1.) Once having cleared up what a Product Officer is, we are up against the next Barricade.

2.) The First Product of a Product Officer is an Org Officer.

1.) Now an Org Officer in a highly idealized org would have Organizing Officers for each Division of the Org as the Deputy Divisional Secretaries.

3.) The Org Officer's 1st Product is an HCO Area Secretary.

2.) The O/O Conference would concern itself with getting projects done - while the P/O and Div Secs. go on getting products.

4.) The HCO Area Sec's 1st Product is an HCO

3.) The reason thins go "zoom" when I am around an Org, Is that I never take pity on an organization - I am a pitiless Product Officer.

5.) The HCO's 1st Product is the ESTABLISHMENT.

4.) If My actions are not followed up by organization & establishment, then I will ALSO do Prod 3 AND Prod 2 until it does.

6.) Some people do not know what an establishment IS. They thing it's just BODIES!

5.) If a Tech Sec tells me - "We can only audit 6 pcs, because we don't have enough auditors." - I will at once order promotion to promote heavily for more pcs, and the regges to sign up more pcs, and tell the Tech Sec - "You've had it! There's going to be a flood of pcs in here within 2 weeks and you better wear you hat of hiring auditors, get them hatted and ready - about 12 more." And also notify Estates to rent 2 more houses to audit in - etc.

7.) JOKE: That would make a mortuary the ideal establishment!

6.) The Analysis of Successful Actions in this field shows the key is the pitiless Product Officer, who only thinks of the Organization in the light of how to use it in its totality.

8.) Until this point is cleared on an Org Officer, they are not effective at all.

7.) If he sees an un-utilized machine or person, he gets them utilized in making products.

9.) This is important. It is information you can not live without as an exec.

8.) The biggest trouble with execs we have found, is to get them to INSPECT their orgs. They shouldn't be at their desks! The production lines are out there - in the org.

10.) If you don't know this data, things will not work out on any post in the Prod/Org System.

9.) The only reason I can do so, is that I have a 24 hour Messenger watch and I keep them running like hell, while I also wear my own hats. Even so I do go out and inspect regularly. I only get a bit resentful when I get too much Prod 3 handed to me while I'm also doing my other hats. C/Sing, Writing Tech & Policy, Planning, Books and Films, Lecturing, Coordinating SO, GO, & Org activities, Handling compliance traffic, issuing orders, Conferences, etc.)

It's a GROSS ORGANIZATIONAL ERROR.

10.) It's mostly because there are only 24 hours in this cockeyed plant's day!

11.) If Establishment is not in, the Product Officer will go into a short term cope, get exhausted, and say the system doesn't work. His products will also get worse and worse.

11.) I found myself saying that "even God couldn't hold this post". You may find yourself saying that too, on up the line - unless you listen very carefully.

12.) It will also produce overloads and ARC Breaks which can't be audited because he's too exhausted.

12.) There ARE ways to live with this - by following the standard ways of doing things - keeping information lines open - and not Q & Aing.

13.) The "REAL WHY" is found in Establishment (lack of).

13.) It assaults my Reality to find Executives depending on "dispatch" lines.

14.) The Org Officer was the "cheerleader", took care of bodies and hats - but also he has to be AHEAD of the Product Officer - preparing for increased production. The "Heavy Traffic Warning" idea.

14.) Dispatches are NOT THERE to HANDLE THINGS, they are only for information, records, and "OK", or compliance reports.

15.) If the Org Officer is NOT ahead of the Product Officer, you will get a sequence of booms and depressions - Overload, lines break - cope - overload, breakdown, over and over.

15.) It would be impossible, if you weren't in total communication with your organization, to handle it at all.

16.) But the Org Officer has Product 3 & 1 - Correction of the Establishment and the Establishment - so he had better do so fast - but - how?

16.) Never ACT on reports that contain too much entheta or you can get a recoil. Investigate further on another line. Use them, however, as indicators of situations.

17.) Prod 1 - Establishing the Establishment. Prod 2 - The Product of the Establishment. Prod 3 - Correction of Establishment. Prod 4 - Correction of the Product.

17.) I also have the ability to "look around" - without GOING around too much - so I can keep a close finger on the "pulse" of an org or area.

18.) Now these are just arbitrary numbers, for a sequence. But you should probably figure your org board out backwards - 4, 3, 2, 1 - (if you have an existing operation or products lying around to start with).

