section and is its Section
Officer.
A permanent presiding justiciary who must be a minister may be
appointed called an Arbiter where activities warrant.
The Chaplain (or the permanent or part time assisting Arbiter)
presides over all Court Hearings and renders judgment.
The organization of this activity is similar to any civil
proceedings and may, when conditions warrant, have clerks and other
personnel.
The court may charge reasonable fees and has these as its
statistic.
Only Civil Matters may be heard or judged.
All Ethics matters must be referred to Ethics.
JUSTICE Reasonably priced and easily obtained justice are
requisites to any civilization.
The purpose of the Chaplain's Court Unit is to resolve matters of
dispute between individuals.
Staff personnel, pcs, students and Scientologists may utilize
this Court Unit to resolve their own disputes or legal affairs.
Staff members may not be sued by reason of performance of their
org duties, as this belongs to Ethics where such complaint may be
made.
Any suit filed must be against the person who actually personally
knew and damaged the individual suing by an action directed
personally against the plaintiff, except for suits to remove Ethics
orders.
The org, a division, department or section may only be sued to
obtain restoration of status, to revoke or alter Ethics orders or
obtain service which was denied such as auditing time to right an
omission. The org or any part of it may not be sued for financial
damages or refund.
Preliminary hearings only can be given in divorce matters at this
time as these must also have state action before any such findings
can be considered legal in the eyes of the state. However,
separation may be found, both parties consenting.
Collection of debt and remedy in defaulting on obligation may be
sought from the court.
REBUTTAL DAMAGES
If a person who is sued has reason, he can, as defendant, require
damages in his rebuttal and should the suit be fallacious and found
against the plaintiff such may be awarded.
572
COSTS Costs may be recovered as part of damages, meaning costs of
court action. EXTENT OF DAMAGES
Any damages assigned by the Court must be reasonable and in
keeping with reality.
ETHICS RELATIONS
Ethics may route civil matters to the Chaplain's Court Unit.
In return in matters of perjury or the collection of damages
awarded by the Court, the Court Unit may refer the matter to
Ethics.
REFUND SUITS
Suits for refund fees may not be filed as this is an Ethics
matter.
LRH SUITS
Suits against LRH or the Guardian, board members, executive
secretaries or secretaries are not accepted by the Court.
WRONGFUL ETHICS ACTIONS
HCO may be sued in the Court for erroneous issue of an Ethics
Order and for no other action. Damages requested may not exceed $5
or an order apologizing or restoration of status.
BONUS ACTIONS
All bonus matters or disputes between or amongst Tech, Qual and
Treasury or their personnel may be heard by the Court Unit.
STAFF MEMBER DISPUTES
Personal disputes between staff members even when org business is
concerned may be heard by the Chaplain's Court.
FAILURE TO ABIDE
Failure to abide by a Court Finding may become an Ethics matter.
JURY
When requested and allowed by the Chaplain, a jury of three
persons may be chosen and used. The persons chosen must be agreed
upon by both litigants.
ATTORNEYS
Anyone may act as an attorney in the Court Unit.
Professional attorneys may appear before it.
No attorney is required.
PROCEDURES
All procedures for the Chaplain's Court Unit are developed by and
all magisterial appointments are made by the Chaplain in the form
of Distribution Division Sec Ads All fees are set in this manner.
The Chaplain and the Court and such Sec Ads may be over-ruled only
by the Guardian or an Assistant Guardian or, when ordered,
standardized amongst orgs by the Org Exec Sec WW.
L. RON HUBBARD
LRH:lb-r.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
573
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 MAY 1968
Remimeo FO - SO
BOARDS OF INVESTIGATION AND COMMITTEES OF EVIDENCE, TERMINATION
OF
Boards of Investigation and Committees of Evidence have been
known to drag on endlessly.
One of the reasons they drag on is membership of the same person
on two or three boards makes it impossible for boards or committees
to meet at the same time.
Therefore these two policies are made:
1. A Board of Investigation or a Committee of Evidence which
continues more than a week (7 days) has its membership disbanded
and assigned a Condition of Non Existence. Those that conclude in
findings fully accepted by the convening authority in 48 Hours have
a Commendation on the members filed in their Ethics files.
2. No person may be a member on two or more Boards of
Investigation or Committees of Evidence at the same time. No person
may be a member of a Board of Investigation and a Committee of
Evidence at the same time.
Any person who is found to have served after receipt of this Pot
Ltr on two or more boards or committees at the same time shall be
assigned a Condition of Liability for not knowing Ethics policy.
The full intention of this Pol Ltr is to speed justice and fact
finding.
L. RON HUBBARD Founder
LRH:js.cden Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
574
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 17 MAY 1969
Remimeo
AN ETHICS POLICY LETTER
1. All Committees of Evidence, Boards of Investigation, Courts of
Ethics and Ethics Hearings are held with the Interested Party or
Parties present while evidence is presented.
This will ensure no false reports are given. The accused can
confront the accusers or know the source of written evidence. Third
parties can be found and handled, and true justice can be brought
about.
And, as per HCO Policy Letter of 24 February 1969, JUSTICE, the
value of a person is weighed against any alleged crime, even when
proven.
Lt. Cmdr. Yvonne Gillham
Mission Clear Names
LRH:YG:fas.e~.cden
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 16 JUNE 1969
Remimeo
BOARD OF APPEAL
Upon request an Ethics Officer should allow a person to see his
own ethics file. It may do much to clean up injustice and false
reports.
The ethics file may only be reviewed in the presence of the
Ethics Officer and those matters found by the person to be false or
unjust noted and handled accordingly
by the Ethics Officer.
Lt. Cmdr. Diana Hubbard
CS-1
>From data found on the
Sea Org Clear Names Mission
LRH: DH: cs.ei.cden
Copyright (~)1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
575
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1969
Remimeo
OTL Courts
of Appeal
HCO Ethics
Officers APPEAL
SO Master
at Arms
Handling of persons requesting appeal can be quick and complete
in most cases if you allow the person to say all he wishes to say
in the very beginning.
Many times the appeal is not to refute a wrong finding by a Comm
Ev or a Board of Investigation, but a protest at tile harshness or
imagined unfairness in the way the finding was presented.
This person has had much to say on the matter he is appealing for
some time. He has been, or feels he has been, wronged. No one has
yet gotten what he has communicated about it.
Now, he's found, or has been directed to the right terminal. For
goodness sake, LET HIM TALK! If he needs some prompting in the
beginning, prompt him. Don't enter a hint of an arbitrary or an
additive to what he is relaying to you. If you do, you'll end up
with a guy who wants you to "do something about" every wrong that
was ever done to him.
So, let him talk until he has told you everything that has been
bugging him about the matter for goodness knows how long.
Then,
1. ACKNOWLEDGE WHAT HE HAS SAID. Let him know you understood it
all.
2. ACKNOWLEDGE WHAT HE DID THAT WAS RIGHT. Regardless of what he
is appealing, what kind of a mess he got himself into, you'll find
that he did do something right!
3. Acknowledge anyone else in the matter that was also right,
with his agreement.
4. If he is satisfied, end the cycle.
Example:
1. "Thank you."
2. "Well, you were trying to do your job, weren't you!"
3. "Do you think he/she was trying to do his/her job also?" (Get
his agreement as well as the agreement of the other members of the
Board.)
4. "A copy of the minutes of this meeting/interview will go into
your Ethics file. I don't think any further action need be taken on
this matter.'? (Get agreement from him on this, too.)
This will usually be the end of it. He will be satisfied that he
finally communicated what he had to say to the right terminal.
That, alone, is usually all that was needed in the first place.
