Alright, now let's look at this. Product, product. Each department would have a product, each division theoretically has a product. And these products are, in the most part, sub-products, if you want to be very technical about it, because they build up into a valuable final product.

Good evening. (Good evening.) This is third of February 1971, AD21. This briefing is convened here tonight, and is arranged because this is the set of directions which will be given to, and is being given to the departing product officers, org officers, FEBC graduates, to take back to their orgs. And consists in essence of their, of the mission orders of the executive director, product officer, org officer set up.

Now a valuable final product is one that you can exchange with the society for the wherewithal which the society has. This is by definition, by definition. It is something for which you can exchange the services and goods of the society, and if you want that.

Now the Flag bureau has been working very hard, and very long and hard indeed, to get together the basic projects necessary to make an org roll on up the line, and to make it a great success. Now you must realize that if you were returned to an org, and while you've been gone of course why must of the staff have blown, and so on. And you've got these one and a half staff members that were hired yesterday, see? And that's all you have left. And you open up this suitcase and you have about twenty-seven, twenty-eight projects, or something like this, there is some large number of things. And you'll run out of people very rapidly to hand these people out to. Now I don't say that they all blew during your absence, I hope they didn't. We won't make that postulate. But quite the contrary has been going on during your absence from the org. A lot of good people who have been working very hard to keep the show on the road, while you sailed around southern seas and admired the palm trees. Listened to the native girls dancing, and learning to beat drums, and so on. And they've been working hard, while that is. And so you come in, and you're going to change everything they've been doing, and you're going to change any line they have accidentally gotten together that runs right. And I will sit here, and I will look at a stat for your org that will be going at a reasonable, bare survival level, or better. And it will of course go down.

Now of course that would seem to be just money. And the truth of the matter is, to a large degree, the society, not really delivering and not really serving, has to count totally upon money. But a trained auditor is a valuable final product because he's an interchange with the society around you. A preclear is a valuable final product because he brings about an interchange with the society around you. And money is a valuable final product because is brings about an interchange with the society around you.

Now there's been an org there for a very long time, in most cases. And it has had its ups and it's had its downs, and it's had its attentions, which it sometimes regretted, and its neglects that it sometimes approved of. And it has not been nothing, nor are the staff members which you left behind totally occluded on everything that is going along, because you will find that some of these policy letters and so on have already been received. They have been put to some slight degree into action. You will find that there is a certain clientele involved, there is a certain backlog to be taken care of, and they have managed to work out that if you stand down at the corner of Wupf and Yak Street, and every few minutes somebody will come by, and they hand them something and some of these people show up, and they will be able to get somebody to come into the org every now and then. And they have a certain route, and there are a certain number of people who have promised to come in, and there are a certain number of services, and there are a certain number of people on the course, and a certain number of blown people that they're trying to get back. And somebody's got an ARC break program of some kind or another, and so on. In other words, it isn't all bad, by a long way.

In even a communism, where money is outlawed but they have income tax; you didn't know that about Russia? One of the Russian's main problems today is income tax. You didn't know that? Well anyhow. They invented it, they ought to get it, boy. Overt/motivator sequences. But you in actual fact, on this type of economy, and thinking in this particular way, you would see that a preclear, receiving service, actually does bring about an interchange. An auditor out in the society receives an interchange. And if you look over, if you look over economics as, well look it over from the standpoint of barter and you will understand far more about money than they understand in Switzerland. That's a dirty remark, isn't it? The only trouble with Switzerland is that's all they understand, that money is money, is money, is money, is money, is money, is money, is money. Now they understand pretty well how to is this money to here and is the money back again, and so on, and one day it'll all as-is and they'll wonder what in the devil they're doing.

Now, what if we just walked in and changed everything? Now yes, we say this org which should be making twenty-five thousand dollars a week; and that is true of any org you are going back to. I would be ashamed to run an org at a lower level than that now; is only making fifteen hundred a week, and thinking it is doing well. People are getting born and going aberrated faster than they're being processed right now. You've got a situation there where some people are at very hard work, have been able to keep a very low level of survival going, and it is up to you to take advantage of that situation, and push that income up. And that would be your first order of business.

The truth of the matter is, that barter is a better expression of economics any day of the week. Why? Because when money inflates and goes bad, people resort to barter, so barter must be the basis of money. So therefore that is something which you should keep in mind. If the world all of a sudden goes communist, or socialist, or fascist, or something else where your money factors go out, you still have a barter type system which can function.

Your first order of business is to find out what is going on, and get it paid for and delivered. And that would be the first order of business of a product officer. And the next order of business of a product officer would be to look around and see how he can increase consumption. Now the poor PES who has suddenly been relegated to secretarial level, or something like that, is in actual fact your PR. And you could do far worse than to just put him on as a PR type of action in addition to his other actions in the public divisions, to figure out how consumption can be built up. And turn over your distribution division to somebody who is competent to take it over, and keep going the actions which they already have going there. Do you follow?

It's, a barter system is clumsy. And I'm not saying that barter is the thing you should engage in, I'm just showing you that there are different coins than cash. There are different coins than cash, products which you have, themselves, could probably be dignified if you changed the economy you were operating with as valuable final products.

Now I wouldn't even recommend that or insist on it, but because your personnel varies. But you will sooner or later need somebody who exclusively sits around as a product officer, and figures out exactly how you're going to increase consumption by the uses of the new technology of PR. And you will find out that that is a staff job, that is not a divisional job. And then you as product officer are going to go caroming around through the org and banging off staff members as you turn the corners rapidly, and you will have a certain amount of human reaction to handle. And that is a staff job.

But the wherewithal which you need in the society in which you will operate is money. And the way to make money is to turn out valuable products in terms of money, and receive the money and convert it into an establishment your way. It's the relative simplicity of the system which lends itself to use. But there are other systems, and you can work them out and so on, 'cause basically what you're trying to do is interchange. You're trying to get services for service. And if you understand barter, and how service could be translated directly into commodity, and you understand that that can occur, you'll all of a sudden realize that your service has to be real. And that every product that you put out has to be an interchangeable product with commodity, potentially. And that doesn't mean a mis-audited, flubbed up preclear.

So, your PES can continue to do his public divisional work, which must go on, or I assure you, C/S 6 will become very upset. And you can find somebody and groove them in as a PR. But in any event, that is going to be a point which has to be watched, because the increase of consumption is a necessary adjunct, if you're going to increase the income and delivery of an org. There is nothing sillier than a canning factory which keeps throwing the cans out the back door, and they don't get used. And eventually they don't can anything anymore. Well the breakdown of that particular point is consumption was not built up. So you're going to have to take care of that.

Now you go out and try to trade a banged up can of beans for a nice, sleek, new can of soup, and you will see at once that your product has to stand up. And money obscures the fact that delivery must be of good quality. And that is the thing which you must remember. And doing a product officer job, that your delivery has to remain of good quality.

Now what you are up against is the fact that you're going in to an area, which is to some degree running, and it has its own tradition of how it makes things run better, and the product officer has to take what's lying around and start making it into products. And that's for sure. So his first order of business of course is to go in and say, "Hi." And, "We got great plans, and everything is fine, and everything is doing that you've been doing around here is fine. And we're just going to do more of it." And the staff at that moment is going to groan, and they're going to say, "Well we can't do anymore than we're doing, because we're totally overloaded now." And at that moment you say, "Well, we will have an org officer to take care of that point, so that your overload doesn't particularly worry you." And then you go ahead and do two things. You've got to get the income up, and you've got to get delivery going. And if you search around you will find all sorts of half finished thingamajugs to push out, and you will find all sorts of things you can sell, and so on.

So therefore, therefore, you probably have a hill to climb in getting up quality. A stat actually should consist of volume, quality and viability. And the quality must not be neglected. But you can try to push the quality up so high that you get no interchange at all. The art formula applies to production. In the case of the art formula, which is, you see, that it is a communication, you could actually push the perfection of art up to a point where it not only doesn't communicate, it's never released at all. I sometimes watch a C/S grooming up a pc with life repairs, and I wonder if he's trying to repaint Leonardo da Vinci's Mona Lisa.

In other words, it is a going concern. So your first action is a survey on your return, in your new found knowledge, a survey of what they've got right there that can be delivered now. If I walked into an org at any given instant, I would look the place over, I would probably move all the executives out of the service space. And that's usually my first action in an org. I'm not kidding you. I move all the executives out of the service space, and that's my first day. And work with their creditor set up so that there won't be foreclosed on the second day. And by that time I have looked over enough of the situation, and I get a big idea as to what we can offer right now, and we offer it very promptly on any open communication line that is. And you have a special project number one, which you will be given, which is a; that's a special project. That doesn't include with the FEBC pack; it's with your pack, but it's the big idea that you can do right now. And it's already under a bit of flight, this particular one, and we haven't got the full results on this yet. But apparently it's producing people, and they walk in and they actually do start moving through the org lines. So you've got a special dissem project number one, which is a good idea.

I get them across my desk every once in a while. The guy has certainly gone as high as he possibly could go in this grade, and if we repair him just once more, or if we groom him up just one extra auditing command, we have had it. So there's a time when you let go of the product. You see? So communication must still exist. There must be a transfer of communication particles called products, other words they've got to flow. So your quality is something that you rise, and so your letter registrar can sometimes tell you, "We are working here, why didn't we get any letters out this week?" "Well actually we're checking out everybody in CF, and we're filing up CF perfectly, and we have got the quality here, and we've got to raise this quality because we've had two letters in the past year which have criticized us for our lack of quality. So the hundred thousand letters which we expect to get out in this year must be of good quality. And the four hundred and sixty-two replies we get every week are neglected, because they aren't complaining," or something. I mean, it's as crazy as this. You just get a crazy explanation.