18.) When I was an E/D in an Org, I would go through the Org daily and talk to every person in the org. I wore Prod & Org Hats both then, as we had no "system", so I was interested in the Products, the Staffmembers personally, and what they needed to get their product out.

(Note: Ron's Org started this way, doing 4, 3, 2, 1 on the Existing pc's & Pre-OTs & Auditors & c/Ses.)

19.) I missed a day every so often - but I KNEW I had missed it, so would take extra attention the next day.

19.) What comes first? The ESTABLISHMENT or the PRODUCT? It's like a CHICKEN & EGG question. (Answer: The IDEA of the Chicken as a product, then the IDEA of making an egg to produce it - and of establishing that EGG.) (Or if the EGGS are the Products, then the chicken is the establishment, but some of the "products" have to be kept to product further "chicken org" staff.)

20.) The O/O should take a tour thru the Org daily to find out how the staff are doing.

20.) The EG came first, otherwise there is an omitted sequence. So we solved that old question - just look at the Data Series.

21.) He should note when a hat is missing or weak and handle.

21.) The Product, however, does come first. As a cope. Ex: Shoemaker finds some leather, and old kitchen knife, makes sandals. Sells some. Gets a BETTER KNIFE - that's when he starts into Establishment.

22.) The troubles with HATS can be solved on a gradient:

22.) OUT OF THE PRODUCT RISES THE ESTABLISHMENT.

1. INSTANT HATTING

23.) You could take 100,000 Dollars, establish an org - and it would probably promptly fail - we HAVE done it. So we always insist an org make it's OWN way.

2. MINI HATTING

24.) If you want to fail, just give an org money "till it gets on its feet". This never works.

3. FULL HATTING

25.) Big factories do this all the time - yes, but NOW they DON'T OWN THEMSELVES any longer - they are owned by the bank.

23.) INSTANT-HAT is verbal-orient, tell duties - flows - what to do.

26.) The point I'm making is: There is no point at which the flow can be reversed. So the PRODUCT comes first. So there is good reason to change the numbering of the 4 Products and make the PRODUCT of the Establishment Number 1.

MINI HAT is a basic small pack which HCO comes around and hats the staffmembers on in about 30 minutes.

27.) So the EGG (as product) always comes first. It's economically unsound to do it the other way.

FULL HAT is the Checksheet packs, books, demos, drills of the post to be done in study time.

28.) Now if you take the PRODUCT and work backwards to see what is needed to make it, you get the Org Board. (So maybe the numbering IS OK. If you work backwards from Prod 2, you get Prod 1.)

24.) When a person is fully hatted, he gets a Cert from C & A.

29.) If you take an org board by itself and just "post it" - you haven't necessairly got ANY at all.

25.) Now the Org Officer is not just "inhumanly" interested in "the organization". HE is interested in the individual staffmember.

30.) If you just "post" people by the org board you wind up with a government that governs nothing.

26.) How is he doing? How is he getting on? Is he able to do his job? Is his health maintaining? Is the post overloaded? Does he need help? Is the post empty or no traffic flow coming or it's piling up? This all adds up to: DETECTION OF A DECLINE (PROD 3)

31.) So how do you post it? you post FIRST the people who GET THE PRODUCT.

27.) He doesn't take up their time. It's brief, but he must know what all posts are SUPPOSED to be doing so he can detect a DEPARTURE from the IDEAL SCENE.

32.) The basic Valuable Final Products of an Org are Auditors, Pcs & Money.

28.) He's interested also in them as human beings - are they getting paid?, do they have troubles? - you may think this is a Chaplin Hat, but it's also the Org Officers, because if just the Chaplin did it, the O/O wouldn't get the information.

33.) So you don't post "Execs" who don't WORK. Somebody could HOLD these posts, but they ALSO have to TRAIN, AUDIT 6 REG, in a small Org.

29.) If he doesn't get the info, he can't REPAIR or ANTICIPATE a DECLINE.

34.) Course Sups, auditors, Regges, Procurement of Public. - You get from that new Auditors, pcs & money. Then you can expand.

30.) Thus he couldn't get Prod 3 - The Correction of the Establishment.

35.) Another Cycle occurs and then you can promote broader and get more people in.

31.) He also inspects the Establishment on his tour - cleanliness?, is MEST in good order?, enough space?, files backlogged?, etc.

