1.) This briefing was convened to give the ED's, P/O's, O/O's their FEBC Mission Orders to take back to their orgs.

1.) The FEBC Org Board has all its VFPs written along the bottom of the Org board for Divisions and Departments.

2.) This set of directions IS being given to and WILL BE given to departing FEBC's.

2.) Now, there are SUB-PRODUCTS and PRODUCTS and VALUABLE FINAL PRODUCTS. That is the gradient.

3.) The Flag Bureaux has worked very hard to get the projects together to make the org roll on up the line and make it a great success.

3.) Each department has a product. Each division has a product. These products are, technically, SUB-PRODUCTS which build up into the VALUABLE FINAL PRODUCTS (VFP's).

4.) You have to realize that while you were gone, the staff all blew, and you have only 1 1/2 staff left, who were hired yesterday. (Laugh).

4.) A "Valuable Final Product" is one that you can EXCHANGE with the society around you for the wherewithal (or valubles) that the society has.

5.) So you open your briefcase and you have 27 or 28 projects to give out - to 1 1/2 staff!

5.) It is something for which you can EXCHANGE the services and goods of the society.

6.) No, the actual scene by stats is that people have been trying to keep the show on the raod and the stats are at a bare survival level or above.

6.) Now that would seem "to be just MONEY" and in a society which is not really serving and not really delivering, one has to count totally on money.

7.) So now you are going to walk in after several weeks in the South Seas, admiring the palm trees, and listening to the native girls, and change everything? Well, if you do, I will sit here and watch the stats go down.

7.) But a fully trained auditor is a VFP because he can interchange with the society around you.

8.) No, the orgs have been there for a long time, most of them, and have had their ups and downs, and attentions (which were sometimes regretted) and neglects (which were sometimes approved of) and so are not "nothing". And the staff are not "occluded" on what's going on.

8.) A completed preclear is a VFP because he brings about an interchange with the society around you.

9.) I have sent some policy letters to the orgs, and there is some slight action going on.

9.) And money is a VFP because it brings about an interchange with the society around you.

10.) So it's snot ALL bad. There is some dissem and public actions going on, people have been promised and sold services, some recovery of blown students is occuring. Some lines and functions are in.

10.) In even a communism, where money is "outlawed", (but they have income tax) - this works.

11.) Now what would happen if you just walked in and changed everything?

11.) You can understand the interchange by understanding barter or trade, which is something they don't understand in Switzerland.

12.) Now, we know the org SHOULD be making 25.000 Dollars a week. (I would be ashamed to run an org at anything below that now.)

12.) In Switzerland money is money is money is money, etc. Someday, it will al as-is and they won't have anything!

13.) But YOUR org may be making 1500 Dollars a week and think they are doing well!

13.) "Barter" is a better expression of Economics any day of the week.

14.) (Aside) "People are getting born and going aberrated faster than they are being processed right now".

14.) Why? Because when money inflates and goes bad, people resort to "barter". Therefore it must be the basis of money.

15.) You should keep this in mind in case the world suddenly goes Communist or Socialist or Facist or something else.

15.) Your first order of business then is to find out what IS going on and get it PAID FOR and DELIVERED.

16.) Were your money goes out, you still have a barter type system which can still function.

16.) Take advantage of the action that IS there and push it up to a higher level of volume & efficiency.

17.) A barter system is clumsy, so I'm not saying you should engage in it. I'm just showing you there are different coins than "cash".

17.) That would be the first order of business of a PRODUCT OFFICER.

18.) Some of the PRODUCTS you have could become VFPs if the system of economy changes. (Typed Letters, Surveys, Mimeo, etc.)

18.) The next order of business of the P/O is to look around and see how he can increase CONSUMPTION.

19.) But what you need today is MONEY. And the way to get it is turn out VFPs in exchange for money and exchange some of it for your Establishment and you are away!

19.) He might also use the Public Div Sec as a PR Officer, part-time. Or replace him and put him on as STAFF of the P/O. Someone WILL have to keep the Div 6 actions going, so don't just rip him off. But eventually you WILL need a PR Officer on Staff to handle the new subject of PR and Consumption.

20.) It's a relatively simple system so it is useful. But there ARE other systems. And you can work them out.

20.) He also has to handle the HE&R caused by your coming in and "caroming" (Bouncing) off the slow-moving staff members as you rush through the org.

• MONEY - is an idea backed by confidence.

21.) You may get a new person or recruit someone, but, in any case, the PR Officer, on the P/O's staff, WILL be necessary if you are going to increase the CONSUMPTION and thus the delivery and income of the org.

22.) There is nothing sillier than a canning factory that cans the product, then throws it away out the back door. It won't be in business long. The missing point was: the CONSUMPTION was not built up.

23.) So, what you are doing, is going back to an area that is running to some degree, and has its OWN traditions on how to do it better, and what you have to do is find what's lying around and make it into PRODUCTS.

24.) Now you go back and tell the staff: "Hello! We are back. Everything is fine. You did well and now we are just going to do MORE of it". At this point you hear a groan and the staff says, "But we are overloaded now. We can't do more". You say, "We have an Org Officer to take care of that, so that your overload doesn't particulary worry you".

25.) Then you do TWO things: Get income up and delivery going.

26.) Look around and find all the half-finished products you can complete and all the things lying around you can sell.

27.) So your 1st action is a SURVEY to find out what can be delivered NW.

