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.

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

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.

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

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.

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

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.

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

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?

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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."

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

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.

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

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.

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

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.

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

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."

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

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.

• MONEY - is an idea backed by confidence.

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."

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.

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.

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.

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.

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?

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.

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

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.

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

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.

23.) Remember that as a PRODUCT OFFICER.

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.

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

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.

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

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.

26.) The ART formula applies to PRODUCTION.

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.

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

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

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

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.

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

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?

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

"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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

• SOLD AND DELIVERED BOOKS

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 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.

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.

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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

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...

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

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?

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

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.

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

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.

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

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

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.

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

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.

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

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.

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

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.

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

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.

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

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.

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.

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

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.

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

74.) Div 2, Dissem, is INTERNAL

Div 6, Distribution, is EXTERNAL.

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

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

77.) This is NEW ZONES of CONSUMPTION.

(Note: Advertising gradients:

• BOOKS AND DEMONSTRATION.

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

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

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

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

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

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

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

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

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

(Now the VFPs of the Active Field Scientologists are:

• BOUGHT BOOKS

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

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

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

86.) This can be several things:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

98.) A CLO is there to:

• COLLECT DATA FOR FLAG.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

THANK YOU!