Now maybe that isn't all the good idea that you will need. And maybe you have to get a local good idea. But don't get an idea that on Monday, and then not executed on Tuesday, the usual fate of good ideas; the staff is already overloaded so if somebody comes in with a good idea, and that's just what they don't need. What they need is execution. They have had several good ideas during the last year, and none of them got executed. And so that you will probably find that you have in addition to getting your special project number one underway, which is a sort of an all hands evolution and will get things going, you will undoubtedly find that there are some other ideas in progress which you can push.

No the way to do it is you get your volume, and then make it of quality. So you will have to do this of course with technical delivery. So this, it's true of all of these products, every one of these products. Get it up in volume, improve its quality. And if you do that, you will achieve viability. If you try to improve its quality without raising its volume, you will not ever achieve viability, nor will you achieve volume. So it goes one, two, three. It goes volume, quality, viability. And one of those things extends from the last one. So you think in those terms in production, you think in those terms with regard to all of the products which you have departmentally. And I'll just read you off rapidly so it'll be a matter of record, the various products of departments, as they exist as of this particular time, and reserve the right to improve this list, or improve the wording of these products.

So your first action is actually to look the thing over, adjust it up a bit for production without disturbing anybody particularly, and then get some promotion out, get some delivery being done, look around the academy or the school or something like this, and, "How many of you cats can graduate today? We're not speeding you up, you know, and so forth. How long you been here?" "Two years." "Well that's..." And go into the crowded waiting room, and where the preclears wait for their sessions, and go and see somebody and ask them when they are going to hire an auditor or something. And about that time, why you will be aweigh. In other words you start to get delivery, you get promotion, you get delivery, you get income, and you get the show running, because remember you are trying to get final valuable products, namely money, student completions, and pc completions. And your area has probably got tons of pcs that could just be completed, but that won't necessarily bring you in a great deal of money.

And that is, department twenty-one is the technology of Dianetics and Scientology and its products. In other words, that is the knowledge with which you are dealing. But, it's the technology of Dianetics and Scientology and its products. "Well that's great," you say, "but really, the office of LRH, and Ron is on Flag and so forth..." No, you've got a department twenty-one in your org.

So anyway, you will see what you will see, and it is necessary to understand completely, utterly, and totally that a production officer is there to get the final valuable products. And getting those final valuable products is quite a trick. And now you're being asked to get these final valuable products without building for the next two years at vast cost a large establishment at all. You're not thinking in terms of that at all. You're not thinking in terms of any of this, except how are we going to get these things going.

Now policy knowledge is going to leave the Guardian's Office as a function, and is being moved over into the office of LRH. And this was one of the old hats, one of the old hats of the LRH comm. And you'll find an old time LRH comm knows his policy backwards, and forwards. So, that's putting it out. "Yes," he says, "but really he isn't keeping the mimeo files, how could he do it?" No, that's knowledge.

Now once you start this I can assure you that your first few days will be very difficult, because after you've talked to the staff, and told them what it's all about, and tried to get the show on the road, and played them some tapes concerning this, which you will have, and what you are trying to do, the machine will start running. Even though it's a little machine, it will start running. And you have already started, if you know your business at all, if we've taught you your business vaguely, the salt mill will start running. And you know the story of the salt mill. I have already told it to you. It was in Holland that this horrible thing appeared, and it started turning out salt. And they put it under mattresses, and they put it in the attic, and they hit it with hammers, and it just kept on turning out salt. And it turned out more and more salt, and there were tremendous piles of salt all over the place, there was no PR came with it to get consumption, you see? And they finally in disgust and horror, threw this thing into the sea, and of course that is why the sea is salty, and why we have to buy water at such vast expense in these ports. So, you have started something going. And I can assure you that at that point you will feel yourself very over strained, very tired, and very knocked about.

Now if your department twenty-one isn't putting out any knowledge in this direction of any kind whatsoever, or offering anything and so forth, why it's not doing its job. What was the LRH number one EDs? And why was the LRH comm trying to put those into orgs? It was directly and with some asperity in cases, trying to put knowledge into the lines. Right?

Now the test is to live through that period, and to keep running ahead of the storm from there on out. Because at first, guilelessly, you will sink back into it. You start the thing running, and then you say, "Well, we've got that." And now you have started something going. So now you're going to have to back that up, and the longer you are there without your org officer five feet ahead of you, trying to get products out, why the more difficult you will find it. So that the natural solution to this is, the first product of the product officer is an org officer.

Now, department one is effective personnel posted and hatted. Now that is posted, of course includes an org board. And effective personnel, you'd have to get some personnel. So of course it includes recruited personnel. So there's a sub-product of that, is hired, recruited or acquired personnel. But the end result of this, the actions of that department are effective personnel, posted and hatted. You don't have any personnel, you know what department to look to.

And the org officer will hastily start throwing some lines together and so forth, and getting some old scratch paper and so on, 'cause they hadn't had any invoices in this org for two years. And your product officer will keep insisting on some delivery, but there is no place for anybody to lay any money down. And the org officer has to fix a place for the money to be paid down, and then there's this matter of paper, and how do you get the promotion because the printer, you see he hasn't been paid for a long time, so you have to find another printer in order to get; that's the org officer. And then the auditors, they haven't got any place to audit now, because the executive offices have been, are all using up all the auditing space. And the org officer'll have to move all those out, and so on. And here you go, and the org officer now; your tongue is already hanging out, see? Get the products, your tongue is already hanging out. The org officer came on bright, fresh, able to confront the world and so forth, three days later, why his tongue will be hitting the floor and he'll be tripping over that. So now you have to remind, now you have to remind an org officer at this point that the first product of an org officer is an HAS.

Now the odd part of it is, is a very valuable commodity in the society is a staff member. And this is sufficiently valuable as a point of interchange, although you really can't get any money for it sometimes. I first hit this when I found out why I was losing secretaries, way back in the early fifties. The fact that a girl had been my secretary was an adequate recommendation to become an executive secretary to some millionaire someplace. And I lost more secretaries. They were trained up. And it was very funny, but my secretary in a South African country, was just an average stenographer until I got her trained up, for a very short period of time. And what do you know? She was hired by the richest man in Malawi for ten thousand a year. Why? Well, they knew administrative systems. They knew the basic fundamentals of administrative systems, and so they went into a category called executive secretary.

And the HAS will come on, "Oh that's easy. That HCO? Well we've got an HCO. We have some comm baskets out there in the hall, we've got an HCO." And about this time, why the HAS will be discovered to be not quite sure what this thing called an establishment is. And is liable to give you a definition of an establishment something on this order. He's liable to give the org officer a definition of an establishment as somebody with a hat. And will have to be reminded that establishments contain typewriters, carbon paper, ball point pens, comm baskets, floors, ceilings, and numerous other machines, appurtenances and whirly gigs and typewriters, and front doors and door locks, that actually lock, and safes that you keep money in, and invoice machines, and other odds and ends. And he says, "But that isn't the province of HCO." You say, "Listen to the three hours of tape again on the HAS."

Do you know that you lose people all over the place to businesses? Your orgs actually lose people to businesses. You look around and find out what they're doing now. Those staff members who have been well trained turn up in the most remarkable places. I remember one time in London, somebody called up some big corporation to talk to its president one day, and they wanted to know what they wanted to talk to him about. And they said, I think the person calling said, "Well I want to talk to him about Scientology," and there was a click and a whup and so forth on the phone, and a voice came on the phone and said, "This is Mr. Blank, Scientology consultant." And the person doing the phoning was talking to his junior of last week. Now this is one of the reasons why we've instituted in the department of training a hat college, because it's apparently a valuable commodity.

Each time he comes back, your safest thing is to just tell him to listen to the three hours of tape, and so on, and to check out on his basic staff hat. And to get his HCO checked out on a basic staff hat, and to hire an HCO and to put an HCO there. And what do you know? He's got projects to put an HCO there.

Just look amongst yourselves, how you fight to keep, or connive to acquire an experienced, trained or hatted staff member. Now tell me they're not valuable.

So where does your FEBC pack come in? Now you've got your mission orders. There are, for the product officer, there are actually mission orders for the org officer, and there are orders for the HAS. And these are part of your pack. You have two projects. One of them, special project one, which is dissem, and special project two, which is tech. And that's how you deliver the business which you attract, with the first one. Alright. You've also got the business the org is already doing, which you mustn't neglect.

Alright, department two is communications easily accepted and swiftly delivered. It doesn't need too much embroidery, but it's just that. Now it of course could have volume, and it could have quality, and oddly enough can have viability. Don't mail the mail for a couple of weeks and see how broke you go. Well of course that's pretty, pretty blunt. But the truth of the matter is, you will hear occasionally somebody who is trying to raise the quality of the letter registrar; I've had this happen; raise the quality of the letter registrar's letters. True enough, they can be ghastly occasionally, but somebody, somebody is busy trying to raise this quality like mad, and you say, "Why?" Well this stuff just pours in from the org you see, and people in the field don't like it or they don't accept it. And do you know that a survey proved entirely the reverse? Even when they didn't answer them that the bulk of the people around, and so forth, were very happy, and a little bit honored to get communications from the org. You see, you only hear from the people who complain. And the other guys sit out there and they receive them, and they're very happy to receive these things. Once in a blue moon, why you'll get a complaint.