36.) One mistake - a basic one - is not to have a SUPERVISOR to train Auditors. That will eventually limit your expansion.

32.) He may find out that about 30% of the org is misposted!

37.) If you want an org - post it backwards - Course Sup, materials, Tech Services, etc.

33.) He has to decide if all those HFA (held from above) posts are really necessary, or should some be filled to relieve a load, or would the functions be done better with a reorganization - Prod 3 again.

38.) But the Sup has to be trained - so does the "chicken" (organization) come 1st? (No. A person can use a cope - read, drill, apply.)

34.) He (O/O) is able to order all persons responsible for Establishment, so uses his authority to arrest the decline, and get the area back to the ideal scene or even higher to a NEW ideal scene.

39.) If you chrashed on a desolate planet with a spaceship - you COULD build a civilization starting with a sharp rock, then fire, then metals (copper 1st), etc. to steel and electronics.

35.) Now the P/O is getting products all this time and he makes notes of flubby areas and passes them to the O/O. The O/O, by doing these inspection tours, knows exactly where unutilized people and MEST are, so can handle quickly to get them moved over to beef up the Production areas, thus arresting the decline.

40.) There IS some place to start - a sharp rock. So it CAN be done.

36.) The first things that the O/O usually detects as wrong is the person's HAT.

41.) Now in an Org area just starting, you find students who pay - the Org Officer has to get a Course Sup., materials, tape machines, a place to study. (The Product Officer Sups until the Org Officer gets one) - and it starts.

37.) Ex: Trouble with Success Stories - O/O will know either no one is there or there is trouble with the HAT.

42.) The Org Officer gets an Establishment Officer to put the org there (HCO AS). He then handles Prod 3's while the HCO AS is doing Prod 1.

38.) 99% of the time its HATS. So the O/O must be an expert at doing instant hats.

43.) The Hiring and Posting of what staff the O/O needs is the HCOs job. Meanwhile, the O/O uses whoever he can find to handle Prod. 3's.

39.) If an O/O needs to make an instant transfer to fill a post, he gets an authorization from HCO AFTER the fact. (No case gain or PTS persons should not be on Public Lines - route them to Qual, then onto a backlines job.)

40.) The O/O gets things authorized AFTER they are done. An O/O who "waits for approval" is very "safe" - UNTIL you see his stats.

44.) The HCO generates the ESTABLISHMENT. This is the big M/U that people have. They think it's JUST people and hats.

41.) The failure to PUBLISH these actions is a big fault - and this is what the "Orders of the Day" (OOD's) are for. This keeps the team informed.

45.) What does an Organization and Establishment consist of?

42.) The P/O & O/O have the big space in the OOD's. If they don't keep the org informed, all hell breaks loose.

1. A Space to Produce in. A safe guarded protected space with Doors, Windows, Floors, and a Roof.

43.) To NOT inform, sows little mysteries around the org and causes confusion.

2. Tables, Chairs, Desks.

44.) The "Linear System" is: The P/O keeps notes, and passes them on to the O/O, of what needs to be investigated and handled in the course of getting the product.

3. Supplies for Admin & Tech.

The O/O's stats & reputation depends on the REDUCTION of these flubs.

4. Materials of Courses and Auditing.

45.) If the notes of the P/O are the same week after week, the O/O isn't doing his job.

5. Tape machine, type writers, E-Meters, charging cords.

46.) There are SOME areas that don't get handled, as absolutes are not obtainable, and some other factors may come into it. So the P/O notes are NOT orders, they are indicators, observations, and what he thinks is wrong. The O/O must find REALLY what is wrong and fix it.

6. Signs, forms, Org Board, routing forms, certs, releases, etc.

47.) If the P/O doesn't let the O/O know what he is doing, the O/O may thing he is tearing apart the org as fast as it is being put there.

7. Electricity, Heat, Light, Ventilation.

48.) In the O/O's daily tour, he also notes the condition of supplies and equipment, the busyness & lack of it of personell, the condition of the communication lines, etc.

8. People for Staff.

49.) He would also have to see that the hatting programs, study time, HCO minihats, and Qual were all progressing so that eventually the org can get fully hatted.

9. Hats for Staff.

50.) He also is interested in Major Courses to train Auditors for the Org. The production started off with a Course Sup to train Auditors to audit the pc's, so this must be kept up for EXPANSION.

