Where an org is forming or where its stats are low or its performance poor or it is failing, it is URGENT that this LRH ED be put into immediate effect.
As the form of the org is the first thought and action of the HCO Exec Sec, he or she should activate this ED as it applies, promptly and positively.
Where an org has less than five staff do the following, no matter whether it is forming or performing poorly or failing.
If the org has less than three persons in it, bring it up to three persons or it isn’t an org.
The senior auditor of the three is the Org Exec Sec.
The one who can type or manage is the HCO ES. The one with the best public reach is the Public Exec Sec.
These three beings give you the first glance at the two to one admin/tech ratio. An org may have two or less admin personnel to every tech personnel (auditor or instructor). There must never be more than two admin to one tech.
No matter how many functions you see on a nine-division org board, each one of the above is responsible for all the major functions which appear in his org portion.
This org board goes down to as few as three staff members as above or as high as thousands.
In its most basic view, in such a tiny org the major duties are as follows: HCO ES — Form of org, Reception, registration, procurement letters,
Central Files, ethics, personnel, appearance of org and staff, any LRH Comm and Director of Special Affairs duties, communications, legal.
The functions that MUST be covered for the org’s basic survival are form of the org, Reception, registration and Central Files. These are the income-getting actions of her org. Anyone who ever buys anything from the org, whether via the PES such as a book or small course, is INVOICED with the person’s name and address very legible and correct on the invoice and a copy of this goes to Central Files and into a folder and into a file cabinet. To omit these actions prevents the org from having a record for the Registrar to use to contact and sign people up and the org will probably fail or go broke. This one admin action is the most neglected and the most destructive. Addresses for mailings come from CF folders and out of this Address will grow. These folders never decay unless the person dies or asks to be taken off the list. Everything relating to comm with this person and new invoices, etc., including phone notes, goes in his folder.
OES — The Org Executive Secretary — Org Exec Sec combines Accounts, Tech and Qual functions. Elementary banking and bill paying (with the Registrar and PES both able to invoice in, giving the money over to the OES with an invoice copy) is done by the OES. All auditing and major course supervision is done by the OES. The combination of duties may look all but impossible to combine but the strange part of it is, they do and I have done all three at once in a small unit. The trick is to arrange one’s time. The major functions that must be done for the org to be successful are safeguarding funds by recording and banking and paying bills, auditing pcs, teaching students and correcting those cases that fail or students that are slow. If one of those functions is omitted, especially correction (Qual), then the org will falter and fail.
PES — The Public Executive Secretary — Public Exec Sec works to get NEW people. He does not work on people who have already bought something unless they are dissatisfied or ARC broken with service and muddying up his field at which time he severely gets the HCO ES to bring them in and smooth them out and the OES or a higher org (preferably) to handle them as a tough case. If the HCO ES fails to handle or the OES has out-tech, the PES can have a very hard time of it. By low-level public courses, lectures, Sunday services, invitations and contacts and book sales, the PES gets people into the org, drives them in, in a number of ways. When they are in and getting some service the HCO ES signs them up for higher-level, higher-priced auditing and training. The PES also runs Group Processing sessions and co-audits and schedules such activities. As soon as possible he gets in a field staff member program using persons who have had service. Getting people to give their success stories is part of it.
THE PES GETS OUT A TWICE–MONTHLY NEWSLETTER TO HIS FSMs TELLING THEM WHAT IS BEING SUCCESSFUL AND WHAT IS NOT. HE COAXES MISSIONS TO SELECT TO HIS ORG AND GIV ES THEM ADVICE, PARTICULARLY BASED ON WHAT OTHER MISSIONS ARE DOING WELL. HE KEEPS HIMSELF INFORMED OF WHAT IS SUCCEEDING AND KEEPS OTHERS ADVISED OF IT AND KEEPS THE PICTURE CURRENT WITH CONTINUAL REOBSERVATION. He also sells memberships as well as books, tapes, meters, insignia. Methods of getting new names and getting people into the org vary. One follows the formula of pushing what was successful and dropping what wasn’t. However, all of the above functions are accomplished by the PES. He is also the PRO and seeks to establish PRO area control (meaning keeping the area handled so the org is well thought of ) no matter how hard this is to do where there is an active enemy or a muddied-up field or a hostile press.