21.) When you realize that every service in a barter system must be able to interchange with a commodity, then you suddenly realize your service must be REAL - and you must have an AGREED UPON value. In other words a pro-survival RESULT. (Would that session I gave be good enough to get a full-course dinner with?)

28.) Usually my 1st action on the 1st day of walking into an org is to move all the Execs out of the Service Space!

22.) Money tends to obscure the fact that DELIVERY MUST BE OF GOOD QUALITY.

Then I work with their creditors so they won't be foreclosed on the 2nd day.

23.) Remember that as a PRODUCT OFFICER.

By then I have looked around enough to get a "big idea" on what we can offer now and we do so PROMPTLY on any comm line there is.

24.) A STAT should consist of volume, quality and viability.

29.) In your materials is a "Special Project" - Big Idea - you can put in at once. But it may not be all you need, of course, locally.

25.) You should not neglect quality, but you can try to push it up so high you get no interchange at all.

30.) Remember, "good ideas" need EXECUTION. They have to be done.

26.) The ART formula applies to PRODUCTION.

31.) So you may find other ideas that ARE good, that ARE "under way", that you can push to COMPLETION.

27.) Art is a communication and you can try to push the quality so high it can't be understood - or worse - it never gets released.

32.) So, LOOK it over. ADJUST it up for PRODUCTION, without disturbing anybody particularly. Then get some PROMOTION out. Get some DELIVERY being done. Look around the Academy and find out how many can graduate today. (They've probably been there for 2 years). Then go into the crowded waiting rooms where pc's wait for their sessions, count them up and go ask "Why don't you hire another auditor?", and about that time you start to get away - you get promotion, delivery, income, and you get the show running.

28.) I've sees C/Ses do this on pcs - endless repair to get "just one more area handled before he goes on up the next grade". If you keep doing this too much, he will crash from over-repair and NOT going on up. It gets suppressive. YOU HAVE TO LET GO OF THE PRODUCT AT SOME POINT.

33.) Remember, you are trying to get FINAL VALUABLE PRODUCTS - namely money, student completions, and pc completions.

29.) There has to be a transfer of comm particles called "products". They have to FLOW. There IS a time to LET GO of it.

34.) You probably have tons of pc's there you can get completed, although it might not get you any money if they paid already - but once complete, they will RE-SIGN UP for further services.

30.) This is why you "raise the quality" as you "raise the volume". You don't STOP the volume to raise the quality. That's fatal.

35.) It is necessary to understand completely, utterly, and totally that a Product Officer is there to get the FINAL VALUABLE PRODUCTS.

Ex: Letter Regs all found checking out on policies and grammar, doing typing drills, filing CF perfectly, but NOT putting out letters. Why? They got two letters complaining about their quality - out of 462 letters - so now they are neglecting 460 people! Result - inflow and income will CRASH!

36.) And it's quite a trick - because you are not a first going to sit down and plan how you are going to build up to it in 2 years - you have to get them NOW.

31.) The way you do it is: YOU GET YOUR VOLUME and THEN MAKE IT OF QUALITY.

37.) The first few days will be difficult. You have to brief the staff - we have a tape for you - and then get it going as above. But the machine will start running even though it's a little machine, it WILL start running.

32.) You have to do this with TECH DELIVERY and ALL of these products.

38.) (Tells the story of the salt-mill in Holland, it kept putting out salt - with no consumtion plan - and they couldn't stop it - so threw it into the sea - and that's why the sea is salty and we leave to buy fresh water at high prices in these ports.)

33.) GET IT UP IN VOLUME. IMPROVE ITS QUALITY. AND IF YOU DO THAT YOU WILL ACHIEVE VIABILITY.

39.) You will feel very strained, tired, and knocked about during this period. The test is: "To LIVE THROUGH THIS PERIOD, and to keep running ahead of the storm from there on out."

34.) If you try to improve its quality without raising its volume, you will not even achieve viability, nor will you achieve volume.

40.) The longer you are there without an O/O, 5 feet in front of you, the harder it will be - so the solution is: "THE 1ST PRODUCT OF THE PRODUCT OFFICER IS AN ORG OFFICER".

35.) So it goes 1, 2, 3. VOLUME, QUALITY, VIABILITY.

41.) And the O/O will start throwing some lines together, getting some scratch paper to use for invoices, setting up a place for the money to be paid down, handling the paper and getting a printer to do the promo, (and data-lining the old printer who wasn't paid), clearing out the offices of the execs to use for auditing rooms, etc.

36.) And each extends from the last one. And you should think in terms of that for all the products you achieve departmentally.

42.) Now after about 3 days of this, the O/O is getting tired also, and now you remind him: "THE 1ST PRODUCT OF AN ORG OFFICER IS AN HAS (HCO AREA SECRETARY)".

37.) Now I will give the list from the FEBC Org Board, and I reserve the right to improve the list or the wording of these products:

43.) And the HAS gets on and thinks it's all easy because there are some comm baskets and hats around, so that's an "HCO".

38.) (Source) DEPT 21 - "The Technology of Dianetics and Scientology and its Products".

44.) Then you have to remind him what an ESTABLISHMENT is: Typewriters, desks, carbon paper, pens, space to work, hats, lines, hatted terminals, routing forms, signs, etc. - for the WHOLE org. Also, door locks, safes, invoice machines, mimeo, telephone, telex, etc.

(In other words, that is the KNOWLEDGE with which you are dealing. In an org, this is handled by the LRH Comm. who also gets back the Policy Knowledge hat from the GO.)