Handle as above (utilizing 3rd Party Technology where needed) any
person who feels that Ron is mad or upset with him - or was
earlier and it wasn't handled terminatedly.
A broad invitation to get it handled should be issued so that
those who feel this may bring it in and be heard. No such situation
should needlessly persist.
Nikki Freedman
LRH:NF:ldm.ei.cden CS - G Communicator
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
576
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 26 JANUARY 1970
Remimeo OTLs
OTL LAST COURT OF APPEAL
The requirements of a Court of Appeal are:
1. Membership of the Court consists of a Chairman of Officer
rank, a secretary and from one to three members.
2. Members must be Ethics upstate.
3. The Chairman must be familiar with Ethics procedures and must
have checked out on all Ethics policies, including those concerning
third party investigations. It is preferable for all members to
have checked out on these.
4. The Court's duties consist of correcting false reports, false
accusations and third party activities which have been detrimental
to the repute of the individual or harmful to his well being.
5. The Court may only act on written requests. Appellants are not
to present themselves to the Court until called. Written requests
for a Court of Appeal must state exactly what false report,
accusation or 3rd party activity they wish to be handled and state
where and when it occurred and who was concerned. Where the false
report is in writing, a copy is to be attached to the request for a
Court of Appeal.
6. As a Court of Appeal requires time and expense a nominal fee
of �1 or $3 is to be charged. This is also to discourage frivolous
or irrelevant requests. The fee is paid in advance of the case
being heard.
7. All data relevant to the case is collected and received before
the case is heard. This must be in documentary form and copies of
such documents and all pleadings and testimony must accompany the
findings.
8. If an appellant is found to be giving false data to the Court
in order to clear his or her name, the case is dismissed.
9. If innocence is established beyond reasonable doubt the person
may be restored to status and an order so issued. The order must
contain the names of the Court members.
10. If innocence is not established beyond reasonable doubt, the
Court must assign:
(a) An Amends project of real extent (b) A processing programme.
11. Any Court member returning a person to full status without
following this P/L himself may be the subject of a Suppressive
Person's order for failing to protect the Org.
12. The Court proceedings must occur so as not to cause further
enturbulation on Org lines. Staff members going outside of the Org
to an OTL requesting a Court action on a condition just assigned
are ignored until they follow correct form (OTL Office shows them a
copy of this Policy Letter). Such persons are reported to the
Ethics Officer of their own Org.
577
13. A Court of Appeal is not held until the person has taken
normal recourse actions available to him in his own Org. These
are -
(a) Presenting the true facts to the accuser and requesting
withdrawal of the report or accusation (done via Ethics).
(b) Request for an Ethics Hearing.
(c) Request for a Committee of Evidence.
An appellant who has not sought recourse in his own Org as above
must be told what actions to take.
14. Persons in the process of a Committee of Evidence, Ethics
Hearing, or conditions assignment may not petition an OTL for Court
of Appeal until the action is concluded.
15. Where Ethics Orders have been issued against a person, the
disclosure of one proven incorrect report in the order does not
permit all of the findings to be cancelled. Each specific false
report must be individually handled and cleared or not cleared.
16. The fact of a person having not been confronted with all the
charges of a Comm Ev on which findings have been issued does not
necessarily mean the findings are false. If such a case is raised,
the Court of Appeal may only consider specific false reports raised
by the appellant and require proof of their falsity. The Court may
not clear the person solely on a technical fault of procedure in an
earlier Ethics action.
17. Senior Executives may not be carelessly summonsed or
detained.
18. On conclusion of a Court action, a proposed Court of Appeal
Order is typed, all documentary evidence, pleadings and testimony
are attached and forwarded to Flag for approval of CS - 1 before
they are issued or become effective.
Lt. Brian Livingston CS-1 for L. RON HUBBARD Founder
LRH: BL:jz.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
578
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 23 OCTOBER 1963
Franchise CenOCon
REFUND POLICY (Cancels HCO Pol Ltrs of October 12, 1961 and
February 27, 1962) REFUNDED MONIES
In a careful review of refunds and in the light of my own
experience with persons demanding refunds, and due to two recent
upsets in organizations (Australia and London) regarding refunds,
the following data may be of assistance.
In 13 years involving hundreds of thousands of hours of
processing and millions of dollars of income, in any organization
where I was assuming direct command I have always promptly and
immediately caused to be refunded every penny of the money paid by
any person who was dissatisfied with his or her processing. This
has been the consistent policy I myself have worked with.
In all that time I have only refunded about $3,500.
This is due in part to ensuring a certainty of results in any HGC
and working hard to make sure the pc gets results, regardless of
the current style or mode of processing.
This low amount of refund is also due in part to my firm policy
that persons who demand refunds may have them exactly according to
the Code of a Scientologist, but that any person demanding or
accepting refunds thereafter shall be refused as an HGC preclear
and posted for the information of field auditors.
I have only worked then with these three policies:
1. Refund at once in full any refund demanded;
2. Work hard with tech staff to ensure good results;
3. Forbid the sale of further processing to anyone receiving a
refund and make the case known to Scientologists.
It is notable that all but one refund were made to persons with
histories of insanity who had been accepted unwittingly for
processing.
Recently Australia was sufficiently remiss in following the Code
of a Scientologist as to incur potential legal action. I did not
understand why and investigated. The facts resulted in my sending a
cable to the Continental Director requesting that he do the
usual - Refund the money and locate the by-passed charge. The
case promptly resolved. What was shocking to me is that he had not
immediately refunded, whatever else he did. Of course he was absent
when the incident occurred, but still his first thought on finding
the matter out should have been to refund the money, not because of
threatened legal action, but because AN ORGANIZATION IS BOUND BY
THE CODE OF A SCIENTOLOGIST.
A Central Organization is as successful as it gives good
technical service.
A tough refund policy injects aberrated stable data against the
confusion of bad or poor technical service. A mild refund policy
keeps technical on its toes.
579
The world of Scientology is based on ARC and held together with
ARC. Bad technical and tough attitudes concerning the remedy of
poor service break down this world.
My own often repeated policy to my personal staff is "Give them
what they want and keep them happy." That sounds like a very
indefinite policy indeed. But it makes people face up to and handle
individual confusions as they occur, each on its own merits, it
presupposes people are basically good and it is successful.
The more thetan you have present, the less policy you need and
the better things run. Only a thetan can handle a post or a pc. All
he needs is the know-how of minds as contained in Scientology. That
was all he ever lacked. So, given that, sheer policy is poor stuff
as it seeks to make a datum stand where a being should be. That's
the whole story of the GPMs. So why not have live orgs?
Policy is only vital where agreement must exist between two or
more thetans working together. Beyond that it fails. A needful
policy is "We'll start work on time" since without it the org goes
ragged. A useless policy would be "The registrar must always smile
at an applicant" for that puts a datum where a person should be.
So there are two kinds of policies - those needed to obtain
work-together ease and those which seek to put a datum instead of a
being in a position. The less you have of the latter the better
things will get. The more reasonable the former, the more work will
be done.
A refund policy is an agreement type policy. Needful. But it must
be very mild indeed or it will stand in lieu of good service.
The new policy then is:
1. Refund any fees when and as demanded whether for training or
for processing;
2. Refuse further and all future training or processing to anyone
demanding a refund as the condition of refund;
3. If (2) is not acceptable to the person demanding the refund,
then do all possible to smooth out the case or training situation;
4. Count only on high technical results in the HGC and Academy to
inhibit or reduce demands for refunds.