Now, with the product officer's first action, he will find, just to give you a slight review, he will find that it is vital that he have an org officer, and that is in the natural course of events.

A six thousand circulation magazine editor once told me, once told me that people in the field didn't like the hard sell that was in" the magazine. And I said, "How many people in the field?" And she scraped up every letter that could be scraped up, and there were twelve. What a batting average! Twelve out of six thousand? Unfortunately, that state of mind prevailed, the magazine went soft sell, and the org's income started going out the bottom.

He can't live without an org officer, and people are going to tell you that the org officer's actually the HCOES, and she sits back with the same duties and the same job and same hat as the HCOES. And you say, "No. Listen to the ten hours of tape which we brought back, and omit to listen to tape one, which is PR, because we want production."

Well this is not necessarily that, but this is just mailed communications, easily accepted, it says. So a communication which is a dispatch in its proper form is easily accepted. A dispatch, anything that is mailed that can be accepted. And the truth of the matter is that a quality factor enters in there, and a person can object along that line, to the quality. And we used to have things called comm inspections. It could easily be extended over also into quality.

Now, at that point, at that point it could be expected that you have enough income, that you are going forward sufficiently, that the HAS can now actually put an establishment there. And he would continue to do so, almost totally independent of the product and org officers of the org.

So, department two is communications, as I said, easily accepted and swiftly delivered. And department three is an established, active and ethical org. Well, that's the product, so that is the product of HCO, so it's the product of the last department of HCO. And look what that department contains. It contains inspection, it contains stats, and it contains ethics. And you couldn't have much of an establishment unless it were an ethical establishment, and it argues back and forth against itself, so that is the product.

Now the way he puts together the FEBC pack is he takes existing staff, which is already in that division, or is supernumerary someplace else, but not using the area that you're using for delivery at that particular point. You want to cure him of that fast. You carry a ruler around to slap people's fingers when they reach for personnel in a working installation. And one of the org officers brightest tricks has probably never been mentioned, is if he notices a displacement of line, and that sly reach from the personnel which he has desperately gotten into the line up, producing, is to slap somebody's knuckles quick. Do you follow? Otherwise your working installations will be dismantled faster than they can be put back together again. So the rule of thumb along all these line is the org, and the org is a personnel pool to the degree that it is not engaged in direct production, and one never dismantles a working installation. That is something you have to teach people when they're engaged in putting ships together. Do not dismantle a working installation. "Well yes I know, but we're never really going to use this hoist here, and wouldn't it be nice if..." "Ah ah ah ah! Is it a working installation?" "Yes, but it isn't used for anything just now." "Well yes, that's fine. Leave it alone."

If you don't have a product, why then somebody must not be using the expertise of stats, and that sort of thing, with regard to the staff, your staff stats, and so forth. It may be nobody even looks at them. Neglect any place along the line and that department will wind up with not having one. So that, you can say, is the product.

But let us define a working installation now, in terms of an org. And it will make more sense to you. A working installation is any group which is delivering the adequate and adequate production of that product which they're supposed to deliver. And you leave those alone. And you don't, you don't monkey with them. And as soon as you see a working installation under those definitions being knocked down, you're going to find that you are making three steps forward, and unlike the communists who only go two steps backwards, you will be going four steps backward.

Now department four is effective promotion pieces printed and sent out. So, notice it says effective. Wipes out a lot of mimeo magazines. Puts in a lot of surveys. It actually changes your operating line, because effective, effective; what is the definition of effective? Well you can sure figure that out. It would be something that was answered, and preferably answered with a body. So the org mailed out a thousand promotion pieces, and only nine hundred people came in, what the hell's the matter with that department? But that is the ratio on which you would be operating. How much went out, how much came in? You could probably figure the percent.

Did you know, by the way, that the communists these days exercise all the children in school to go three steps forward and two steps backward? And they go around marching this, to teach them that that is how communism is going to win, you see? And they have them walk three steps forward and two steps backwards, and three steps forward and two steps backwards, and three steps forward, and demonstrate to them. And do you know, they don't even have a certificate to run SCS? It's no wonder they're squirreled up. Anyway, I can imagine the guys doing this, busting the auditor's code all over the place.

Department five is have course packs and tapes, plus these valuable final products of the org: Sold and delivered books, sold and delivered tapes, sold and delivered meters, sold and delivered insignia. You probably some day or another will see that product neated up, but if you just keep up, if it gets neated up and those disappear, you'll have had it. The funny part of it is that a sold and delivered book does not cease to be a valuable final product of the org, because it is out there, read and read again, and read by somebody else, and so on. So when you don't have books out there, you of course are not exporting knowledge to the society.

So the upshot of it is, the upshot of it is that you can actually go three steps forward and four steps backwards. The production officer's getting his production, and the next day the production isn't there. What happened? So the org officer looks it over, and then they look over and they see that the HAS has just got through transferring Mary Lou. Well lightening should strike twice, if it happens twice. So, what you have to have there as a production officer, and what is being put there as an org officer is being done independently of the HAS building an establishment. You say, "But gee, that's impossible. I mean, you've got this thing coming in from one side, and then he would need the personnel which you're working with." No, that's just the whole point. And that's why you have to have income.

And tapes, when tapes disappeared once out of a whole continental area; a tiny one; the whole subject went bad. And it was a why, a why was eventually found, in this terminology of that day, and it was found that they hadn't played a single tape anywhere in that area for two years. When they played no tapes in that area for two years it went bad. And when tapes were played again, why everything got fine. So it was just the fact of communication. There was a factor of communication which had been dropped. So if your org isn't selling any tapes, da da do do. If you don't have any tapes being played down in the distribution division or someplace, or somebody isn't playing tapes, or there aren't any study groups playing tapes, and there's no tapes, why you will develop some trouble. Not from us, you will develop some trouble from your field.

He gets these personnel. Now there's only one or two areas that I know of off hand who have a such a superfluity of personnel, with such a missingness of production, as to make the whole org fair game. There the product officer's job would just be simply to walk in and tell who was ever supposed to be doing something, to do it. You know, an auditor, they've got twelve auditors or something like this, or four auditors and so forth, and their well done auditing hours for the week are six and a half. And they actually will graph it as six and a half, just as though this amounts to something, you see? I mean, it's marvelous. You will find all kinds of odd ball situations with regard to this. And they will tell you why you can't get production. But that would be in only about three orgs that I know of. The rest of them don't get production mostly because they haven't got any people to produce.

And of course, sold and delivered meters, and over the dead body of numerous individuals who seem to make it their dedicated possibility of holding their withholds absolutely secret, and if I were them I would, you know. We're still selling meters.

So, as you get production going as a production officer, and as this is being backed up, well what do you do with these FEBCs? Well you certainly; with these FEBC projects? Well you certainly put them into the hands of people who are not at that explicit instant engaged in desperate production on something else. Do you follow?

Now sold and delivered insignia is not done anywhere near enough. But look, I wonder why, I wonder why your org doesn't sell the student the materials of his course. You know, I think it's a shame that he doesn't. And I wonder why somebody can't have his hat when he goes away. I should think he could. And I wonder why an SHSBC doesn't have every SHSBC tape he ever listened to, I don't know why. In fact, I don't know why you haven't got a total archives in your org. See, I don't know why at all.

So your HAS is mainly involved in either appointing, acquiring, hiring, kidnapping, shanghaiing teams. And every one of these projects will undoubtedly have to have a total team acquired for it. Trained in it, hatted to do it. And he just keeps moving in the departments, as trained teams. So he practically has nothing to do with you at all. He practically has nothing to do with an org officer.

So you start, you start looking this over, you say, "Hats, course packs and tapes," the truth of the matter is, it's just, we're just being big hearted. And we've never looked at what you can do with hats and course check sheets and course tapes. We just never looked at that.

Now the sequence in which he moves those teams in is very interesting. And you will find out that this is the sequence that you had better move these projects in. And these projects are moved in in this sequence. Number one is HCO, number two is tech, number three is dissem, number four is treasury, number five distribution, number six qual, and number seven executive division.

We used to have a rush project which was very interesting. After every congress the tapes of that congress were instantly available to any attendee of the congress. And we used to sell an awful lot of tapes. Now that, that to some degree, is neglected as a valuable final product, so a product officer, shopping around inside of all this can very often find some that aren't even listed down here. But before you distort the org too much, make sure they're valuable enough to be bothered with. Can they achieve a volume is one of your questions. You can sometimes spend more administering something than you can be recompensed for.

And you're going to have a picnic. You're going to have a picnic, because your org's going out of phase. But that is about the only way you can do it. There'll be some cats producing before some other cats are producing, so the sub-products to the final valuable products will start stacking up, and now you will move into another phase somewhere along there where the production officer is trying to coordinate between what he's got going and what is going on. And you'll find out that they will phase in very nicely, and you will just get more and more of it, and you will get more and more production.

Now number six, hold your hat. It's the income greater than outgo, plus reserves. And that is why the invoice department is being shifted directly and immediately to six. The invoice machine is going right over into six. I found out oddly enough, the reason why a management org must have a service org alongside of it was great interest to you. Anybody in a liaison office would find itself extremely embarrassed if it were too distant from an actual working org, because they'll lose the scene. And the scene disappears from before their view, and the familiarity ceases exist. And therefore, orders and corrections can be quite unreal.