45.) If he says, "that's not the province of HCO", you say "listen to the 3 hours of tape again on the HAS".

39.) (Recognition) DEPT 1 - "Effective Personnel, Posted and Hatted".

46.) And you keep insisting he put Basic Staff Hats in on HCO, and to put an HCO there, which will put an Org there.

(This includes the Org Board and Recruitment. These hatted staff are valuable in their own right as products. I used to lose the Secretaries I trained to millionaires as "Executive Secretaries". They knew the Executive lines and functions so well, they became quite valuable.)

47.) Now that's where your FEBC Projects come in. These put an org there Department by Department.

40.) (Communication) DEPT 2 - "Communications Easily Accepted and Swiftly Delivered".

48.) Now you have you P/O, O/O, and HAS mission orders. And you have "Special Project 2" which is DISSEM, and "Special Project 2" which is TECH.

(This can have volume, quality and viability. Remember, when you are sending out mail, that quality IS a factor in "easily accepted". But don't reduce your volume or message if, say 1 or 2 out of a 1000 complain. Because there are 998 who DIDN'T complain. I saw a magazine go broke once because 12 people out of 6000 got protesty about "hard sell". The magazine changed its policy and went to soft-sell and went broke.)

49.) Special Project 2 (Tech) helps you deliver to the business you attract with Special Project 1 (Dissem).

41.) (Perception) DEPT 3 - "An Established, Active and Ethical Org".

50.) You also have the business the org IS doing, which you musn't neglect.

(That is ALSO the product of HCO as a whole division. Look what that department contains: Inspections, Stats, Ethics. Neglect of any of these three will result in not having an "Established, active, and Ethical Org".)

51.) To review it: The P/O will find he can't live without an O/O. The O/O can't live without an HAS. The HAS can't live without an HCO.

42.) (Orientation) DEPT 4 - "Effective Promotion Pieces Printed and Sent Out".

52.) At this point, you probably would have enough money for the HAS to really start putting an ESTABLISHMENT there, and he would do it almost totally independently of the Product and Org Officer of the Org.

(Effective means ANSWERED, and preferably answered with a BODY coming for service. So this means SURVEYS go IN and sloppy mags go "out" (not done anymore). You can figure the effectiveness by % response.)

53.) But the O/O should carry a ruler to slap the fingers of anyone trying to take personnel from a working installation.

43.) (Understandings) DEPT 5 - "Hats, Course Packs, and Tapes" plus these VFP's of the ORG:

54.) The Rule to follow is: "The org is a personnel pool to the degree it is NOT engaged in direct production and one NEVER dismantles a working installation".

• SOLD AND DELIVERED BOOKS

55.) This is something one must teach ship people too. If a piece of machinery or a hoist is a WORKING installation, even if you don't use it right NOW, well, don't touch it - leave it alone.

56.) Let us define a "working installation" in terms of an org: "A WORKING INSTALLATION is any group which is delivering the ADEQUATE, and adequate PRODUCTION, of that product which they are supposed to deliver".

57.) And you leave those ALONE. Don't "monkey around" with them.

58.) If you do "monkey" with a working installation you will find that you have gone 3 steps forward and 4 steps backward.

(When you don't have books out there, you are not exporting knowledge to the society. A book keeps on being a VFP, it gets read, and re-read and passed around and read again. And tapes - when an area went bad once, the "why" was found to be no LRH Tape Plays for 2 years in the area. So if Div 6 isn't playing tapes, or they aren't on study checksheets, or being sold, you will develop some trouble.)

59.) Do you know the Communists tech the children in schools: "How communism is going to win" by making them march 3 steps forward and 2 steps backward, over and over?

(I don't know why a student is not sold the materials of his course, or the tapes he hears, or staff can't be sold a hat when they leave. Sometimes it's more trouble than it's worth, but a P/O would be wise to examine it - as a possible new product.)

60.) There are very FEW areas where there is a "superfluity" (excess) of staff and a sub-minimum of production. In these areas it's easy for the P/O just to walk in and say "Do this" and the O/O to post up the org fast.

(And meters - we ARE getting them - over the dead bodies of the government agencies who are, I suppose, trying to protect their withholds from being found out by stopping the shipment of meters.)

61.) MOST areas DON'T have enough personnel to get any real production, so in these the HAS must recruit, hire, "Shanghai", kidnap, or otherwise get TEAMS of people to work on these FEBC projects and ESTABLISH those DEPARTMENTS and DIVISIONS.

44.) (Enlightenment) DEPT 6 - "Income greater than Outgo plus Reserves".

62.) These "teams" are trained, hatted, and put there to be working, DOing installations - thus building up the org.

(The invoice machines are all going over to Dept 6, so the Reg CAN take money directly. They also get the address plating to correespond to CF. They take care of all the paying customers.

63.) So the HAS practically has nothing to do with the P/O & O/O.

I found that the line of Reg-Cashier-Tech Services will not work smoothly because the Reg has the files and Cashier only has accounts. So the personal touch is missing.)

64.) The SEQUENCE which the HAS puts these teams in is very interesting:

(This was found because our management org was close to a Service Org here. You must NOT put a management org REMOTE from a Service Org or it loses touch, gets unreality, and loses familarity with the scene.)

DIV

45.) (Energy) DEPT 7 - "All Funds collected from Services and Sales"

1. HCO - 1 (Divisional Sequence of FEBC Projects)

(Dept 7 COLLECTS, they are set up to collect all money in sight, owed, regged, APed, mailed in, etc. If this Dept. is not functioning, you will never attain viability.)