L. RON HUBBARD
LRH :jw.rd Copyright(~) 1963 by L. Ron Hubbard ALL RIGHTS
RESERVED
580
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen
Non-Remimeo HCO POLICY LETTER OF 31 JULY 1966
HCO Exec Sec
Org Exec Sec
HCO Area Sec
REFUND NOTICE
It is IMPORTANT that every posted scale of fees and every rate
card bear the following notice prominently displayed at the bottom:
FEES PROMPTLY REFUNDED TO ANY DISSATISFIED STUDENT OR PRECLEAR
The full regulation of this is not varied except that no Grade VI
or VII fee will be refunded as this is the student as his own
auditor and is his own responsibility which is somewhat beyond our
control in some cases.
The person requesting refund must sign a guarantee that he will
not further undertake or apply for training or processing from any
org or auditor and even if later reinstated may not ever enroll for
Grades VI and VII.
The reason for this is that our rate cards and boards attract
attention from the press and by adding this line their story goes
sour on them.
We only refund the current fee paid and orgs never refund private
auditor fees but may help recover them from private auditors.
DO NOT OMIT THIS ACTION.
Junk all rate cards that do not carry it or stamp or type it on
them while ordering new.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 1 AUGUST 1966
Remimeo
REFUND ADDITION (Adds to HCO Policy Ltr of 31 July 1966, Refund
Notice)
TIME LIMITATION
No refund may be applied for successfully after three months from
the end of the last service rendered.
This means that a refund applied for three months after the end
of an intensive's last auditing session or last day of attendance
on a course may NOT be granted.
MEMBERSHIP REFUNDS
There are no membership refunds of any kind as refund policy
applies to service and as membership holders usually have already
realized discounts.
LRH:lb-r.cden L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
581
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 3 FEBRUARY 1969 Issue II
Ltd. NonRemimeo Execs Exec Sees Legal Chiefs Guardian's Offices
LEGAL STANDARD WAIVER
Before any person receives a refund, the Legal Chief in the org
concerned should get him or her to sign a waiver in this form:
I. JOE BLOW, having requested a refund of � for services
rendered, within three months after such services have been
given, hereby agree by way of consideration, upon receipt of such
refund, to waive any further rights I may have as a Scientologist
and to take no legal action against L. Ron Hubbard, any person or
Scientology organization in respect of or arising out of any
Scientology course or other service rendered before this date, and
in full understanding that I may not again be processed or trained.
C.B.B. Parselle Legal Chief WW Jane Kember The Guardian WW
(Policy Review Section) Jim Keely Qual Sec WW Vic Ueckermann HCO
Area Sec WW Ad Council WW Rodger Wright LRH Comm WW Mary Sue
Hubbard Controller WW for
L. RON HUBBARD Founder
LRH: ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
582
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1970
Issue II
Remimeo
All Orgs
All SHs (Cancellation of SP Declaration for Refund)
Cancels & amends former issue of same date & title
SCIENTOLOGY REFUNDS WRIT OF EXPULSION AND WAIVER
As part of the published Code of Reform, any parishioner
requesting a refund for Ministerial training or counselling
actually received or received in part and still available but
undelivered only because of departure of the person requesting, is
hereafter issued a Writ of Expulsion, in substitution for an SP
declaration.
Handling Of
A Writ of Expulsion is handled administratively as were SP Orders
when they were issued. This is covered by HCO Pol Ltr 7 June 1965,
ENTHETA LETTERS AND THE DEAD FILE, HANDLING OF, and the addition
HCO Pol Ltr of 25 Sept 1965.
Briefly, it is handled as follows:
The Ethics Officer or HCO Area Sec issues the Writ of Expulsion
and Waiver. He informs the parishioner requesting the refund of the
recourse steps, including Steps A to E. He then has him read and
sign the Waiver.
His folders are filed in the Deadfile. The Writ of Expulsion is
stamped with the Entheta stamp. This is the usual "Entheta to
Central Files to Ethics Deadfiles" stamp.
Central Files handles per policy by replacing the person's file
with a Dummy stamped "Entheta" and sends the file folder to Ethics
Deadfile.
Addresso types "Writ of Expulsion" on the person's plate and puts
it in the Deadfile drawer.
The Writ and any folders then go back to Ethics as before. Ethics
sends a copy of the Writ to other orgs.
Ethics makes out cards and sends to other orgs, even though they
received the Writ of Expulsion, in case the person shows up in
another area, at which point Ethics has full data on the person and
acts accordingly.
Data regarding any parishioner requesting a refund of offerings
must always be sent to Legal.
Dianetic refunds are covered in HCO Pol Ltr of 23 May 1969,
DIANETIC CONTRACT, and are handled exactly as per that Policy.
The Form
The following is the only waiver and Writ of Expulsion to be used
for any parishioner requesting and receiving a refund of his
donations to Scientology. When the waiver is signed, the Writ of
Expulsion is issued in the form as shown below.
583
TO: Those Concerned DATE:
FROM: HUBBARD COMMUNICATIONS OFFICE SUBJECT: WRIT OF EXPULSION
(Name), parishioner, of (address), no longer being in agreement
with or willing to support the stated aims of Scientology as
evidenced by a request for Refund of his offerings made to the
Church, is on this date duly expelled from The Church of
Scientology of California.
He may not receive spiritual counselling or training in any
Church of Scientology until he has performed an act of contrition
and availed himself of recourse to re-enter the Church. The first
such recourse is: "FIND OUT WHO YOU REALLY ARE."
TO: Those Concerned DATE:
FROM: HUBBARD COMMUNICATIONS OFFICE SUBJECT: WAIVER AND WRIT OF
EXPULSION
I, (name), no longer being in agreement with the stated aims of
the Church of Scientology nor considering that I can benefit from
its ministrations, request refund of offerings I have made to the
Church.
I agree, by way of consideration, upon receipt of such refund, to
waive all rights I may have as a Scientologist and to take no legal
actions against L. Ron Hubbard, any person or Scientology
Organization, in respect to or arising out of any Scientology
course or other service rendered before this date and in full
understanding that I may not again obtain spiritual counselling or
training from any Church of Scientology and that this document is
formal notification to me of my expulsion from The Church of
Scientology of California.
I further understand that such expulsion is not without recourse,
such recourse being initiated by an 'Act of contrition, and I am
fully informed as to what this recourse entails.
Signed
Date: Witness:
All Scientology refunds are handled per this Policy.
Mary Sue Hubbard Controller for L. RON HUBBARD
LRH:MSH:jz.ei.rd Founder
Copyright (c) 1970
by L. Ron Hubbard [Amendments were minor corrections of
text
ALL RIGHTS RESERVED shown in this type sty/e. ]
584
HUBBARD COMMUNICATIONS OFFICE (Issued from Washington) HASI
LONDON POLICY LETTER OF 26 JULY 1957
To All Staff Bulletin Board
FUNDS OR FAVORS RECEIVED
Any funds or favors received from persons outside the HASI London
by any staff member by reason of his connection with HASI London or
Scientology must be reported in writing to the HCO Secretary.
This includes cash, loans, dinners, loans of vehicles, quarters,
clothing or presents.
There is no restriction in receiving such items but it shall be
deemed cause for instant dismissal if the report of such favors is
not so made.
This includes all outside auditing done by a staff member for
which pay is received.
The intention of this policy is to tighten the security of the
HASI as it moves into the possible sphere of government contracts.
L. RON HUBBARD Agent for Great Britain
LRH: jd.cden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS
RESERVED
585
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 MARCH 1965
General Non-Remimeo
Post Staff Boards
HCO Sec Hat STAFF MEMBERS
Sthil Scn Staff AUDITING OUTSIDE PCS
It is expressly forbidden that executives or staff members of
Scientology Orgs (which of course include Saint Hill) audit for pay
any outside pcs while employed on staff in any organization
anywhere in the world.
To do so with orgs on proportionate pay robs your fellow staff
member.