Now I will go over the exact sequence of events that will appear on the mission orders of a production officer. And the first one is, get fully briefed on Flag as to what exactly you will be doing when returning to your org. I'm doing some of that job of briefing right this moment. Now you bring with you to your org the Flag FEBC project package, and a copy of the org board you will using, and adequate copies of LRH EDs and programs as per the projects. You will have with you your FEBC tapes, you'll return to your org and you will assume the post of executive director/product officer.

Alright, so I found out that you can't get an invoice system in to tech, if it runs through cashier, strangely enough. The business of the cashier is to, is to handle the cash. And where an org has credit, and an org inevitably has some kind of credit problems; as long as it has qual it will have credit problems of one kind or another; so that any credit invoice, or any debit invoice, or any other kind of an invoice has got to go into department seven, and it's got to be address plated, foldered, statement sheeted, and so on.

Now, you will immediately choose and appoint somebody as your org officer. The first product of a product officer is an org officer. He has another set of orders. Now your next action would be to quickly hat him, using the FEBC tapes, which you will have. Now you cope like mad, together with the org officer, to build the income and delivery up. And to do that you have these two special projects, special project one, dissem, special project two, tech. You can use and get these in on a sort of an all hands evolution. That's just to stimulate some business, but that doesn't mean to knock out everything that's going on in your org.

People are always sending this in. We try to get out of the credit business, we can never make it. And people are always sending in a hundred dollars too much, and what do you do with it? Well, you put it into the statement files, and the guy now has a statement, he's plus a hundred. When it gets upsetting is in the book department when they consistently will send in another dollar or two. And you will go down in a book department and you will find that they very often have a little credit file. And people are always leaving money on credit in the book department. And you go down there and you'll find out there's a complicated little file that's being kept by somebody who is shipping books or something, and it's the most remarkable thing you ever saw in your life. It'll be twenty cents extra, and a dollar and a half short, and two bucks extra, and things like this. And if you don't keep it up people get upset, too. "But what happened to that seventy-five cents that I sent you?"

Now your object in building up the income with anything you can find lying around, old belts and so forth that you can feed into the machine somehow or another, that will wind up at the other end of the line as a delivered product, and will produce an income for the org, by having built this up between yourself and the org officer, you can appoint an HAS. As soon as you've got it going, not necessarily when you have built it up to hundreds of thousands, because you won't, you, as soon as you've got things going and so on, why you appoint an HAS. And then, to this point nothing's been done with the FEBC package, except special project one and two. That's the only thing you've used of the package.

Alright, so income greater than outgo plus reserves is six. Now that means that the registrar occasionally is going to have to hump, but then the registrar will have various functions and things in the registration department, which will function. Advanced registration is a total flop, in actual fact, comparison to what it could be by depending on division three to do the collections, because division three does not have the files or the knowledge of this, nor the advanced registration books with which to continue to send it out. So we all of a sudden have a plating, address plating action occurring in department six. Anybody who's advance registered and put five dollars in on a course immediately gets a plate, and he gets a bill. And you just keep billing them, and so it has to go out as a billing. And the advance registration only breaks down when this isn't done.

Now, this HAS will have to have his hat put on pretty heavily by the org officer, won't he? And he will have to get some kind of an idea of how to check people out on things and so forth, won't he? Because he now gets presented with the entire FEBC package. And in the sequence of department by department, he gets ahold of teams, trains them in, and gets them producing what they're supposed to be producing, according to the package. And you'll find out that that will coordinate with your org board.

Alright, department seven is all funds collected for services and sales. That's all funds collected for services and sales, and so on. Department seven doesn't have anything to do much with viability or anything else, they've just got to collect all the money in sight, that's all. That's the way they do it. They set themselves up administratively to collect all the money in sight. If it's money, they collect it. If it's owed, they collect it.

Now you realize that you cannot hire people and keep people on, or anything else, if you haven't got some money. So that is why you must run like mad when you first get back to make sure that your org income goes up very nicely. You can try to get your GDSs up very nicely. You can do anything you want to do very nicely, as

They collect it. So if they're not set up to collect, why they've had it. In other words, you become unworkable, the org becomes unworkable from a viability point of view One whole org at this particular moment of, not one of the lesser orgs either, is falling on its head right at this minute, because its invoice and collections set ups are so poor that it is being paid thirty-five dollars, seventy-five dollars, twenty-six dollars, for Dianetic courses. And they wonder why they can't pay their staff. Well the advance registration, the deposit on the course, that line is out. So we'll just put it back the way it was originally, and let her roll.

long as you get delivery and income. And if you've got delivery and you've got income, your org income will rise. And there will be enough money there for the HAS to hire and afford the luxury of being able to actually groove somebody in on the project, not whiff it across, underneath their nose, get a small boy who can't read, and say, "That is your project." So you would building a solid org. 'Cause these project will build a solid department.

Now department eight is subject to great misinterpretation. And it's pleased creditors. They're a product. Now of course you could please them by over paying them, but that isn't expected. And as a matter of fact, they wouldn't be pleased if they were over paid, because it wrecks their bookkeeping system. But occasionally some printing firm will make a nice try, and after that be very withholdy. They will send you three bills, and then send you the summary bill of the three bills, and then take payments for all four bills. And after that you find them very hard to live with, so they're unpleased, because they've now got a withhold. But pleased creditors.

So, as soon as he's made some progress on these project, you will start issuing the rest of the projects as I have discussed. And as I've told you before, your sequence and so on will be noted down as to what projects or teams he's busy grooving in and training up. You understand? He'll probably still have some people there. But if you are very, very clever you won't take any of the existing org except just these two or three orgs that are very supernumerary. You won't take anybody that you're using on your product lines at all. You won't disturb the org that is sitting there, and that you've gotten into action. All of these people on projects and in departments will be all brand new, won't they? And wouldn't you be clever, wouldn't you be clever?

Department nine is adequate and well cared for materiel. The word adequate means it has to get issued, and well cared for, and so on. There is an additional function in there. They've got to be able to get together their balance sheets and so on, unless that is adjusted on the org board. But that is definitely provided for, that division three should get something out that has to do with its basic quarterly summaries, and so on.

"I wish you guys would catch up, we got the GI up to twenty-one thousand now and you haven't got any of those projects working, and so forth." If you could build a situation like that, why you would be doing great. Once more, why it's, the sequence is HCO, tech, dissem, treasury, distribution, qual and executive division.

Now department ten is adequately supplied courses, rapid, efficiently scheduled, routed and handled students and pcs. And that is of course tech services. And we have learned recently that for some reason or other this department will, with a completely straight face, try to get its quota by having forty-five percent of its auditors idle, and making fifty-five percent of its auditors work double their normal auditing hours. This product can really be goofy. So, when it comes to bonus systems and so on, that department actually loses bonuses for all idle, non-quota auditors. It can lost its bonus and its pay, the way it's set up right now, 'cause they will leave people unscheduled, they will leave people un-called in. And there is where your well done auditing hours goes to pieces. You will find that something peculiar is being done with scheduling.

Alright. Now the HAS can get this done by hiring and appointing and hatting them, and so the HAS is busy building the establishment while the product and org officer continue to get the income up, any way they can. Income and delivery. You've got to achieve the products of students, pcs, and the valuable final product of money, whether you have those projects in or not. And you'll find those projects will just move right in, and start doing the same thing, so it's actually a reinforced action. So until all of the products, projects are in in the org, you are in a state of cope. And both the product officer and org officer is in a state of cope.

Now one of the ways, you say, "Well the D of P draws up all these schedules for pcs, and those are all traditional, so what could that have to do with tech services?" No, the way tech services does it, it's tech services gets the list. And then as the auditors come in, tech services stands aside while they argue about which pcs to take when. And that can make such a balled up mess as you wouldn't believe it. One of our high stat auditors by the way just takes the pcs, just in rotation as they're handed to him. And the others shift the pcs, and change their positions, and change the appointments, and adjust the schedule and so on. And in the process of doing so they don't necessarily lose hours, but they lose their whole day. And then you ask them, "Well why don't you ever study?" or something. There's a lot of abuses can come into this particular tech service department, and most of your trouble in trying to get out delivery and so on, you will have with tech services.

Now if you see this, due to habit pattern and so forth, that the org officer is the HES, who occupies the HES's desk, and handles the traffic of the HCS, and passes dispatches over to the OES, who sits at his desk and then handles that, and if those posts you feel have to be covered, and it's absolutely vital during your cope period that they be covered because people keep coming in and saying, "Where's the HES," 'cause it's an old line or something, well put somebody there. Just put somebody there. You know, say, "Well your desk, there we are." And so on, he's got a desk. "Handle the dispatches. And keep a list of who's writing them all." But don't you get sucked into that line. No sir.

And tech services, they will invent lines to try to get tech services in. The basic lines of tech services are in policy already, and tech services actually worked the most smoothly, and so on, along about '65, some time like that. And you find out an org which you have right now, they've probably got some invented tech service line that knocks out your production.