2. TECH - 4

46.) (Adjustment) DEPT 8 - "Pleased Creditors"

3. DISSEM - 2

(Now you could please all the firms and people you owe money to by OVER paying them, but that isn't expected. In fact it would mess up their bookkeeping so they WOULDN'T be pleased. Sometimes a printing firm will send 3 bills and then a combined bill of all 3 and try to make you pay on all 4 at once - don't do it. Pay only what is owed or you give them a "withhold" of trying to rip you off, and that doesn't please them either - its "case".)

4. TREASURY - 3

47.) (Body) DEPT 9 - "Adequate and well cared for Materias, Assets, and Records."

5. DISTRIBUTION - 6

("Adequate" means issued in sufficient quantity to do the job, and "cared for" means maintained. They have to keep up the accounts and records for Quarterly & Yearly summaries.)

6. QUAL - 5

48.) (Prediction) DEPT 10 - "Adequately supplied Courses. Rapid and efficiently scheduled, routed, and handled Students and PC's."

7. EXECUTIVE - 7

(That is Tech Services, and we have found it can get goofy and try to make half the auditors handle 90% of the pc's and leave other auditors idle, schedule by what the Reg says rather than by Reference Policy in OEC Vol 4, etc.) (Or they will get a list of PC's, and Class of Auditors required, from the D of p and then let the Auditors argue about the schedules between themselves. If you are having trouble with getting WDAH up in volume, you will probably find jams and arbitraries in Tech Services.)

65.) While this is being done, the P/O and O/O are working on PRODUCTION and CONSUMPTION, so as EXECS are doing QUAL, DIST, TREAS, DISSEM & TECH actions. These phase in neatly with the HAS's establishment sequence and meet somewhere around DISSEM and then all begins to expand smoothly. And the org can then handle a greatly increased VOLUME.

49.) The worst case I saw of this was an org that had 35 auditors all getting full pay, and some were only auditing 2 1/2 hours per week! The arbitrary was: The Registrar was scheduling the sessions with the additive of asking the pc "When do you want your sessions?" I just eliminated that and had the pc told to "be there Monday morning". Suddenly all the auditors were busy and the income shot up along with delivery. Then we had the problems of invoice machines breaking from overuse and the bottoms of cash drawers falling out because of too much money in them - but THAT'S the kind of problems I can HAVE! (Laugh) So you see how simple it CAN be.

66.) At the point where they come into PHASE and the sub-products are now stacking up, the P/O will find he is now having to COORDINATE and PLAN more. This is where you should go to the TRIANGULAR SYSTEM, of ED, P/O, and O/O.

50.) (Activity) DEPT 11 - "Auditors who understand the data they have learned and CAN apply it."

67.) Now here is the sequence of the P/Os mission orders:

(Notice it doesn't say "certificates". An Auditor who can not audit is a liability. He is NOT a Valuable Final Product. And there are too many of those around. We have to RETRAIN them when we get them here a Flag.)

a.) Get briefed on Flag on what exactly you will be doing on returning to your org.

51.) It takes 2 WAY COMM, ACTUAL COURSE SUPERVISION, and NO EVALUATION FROM THE BULLETINS. They way to do it is to get the course taught that way.

b.) Bring with you the FEBC Projects, a copy of the Org Board you will be using, and copies of the LRH ED's and PROGRAMS to go with the projects.

52.) It's very easy to make an Auditor. If you DON'T, it's not a VFP, it's actually something that can recoil on you from the "auditor's" messing up cases in the field.

c.) You will have the FEBC tapes with you, and will assume the post of ED and Product Officer.

53.) (Production) DEPT 12 - "The WINS of Preclears and Pre-OTs."

d.) You will immediately choose and appoint someone as your Org Officer. The 1st Product of a Product Officer is an Org Officer, and he has another set of orders.

(It is trying to move people up to the PERSISTENT F/N. It is NOT trying to "reform" people to make them behave in a certain way.)

e.) Hat the O/O, using the FEBC tapes. Quickly.

54.) As far as the HGC is concerned, it is WINS, quantity of, and this is expressed actually by the WIDTH of an F/N on a meter.

f.) Cope like mad, with the O/O, to build the income and delivery up.

55.) We are getting more and more fantastic WINS on this line by doing retrain, retread, cram, and C/Sing of auditors. When you don't get big F/Ns and persistent F/Ns, it is only that the auditing or C/Sing was poor.

g.) Put in Special Project 1 - "Dissem" & Special Project 2 - "Tech" to do this.

56.) If you give "quicky" lower grades in 20 minutes, you have ONE win. Whereas there are 30 or 40 wins to be gotten in that area.

h.) Get them in on an all-hands basis if required. This stimulates business. But don't knock out everything that is ALREADY going better income - wise, appoint an HAS.

57.) I had a case who was "hopeless" - 179 hours of Life Repair, self-auditing for years, really messed up - how did I get a win on him? I pulled out a disused Power Process which cleans up auditing (PrPr 3) and used it. Wow! Big win!

i.) At soon as you have handled the products "lying around" and are going better income - wise, appoint an HAS.

58.) This works out also for those who have gone up the OT levels without confronting them, but who flinched away from the data and false attested.

j.) At this point of build-up, nothing has been done yet with the FEBC Projects, except Special Projects 1 & 2.