Two executives have been relieved of post in the past two years
for permitting this practice in their orgs.
If one has pcs they should be turned over to the org.
If staff works hard, pay, particularly under new promotion
programmes, is very adequate. Pay only becomes inadequate when
policy is out. To keep pay up, keep policy in.
Staff Auditors may only audit family and friends 8 hours per week
without pay. This is the original rule, to save them from demands
on their free time. This is sometimes interpreted wrongly as
permission to audit 8 hours for fee. It is not so applicable. They
must not receive pay for those 8 hours.
Just think what you would do in Scientology if I started working
for pay outside orgs. Things would get really upset and, as proven
by the slump all orgs take whenever I move about or take time off
(it just happened again), we need all of us on the team. When I
have audited pcs for pay, ever since there have been orgs, I have
turned over every cent to the org I was in - they were just org
pcs even when they applied to me. (I haven't offered to audit
anyone for years but it would still be done that way today if I
did.)
Failure to report instances where the outside auditing policy is
violated is also reprehensible.
If you don't have enough money, do your job well enough to put
all of us in clover. That's how I do it. Try it if you need extra
money. It works.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 27 FEBRUARY 1961
Staff B Board Do not re-mimeo OUTSIDE PCS OF STAFF MEMBERS
It would be wise to have all staff members who do 8 hours of
private auditing per week to report to HCO, the names and addresses
of such PCs.
In security check the matter of private processing should also be
checked.
L. RON HUBBARD
LRH:mLcden Copyright (c) 1961, 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
586
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 29 MARCH 1965
Remimeo
EXCERPTS FROM HCO POLICY LETTER OF NOVEMBER 9, 1964 AND NOVEMBER
26, 1964 (REVISED) FOR STAFF HATS
STAFF MEMBER LOANS
All loans to staff members from any organization or outside
source must have the permission of the nearest Finance Secretary,
before being granted or received. The Finance Secretary must also
at once report the matter to Saint Hill. Exception is actual
personal leases and/or Hire Purchase or Time Payment purchases by
the staff member for his or her own use, and no monies may be
borrowed by full or part time staff members from past or present
organizational students or pcs.
STAFF REGULATIONS
Any staff member accepting for training or processing any student
or pc for his personal profit or for favours during his time of
employment on staff, or any HASI student or pc for two years
following will be subject to a Committee of Evidence and possible
suspension of a certificate or certificates and awards and made to
refund all fees so illegally received to the person who paid.
REPORTING OF UNUSUAL FAVOURS
Any unusual favours received by a staff member from
organizational students or pcs must be reported to the HCO Area Sec
who must at once report the matter via HCO Continental to HCO Sec
WW. This includes uses of cars, apartments or receiving expenses as
well as other favours.
L. RON HUBBARD
LRH :mb.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
587
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead,
Sussex HCO POLICY LETTER OF 13 JANUARY 1966
Remimeo Dist Staff Students
REGULATIONS FOR AUDITING OF STAFF AND STUDENTS
In HCO Pol Ltr of 24 May 1965 Student Guide to Acceptable
Behaviour, it states under # 15, "Do not give any processing to
anyone under any circumstances without direct permission of the
Course Supervisor (Emergency Assists excepted)", and # 16, "Do not
receive any processing from anyone under any circumstances without
the express permission of the Course Supervisor" (now D of T).
In HCO Pol Ltr of I April 1960 Regulations for Staff Members and
Ex-Staff Members, # 2, "Any Staff Member of the organization may
not audit any current preclear or student unless that preclear or
student has been signed up for processing in the Hubbard Guidance
Centre by the Registrar and has been assigned the auditor by the
Director of Processing" (now HGC Admin).
These policies are still in effect. Any Staff Member, student or
Interne requiring an assist or Review (unless an Emergency) must
notify their Dept Head who arranges with Qualifications Div. Dept
of Review for an assist to be given if the Dept Head deems it
necessary.
The only exception is the Clearing Course Student who is handled
entirely by the Clearing Course Supervisor and may not be audited,
sent to Review, or given an assist (except in an Emergency like an
Injury) by anyone. The Clearing Course Supervisor is notified if a
Clearing Course student is having difficulty with their case at
home, at work, etc and the Clearing Course Supervisor handles it.
L. RON HUBBARD
LRH: ml. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
588
CHRONOLOGICAL INDEX OF CONTENTS
1955 1959 (cont.)
7 Nov. HCO - Certificates (Operational
Bulletin) 14 I July Responsibility for HCO Files 238
2 July Developed Traffic-The Delirium Tremens
1956 of Central Ergs Vol. 0 - 119
6 July Outflow 166
3 Aug. Mail Line (HCOB) see- 171 7 July Staff
Auditing Requirement Vol. 0- 120
26 Sept. Flow Line for Personnel (HCOB) 83 15
July HCO Saint Hill Cable Designation 221
4 Oct. The Handling of HCOs (revised 30 July
1958) 8 10 Aug. Data Required as Reports from HCO
Secs 26
10 Aug. Reception 63
1957 10 Aug Reports Required from HCO Secretaries 28
12 Aug. Cable, Don't Phone (HCOB excerpt) 221
28 Feb. Hats Vol. 0 - 63 13 Aug. Reports Required
from HCO Secs 29
9 Apr. Bulletin Board }90 19 Aug. How to Handle
Work Vol. 0-122
9 Apr. Communication Centre 188 21 Aug. Handling
of Telex Machines 222
9 Apr. Dismissals and Post Changes 139 24
Aug. Tips to HCO Communicators 195
21 Apr. Information Boards 189 4 Sept. Completed
Staff Work (C.S.W.) - How to Get
I May Comm Center, Arrangement of 191 Approval of
Actions and Projects Vol. 0 - 123
2 May Qualifications of a Perm. Staff
Member see - 122 7 Sept. Policy Letter and Bulletin
Distribution Code
237
9 May Bulletin Boards & lnformation Boards 192 15
Sept. Hats and OtherFolders Vol.0- 65
9 May Employing & Discharging of Personnel 139 23
Sept. Carrying out lnstructions 154
9 May Mail (HCOB) 171 7 Oct. Org Boards
(HCOB) 76
3 June Qualifications of a Permanent Staff Member
122 14 Oct. Comm Speed 197
24 June New Post Hat Material 153 18 Oct. Putting
New Personnel on the Job 99
26 July Funds or Favors Received 585 20 Oct. HCO
Area Secretary Material 21
3 Sept. Method of Opening and Invoicing Mail 173 20
Oct. HCO Order of Importance of Actions 29
5 Sept. Validation of Staff Vol. 5 - 240 21
Oct. Additional Message Designation 223
26 Sept. Filling Posts 140 30 Oct. HCO WW Steno's
Hat 239
29 Oct. HCO Files 235 20 Nov. Validation of
Franchises (amended and
19 Dec. Phone Bill 172 reissued 10 Mar. 1960) 362
23 Nov. Employment of Criminals Forbidden 121
7 Dec. Scientology Cleanup 363
1958 31 Dec. Blow-offs 364
15 Jan. Field Office Communication (HCOB) 220
24 Jan. Outline of the Activities of the HCO Of
rice 1960
of L. Ron Hubbard (HCOB) 12
27 Jan. Duties of Personnel Post (HCOB) 98 15
Jan. PAB Mailings 267
17 Mar. Body Routing in Central Organization (HCOB)
61 18 Jan. Qualifications of Permanent Staff Members
123
7 Apr. Routing of Org Board Changes Vol. 7 - 124 10
Feb. Putting Hats on 155
8 Apr. Scientology Orgs Communications System: 19
Feb. Vehicles 292
Dispatches (see revised reissue 4 Jan. 1966) 214 10
Mar. Validation of Franchises 362
I May Employment Qualifications 121 19 Mar. Org
Board 30
19 June Freeloaders 140 27 Apr. Security of
Employment 141
30 July The Handling of HCOs (HCOB) 8 10
May Bulletin Distribution 237
20 Sept. Bulletin Board - Comm Centre (HCOB) 190 17
May Copies of Org Board 77
6 Oct. Who can be Processed - Who can be Trained
510 23 May Cancellation of Certificates 366
15 Nov. Legal Aid - HCO 16 27 May Dear
Scientologist . . . 367
15 Nov. Outstanding Copyrights and Marks 15 2
June Requirements for Staff Posts 123
15 Nov. The Substance and First Duty of HCO 13 9
June HCO WW Internal Comm Schedule 198
19 Nov. Organization 76 28 July Hiring and
Dismissing 142
22 Nov. Owner of Materials-The Legal View 16 11
Aug. Organization Information Centre 317
29 Nov. Future Programs (Conf. Memo to HCO Secs) 17 30
Aug. Training Restrictions 512
17 Dec. Duties of Sectl ED 232 23 Sept Organization
Information Centre 320
20 Dec. HCO Communicator Basic Hat & 7 Nov. HCO Area
Secretary Hat Addition 31
Comm System HCO Offices 192 18 Nov. Staff Transfers or
Dismissals 143
20 Dec. The HCO Secretary should handle 23
Nov. Reports to O.l.C. 320
Bad Clinical Results 18 26 Nov. Permanent Staff Member
Requirements 124
22 Dec. Important Change in Reports 321
1 959
2 Jan. HCO Office Designations and Personnel 19 1961
6 Jan. HCO Personnel Training 194 4 Jan. Urgent
Mimeo Change 243
13 Jan. HCO Area Secretary Material 21 9 Jan. Duties
of HCO 32
20 Jan. When in doubt about Copyrighting 15 31
Jan. Message Placement 200
23 Jan. Ethics 361 31 Jan. Spheres of
Influence 35
26 Jan. Scientology Magazines 266 4 Feb. Types of
Letters Established 244
29 Jan. HCO Communicator Hat 194 13 Feb. Permanent
Staff Requirement Changes 125
24 Feb. Letter Designations on HCO Bulletins 234 14
Feb. Address Unit (excerpt from Pattern of a
25 Feb. HCO Master File 234 Central Org) 267
27 Feb. Duty of Area Sec re Personnel 153 14
Feb. The Pattern of a Central Organization
I Mar. Forbidden HCO Activities 24 - HCO Area Of
rice (excerpt) 37
2 Mar. HCO Cable and Dispatch Designation 14
Feb. Personnel Procurement 84
System see - 220 & 226 17 Feb. HCO Continental 38
2 Mar. HCO Theory of Communication 186 17
Feb Staff Post Qualifications see - 129
10 Mar. Permanent Staff Members 122 17 Feb. State
of Emergency 39
23 Apr. HCO Filing System 235 21 Feb. Choosing PE
and Registration Personnel 110
30 Apr. Additional Staff Auditors 113 23
Feb. Directives from a Board Member .247
5 May Policy on Sec EDs and Hats Vol. 0 - 64 26
Feb. Qualification of Executives 126
14 May Hubbard Communications Of rice 23 27
Feb. Outside Pcs of Staff Members 586
22 May CentralOrganizations Efficiency Vol.0 - 71 13
Mar. Staff AuditorTraining 114
22 May Policy Letter and Bulletin Distribution Code
236 20 Mar. Mimeo and File Procedure 248
26 May What an Executive wants on his Lines Vol. 0 -
106 23 Mar. Distribution of Bulletin Change 249
29 May Technology 24 28 Mar. Staff Post
Qualifications - Permanent
4 June Instructions to Attorney or
Solicitors 25 Executives to be Approved 127
21 June Signatures on Bulletins, Policy Ltrs 8
Apr. OIC Board 322
and Sec EDs 238 11 Apr. How to do a Staff
Job Vol. 0 - 73
22 June Mailing Lists 266 30 May Current Of fice
Work 201
25 June (Modifies HCO Policy Ltr of 22 May
1959) 237 30 May How to Confess in HCO 41
589
1961 (cont.) 1965 (cons )