An org officer should actually carry a pedometer. Now a pedometer is an instrument which is hung on a belt, and it is used to people in the field of engineering, walking, hiking and the army, to find out how far one has walked. And it has a little weight in it, and every time that you make a step, why this little thing goes click, see. So it measures the steps. Actually, to perfectly adjust a pedometer, you have to go out and measure off a hundred feet, and then find out how many paces you have in that hundred feet, and it has a little dial in the back of it, and it is set that many inches. And you set, your pace then is let us say twenty-seven inches, or the old Roman pace of thirty inches, or if you're out of that habit maybe even thirty-two inches. And the truth of the matter is, that both the OES, product officer, and HCOES, org officer, should have a stat based exactly on that pedometer. All joking aside, the job is done with mileage. The job is done with mileage.

The worst case what I have ever seen was, an org had thirty-five auditors. And some of them audited two and a half hours a week. You mean full pay, full time auditors, and some of them audited two and a half hours a week? Why? How? Well the why in this case was the registrar was doing all of the tech services functions, and the D of P's functions. The registrar was scheduling the pc, with this simple additive: "When do you want your sessions?" And then this would be sent over to tech services and the D of P as, "This person demands his sessions on...", and all we changed was remove the question. And we told the pc to be there Monday. That was that. And thirty-five auditors instantly started to audit their full quota of the day, and the income went up right up through the roof, and my god, you never saw so much money in your life. They were going mad in the; they were running out of invoices and everything else. It was terrible problems over in department seven. They couldn't keep enough invoices in the place. Machines kept breaking down from over use, and you know, cash drawers kept breaking, bottoms fell out of them. That's the kind of problems I can have. But the simple switch in this particular case was removing one question from the registrar's repertoire. Interesting, isn't it?

Now I am in a somewhat favored position. I have actually four splendidly trained and very accurate messengers. And I should hang pedometers on those, and I would probably get a part of my mileage stat. But they, they really, they really run up the mileage, they really run up the mileage.

This probably would bring up the question, when does the product officer cease and the org officer begin? They begin on the subject of line. Whenever a product officer finds himself in the field of line, lines, or adjusting a line, why he has got hold of something that belongs to the org officer. And he should turn it over. He can handle it if he wants, but he won't get anyplace trying to do the org officer's job.

Now what are they doing? They're looking into a situation, getting questions answered, trying to find the bug in the situation, giving me the answers to the situation, and we eventually will evolve this thing and get the thing straightened out one way or the other. Now that is a substitute for the same thing. But there is no real substitute for it, and if you were running it hard as a product officer; you see I've already done some time here as a product officer. Otherwise I, and I've done a tremendous amount of time as an org officer. And my org mileage as an org officer is very, very high, because one of the duties of the org officer is, for instance, this is just an incidental duty, one that you sandwich in between every other duty, is to see every person in the org every day, from two points of view. Is he busy in wearing his hat? And on a personal point of view, is he doing alright? Because you get an org running like this, I shudder at what might be going on in one of our orgs right now, because it is on an escalating affluence trend, and I know those poor kids have got their tongues hanging out. They must be just running like salt mills themselves. And if somebody isn't taking care of them, and somebody isn't paying attention to what their life is like, why the next thing you know, you'll break them down on such a system as this. And that is the only real liability of a system.

Alright, so department eleven is a valuable final product of the org, and a valuable final product it is. Effectively trained people who can skillfully apply what they have learned, and will apply it. Do you notice it doesn't say certificates? An auditor who cannot audit is a liability. He's not a valuable final product. And we've got too many of them being taught right this minute, and boy, we have to put them over the jumps when we get them here. Boy, do we put them over the jumps. And what do you know? It takes two-way comm, and actual case supervision, and no evaluation from the bulletins, and just like it says in teaching a course. And the way to get a valuable final product there is get the course taught, the way it's supposed to be taught. And that's all you have to do. Difficult, isn't it?

The fact of the case is, a person moves up in terms of velocity. And they might not move their personal life up in terms of velocity, and they certainly don't move up their care in terms of velocity. And so it tends to drop out of phase a little bit. And there in the first few days or weeks of something like this, why you can expect one or two or three guys to drop out of the line up with epezudicks or something of the sort. And you wonder what's wrong, well don't be too mystified. It is simply that they are not getting the adequate personal care that they should get in proportion to the amount of attention which they are exerting. So this is an important point.

It actually isn't difficult at all. I don't know how anybody makes a lousy auditor. I think it's almost, almost impossible to make a lousy auditor. So, any time you turn loose an auditor who can't audit, why you've cut down your field, and you've cut this down and you've done that. So that's not only a valuable final product, that's a product that can recoil.

Auditors are peculiarly like this. Auditors are like race horses. They actually, there's hardly anybody ever stands around and rubs down an auditor, but they ought to. They ought to. They ought to stand around and rub them down, and pat them on the shoulder, and feed 'em oats, because the truth of the matter is, the truth of the matter is, they only really fade out of your line up because they have not been given themselves adequate care and attention from an organization point of view. And I remember the old London org, a phrase was given to me one time by the HCO sec London, and I said, I came back, I was gone for a while. And I came back to the org and I said, "And how are the auditors getting along? And have they gotten the consultation rooms which were ordered?" And so on. And says, "No." And I said, "Well what, what kind of shape are they in? What kind of treatment do they get around here?" if I remember the conversation rightly. He says, "Treatment? They're treated like chaff!" I noticed they didn't have many auditors on staff either.

Now it's been true of department twelve, HGC. The valuable final product of the org. But its product; now hear this product; is the wins of preclears and pre OTs. Its product is wins. It actually is trying to move itself up to the persistent F/N. It is not trying to, as far as the public is concerned, and as far as basic tech is concerned, it is not trying to reform people. It isn't trying to do all the multitudinous other things that you think it could do. But as far as the HGC is concerned, it is simply wins, quantity of. And they are expressed actually by the width of an F/N, so they're even on a meter. Somebody who ends the session with a quarter of an inch F/N, well done auditing session, it might have F/Ned if the examiner had examined the pc on a meter. I'm sorry. I'm sorry, actually my ribaldry sometimes is prodded into existence and so on. I've had too much to do with straightening out lines, and so forth. And recently we've been straightening out some lines. And you're getting some real production. But the production which you're getting is absolutely fantastical. And the amount of persistent F/N and that sort of thing, which is turning up on these lines, is practically unheard of.

Actually there was a period there when we very, very fancily fixed up a whole bunch of consultation rooms for auditors, and they each one had his own private consultation room. And actually there was probably two sides to the desk, or something of that sort. They were their auditing rooms. And I think that we doubled those auditing rooms, so that there was two auditors to an auditing room. But they had their certificates on the wall, and a nice, soft carpet, and a good looking desk, and they had their own personal effects around, and so forth. And things went very well. But this is just personal care.

Now the exactness and the stress and duress which it takes to achieve this, and the exactness of the auditing and so forth, comes from the; it's only doable if you have of course a trained auditor in the first place. Now when we haven't got a trained auditor and we have to retrain the auditor, and we have to retread him, and we have to recram him, and we have to do this with him, and we have to do that with him, and so forth before we can put him on to auditing, then that shows there was something wrong with the instruction in the first place, and it just wasn't done according to the text book, that was all.

So that you've got, your basic actions here as a product officer is, you shouldn't have to think of this. There's a reverse for you. Your org officer should be so good that the org officer takes care of all that. Now I can tell you an actual instance where a whole division was totally mystified as to why I was making a fuss, and why my messengers were in a blur, going back and forth and back and forth, and around and around and around. And why a PR was showing up. And it was a very interesting thing. The PR survey, which I had conducted in that particular area, was marvelous. There wasn't one single person in that immediate area who was aware of the fact that the key post of the area was empty that morning. No traffic could have flowed. So an action had to be taken, and it had to be taken now! Because that post was about to be empty.

But it's wins, wins. Every once in a while I get something from a C/S. "Actually this person has not done the three last processes of this particular grade, and the F/N won't stop so that we can do them." Now this is why this is couched, in terms of wins. Now how many wins can you get? You give quicky lower grades, all in twenty minutes, and you've got one win. Whereas there are, in actual fact, about thirty or forty wins that can be gotten in that area. So how do you milk this for wins?

I had received the information to this effect, and I had taken the actions necessary. And the actions had been looked upon as an arbitrary action. And the PR survey disclosed later that the misunderstood that lay all through the area is nobody spotted what the actual basic situation was. It was an actual human emotion situation, because people got very upset about this. They went through this, that the lines kept going, but nobody had noticed. Now a product officer should not have to think of that. This sort of thing should be taken care of.

This will kill you. I had a case that was all mucked up, the other day, and so on. Case came in here from some place. God awful. Been audited upside down and backwards, and so forth. And I took a look at this case, and I audited him on a disused power process. I got a win. It's a power process that patches up auditing but isn't generally used because nobody ever gets into that far, or into that much trouble on power. So I just said, "Well it's doing no good in that package, let's pull it out of that package." Run it on this pc... So how can you coax a win out of a situation?

Now a typical product officer action is, "You've just been told by the D of P that he can only have eight pcs a week. Oh, is that so? Well isn't that interesting. Immediately let's cut these lines up because I want you to get about twenty. Right away now, twenty, twenty, twenty. And hereinafter you must never take any orders of any kind whatsoever from tech as to the amount of traffic and volume that they can handle." It's in a policy, I think you've probably read it.

This case was hopeless. It would have been a hundred and seventy-nine hours of life repairs, been self auditing for the last eighteen years. Gone all the way to OT 6 without having read any of the materials, except to sort of glance at them, shudder, clinch, get away from them, quickly attest, nicely restimulated. Now how do you get a win out of that? How can you shake it down for wins?