10. Money & Accounts, Legal items, etc.

51.) The SO suffers from not doing this, so that in AOs, non-SO have to hold the Top tech Posts. This is lack of long range planning.

11. Comm system, Logbooks, etc.

52.) We have an old policy here on Flag regarding CLO - "to always send out a better trained team than the last team that wend there".

12. Files for CF, FSMs, Students, PC Folders.

53.) This works toward the Ideal Scene.

13. Decor items: rugs, lamps, lounge, snack bar, public lounge.

54.) The "Art Formula" applies here - about "Perfection" - you can work so hard for "perfection" that nothing ever gets DONE. So it's always BETTER than the last, a CLOSER approach to the Ideal Scene, etc., to EXPAND.

14. Telephones, Mailboxes, Telex.

55.) The O/O should work on this basis, always getting the area organized better and better and more established. He should NOT go for "perfection" at great time and expense.

15. Stats, scheduling boards, etc.

16. Mimeo & Mimeo files.

56.) Also the O/O should get a program going for longer term admin training of execs thru OEC & FEBC. This would come after full hatting.

17. Clocks & Schedules.

57.) The Tech and Qual O/Os will also insist on training for mayor Tech Courses, and this should also be done, Class VI, VII, VIII, C/S Courses, etc.

IN SHORT: MEST, THOUGHT & LIFE !

58.) An Organization consists of TRAINED Persons ideally. It isn't composed of dead bodies.

46.) When you see this fully, your attention comes off "just bodies".

59.) We do a lot of TRAINING in the SO. In Scn. Orgs It's nowhere near what it used to be in the early days, but I'm getting it going again.

47.) Remember: A DISPATCH IS NOT A PRODUCT. It never will be. It doesn't get us anything and it never establishes anything. So, don't accept excuses like - "well, I wrote a dispatch about it...."

60.) Remember there is no scarcity of PEOPLE today. Maybe there was in 1705 - but not today. The scarcist thing in the world today is a HAT.

48.) A dispatch is NOT a doingness - it is a "gesture".

61.) These "welfare" people in America and other areas - do you think they are happy being relegated to a HATLESS LIFE? No!

49.) In a CLO or management org - you have the situation where the Product Officer operates EXTERNALLY and the Org officer operates INTERNALLY. It's slightly different from a Delivery org where both work INTERNALLY.

62.) Any time you have welfare, you have unhappy people, and an incipient revolution.

50.) If a person has to handle both EXTERNAL & INTERNAL ATTENTION AREAS at the same time, he goes bonkers. It can be done, but not for long.

63.) A group has a tendency to "EXCLUDE", and it shouldn't... - particularly a group such as ours.

(Note: This is exactly why we need CASELESS PEOPLE to make a New Civilization with.) (Then ALL their attention can be EXTERNAL.)

64.) You raise your Security Standards too high, and you don't get any people at all. And you put them too low, and you have "wild ones" on your hands.

51.) The Guardian Office is EXTERNAL, but while you execs are here on Flag they are holding some Exec Posts INTERNALLY, so speed up and get back there.

65.) Somewhere in-between is the right level of security - it hasn't been yet found - but what it takes is an alert HCO.

52.) I told an EXTERNAL Exec to bypass HCO, go to the Personell files, and find a replacement for the INTERNAL post she was holding. This was after she told me she had tried to "handle" it by "repeatedly writing to HCCO". My reply charred the wood on the desk.

66.) I've seen people make it on a post after several instant hattings and practical - and I've seen some get worse and worse. These are "cases" and need processing.

53.) The REGISTRAR is an EXTERNAL ATTENTION POST. So don't have them also worrying about "filling CF". That will cut your income to pieces.

67.) We have the Org Series-Organizational Misunderstoods list to help straighten out people. It's a list of Management terms to be cleared - given in the Org Series.

54.) So, remember to analyze posts from "EXTERNAL" & "INTERNAL" attention required, when someone has HFA, or double or triple hats.

68.) We have flubless tech here at Flag and you in the outer orgs will e in "clover" when you have the tech standards to allow your org to deliver the L-10 in the Department of Special Cases.

55.) Similarly, the PRODUCT Officer can have his attention yanked off production by an O/O who is not running AHEAD of him. So the rule holds also for PRODUCTION - ORGANIZATION as it does for EXTERNAL - INTERNAL.