9 June Technical Hat Checking - Vital Policy 8
Feb. Dev-T Analysis Vol. 0 - 134
for HCO Area Sec 156 22 Feb. Inspections 300
4 Aug. Private Mail and Telephone Calls 175 24
Feb. Addendum to HCO Policy Letter
21 Sept. Despatch Lines 202 of September 7,
AD13 545
7 Oct. Friday Cables 223 I Mar. Suppressive
Acts-The Fair Game Law see - 552
12 Oct. Refund of Fee Policy Revised (cancelled 4
Mar. HCO Secretary WW 46
- see 23 Oct. 1963) 579 4 Mar. Technical and
Policy Distribution 47
11 Dec. Organization Rudiments 306 6 Mar. Amnesty
Policy 369
15 Dec. Rudiment Check Sheet for Orgs 310 7
Mar. Certificate Cancellation 546
18 Dec. HCO Standmg Orders (excerpt) 42 7
Mar. Offenses & Penalties 549
7 Mar. Suppressive Acts-The Fair Game Law see - 552
1962 13 Mar. The Comm-Member System 204
13 Mar. The Comm-Member System (Issue 11) 206
10 Jan. HCO Standing Order No. 5 (reissued as 17
Mar. Administering Justice 560
amended 21 June 1967) 43 17 Mar. Fair Game Law
17 Jan. Org Rudiment Reports to
Me 314 - Organizational Suppressive Acts 558
23 Jan. Permanent Executives (amends 17 Feb. 1961)
130 17 Mar. Rights of a Staff Member, Students
27 Feb. Refund of Fee Policy Revised (cancelled and
Preclears to Justice 370
- see 23 Oct. 1963) 579 21 Mar. Staff Members
Auditing Outside Pcs 586
26 Mar. Staff Reg. - Relations with Pcs and
Students 368 27 Mar. The Justice of Scientology - Its
Use and
16 Apr. Comments on Letter Registrar
Department 268 Purpose-Being a Scientologist 561
21 May Permanent Staff 130 29 Mar. Excerpts from
HCO P/L 9 Nov. 1964 &
5 June Permanent Staff Privilege 130 26 Nov. 1964
(revised) for Staff Hats
8 July Telephone Answering 176 Staff Member Loans
9 July Mimeo and Magazine Distribution, Staff
Regulations
Sthil l Course Vol. 4 - 411 Reporting of 587
9 Aug. Names and Addresses of Academy Enrollees
267 29 Mar. Routing Despatches Favours Vol. 0 -
110
6 Oct. Car Washing 295 29 Mar. The Fast Flow
System 326
7 Nov. Central Organizations Efficiency Vol. 0 -
71 31 Mar. Justice Policy Letters - Corrections 563
Nov. Address Machines 269 2 Apr. Administration
Outside Scientology 372
20 Nov. Instructions to Attorney or Solicitors 25 2
Apr. Heed Heavy Traffic Warnings Vol. 0 - 111
21 Nov. Completed Staff Work (C.S.W.) - How to Get 2
Apr. Urgent Urgent Urgent - False Reports 52
Approval of Actions and Projects Vol. 0 - 123 5
Apr. Handling the Suppressive Person
21 Nov. Re-issue of Materials 44 - The Basis of
Insanity 375
11 Dec. Change m Report Line 325 5
Apr. Scientology Makes a Safe Environment 374
11 Dec. OIC Reports to HCO WW 323 5 Apr. The
No-Gain-Case Student 383
13 Dec. Scientology Organizations Communications 7 Apr.
Amnesty-Cancelled Certs - Justice Comments
387
System: Dispatches (see revised reissue 7 Apr. Healing
Policy in Field 521
4 Jan. 1966) 214 8 Apr. Cancellation of Mail Lists
to Field Auditors 277
8 Apr. HCO Org Executive and Divisional
1963 Secretaries, Justice on, and Auditing of 565
20 Mar. HCO WW Electric Stencil Cutting
Machine 250 10 Apr. Dismissals, Transfers and Demotions
34744
10 Apr What an Executive wants on his Lines Vol. 0 -
106 19 Apr. Training and Process
11 Apr Important - Emergency Regulations 388
p mergencyL~brary 270 21 Apr. Basic
Certs-Uncertified Personnel Vol.5 - 192
29 May How to Handle Work Vol. 0 - 122 22
Apr. Correction to all "Justice" Policy Letters 390
18 June Policy Cheeks 157 23
Apr. Clarification - Auditing of Org Executives 566
12 Aug. Certificates & Awards (Admin Certs) Vol. 5 -
180 28 Apr. Power Processes 391
7 Sept. Committees of Evidence 538 29
Apr. Ethics-Review 395
22 Sept. Concerning Committees of Evidence 544 29
Apr. Mimeo Distribution Changes
23 Oct. Refund Policy 579 Sec ED Distribution Vol. 7
- 649
31 Oct. Reception Hat 64 29 Apr. Petition 393
11 Nov. Committees of Evidence (addition to 30
Apr. Emergency, State of 399
HCOP/L7 Sept. 1963) 545 1 May Order Board and Time
Machine 301
I May Organization - The Design of the Organization 78
1964 I May Staff Member Reports 402
7 May Cancellation-Mimeo Distribution Changes 251
10 Jan. Address Changes for WW 270 8 May Flash
Colours and Designations 252
9 Feb. Comm Baskets 203 8 May Results of HCO
Technical Investigation 405
10 Feb. Enrolment on Self Determinism 516 11
May Ethics Of dicer Hat 406
I Apr. New Mimeo Line - HCO Executive Letter 250 16
May Indicators of Orgs 408
16 June Personnel Records - Admin Certs Vol. 5-
184 26 May Communications - Registered Mail
22 June Organization Posts-Two Types Vol. 0-105 -Phone
Calls 177
23 June HCO Theory of Communication 186 26
May Courts of Ethics 567
2 July Bulletin and Policy Letter Distribution 26
May Petitions 394
(see revised reissue 14 Apr. 1969) 260 27
May Processing 411
21 Aug. Staff Auditors 115 31 May Noise - Session
Interruption 412
9 Sept. Putting New Personnel on the Job 99 2
June Writing of an Ethics Order 413
24 Sept. Changes of Address to HCO WW 7 June Entheta
Letters & the Dead File, Handling of 415
-Founding Scientologists 271 7 June New Org Board
Design 80
20 Oct. Stickers for PABs Wanted 272 11
June Correction to HCO P/L 26 May 1965 177
27 Oct. Policies on Physical Healing, Insanity and 17
June Staff Auditor Advices 423
"Troublesome Sources" 513 I July Comm Cycle
Additives 426
27 Oct. Policies on Physical Healing, Insanity and I
July Ethics Chits 425
Potential Trouble Sources I July Hats, The Reason
for Vol. 0 - 66
(reissued 23 June 1967) 517 10 July Lines and
Terminals - Routing 82
30 Oct. Mailmg Lists for Franchise Holders 273 11
July Assignment of Tech Personnel 116
31 Oct. Addressograph Equipment Warning 278 19
July Release Checks, Procedure for Vol. 4 - 574
5 Nov. Corrections to HCO Policy Letters 516 22
July Home Addresses 54
15 Nov. Transport Arrangements 293 26
July Release Declaration Restrictions
17 Nov. Offline and Offpolicy - Healing
Amendments 522
- Your Full In Basket Vol. 0 - 125 28 July Handling of
Photographs Vol. 0 - 114
21 Dec. Address Lists to City Of rices 281 30
July Preclear Routing to Ethics 427
31 Dec. Use of Dianetics, Scientology, 7
Aug. Suppressive Persons, Main Characteristics of 428
Applied Philosophy 45 15 Aug. Things that Shouldn't
Be 303
16 Aug. Collection from SPs and PTSs 430
1965 17 Aug. Return Address 182
20 Aug. Appointment of Xerox Of ricer 265
21 Jan. Addressograph Equipment 280 20 Aug.
GeneralAmnesty 431
31 Jan. Dev-T Vol. 0 - 131 26 Aug. Ethics E-Meter
Check 432
7 Feb. Keeping Scientology Working Vol. 0 - 35 27
Aug. Housing - Staff, Students, Preclears 303
590
1965 (cont.) 1966 (cont.)