59.) You can give a case a WIN by straightening out the case and recognizing it HAS been straightened out. That is a WIN.

k.) Hat the HAS very well. The O/O does this with the tapes from the FEBC. Then present him with the package of FEBC projects to get done in the sequence given. (Div 1, 4, 2, 3, 6, 5, 7).

60.) Now you have the whole bridge from Dianetics to OT 6 to get MORE WINS on.

l.) He does these by DEPARTMENT in the Division named.

61.) Although a "completion" is a stat, the way you get to it is by a series of WINS on the case.

62.) So, from the Product Officer's viewpoint, it's "How many WINS is that HGC getting per person?"

68.) To do these projects properly you are going to need INCOME. So when you are running around like mad, you can get up GDS'es (Gross Divisional Statistics) all you want, but CONCENTRATE on DELIVERY and INCOME.

63.) Keep that flying and the enthusiasm will go out in all directions. (WINS also promote to others.)

69.) Then the org can be built solidly - department by department - as long as DELIVERY and INCOME continue to rise.

64.) (Result) DEPT 13 - "EFFECTIVE and WELL TRAINED ORG STAFF MEMBERS."

70.) If the HAS is very, very clever, he won't even use a single person from the existing org staff who are being run by the P/O & O/O. He will get NEW teams, build his POOLS, use RESOURCES, PERHAPS from the products from the products already made!

(This now has a "Hatting-College" in it as well.) (Also examiner)

71.) So, the HAS is busy building the Establishment, while the P/O and O/O are busy building up INCOME, DELIVERY AND CONSUMPTION and way they can.

65.) When you don't understand what's happening, it's a good MAXIM t just "hold on to what you've got". This is the old "STO" (Staff Training Officer) area - programming, training & checking out Staff.

72.) You have got to get COMPLETED STUDENTS, PC's and MONEY for it, no matter whether the PROJECTS are done or not. When THEY move in, it will do the same thing, so is a REINFORCED ACTION.

66.) (Review) DEPT 14 - "More efficiently produced org Valuable Final Products."

73.) So, until ALL the projects are in, the P/O and O/O are in a state of COPE - to some degree.

(This is a built-in "Establishment correction machine". It handles the Product 3, from "Org Series 20" (HCOPL) Has Review and c/Sing in it.)

74.) Now, if you find there is a need and fixation on having to have an HES and OES there, due to old custom or habit, and there is a lot of "dispatch traffic" for them - well then put someone on those posts. To answer the dispatches and letters AND keep track of who is writing them all. (HES = HCO EXEC SEC; OES = ORG EXEC SEC.)

67.) This doesn't relieve Product and Org Officers of their responsibilities but it will probably cut a lot of miles off their pedometers when it goes in.

75.) But don't YOU get sucked into that line. No Sir!

68.) (Ability) DEPT 15 - "Corrected org Products" + "Earned Certificates and Awards."

76.) An O/O should actually carry a "pedometer". It's an instrument used in hiking, engineering, and army, to find out, how far one has walked. It's hung on the belt.

69.) Now we have a series of stats for an org which give you the volume of production, the quality of production, and the viability of the org. Your OIC (Org Information Center) stats give you all three of those when you know how to read them.

77.) It has a little weight in it that goes "click" every time you take a step. It has to be adjusted. You count off the steps for a measured distance (100 feet or 100 meters), and divide by the number of steps you took. This gives the average "pace". It could be 28 inches, or the old Roman pace of 30 inches, or maybe 32 inches.

70.) If you just measured by products, you may or may not wind up with the answers. It's chancy.

78.) And both the P/O and O/O should have a STAT based on that exact count of miles or kilometers at the end of the week. All joking aside, the job is done with MILEAGE.

71.) Now "SUCCESS STORIES" and the "GI (Gross Income) devided by STAFF" have been the traditional stats of Qual, and when you dropped those it wasn't so well off. These two measure the WINS from public, and per staff member and the org.

79.) Now, I have messengers, so I should hang a pedometer on THEM to get part of my stat. But what are they doing?

72.) The PRODUCT of Qual is the CORRECTED ORG PRODUCTS, or the "Products of the org Corrected". Thus it can be measured by SUCCESS STORIES and EARNED CERTIFICATES AND AWARDS. If they ARE earned, they ARE very valuable to the people who earned them.

a.) Looking into a situation.

73.) (Purposes) DEPT 16 - "Effective PR and Advertising actions that attract members of the public to become Scientologists."

b.) Getting questions answered.

(So now we have gone EXTERNAL. If you want to understand Distribution Division, you must realitze its EXTERNAL, external into the public.)

c.) Trying to find the "bug" in the situation.

74.) Div 2, Dissem, is INTERNAL

d.) Giving me the anwered to the situation.

Div 6, Distribution, is EXTERNAL.

e.) Helping me resolve the situation.

75.) When England dropped advertisements in books a while back, there was trouble. They didn't have the flow they had before.

f.) Directing the handling I give.

76.) When you drop advertising, you decrease CONSUMPTION, so this is where you count on consumption to be built-up - Dept 16.

80.) This is a substitute for the same thing. But there is no REAL substitute for it. You see, I HAVE done my time as a Product Officer. Now, while I do other hats (Research, Writing, C/Sing) they keep my P/O actions going.

77.) This is NEW ZONES of CONSUMPTION.

81.) I've also done LOTS of mileage as an O/O. One of the incidental duties of which is to see EVERY person in the org EVERY day- both to see if he is on post and wearing his HAT and personally, to see if he is doing all right.