69.) The Standard of Field Audition at this moment forbids it utterly.

56.) You CAN PRODUCE without a clear-cut ORGANIZATION. So go ahead and do so. If you go into 100% ORGANIZE, the whole org will stall.

70.) So we've got to export course supervisors and the tech when the orgs get qualified to have it.

57.) You Organize WHILE you Produce. But, "You PRODUCE WHILE you Organize", is closer to the truth.

71.) The principle we work on is: "Hire lots of people, and retain those who make it."

58.) The O/O and the HCO AS have to have a fantastically clear idea of what an Establishment consists of - exactly.

72.) An indicator of someone who can't make it as staff is their study stats. Not "slow" or "fast", but THEY CAN'T STUDY AT ALL. That's also a case.

59.) If not, the O/O can't back up the P/O because the O/O won't be able to detect a DECLINE.

73.) This shows up in your hatting actions. The STUDY RATE, or ABILITY TO APPLY what one learns, is another indicator for the O/O.

60.) He won't see it as a "Departure from the Existing Scene" because it is not STATICIZED necessairly.

74.) A personal observation of the post combined with the study rate of the person gives an O/O data on how to select, transfer, or remove personell.

61.) If the roof falls in, there is no stat for it - but it IS a departure from the Ideal Scene - I assure you!

75.) The fact of "going to study or not" is NOT a valid indicator. Sometimes people on heavy traffic posts feel responsible, so skip study to handle the post.

62.) The first requisite of an O/O then is not the OEC but the definition and full understanding of what an Establishment is.

76.) In this case, you point out to them that some of the cope & problems of the post will be lessened by going to study on his study time. VERY true!

63.) And also - "What is everything in this PARTICULAR Establishment?"

77.) One of the things you find is a person has 8 incomplete courses! The solution is to finish them all one by one, taking them in the order of "which takes the least time to finish?" "Good." "Finish it." & DON'T let them start a new course.

64.) THEN he gets the OEC, as it tells him all that should be there and how it works.

78.) The Org Officer must try to finish any orders given by the Product Officer in the time given.

65.) He should have a list of hats for posts in the org, so he knows what all these posts DO.

79.) If one doesn't have an ESTABLISHMENT OFFICER - different from an O/O - it isn't likely that any long-range program will ever get done.

66.) Anyone handling personell must have such a list.

80.) The Establishment Officer can be the HCO AS. Then the O/O will find it easier to get the P/O backed up as time goes on - if the Esto is doing his job of putting Prod 1 there.

67.) In companies, if they need a "shop foreman", they look for somebody who WAS one. Because they don't KNOW the duties. (So if anyone HAD the knowledge but was on another post, they wouldn't know it!)

81.) The O/O who WAITS for orders is already BEHIND the P/O and he ought to be AHEAD of him.

68.) Here on Flag, They tried to make the D/P hold the C/S Conference!

82.) The O/O has to "run like everything" just to keep even with the P/O.

69.) The D/P assigns auditors, gives the data to Tech Services for posting on the scheduling board, and interviews pc's to clarify their programs, or to get data. (The Examiner can interview to find out what the auditor did in a flubbed session.)

83.) I always like to be "saucy" as a subordinate - but fully competent - and I always end up in Command of an area. I used to think something was wrong with me, but really it's the best way to hold a junior post.

70.) So don't audit pc's with the "MYSTERY" RUD OUT. Use the D of P to give the R-factor.

84.) It's to answer all orders with "Oh, that's done." "We already handled that." But it must be TRUE. I could organize and handle things on a ship while most others were eating a sandwich. Then I would just be insouciant, a "gold-brick", and nonchalant. I ended up RUNNING the ship as 3rd in Command.

71.) HCO here has also developed an illegal policy of opening pc & student mail in case it might "enturbulate" the pc. Totally illegal - AND they had Tech Services doing it!

85.) So the Product Officer has the "Big Ideas" and "Bright Ideas" to sell more service and get people in. The O/O would rapidly figure out what it would take to deliver at that projected volume and gets it set up before hand, so when the P/O tells him that 40 new students and 60 pc's are arriving next week - the O/O casually tells him he has already got a bigger courseroom and more auditing rooms, auditors and tech services people ready to handle, and HATTED to do so.

72.) The failure to predict the traffic load finally blew up every weak spot in the org.