31Aug.MailOpening 179 17July Despatches,
SpeedUp 218
I Sept. Ethics Protection 433 17 July Evidence,
Admissibility of in Hearings,
I Sept. Mailing List Policies Vol.0-198 Boards or
Committees 571
4 Sept. Inspection Officer 299 20 July Staff
Status (amended 19 Mar. 1968) 134
4 Sept. Inspection Of ricer - The Org Personnel
Files 148 22 July OIC Cable Arrival Time, Change of 227
21 Sept. Cleanliness and Tidiness of Premises 304 25
July Allocation of Quarters - Arrangement of
25 Sept. Addition to HCO Pol Ltr of 7 June
1965 422 Desks and Equipment 581
27 Sept. Changes of Address for WW 281 31
July Refund Notice 581
30 Sept. Statistics for Divisions 328 1 Aug.
Refund Add~t~on 342
11 Oct. OIC Cable Charige 330 4 Aug. Clears,
Invalidation of 446
13 Oct. Dev-T Data-Executive Responsibility Vol. 0 -
136 5 Aug Chaplaun's Court - Civil Hearings 572
14 Oct. Potential Trouble Source
Routing 435 5 Aug Registered Mail 178
26 Oct. Low Statistics 145 9 Aug. Use of Telex
Machine 228
29 Oct. Ethics Authority Section - Of fice of
LRH 436 10 Aug. Sec EDs, Executive Drrector & Guardian
259
2 Nov For Fast Line SecEDs and Admin
Orders 255 15Aug. Ethics Orders 448
2 Nov Foundation Central Files Of ricer and 16
Aug. Clearing Course Security 447
Address-in-Charge 282 19 Aug. Numbering of Ethics
Orders 448
1 Nov. Reception Log - In-the-Org List 73 22
Aug. Addendum to HCO P/L of 20 July 1966
15 Nov. Reporting of Theft and Action to be
Taken 437 "Staff Status" 135
18 Nov. Appointment of Personnel 100 22 Aug. Dead
File: Restoration to Good Standing 422
20 Nov. Org Rudiments Section 315 9
Sept. Security 219
20 Nov. The Promotional Actions of HCO Division
1 7 27 Sept. OIC Report Form 343
15 Dec. Ethics Chits 438 27 Sept. The Anti-Social
Personality
15 Dec. Gifts 54 -The Anti-Scientologist 449
16 Dec. Statistics of the International 5
Oct. Students Terminating - Leave of Absence
Executive Division 331 -Blown Students 455
23 Dec. Suppressive Acts - The Fair Game
Law 552 11 Oct. Legal, Tax, Accountant and Solicitor Mail
28 Dec. Enrollment in Suppressive Groups Incoming and
Out-going 181
(see amended reissue 29 June 1968) 484 12 Oct. Mailing of
Letters 183
30 Dec. PTS Auditing and Routing 439 12 Oct. OIC
Graphs 344
17 Oct. Stale Date Reports 219
31 Oct. Administrative Know-How
1966 Job Endangerment Chits (see amended
4 Jan. HCO Cable Designation System 224 reissue 5
Mar. 1968) 477
4 Jan. Personnel - Staff Status 131 31
Oct. Boards of Investigation 570
4 Jan. Scientology Organizations Communications 6
Nov. Admin Know-How
System: Dispatches 214 Statistic Interpretative Vol. 0-221
7 Jan. Leaving Post-Writing Your Hat Vol. 0- 70 6
Nov. Statisticlnterpretation-Estate Statistic 305
9 Jan. International Changes or Area 11 Nov. Postal
Economy 184
Changes of Address 282 12 Dec. New Org Board Design
(2) 81
9 Jan. OIC Section SH 335 26 Dec. Admin
Know-How - PTS Sections,
13 Jan Regulations for Auditing of Staff &
Students 588 Personnel and Execs 456
14 Jan Hiring Personnel - Line for (amended 29
Dec. Historical Precedence of Ethics 459
22 May 1968) 85
15 Jan. Hold the Form of the Org-Don't
Bring about Danger Conditions Vol. 0-202 1967
16 Jan. Danger Condition Vol. 0 - 204 12
Feb. Admin Know-How
17 Jan. Division l-HCO Division-Organization Chart
4 The Responsibilities of Leaders Vol. 0-225
19 Jan. Danger Condition 22 Mar. Admin
Know-How - Alter-ls and
- Responsibilities of Declaring Vol. 0 - 211 Degraded Beings
(HCOB) 104
19 Jan. Danger Condition, Warning - The Junior 22
Mar. Personnel Requirement 102
Who Accepts Orders from Everyone Vol. 0-207 27 Apr. Tech
Division Statistic 345
25 Jan. Communication Inspector Hat 217 I
May Voluntary Staff 137
25 Jan. Distribution ofMimeolssues 255 7
June Staff Auditors 115
25 Jan. Div l-HCO Div-Org Chart Additions 21
June HCO Standing Order No. 5 43
(incorporated in HCO P/L 17 Jan. 1966) 4 23
June Emolment on Self Determinism 516
I Feb. Danger Conditions-lnspections by Executive 23
June Policies on Physical Healing, Insanity and
Secretaries, How to do Them Vol. 0-208 Potential Trouble
Sources 517
I Feb. Statistics, Actions to Take 6 July Advanced
Courses Supervisors' Statistic 346
- Statistic Changes Vol. 0 - 213 24 July Fixed Public
Consumption of Product Vol. 0-235
3 Feb. Legal, Tax, Accountant and Solicitor, 11 Aug.
Second Dynamic Rules 463
Mail and Legal Of ricer 180 15 Aug. Discipline-SPs and
Admin
3 Feb. Sec ED Change in Issue and Use 256 - How
Statistics Crash 464
3 Feb. Sec EDs - Definition and Purpose 8 Sept.
Statistics and Org Bd Copies 347
- Cross Divisional Orders 257 10 Sept.
Statistic - GDS Div Six 348
6 Feb. OIC Report Form (see amended reissue 12 Sept.