TECH BACKLOGS are the primary menace in an org. If it can’t deliver auditing it will shortly find no pcs apply. Neither a Tech nor Qual backlog must ever exist and must be reduced.
An org is far better off selling courses, and when pcs tend toward backlog the org increases its tech staff on a long range and starts heavily pushing courses on a short-range basis as there is no real limit to the number of students one can handle. Students also disseminate better and an org that only audits pcs stays small and is more expensive to run.
Whenever an org has a Tech or Qual backlog it is usual to call an “all auditors” action.
Any admin personnel assist with scheduling and getting pcs in to the auditors without making pcs wait or wasting an auditor’s time.
All tech-trained personnel in the org devote a certain number of hours in the day to delivering auditing for Tech or Qual and spend a certain amount of time on their regular posts until the backlog is gone.
Too many of these “all auditors” can cut an org to bits. They are only done so long as there is a backlog. If too frequent the HCO ES should get in volunteer (but paid) field auditors to help (which was always MSH’s successful solution to tech backlogs). The HCO ES is personnel so if personnel stays short, particularly tech personnel, then the HCO ES is not taking adequate personnel action and doesn’t have a program to get adequate or qualified staff auditors. Such programs are vital, their training and support costs money. The program “Steal the VIs and VIIIs from another org” is both dishonest and org wrecking and recoils on one’s org eventually. Intern programs for students help this problem and are to be found in recent policy letters.
The above describes a three-man functioning org. Yet it also describes all orgs. It is a circle. The HCO ES, mind, routes people to the org’s body, the OES, who routes them to the PES as FSMs and the product of the basis of a field. From a field stimulated by processed, trained people, the PES routes new people to the HCO ES and around it goes.
If tech and org integrity and service are good, you get an expansion. More and knowledgeable people in the field stimulate more and more new people who then are routed to the HCO ES, etc. Around and around.
The cycle is only interrupted by inattentive or poor service resulting in ARC breaks in the field which if not handled end expansion. Even the attacks of competitors and the press have never stopped this circle. Only inattentive service or staff inattentive to functions or poor service halts it. AN ORG THAT BELIEV ES ANYTHING ELSE IS DELUDING ITSELF. Thus organization and function is everything.
No matter how many staff members an org may have, the above portions, functions and actions apply.
What occurs is that the HCO ES, the OES and PES begin to acquire assistants. These have post titles. The org board seems to have a larger form. But it is always the same org board, the same functions.
Let us say now we have an HCO ES, an OES and a PES. And we have two more staff members making five.
One of these is an auditor. One is a typist. As you must never exceed two to one of admin/tech ratio and if possible keep it below that (it’s less the bigger the org so that a fifty-staff-member org has half its staff in tech and will go awry financially if it doesn’t have half in tech) as regards these two additionals, the auditor goes to the OES for auditing and training help and the typist goes to the HCO ES to help write letters to people in CF.
Now let us say we have five nontech staff applicants show up. Obviously four will have to go into prestaff tech training but one can go to the PES temporarily.
Meanwhile the OES has some students graduating, so the HCO ES persuades some to intern which helps the OES.
And so it goes. The functions gradually build up. But they are always assistants to the HCO ES or the OES or the PES.
You normally fill posts by overload noted. But you always bend toward Registration and Tech Service and Promotion.
In the HCO ES portion hats can combine like LRH Comm–HCO Area Sec– Ethics Officer.
In areas under pressure we try to keep the Director of Special Affairs “single- hatted” on its own line to the Office of Special Affairs. It is a catchall, front-line troops sort of hat.
As the LRH Comm is a split-off of the old HCO Area Sec hats, these two combine very easily as HCO Area Secs were LRH’s first communicators.