(Note: Advertising gradients:

82.) (Note: There were 300 to 400 people on the ship when this tape was made!)

• BOOKS AND DEMONSTRATION.

83.) This system increases VELOCITY on the 3rd Dynamic, and the personal life and care of the person's health may not keep up with it. That is the only real liability in it. So the O/O handles that aspect. You may expect 2 or 3 to drop out when you get this system in - because the VELOCITY is increased and they "break down" on another dynamic.

84.) It is that they are not getting the adequated PERSONAL care in propotion to the amount of ATTENTION they are exerting.

85.) Auditors are particularly susceptible to this. Auditors are like "race-horses". Somebody ought to pat them, rub them down, and feed them oats.

86.) Auditors, themselves, will only fade out of your line-up because they PERSONALLY have not been given enough care and attention from an organizational point of view.

87.) Auditors should have their OWN auditing rooms ideally, their OWN space, for personal effects, certs on the wall, etc. We used to cal them "consultation rooms" in the old London days.

88.) But, as a P/O, you should never have to worry about this - if you have a good O/O.

78.) (Clearing) DEPT 17 - "Hatted Scientologists."

89.) Ex: I as P/O handled an area directly where the exec was not on post. The staff got upset by all the messages and actions I was taking. I had a PR survey done. NOT ONE STAFF MEMBER HAD REALIZED THEIR EXEC WAS MISSING! So they didn't know why I was doing the actions!

(It probably will take a few days to cognite on this - but then you are away.) (If all Scientologists are USING Scientology, or hatted to do so, they will create a good effect on the society. Conversely, a person who says he "is a Scientologist", but is not hatted, can be rather strange.)

90.) Ex: Do you know that D/Ps will try to limit the number of pc's on their lines? And that a line very easily gets going between Div 4 & the Reg to the point where the Reg is scheduling the pc's? When you find this, look for the Tech Services HAT not being worn - scheduling Board PL, etc. Never let TECH tell YU how many pc's they can take.

79.) The way to produce it is to get Scientologists to read the books, listen to the tapes - provide places and times for them to do so - hat them as FSMs, Volunteer Ministers, etc.

80.) (Realization) DEPT 18 - "ACTIVE Field Scientologists."

91.) It's not usually a "determined" effort to reduce the delivery and income, but it IS an "arbitrary ceiling" being put on the amount of delivery, and thus income, which you can do.

(These are the ones who do a lot of your field promotion. Furnish them with books to sell, materials, etc.

81.) By personal contact, these Field Scientologists do a lot of your selling for you.

93.) So the Product Officer drives this thing on up - and the Org Officer keeps the staff cooled off. That's the reason you have to have a PR Officer sooner or later.

82.) The old "Sell a book and make a Friend" campaign was for these Field Scientologists. So ASSIST them. Thus, new groups and new people can be attracted to come in, and this is EXPANSION for your CONSUMPTION.

94.) The two things which get in the road of the Product Officer are:

83.) So get the "Hatted Scientologist" in 17 and turn them into "Active Field Scientologists" in 18. OK?

1. A Lack of Understanding of what the SITUATION was.

84.) (Conditions) DEPT 19 - "A VIABLE ORG."

2. The unworn hat.

(Now the VFPs of the Active Field Scientologists are:

If you work on this basis, you've got it made.

• BOUGHT BOOKS

95.) So, tell the staff, when you arrive back, what is going on - and don't leave them in any mystery.

96.) Brief them on what is going to happen. They will agree on expansion, I'm sure.

97.) But the final action is YOUR responsibility - to get the income and delivery up so you can afford the wherewithal to build an Establishment.

98.) I want to point out that the cobbler (Shoemaker) who became a vast shoe manufacturing company always started out in a shed in a backyard with an old tire and a few pieces of leather thongs. In this case, the "egg" always comes first. (Before the "chicken")

This is for ANY Scientologist, not just "FSMs", although they could be one of those too. So you see how the VFPs and Departmental VFPs all go together to create VIABILITY for the org.) (And the ED and his Execs are the ones responsible for seeing this is done.)

99.) You have to make the money to put the "Chicken" there.

85.) (Existence) DEPT 20 - "ACCEPTANCES of Scientology."

100.) We have two case histories of orgs who tried to put the "chicken" there FIRST (organize everything and establish everything before producing) and they are BOTH horrible flaps.

(This is the "Office of the Controller" which contains the Guardian Office's Bureaux, A/G, A/G-F, etc.)

101.) So that is the MISTAKE you can make. Go back and try to organize everything. That's "trying to put the chicken there first". I doesn't work.

86.) This can be several things:

102.) It WILL all work out in the long run if you get Production first. That is the truth.

• Combatting an enemy propaganda action. (PR, Intelligence, Legal.)

103.) Now let's take up the Org Officer's action here: His mission orders are as follows -

(It helps the viability of the org so adds to the other products.)

a.) Listen to the FEBC tapes brought back by the Executive Director

87.) The GO is basically EXTERNAL, and it detracts from their product to handle orgs internally.

b.) Star-rate them with him. (It's a very lucky E.D. who has an FEBC Org Officer).

88.) Analysis: The GO failed and got infiltrated because it did NOT use Scientology Tech in handling EXTERNAL, but did a Q & A and used the METHODS of the enemy they were supposed to conquer, not realizing they had SUPERIOR WEAPONS in the Tech & Policy of LRH. They thus went "Off-source" and thus collapsed. Just before the final takeover of the Church, the GO were nattering about LRH and refusing to follow policy or trust old-time Scientologists. Of course this is fully covered now on the Excalibur and Upper OT Levels - the CASE reasons why it failed - but by adhering to Source data, they could have FOUND the plants and NOT BOUGHT the 3P on LRH & other Loyals.

c.) Get your hat on as O/O.