Do you know that an arrangement will normally occur between tech and the registrar? And do you know that a registrar at the drop of a hat will also start to schedule people for tech? Well, this is very wonderful when you look this over, because what you've got there is not a determined effort to reduce the production, but you've all of a sudden had an arbitrary ceiling put on the amount of income and the amount of delivery which you can do. Whereas the actual function which should be performed is, the D of P ought to be on that telephone, and that D of P ought to have an awful thick notebook of all the possible auditors within the three hundred mile range around there who can be called in, and brought in on the job. Part time, full time, any old time. That's a proper function of a D of P.

Well you can give a case a win by straightening them out, and when it is straightened out recognize that you have straightened it out, and the case has a win. Now of course you've got the whole parade all the way from Dianetics to OT 6 all wide open, to get wins on. The way the case is handled. How many wins can you get in this case? Not how quick can we finish the case, because that's a completion. You offer completions, you can say completions on a stat, but the way the examiner is rigged up now, he'll register it as a win. You got it?

Now therefore, the product officer will be driving this thing on up. And one of the things which the org officer will have to do is to keep it cooled off. And that is one of the reasons why you will also have to have a PR sooner or later.

So from the product officer's point of view it's how many wins it that HGC getting per capita. And if he can just keep that flying, why the enthusiasm will go out in all directions.

You can get into the most remarkable puzzles as to why this, that or the other thing won't function. And the basics of them are a lack of understanding of what the situation was, and the unworn hat. And if you take those two things as the two things which get in your road as a product officer, you've got it made. So therefore, you should tell the staff when you arrive back, what is going to happen. And you shouldn't leave them in any mystery concerning what is going to happen. They will agree with this, I am very, very sure, without any difficulty at all. But your final action on the thing is of course the production and the income. And if you can raise that income and you can get that delivery going, any old way that you possibly can manage it, if you can get that going, why then you will have enough wherewithal to build an establishment.

Now, department thirteen, and there's, it got shaken up when we put in a thing called a hat college, and it sort of tried to drop out of existence, and a bunch of things like this. And various things happened along in this line, and when you don't understand what's happening it's a good thing to just hold onto what you've got. That's a good maxim. And department thirteen, department of personal enhancement is effective and well trained org staff members. Well that's fine, but they would have to program them, and so on.

I want to point out to you that cobblers who become vast shoe companies started working on an old tire or a slab of leather, and thonged it in a couple of places, and they probably sat out in the open or in a shed in their back yard, and they didn't have any establishment. In this particular case, the egg always comes first. And you can eventually get yourself a chicken there, but it costs money in this case to put a chicken there. And you have to make the money to put the chicken there. Let me point that out to you. If you sit back and wait for this machine; now let's go at it the other end too. Let's just, you go home and organize everything. Along about six months from now you will start to see some production. The mean time you will be getting telexes Flag saying..., and you will be saying, "But I'm trying." And that's because you're trying to get the chicken before the egg.

Now to some degree this is probably susceptible to a modification if the hat college has this. But it isn't likely that the hat college would have this. These people would have to be programmed and handled and qualled, and so forth, in order to make them that. And the STO functions have not been dropped out of the org. So that is just a fancy way of saying STO.

We have now got two actual case histories of trying to get the chicken before the egg, and both of them are horrible flops. So we're not now talking out of no data. We already know that the mistake you can make is go back and organize everything. The right way to go back is say, "Get busy, we're going to deliver now. Now the show is going to go on the road, and so forth. And you guys have been doing great, and we're going to extend everything you've been doing and back you up, and you will find it'll all work out in the long run." Because that is the truth.

Alright, department fourteen is more efficiently produced org valuable final products. So you've got a built-in, an establishment correction machine. There is a built-in product three, org series ten. And that doesn't relieve the product officer or the org officer of any of his responsibility, and it probably however will cut quite a few miles off their pedometers.

Alright, so much for the product officer. Now let's take up the org officer's actions here. And his mission orders consist of roughly the following. Listen to the FEBC tapes brought back by the executive director, then star rate on them with him. It's a very, very lucky executive director who has an FEBC org officer. Get yourself hatted as org officer immediately, cope like mad to get the organization needed by the executive director/product officer in getting the two special projects done, designed to drive in lots of business. Along with that will be preserve the organization and production which is already there. Together with the executive director/product officer, build the income and delivery of the org up. It doesn't say a blasted thing about building up the establishment. I don't care how you build up the establishment, I don't care what house of cards you've got. One card over here on the edge, and another one standing up cross wise to it, and so forth. And you say, "God, at any moment that's going to give way." Well, it hasn't yet. Be optimistic.

Now department fifteen is corrected org products, and its earned certificates and awards. Now actually, these don't necessarily verify or coordinate with the stats. We have a stat action, and this is where this comes up. We have a stat, a series of stats, which scatter down through, somehow or another give you the volume of production, the quality of production, and the viability of an org. And that OIC set of stats, when you're used to reading them, will give you all three of those answers. Whereas, if you just took all of these products and they became the only stats you had in the org, you might or might not wind up with it.

Now, you've got income coming up, and delivery occurring. And at that time, why an HAS is appointed, and you give him the HCO FEBC projects, the org officer does. And as soon as the HAS has made some progress on these, hand him the rest of the projects for the other divisions. And you give him the implementing sequence which I've already given you, and ensure the HAS builds up the establishment of the org by hiring appointed personnel, and hatting them, using the FEBC package. Continue to back up the executive director/product officer in any way you can to get the income up, while making sure the HAS is busy building the establishment. So actually there are some teams that can be driven with one hand, but the org officer is driving two teams. It's quite a stunt. And he can easily get these things crossed, where he just goes in, "Oh it would be so much easier if I didn't have to instant hat every time I walk in those two or three new auditors, to show them where to take their pcs. If we could just get HCO straightened out so it would take over that..." Wrong answer. The org officer goes right on instant hatting, and gets mini hatting when he can, and clears up the misunderstoods in passing. That's one separate action.

Now success stories and the gross income divided by the number of staff members, are the traditional earlier stats of qual, and since we dropped those stats, why qual has not been as well off as it has been in the past. So that again, this is measuring something up by wins. You can expect some minor change in this area, is the only thing I'm alerting you to. But when you have the minor change, why you will have it. And right now you have the fact that the product is the corrected org products. In other words, the product of the org corrected, and that would be too successes, and its earned certificates and awards. They of course are very valuable to the people to whom they are issued, particularly if they are earned. And if they are very, very well earned they are very valuable to people. And it's quite a valuable final product to the individual.

Now on the other hand, with his left hand he's got an HAS who today tried to transfer three auditors to become HCO members, 'cause they were experienced class VIIIs. And on the other hand, is not insisting on any security amongst people he is hiring, and you look up and find out that the hair, quantity of, which is moving into the area of HCO is obscuring the desks. And other things of this character. So it's not necessarily a smooth thing to try to run an HAS who has his own troubles. But nevertheless, that is what the org officer's doing. He's driving a mad elephant with his right hand, and a full twelve horse chariot team with his left.

Department sixteen is effective PR and advertising actions that attract members of the public to become Scientologists. So now we've gone external. Now if you want to understand the distribution division, the distribution division is external into the public. External. And the dissem division of course is internal. But you've noticed that there has been a shift of emphasis here, given by these products. We have effective PR and advertising actions that attract members of the public to become Scientologists. Fine. That's your outside advertising. When they dropped advertisements in books in England, there was trouble. They didn't have the flow they had before. It was simply an advertising campaign. You drop advertising campaigns of all sorts and descriptions, and of course your consumption drops, naturally. So this is actually where you're counting on your consumption of new zones. New consumptions.

And the above utilizes what you've got, and has an org officer, and puts you into a financial betterment which permits the organizational steps, and this way there will be no trouble at all in implementing these FEBC projects. And those are the org officer's orders.

Now you've already got old consumptions, and things to consume oldly, back in the second division. That's dissem division. So your new consumptions, and new frontiers, all come from that area.

Now the HAS will probably look at these, turn them over on the other side, look at them and read them on that side, and say, "Well well. These guys have got it pretty easy. They were all trained, at least one of them was. And what is this thing here that says major target?" Nevertheless, you've got to take it from there.

Department seventeen, hold your hat. Department seventeen, this gives you an entirely different think in the standpoint of public divisions. Department seventeen is hatted Scientologists. And some PESs will look at that, and some public division people will look at that, and they will say, "Certainly changes things." And you will expect the VGIs, well they'll probably come in two or three days later. They suddenly get it figured out, and they're away.

Now a wrong way to do this, a wrong way to do this would be to spend a year and a half training the HAS so that he could put an HAS there. And another wrong way to do it would be to expect that he instantaneously had a total grip on the basic staff hat, without ever having read it. Knows nothing about hatting people, knows nothing about target policies or anything else. So therefore there has to be a bit of a check sheet that this appointed HAS has to go through, in order to accomplish what he is supposed to be doing. And that would be of a vast assistance to him, one that would save you a great deal of time.

Department eighteen is active field Scientologists. Now of course that then is furnishing these people with sold books, distributed materials to; actually if you look over these people very carefully, you will find out that a Scientologist in his personal' ' contact does the majority of your selling for you. There was an old campaign, sell a book and make a friend. The bulk of your distribution of Scientology materials, and so on, could easily be done from that particular sector, providing these people are given assistance to do so. So you've got actually the book store sales over there become very active and tremendously swelled up if you've got department eighteen functioning out there, selling. And if there's groups out there of them, and things of that character, and that's what it takes to make an org expand. You've got to open up new consumption areas. The people that'll open these up are hatted Scientologists, department seventeen, who turn into active field Scientologists in eighteen. Right?