Post, Handling of Vol. 0 - 74
27 Sept. 1966) 343 18 Sept. Ethics Officer
Check-outs 466
13 Feb. Personnel Control Of dicer 96 19 Sept. HCO
Division, Depattment of Routing
23 Feb. Appointments and Promotions 101 Appearances
and Personnel 55
24 Feb. Mail Statistic-Dir Comm's Functions 167 20
Sept. Confidential Data 466
25 Feb. Communications Functions 169 22 Sept.
Routing Form Attestations 62
28 Feb. Danger Condition Data - 23 Sept. New Post
Formula -
Why Organizations Stay Small Vol. 0 - 216 The
Conditions Formulas Vol. 0 - 189
I Mar. Exec Div Organization - Statistic
(excerpt) 333 1 Oct. Admin Know-How-Uses of Orgs 467
I Mar The Guardian - Statistic
(excerpt) 334 4 Oct. Auditor and Org Individual
Stats 348
3 Mar OIC Report Form 336 4 Oct. Org Exec Sec
and Distribution 468
6 Mar. Rewards and
Penalties 440 6 Oct. Condition of Liability Vol. 0 -
237
6 Mar. Statistic Graphs - How to Figure the
Scale 338 6 Oct. HCO Exec Sec Condition 468
8 Mar. High Crime 444 16 Oct. Admin Know-How No.
16
30 Mar. The Three Basket System Vol.
0-104 Suppressives, and the Administrator
4 Apr. Addition to HCO P/L 3 March 1966 How to Detect
SPs as an Administrator 469
OIC Report Form 337 18 Oct. Conditions on Orgs or
Divisions
29 Apr. Ethics: Clearing Course 446 or
Depts - Clarification Vol. 0-239
I May Statistics of Of fice of LRH 339 18 Oct.
Failure to Follow or Apply Condition Vol. 0-240
9 May Requirements for a SHSBC Supervisor 117 18
Oct. Policy and HCOB Alterations-High Come 471
4 June Board of Investigation 569 20 Oct. Admin
Know-How
7 June OIC Publication and Distribution 341 Conditions,
How to Assign Vol. 0-241
21 June Appointments-LRH Comm and Executive 20 Oct.
Conditions Penalties-New Employees and
Secretary and Asst Guardian and Others 118 Persons
Newly on Post (see amended
14 July Dismissal of Staff 145 reissue 22 Mar.
1968) 479
591
1967 (cont.) 1969 (cont.)
23 Oct. Enemy Formula Vol. 0 - 245 21
Feb. Cancellation of Pottr of November 5, 1964 523
2 Nov. HCO Division, Department of 22 Feb. Personnel
Placement & Purposes 105
Communications 164 24 Feb. Justice 532
2 Nov. HCO Division, Department of 13 Mar. Addition
to HCO Pot Ltr of 23 June 1967 523
Inspections and Reports 297 15 Mar. Third
Party - How to Find One 534
20 Nov. Out Tech 471 31 Mar. Completions
Statistic, Triple Grades
22 Nov. Out Tech 472 Tech & Qual Divisions 356
27 Nov. R6 Materials 473 31 Mar. OIC Report
Form 354
31 Mar. Public Divisions Staffing Qualifications 120
1968 6 Apr. Dianetic Registration (see revised reissue
I Jan. Hat Write-ups andFolders 12 June 1969 527
-Inspection of Hat Folders Vol. 0 - 68 6
Apr. Dianetics 524
2 Jan. HCO Hat Section - Orders to Staff 158 7
Apr. Org Reduction or Eradication 493
4 Jan. OIC Report Form (see amended 8
Apr. Cancellation of HCO P/L 31 March 1969 356
reissue 31 Mar. 1969) 354 14 Apr. Bulletin and
Policy Letter Distribution 260
5 Jan. Conditions Orders - Executive Ethics Vol.0 -
194 18 Apr. World Addresso Co-ordination Revised 286
5 Jan. Dev-T Series, Part of - Overfilled In 20
Apr. Dumbness 495
Basket-Bad News Vol. 0 - 137 20 Apr. Hats, Not
Wearing Vol. 0-249
6 Feb. Organization-The Flaw 327 27 Apr. Death
Wish 496
7 Feb. Fast Flow and Ethics 474 7 May Policies on
"Sources of Trouble" 525
8 Feb. Admin Know-How No. 18 8 May Address
Lists-Addresso and Central Files 287
Statistic Rationalization Vol. 0 - 246 17 May An
Ethics Policy Letter 575
19 Feb. Stats Dissem 349 17 May Mailing
Lists - Central Files - Addresso
22 Feb. Ethics and Admin - Slow
Admin 475 - Basic Defimtmns and Policy 288
24 Feb. OIC Publication and Distribution 351 23
May Public Dmslons Flash Colours
2 Mar. Advanced Course Security
Check 476 (incorporated in HCO P/L 4 Jan 1966) 214
5 Mar. Administrative Know-How 12 June Dianetic
Registration 527
Job Endangerment Chits 477 13 June Summary of Policy
on Executive Directives,
12Mar. Mistakes Anatomy
of 479 Admin&AdviceLetters,&Executive Letters 263
16 June Board of Appeal 575
14 Mar. Corrected Table of Conditions Vol. 0-247 10
July Org Personnel Recruitment 88
15 Mar. Student & Staff Program 87
16 Mar. Post Changes 146 18 July Pubs Org
PersonnelRecruitment 90
19 Mar. Staff Status 134 29 July Field Mallmg
Lists (cancelled -
22 Mar. Conditions Penalties-New Employees see same
title 28 Jan 1970) 290
& Persons Newly on Post 479 25 Aug. Thud Party
Investigations 535
15 Apr. Speed and Accuracy of Relay Telex
Traffic 230 2 Sept Org Personnel Recruitment
23 Apr. Telex Comm Clarity (see emended
reissue 230 Sea Org Cooperation 357
27 Sept Appeal 576
24 Apr. Division 6 Distribution (see amended 30
Sept Orders of the Day Vol. 0 - 118
reissue 31 Mar. 1969) 120 27 Oct. Admin Know-How No.