89.) So when you go back as FEBC's, give the GO reassurances that you will handle the org internally, so they don't have to walk up and down the corridors with Sherlock Holmes caps on, and CAN get on with their EXTERNAL work.

d.) Cope like mad to get the organization together for the two Special Projects which are designed to drive in lots of business.

90.) Now, in Dept 19, you have the E/D, P/O, O/O, and P/O's PR and Messengers. That's their offices. And their products are:

e.) Preserve the organization and production which is already there.

• E/D - Products 1, 2, 3, 4 of Org Series 10.
  (The E/D is the Planning Officer. He meets with the P/O & O/O on this in the triangular system. You must not lose sight of the fact that when he is ALSO the P/O of the org. He is DOUBLE-HATTED.)

f.) Together with the Product Officer, build the income and delivery of the org up.

g.) When income is coming up and delivery is occuring, appoint an HAS.

h.) Hat him, give him the FEBC Projects to do in sequence per division.

(The O/O does "delegate" Product 1 to the HAS after a while, but is still RESPONSIBLE for it.)

i.) Have him work on the projects in the sequence: Div 1, 4, 2, 3, 6, 5, 7.

(Many P/O, O/O functions are "delegated" to the proper departments, once established.)

j.) Insure the HAS builds up the Establishment of the Org per the FEBC projects.

91.) Now, a Finance Officer will soon come into Dept 21 (FBO or Flag Bannking Officer) whose product will be "RESERVES". But just to clean up a point now, this is MANAGEMENT reserves. The org reserves are set aside from their OWN allocation. This is what is counted on the Cash-Bills of the Org, NOT the Management Reserves.

k.) Insure he hires, hats, and appoints personnel to build the Establishment.

92.) Now the P/O has all those VFPs of the Org & Departments, and the O/O puts the Organization there to obtain them. The Establishment is put there by the HAS - by delegation of the O/O.

l.) Continue to back up the ED, P/O to get income and delivery while making sure the HAS is busy building the Establishment.

93.) The FEBC projects, as you put them in, move smoothly and easily into BEING the actual department and its function.

104.) So the O/O is driving TWO horses at this time. He must not get them mixed up. (Ex: Don't force the HAS to hat the auditors he is coping with while the HAS is building HCO. And don't let the HAS rip off the auditors for HCO posts.)

94.) What do you do when an FEBC project is completed? Well, you start in AGAIN from the Major Target and DO IT ALL AGAIN - this time bigger and better!

105.) And the O/O must not let the HAS wildly put people into HCO without thought of their security qualifications.

95.) The projects are all numbered for ease in reporting, adding "R's" (Revisions) and to keep down the telex time in refering to them.

106.) The O/O is driving a "mad elephant" with his right hand and a "12 horse chariot team" with his left hand.

96.) Now you all are on MOs (Mission Orders) and they are to be reported on regularly.

107.) And that utilizes what you've got and puts you into a financial betterment scene which permits these organizational steps to be done. And that's the O/O's mission orders.

97.) What is your relationship to the CLO? (Continental Liaison Office).

98.) A CLO is there to:

108.) Now the HAS you appoint won't even understand what mission orders are. So don't expect him to just do everything right. On the other hand you can't wait a year while he gets fully hatted. But you do have some time to have him do a checksheet to get somewhat hatted.

• COLLECT DATA FOR FLAG.

109.) Here are his mission orders:

a.) Listen to the FEBC tapes.

b.) Get star-rate checked out by the Org Officer.

99.) Iis not there to "send out work parties", or to "hold your hand" or necessairly to "shoot people". It IS there to help, give advice, & relay data.

c.) Fully accept the HCO FEBC Project given you by the O/O.

100.) For that reason, you have in Dept 21 another post called the "Bureaux Liaison Officer" or "Flag Representative". ALL comm back and forth between Org & Flag or CLO should go through him.

d.) Start implementing these per department with TEAMS.

101.) The exception to this is the GO traffic lines. They don't go through the Flag Rep., but can go direct to GOWW OR to Flag.

e.) Get busy hiring, appointing, and hatting people to man up the Establishment of the Org, using the FEBC Projects.

102.) The other exception is the Finance Officer. These lines go direct also, to Flag FBO.

f.) Don't make the mistake of trying to get HCO to furnish the full services of HCO WHILE it is being built up! (This would make the HAS do the O/O functions. We have made that mistake twice now, so don't do it again.)

103.) On Flag, there is an Aide to Supervise each of these Management areas.

110.) Remember, nowhere in these orders does it say the O/O gets personnel THROUGH HCO. He doesn't have to go near HCO at all, except to get the HAS doing his Establishment projects.

104.) There are 3 basic "through this terminal" communication hats in Dept 21:

1.) LRH comm - my comm. (I hope to get this going again as until now, the LRH Comms have been double-hatted and mostly off post.)

112.) The O/O would be WISE to use the org board, policy, and OEC data in his cope - but his primary job is to back up the P/O's production.

2.) Bureaux Liaison (Flag Rep.) - Org/Flag comm.

113.) An "Establishment" rises out of the "cope" propotional to the wherewithal mecessary to resolve the "case" (of "coping").

3.) Finance Banking Officer (FBO) - FP & Financial comm.