So your production and your org actions of course are instant and immediate. But you can afford a little bit of time, not very much, but you can afford a little bit of time to get your HAS hatted. And his orders are listen to the FEBC tapes on org/product officer system brought back from Flag by the executive director. Get star rated on them by the org officer. Fully accept the HCO/FEBC projects given to you by the org officer, start implementing these per department with teams. And he's going to say, "Where do I get these teams?" And the org officer says, "Now there is certainly some data here on recruiting and hiring personnel." And the next action here is get very busy hiring and appointing personnel, and hatting them to man up the establishment of the org, using the FEBC projects.

Now department nineteen is a viable org. And of course the valuable final products of the active field Scientologist, have bought books, disseminated knowledge, environmental control on a cleared planet. So that's how you do that. So they're hatted in eighteen, they become active field Scientologists; now nobody's talking about a field staff member. Active field Scientologist, they could also be one of those. And an active field Scientologist, if he has the valuable final products of bought books, disseminated knowledge, he will then get environmental control, and he'll get a cleared planet. And that's how the job is going out.

Now at the same time, if you count on HCO to perform the functions of HCO, while it is trying madly to get an HCO there that can perform the functions of HCO, you're asking the HAS to do the org officer's job. And we've now made that mistake two or three times, and we needn't keep making the mistake. There is nothing whatsoever wrong with the org officer calling Los Angeles and saying, "The crew of the Bolivar will report." Do you follow? I mean there's no place in these orders is the action of the org officer in getting some people to get the production out or anything else, or in getting them hatted. Nowhere does it say that these are done through HCO. They don't necessarily, an org officer doesn't have to go near HCO from one day's end to the next, except to get the HAS on the ball.

Now the department twenty is of course the office of the controller, which is really the Guardian's Office with all Guardian's bureaus in it, and is usually manned in an org by an AG, and will often have an AG finance. This has the valuable final product of acceptances of Scientology. It's acceptances, and you will find out that translates several ways from the middle. It translates in numerous directions. It would consist of combatting an enemy propaganda action, it would consist of getting in good press, it would consist of quite a few things. But the end of all of that is a product, and its acceptance, so you could actually measure up numerically, acceptances. And that too governs, to a marked degree, the viability of the org at large, so of course it adds into all of the other products.

Now eventually it will start to work, but remember you haven't got a machine yet. There's no machine to run yet. So the org officer will have to do those actions necessary to put enough establishment there, only he's not building an establishment. He's building a Jerry rig house of cards. He's wise if he tries to build it on the org board pattern, and he's wise, he's very wise if he tries to get the lines in on policy, and he's very wise if he does this, that or the other thing with regard to the OEC and so forth, he's very wise, but he's not ordered to do so. He isn't. It is no part of his lines sitting comfortably at his desk, to pick up the intercom through the org and say, "Give me personnel." He would be all too often surprised to have no answer at the other end of the line. It would be up to him to eventually put a personnel there. But how would he do that? By putting an HAS there. Elementary.

Now if that office is basically external, and while it's busy trying to straighten out the groof-floof of having hired sweet Betsey from Pike, who turned out to be, and is trying to handle that, if they're out there in the society faced outwards, and handling things on a long run and an external reach, then you'll get acceptances. So actually it detracts from their product to handle internally, orgs. And one of the things that's happening right now is the Guardian's Office has had to take over several orgs and several sectors, to make up for the slack of FEBC students out. And it is one of your duties to get the place running, so the Guardian's Office doesn't have to be walking up and down with a Sherlock Holmes cap, through the corridors of the org. Get 'em extroverted. Don't give them trouble, and don't get them distractions. Give them reassurances, "We'll take care of the org here." And of course, as we have already given you here, the 'teen was of course a viable org.

So, the establishment will occur. But an establishment rises proportional to the wherewithal necessary to resolve the case. So nearly all org officers make the slight mistake of putting a dependency on HCO.

Now the office of, the org board you're working on here, has the offices of the executive director, the product officer and the org officer, and the executive director, who is really the product officer's PR, and the executive director or the product officer's messenger, has several; the valuable final products are of course the product officer, of products one; the executive director has products one, two, three and four, org series ten. He is basically, when you get it out into a triangular system, the planning officer. And he is the fellow that the product officer and the organizing officer meet with, in order to plan up what they're going to do. And then the basic team action which occurs, occurs after a planning action of this particular character.

Now the mistake that can be made by the product officer is to not inform the org officer what he's up to. The product officer's got to keep a running action. And those, he doesn't even have to brief the org officer, if he just hands him the notebook every once in a while, that the notebook will communicate. But ordinarily, after he's gotten something straightened out, he writes up what he did, so there's some kind of a record of this thing, otherwise this gets very confusing.

Where you have the product officer, who is also the executive director, he is also the planning officer. He's double hatted, and you shouldn't lose sight of the fact that he is double hatted. And the product officer of course has products two and four, which is the correction of the product of the establishment, and of course the product of the establishment. And the org officer has products one and three, and that is the establishment and the correction of the establishment.

So, it also works in the case of an org officer. An org officer who makes no record of anything he's doing, when it is totally in contradiction to what HCO is trying to do in the same sector, your going to get a very interesting ridge. But that ridge is broken down to the degree that the org officer merely keeps HCO informed as to what actions have been taken, which might possibly impinge upon HCOs basic establishment action.

Actually, product one is delegated, but is really just delegated, to the HAS. But then so is everything else delegated from these. And you've got the full, broad span of it.

And then the other mistake that can occur, is HAS gets confused and thinks the org officer is the HCOES, who is his senior, who really is the ethics officer of the org, or is part of, and so on. So you want to get that mighty clear, because an HAS who confuses what the org officer is, and thinks of the org officer as his senior on whom he depends utterly for his orders, no, no. No, the org officer isn't his senior, it's org officer is his nightmare. I mean...

Now a finance office will sooner or later come into establishment in department twenty-one, and it will have as its product, reserves. But the facts of the case are that the org itself accumulates reserves out of its own allocated funds, and the cash/bills ratio is reported, just in case the point ever comes up, is what the org has, not what might be into the management reserve accounts. There's been some confusion on that recently.

There is seniority there, the org officer definitely is senior to the HAS, but is not in the relationship of senior that you would ordinarily expect. A senior would be responsible for the area and zone. The HAS is responsible for the establishment, and not the org officer. The org officer is responsible for the production. The org officer is responsible for enough product, usually product three, to get the production officer supported so he can get products out. And there's where he lives. And if he has an HAS that's going to come around every morning and say, "What are your orders, sire?" and doesn't just get on with it, why he's going to be in trouble. Do you get how these things figure out?

So therefore, you have a list of those products. And it is germane to this particular talk I'm giving you what products you are going for. Now the product officer of course has all of those products, and the org officer puts the organization there to attain the products. And as far as the establishment itself is concerned, that is put there by delegation by the HAS. The FEBC projects and so forth, if teams are put together to run those, you will find out that they very smoothly move into the org board as being the actual department and its function.

Now they do disturb traditional relationships in an org. And they disturb those relationships so badly that a staff that is grooved in in some other way is liable to be a bit confused. And as I told you earlier, if they feel better having an HES and having an OES and a PES and so forth, why that's fine. But certainly they've got to have a distribution sec and so on. And if they feel better that way and it looks better that way, if they've got to have something like that you can always put somebody on there. It doesn't matter, it's just three more names on an org board.

What do you do when an FEBC project is completed? What do you do when an FEBC project is completed? Well, you start in at the major target, and do it all again. And this time you do it bigger and better. And you can always do a project more perfectly and more voluminously than you did it last time, and from time to time you will probably have amendations on these projects, based on your own experience with these projects, and they will be released as an R after the ED number. And you'll notice each one of these projects is numbered, and so they can be referred to in telex, they can be referred to in correction, and they can be reported on in MOs.

But you'll find yourself immediately into some kind of an interesting situation. You'll find yourself in an interesting situation. You're trying to go through an EC committee authority, and you're trying to do things in an orderly fashion, and production is always done in a disorderly fashion. Order is the exception. And that is why you have a whole officer, the HAS, devoted to bringing order, in terms of putting an org there which can run in an orderly fashion.

Now the facts of the case are that when a person is on MOs, a person is supposed to report. Now what is your relationship to a CLO? I can give you that very, very briefly. A CLO is there to collect data for Flag, and to get Flag projects executed, and to handle immediate emergencies which are necessary to be handled. The CLO is not there to send out work parties, it is not there to hold hands, and it's not necessarily there to shoot people. It is there to give a hand, to give advice, to relay data, and for that reason in department twenty-one you have another post, which is liaison officer. He's the bureau liaison officer.

So, that is as far as your orders go. Putting an HCO there is a, quite a job. It is a sufficiently hard job that there were one and one half HCO personnel in England one year ago. One and one half HCO personnel in the whole of England. Isn't that interesting? Must be very hard to put an HCO there. We had them counted. I often wanted to see that half HCO personnel. That was a year or so ago, and it was a period when the org started to sag a bit.