86.) The Product Officer is in the business of driving people into the org - and the O/O has to put an org there to handle them.

73.) And I had warned them days previously of heavy traffic and to beef up Tech Services - and I found it was being "done" on DISPATCH lines! God's sakes!

87.) The O/O may hire field auditors, get FSMs to help handle a flow, plan to audit people in their rented rooms, etc. He is very resourceful.

74.) When an Org is forming, this is the key time - like no other for the O/O to adhere to the Prod 3 (Correction of the Establishment) and leave Prod 1 to someone else (like the HCO AS).

88.) The O/O prevents the decline of the EXISTING org and forces HCO to put enough MORE Establishment there to HANDLE the P/O's increased volume. That's the 1, 2, 3, of it.

75.) In a fast running organization the total duty of an O/O is: "Halting a Decline" - by use of Prod 3.

89.) The O/O extrapolates the curve of the existing graphs of production to see where they will be, say, 1 year from now. Then he sees what is necessary to produce that. Then he gets it started NOW to obtain the personell, auditors, space, equipment, etc. That's how he stays ahead of the P/O.

76.) Or a THREATENED decline.

90.) If the curve is downward, there won't be any org soon, so he ARRESTS the decline.

77.) The O/O belongs a little bit AHEAD of the P/O, anticipating the traffic flows. It's a lucky P/O who has an O/O that handles this way.

91.) When the O/O corrects these Org areas he informs the P/O so there is a backflow there. And he gets CSW OKs for big projects from the P/O (and E/D). This is the linear system where the P/O IS the E/D.

78.) This is why the P/O must keep notes and pass them over to the O/O, indicating the Organizational action to be done.

92.) This all comes under the heading of CAPABILITY. The P/O must know the capability of the org.

79.) If you know Policy, you "common sense" (use of Policy) may appear to be "screaming genius" to somebody else. And conversely their "common sense" (NOT based on Policy) may appear as "idiocy" to you.

93.) The "capability" is in the hands of the O/O - not to limit it, but to improve and extend it.

80.) This system (Prod-Org) will break down on the inability of the O/O to define, locate, and establish every bit of the Establishment - and including the DUTIES of the hats in it.

94.) "Capability" implies there are RESOURCES TO DO PRODUCTION WITH.

81.) You "Clear it". You can do "Reach & Withdraw on the equipment & personell" on an O/O, etc. as well as study tech.

95.) The P/Os "Black Dog of Karnak" is Resources - he never seems to have enough. So the O/O should keep him advised of Resources.

82.) The P/O has to name, recognize, want, and get the product of the Establishment.

96.) Resources of an Org are:

83.) The monitoring LAWS are: He has to Recognize and Want the Product; the ACTION is; He has to get it.

- Auditors - Auditors that can be hired - Supervisors - Auditing Rooms - Materials - E-Meters - Books - Course Rooms - etc.

84.) The P/O has to know more about the Organization than the O/O, really.

97.) On an Eval, you do a "Resources Estimate" to find out if you have resources to make a handling with. And you have to tailor the handling to fit the Resources, otherwise it's unreal and can't be done.

85.) The O/O MUST KNOW "what an Establishment is" or he won't know what the Ideal Scene is, so he won't be able to spot a departure from it and thus can not arrest a decline. This is the WHY of a breakdown in the system.

98.) The ABILITY "to return thins to the Ideal Scene" depends on what Resources you have.

86.) Thus the O/O works on Prod 3 and if he does well, there won't be booms followed by depressions.

87.) He will spot the declines and handle. You can spot a GDS (Gross Divisional Stat) dipping and then another and KNOW that soon the GI itself will drop.

88.) You can get a slump after a boom because the expansion finds and exploits every weakness in the org, and if these are not spotted AND handled - crash!

89.) When these weakpoints blow-up you get HE&R in your road, overloaded staff who wand to quit, and the whole thing goes to hell.

90.) Unless you have an O/O who spots the points of decline and handles them by Prod 3.

91.) To arrest a decline BEFORE it happens, an O/O can predict from the rate of expansion - that a bigger space and more staff will be needed in 3 months. So he gets HCO onto finding a building that won't eat up the money being made by the expansion and to plan a move, "open house", etc.

92.) (Lecture is continued on FEBC # 6, "The Org Officer and his Resources" - Part I.)