114.) So the mistake of an O/O is to depend too much on HCO. The mistake of a P/O is to not inform the O/O of what he is doing.

105.) So Mission Orders are reported via Flag Rep & Management Aide CLO, to Flag, to me.

115.) So the P/O should keep a notebook of what he does and pass it to the O/O to brief him. And the O/O should keep a notebook of his actions to keep the has informed. Otherwise you will get a ridge between the Prod-Org team and HCO.

106.) The CLO has a VFP in their Data Bureau of "Data Collected for Flag".

116.) Another mistake is for the HAS to think of the O/O as his HCOES "senior". There IS seniority there, but the HAS works on POLICY and Product 1. The O/O works on Product 3, until it all comes into phase.

107.) Flag Management has a VFP of "Workable Projects which increase the Volume. Quality and Viability of an Org", among others.

117.) And the P/O works Product 2, and when he gets a 4, he gets the O/O to handle 3.

108.) A CLO has: "Successfully completed projects which increased the Volume, Quality, and Viability of an Org" as one of its VFPs.

118.) This Prod-Org system does disturb traditional relationships in an org. And a staff that has been grooved in another way, is likely to be confused.

109.) An Aide or Management, Bureau staff here at Flag sits there with the COLLECTED DATA (a VFP) and EVALUATES IT and HANDLES IT, WRITES A PROJECT, and gets it COMPLETED. When the Project is SUCCESSFULLY DONE, then IT is a VFP also.

119.) If you have to have, for the staff and the pubic sake, an HCOES, OES, and PES there, well, do so. But don't let them try to form an EC (Exec Council) which slows everything down and tries to get it back to the "orderly good old days" (of low stats).

110.) The Action Bureau is the "port of last resort" to an Aide or Management terminal. So, "a report a day keeps the mission away". But if it is a NO or FALSE REPORT situation, then a mission is sent to observe, collect data, and handle.

120.) No, Production is usually accomplished in a DISORDERLY fashion. ORDER is the exception. That's why you have a whole Division devoted to nothing but BRINGING ORDER. (DIV 1 - HCO)

111.) The Action Bureau then has the job of finding out IF there IS a situation, what the BUG is, or what the WHY is, and handle until it can be turned back over to Management.

121.) But an org and production CAN run in an ORDERLY fashion and that is what you will build up to with this system.

112.) The Bureaux are helpful in other ways too. But we frown on them sending out "work parties to file an org's CF". An Org can NOT be made competent by "babying" it or "holding its hand".

122.) So that is as far as your orders go.

113.) And we are trying to make competent orgs that can stand on their own two feet.

114.) And this is the whole intent and purpose of this FEBC package - to make it go toward EXPANSION, each org at its own pact determined by its Execs, the ED, P/O, and O/O.

123.) Remember, putting an HCO there is not easy. In UK last year there were only 1 1/2 HCO personnel!

115.) Your own COMPETENCE will determine this. It's up to YOU!

124.) So what does it take to put an org there? MONEY, INCOME.

THANK YOU!

125.) And how do you make money and income? You DELIVER.

126.) And you get people to come in and take advantage of the delivery you are doing. This gives CONSUMPTION.

127.) You will run into the proportional pay system. That is being abolished. A new system will go in. The people in the Financial networks should have a "say" on it, which I have asked them to do.

128.) The new system is:

a.) An org has a "basic allocation" which is the bare minimum of survival.

b.) All allocations above that are for "Production Bonuses", measured by the actual production that week.

c.) The FP and Treas work out the "Basic Allocation" - rent, lights, telex, some pay, some promo & supply.

d.) The FBO (Flag- or Finance-Banking Officer) banks ALL income into 2 management accounts. One is for Management Services & N/Ws (networks) and the other for the Org. Then he gives the Org its COMPLETE allocation for that week (Basic + Bonuses), into their OWN account.

e.) The adjudication of disputes and inequities of this system is handed over to the Guardian's Office for adjustment. They have an excellent record on Cash-Bills.

f.) Now the management debts and cost of managing the org come out of the Management Account, so the org doesn't have to worry about that.

g.) In this fashion, a reserve can be built up, for expansion, without the income being consumed in day to day operations.

h.) That way, you will get an Establishment.

(Note: The above system failed in cases where the Networks (FBO & GO) did NOT know or apply the FEBC policy or data or got infiltrated. In present time - 1987, it is better to let the P/O handle the ALLOCATION %'s of income and the O/O to do the F.P. A rough allocation which has proven successful is:

• 10% - OTC

for RON's Orgs.)

129.) If production is there, the allocation is good. And if not, it's bares survival.

130.) The formula here is simple. The org gets enough to keep out of bankruptcy, and if it also produces, it gets Bonuses.

131.) The bonuses to the ORG can then be decided further by FP as to which Divisions get more or less, based on THEIR production.

132.) The proportional pay system has served its purpose to establish the "beach head". When I ran orgs, staff usually were paid very well, but since then it has been sometimes very poor pickings for the staff payroll.

(Note: This is the "Unit System" which was destroyed by too much of the Income "coming off the top" to support non-delivery excess staff & networks.)

(Note: It got to the point where 35% or more was taken "off the top" leaving the orgs to pay up to 15% to FSMs and ending up trying to operate on 50%, or less, than they MADE, to pay staff, do promo, AND support the organization and its basics.)

133.) The thing you will run into in finance, is that people do not understand it. And the reason is - it's too SIMPLE.