Now all of your communication to the bureau should go through a bureau liaison officer. And all the communication from a bureau should go to the bureau liaison officer. And any communication from an EC, any communication of any kind whatsoever from an EC has to be cleared through a bureau, and is part of a bureau's functioning. And it is done in coordination with, and under the supervision of a production aid or assistant production aid.

So what does it take to put an org there? Money. It takes income, loot. That's what it takes. And how do you make loot? You deliver, and you get people to come in and take advantage of the delivery which you are accomplishing. And you develop the consumption. And that is how it works.

The exception to this is the Guardian Office communication lines, which travel directly of course to the Assistant Guardian of an org, and travel back. And those lines, although they will go through the communication lines of a bureau, do not necessarily clear through any other terminal in the bureau. They are there for relay. They would go there, they would go to external comm actually, and external comm bureau would forward them straight on, either to ECWW, or otherwise, or an Assistant Guardian can actually communicate directly to Guardian WW, or communicate directly to Flag.

Now you are immediately going to collide with the proportional pay system which is being abolished. Now as soon as we can get this backed up and straightened out, a new financial situation is being arranged for Scientology organizations, as well as Sea Org orgs. It's more or less running this way in Sea Org orgs now. The exact form that it takes is probably still open to some adjudication. There are some people who have a say in this line. People run these finance networks, and they have their own ways of doing things. And you can't be too dictatorial and mandatory about the whole thing for the excellent reason that they also have a working arrangement.

And in addition to that, another set of communication lines exist in the vicinity of the finance office. And the finance office goes directly from Flag to the finance office.

So the exact actions are based on this formula however, that the org has an allocation, which is a minimum allocation. It's bread crust survival. It covers the rents and the lights, and it might cover a little staff pay, pocket change. And they make all of their money on production bonuses. And it's the degree of production which was brought about by the org which determines their allocation. And going in on an FBO system, and it runs simply like this. Financial planning is done on the basis of necessities, and along with that is the state of production for that existing period, and that is passed through to the division three and so on, and it's an ad council action. And division three has a checklist of the necessities of an org, and they check this off and they see that if it's within rights then they do what financial adjustment or financial planning is done in the field of financial planning. This is then forwarded to a finance banking officer, as a submission for allocation. The Flag finance banking officer; you notice the title has been slightly shifted; then makes an allocation. All of the income of the org is picked up and banked by the finance banking officer in probably two separate accounts. They are management accounts. That money which is allocated is then given over to the normal banking system which an org follows.

There are three hats which exist then in the department twenty-one, and those are your basic communication hats. It's the LRH; they're the basic, through this terminal communication hat, except as I have just given you on the Guardian's Office. And this department twenty-one, you have the LRH comm. Now basically that is my communication line, and I hope after this is all set up to actually have a communication line into the org, because now that LRH comm is so double hatted, and so otherwise out of department that it's sometimes difficult to get a communication into the org, and get a communication back from the org. So there are three basic hats there, just speaking organizationally. That's the LRH comm, who is the department head, and then there is the liaison, bureau liaison officer who is the basic communication terminal, through which the bureau communicates to the org. And then there is the finance banking officer who is part of the finance network. These three things, it would be such stress that I certainly wouldn't advise it, but it actually could be a triple hatted post in a small org, to begin with. And one of the first things that he would probably get rid of there would be the finance banking officer hat, in one awful hurry, because of course this is your final terminal for FP, forwarded there from the division three. And he'd have to handle all of that.

The adjudication as to the rightness, wrongness and otherwise of this is done quite fairly. That adjudicatory function, when all becomes too horrible and so on, is given to the Guardian's Office, so that if this situation goes completely out of gear, or injustices are occurring, or something like that, there is a local submission that can be made so that the Guardian's Office can adjust it. Guardian's Office has an excellent record on cash/bills.

But nevertheless, those posts you will find, it would be very good to man them. And when you can get up big enough so that all three posts can be manned, this is the thing to do. So therefore, the mission communication goes out of the org actually through the bureau liaison officer, to the management aide of the bureau, to Flag. And that is the communication line for mission orders. So if you're a product officer, an executive director or an org officer, or an HAS who is on mission orders, and has occasion to report on those mission orders, then the communication line is actually via, the triple hat can exist, LRH comm, bureau liaison officer, finance banking officer. You will find out that life will become much more bearable when he is just a bureau liaison officer. And that is the proper hat for that order to report it through. That order goes to the management aide, and you would have to direct it. It says, "Management Aide," and that's the nearest CLO. And then that will wind up here on Flag, because they report. Their data bureau has a valuable final product of collecting data for Flag.

Now, the management debts of the org, or the management part of the org, or management costs in managing the org normally come out of the management accounts, so that the org does not have to be too worried about that. In that fashion, a reserve is built up, and expansional actions can occur in the org without the income being consumed in day to day running operations. And that way you will get an establishment. Otherwise, I can't conceive of any way you will get one.

This does not pretend to lay out for you the valuable final products of bureaus. But the valuable final products of Flag consist of things like workable projects, that increase the volume and quality and viability of an org.

So, if the production is there, the allocation of course is quite good. And if production isn't there, it is barest survival. And in that way why we have already got successful actions in this. There's a lot of background in how this is done, but it has never been laid down as an exact formula on how it is done. And you could expect that formula from time to time to be shifted. But the formula is simply that there is a basic allocation to the org. And that basic allocation keeps it from getting into the sherrif's hands. And that's about all. And the org, to make any income and pay and do other things of that character, and pay its payrolls and so forth, that org would then have to have certain production. And these are called production bonuses. But they aren't bonuses to the individual, they're bonuses to the org.

The final product of a bureau liaison office would be a project successfully completed, which increased the volume and the quality and the viability of the org.

Now that would influence financial planning, and might very well act in this fashion. The product of such and such a division was practically nil, therefore the requests for FP and so forth by that division and so forth, would get a rather jaundiced eye from the treasury sec. And it would certainly get a jaundiced eye from the finance officer. Fifteen staff members producing nothing. So it doesn't get a bonus, so that division would stay on a starvation level until it got a production. And in that way, then you don't have your throat cut as a product officer of having all kinds of consumption of the valuable final product at the org in such a way that you cannot build an establishment, 'cause you'd find yourself just stalled on a plane, unless such a system were introduced.

So actually a bureau, if you want to know what they're really supposed to do, a bureau sits there with the collected data sent to Flag as their valuable product, as from Flag's point of view, and from their own point of view, even though it goes through their own data bureau, and even though it is for and used by their people in order to know what is going on, which certainly has to be done. They're just solving this in LA, and it's in a terrible scramble, or it was, and now it's been more or less smoothed out. And that data coming through and sent to Flag is a valuable product.

The proportional pay system has served its purpose. As long as I was managing orgs fairly directly people actually received more money than they ordinarily would have received, on the proportional pay system. That has not been the case for some time. And the proportional pay system was to maintain an org so that it did not become insolvent. And we have maintained these orgs, now we're ready to boom them, and so on. So the proportional pay system, people are thanked for having been on that system, as horrible as that system occasionally worked out to be. But they have actually served their purpose. They have kept the beach head.

Now, on the reverse way, it's completed projects. It's not actually written, developed or anything else projects, it's completed projects. And those you would find normally that have the priority of Flag projects completed. So a bureau of CLO is not likely to be showering down on you with a bunch of internally originated projects, which are in conflict with your FEBC projects.

Now of course, the valuable final products of the org are on the FEBC, on another subject here. The valuable final products of the org are on the FEBC org board at the bottom. Or should be. And I can read them off. Now there are products, and there are valuable final products. And although the valuable final products of an organization are; let me say one more thing about the finance system. The thing that you will run into in the finance system is not understanding it. And the reason people won't understand it, it's too simple. Actually you're running on a much more complicated finance system now.

But, the way an action bureau operates is something else you should know. An action bureau is the last report, or the last port of a bureau. The management aide will write and say, "How is project woof woof going?" And he won't hear, and then he won't hear, and then he doesn't hear, and then he doesn't hear. Well, a report a day keeps a mission away, because of course his action is to turn this unreported series of stuff straight over to the action bureau.

The action bureau'd be operating in a highly understandable fashion. Be operating basically on the thing of trying to find out what the bug is, find the why in the situation, find out if there is a situation, find out the why of the situation, and if they can, remedy it on the ground, or refer it and report it, so that it can be remedied. They have an observation function, which is only fair to mention.

So, this is the way the lines are being smoothed out, and that is what you could count on from the bureau. A bureau is also there, they can give you advice, they can give you help in various ways. We are very, very helpful indeed, but we have been so helpful in bureaus that the basic personnel of liaison officers has just been stripped down to practically nothing, sending out work parties, to hold people's hands, or file up their CF, or do things of that character, and it's actually a little bit out of character for the bureau to do this, so we are frowning on it. We won't necessarily stop this with a sudden, grinding halt, but we will certainly slow it down, because an org is actually not made competent by being continuously babied or helped. And we are trying to make competent orgs that can stand on their own two feet.

Now that is the extent of the FEBC package. This is what we are trying to do with the package. This is the clear intention of what we intend with the package, and we're not at this stage of the game trying to do anything else but to steer you clear of various rocks and shoals that you might run into with maybe over enthusiasm and so forth, with regard to something, and trying to go in and getting in things too fast. And doing the other action of getting them in too slow. Now you will set your own pace to the degree that you can make it go. Your own competence is what will demonstrate that. After that, it's up to you.

Thank you. Thank you. Good night.