23 - Dev-T Vol. 0 - 145
4 May Handlmg Situations Vol. 0- 77 4 Nov. Dev-T
Graphed Vol. 0 - 147
13 May Telex Comm Clarity 230
22 May Hiring
Personnel - Linefor 85 10Nov. Former Staff
Members 497
25 May GDS - Dissem Division 349 7
Dec. Ethics, The Design of 498
26 May Boards of Investigation and Committees 7
Dec. The Ethics Of ficer, His Character 500
of Evidence, Termination of 9 Dec. How to Prevent Ether
Officer from doing
28 May Volunteers and non-contracted
Staff 1560 12Dec
HowtO(preveed~ Ethjeiteobyl2Dec~l969) 504
5 June Stats Dissem 350
18 June Ethics 480 doing his Job 504
19 June Ethics Training 481 14 Dec. Org
Protection 92
20 June Ethics Officers 482 70
20 June Personnel 147 19
25 June Public Divisions Stats 352 6 Jan. Third
Party Investigations 537
29 June Enrollment in Suppressive Groups 484 13 Jan.
Org Personnel Recruitment (Revised) 93
2 July Ethics - Org Suppression of 138 18 Jan.
Registered Mail 178
27 July A Tiger 485 24 Jan. Tech Admin Ratio 107
30 July Gross Income Senior Datum 283 26 Jan.
Minors - Legal on, Students and Staff 505
12 Aug. Ethics Power 485 26 Jan. OTL Last Court of
Appea} 577
13 Aug. Qualifications of the SO 161 27 Jan.
Tech:Admin Ratio and LRH Comm
18 Aug. Ethics Clearance - Assignment Central and
Area Orgs 108
An Open Letter to all Sea Org Applicants 162 28 Jan. Field
Mailing Lists 290
26 Aug. Security Checks Abolished 486 29 Jan.
Existing Full Time LRH Comm Assignments
27 Aug. Sea Org Internes 163 (incorporated in HCO
P/L 27 Jan. 1970) 109
2 Sept. Sea Org Recruits - Travel Expenses 163 5
Feb. Scientology Refunds -
2 Sept. World Addresso Co-ordination 284 Writ of
Expulsion and Waiver 583
15 Sept. Sea Org 487 5 Feb. Statistics, Management
by 358
16 Sept. Address Lists 283 7 Feb. Danger
Condition - 2nd Formula Vol. 0 - 193
30 Sept. Executives-Training and Case Levels 119 7
Feb. HCO Makes the Org 1
4 Oct. Ethics Presence 488 23 Feb.
Ethics - Quality of:Senice 506
16 Oct. Treason Formula Vol. 0 - 247 1 Mar. Model
Staff Application Form 94
21 Oct. Cancellation of Fair Game 489 20 Mar. Re:
Persons who ask off Mailing List 291
29 Oct. Class Vlll C/S Qual Stat 352 17 Apr.
Vital - Department One 58
12 Nov. The Main Weakness 57 18 Apr. Ethics and
Franchise 508
15 Nov. Cancellation of Disconnection 489 21 Apr.
Field Ethics 509
21 Nov. Senior Policy Vol. 0-277 10 May SO ED 43
Int-Dissemination Division G.D.S. 350
8 Dec. Department One Admin-Service Records 150 14
May Hat Checkout Sequence 159
16 Dec. Security Div 1 490 16 May Institutional and
Shock Cases, Petitions from 529
26 Dec. The Third Party Law 530 17 June OIC
Change-Cable Change 359
7 Oct. Mail Line (revised reissue HCOB 3 Aug.
'56) 171
1969 7 Dec. Guardian's Office Mail 179
5 Jan. Staff Status Two 136
13 Jan. Unusual Favours 491 ADMIN KNOW-HOW POLICIES
20 Jan. Public Divisions Gross Divisional
Statistics 353 IN THIS VOLUME
27 Jan. Dev-T Summary List Vol. 0-138
30 Jan. Dev-T Summary List Additions Vol. 0-142 26
Dec. 1966 PTS Sections, Personnel and Execs
456
3 Feb. Legal-Standard Waiver 582 22
Mar. 1967 Alter-ls and Degraded Beings 104
5 Feb. Double Hats 83 1 Oct. 1967 Uses of
Orgs 467
I l Feb. Telex Lines and Logistics 231 16
Act. 1967 Suppressives, and the Administrator
13 Feb. Ethics Protection Conditions, Blue Star, How to
Detect SPs as an Administrator 469
Green Star, Gold Star 492 5 Mar. 1968 Job Endangerment
Chits 477
592
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De., mark
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CHURCHES
Los Angeles, California 90026 730 Hennepin Avenue
CELEBRITY CENTRES Minneapolis, Minnesota 55403 Saint
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DETROIT 48 Faulkner Street
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MIAMI 68, Tottenham Court Road
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Bridge
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Street Church of the New Faith
414 Mason Street Sacramento, California 95814 724
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San Francisco, California94102 CHICAGO North Caulfield
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CANADA Pastoral House
LOS ANGELES TORONTO St. Georoe's Terrace
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2005 West 9th Street Church of Scientology
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PORTLAND Church of the New Faith
VANCOUVER 1 Lee Street
Church of Scientology Sydney 2000
1607 N.E. 41st Street Church of Scientology New South
Wales, Australia
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Vancouver 10, AUCKLAND
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Church of Scientology OTTAWA New Imperial Buildings
i53t 4th Avenue 44 Queen Street
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Ottawa
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Scientology JOHANNESBURG
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Scientology
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LOCAL CHURCHES Berlin, Germany 3nd Floor, Garmour House
COPENHAGEN MUNICH Cape Town,SouthAfrica
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ontology
West German 2 St. Christopher s
Denmark Y 27 Westbourne Road
Church of Scientology GOTEBORG Port Elizabeth, South
Africa 6001
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Denmark S-411 18 Goteborg, Sweden Church of Scientology
57 College Lane
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of Scientology
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Mariahilferstrasse 8BA/Stg. 3/1/9 S 21 i 34 Malmo,
Sweden BULAWAYO
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BRUSSELS 508 Kirrie Bidgs.
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