Where there is an LRH Comm single-hatted the org would have to be a forty- or fifty-staff-member org.
An E/O is more important to single hat in a larger org, but if not single- hatted must be a specific duty of the HCO ES or the HCO Area Sec.
The OES as he struggles up the line for more tech staff finds Accounts something he can well shed and so, an Accounts personnel comes under his early tech allocations. This is not stated in previous policy. The OES assigns his better auditors to Qual actions, but he continues to do tech actions until the org is safely large. Early policy on V IIIs placed them in Qual. However, it assumes an org is there. An V III in a tiny org would have to be the OES and the Case Supervisor and also audit and it would be quite a lot of more staff members later before he was now not the Case Supervisor.
Early on the OES splits apart training and processing as separate departments and then finally a Qual. Until he has the traffic for it he patches up the pcs other auditors flubbed. But if he is very clever in a small org, the OES shunts all the goofed-up, hard pcs up to a larger org right away and is satisfied to collect the FSM of it as such pcs stall his lines or may be beyond local skill. That’s what larger orgs are for. The rougher pcs.
The PES with his share of staff concentrates on his small courses, book sales and magazine actions as the logical zones to fill and with greater success tries to get a single-hatted Director of Clearing to handle FSM actions and see them through.
We have covered the tiny org but the whole thing applies to an org that has shrunk.
The only real reasons an org shrinks are because it:
To use this ED to reorganize an org or to increase its effectiveness, restudy the basic functions of the HCO ES, OES and PES as given here, consider that these three people are the working people of the org and need assistance. Don’t consider them executives. Consider the HCO ES with her hands full of interview- registration-comm-ethics functions, consider the OES as having his hands full of pcs and students and doing accounts between case supervision and lecturing and consider the PES scrambling around the area selling new people the idea of coming in for service and running an FSM sales staff, organizing groups and placing and collecting for books in bookstores and you see them in the expected light, acting but needing help. If you see these as high-status orderers of destiny with uncalloused hands operating from mysterious forces with incomprehensible requirements, the org is up the chimney already. We at the top of Scientology work and work hard. And the duties are as roughly outlined at the beginning of this ED. All the way to the top I still C/S case folders or keep tabs on the C/Sing for pcs around. I still drive students to complete. I intervene when your books show cash-bills reversed. I work in the other two Exec Sec sectors, actually work in them and do my own research- writing hats besides.
Right this moment, I am handling your org personally.
The first question I’m asking, “Have you got Ethics Program No. 1 basically done? Right away get the results packaged and sent off.”
The second question, “Have you got a backlog in Tech or Qual? How many auditors anywhere in the org? Okay, get an All Auditors going now, today!”
The third, “What’s the state of ARC breaks in your field? Okay PES, round them up and get them to the HCO ES and then into Qual to get their overts pulled. Overts? You heard me. Overts. Then put in their life ruds.”
The fourth question, “Where’s your ethnic survey, PES, on what people think staff should be dressed like? To look more professional. Get it done, and on HCO ES orders get the money squeezed out of the OES and buy some outfits for the Ethics Upstats and reliable contracted execs. And get this place cleaned and neated up.”
The fifth question, “What’s your outflow? That’s not good enough. Get it organized — magazine, info packs, letters from Letter Reg. All hands onto any stuffing-mailing cycle.”
The sixth question, “How neat and complete is your CF? Get any and all folders out of mothballs and get a project going on it as you can.”
The seventh question, “What state is your Address in? Good. Work it over so it is the exact index of your CF as you can. Meanwhile use it.”
The eighth question, “What’s your tech/admin ratio? All right, get the trained auditors into Tech and Qual and off admin posts. Assign one to HCO ES and one to PES up to a two to one ratio and put the rest on full-time training. Get personnel staff member procurement going right away of people who will be Ethics Upstats. Okay, let’s post it up, holding as many posts stable as we can but double, triple hatting them where we can’t cover.”
The ninth question, “How is Staff Training Program No. 1 going? All right, smooth those out. Soon as they’re ready get this staff audited.”
The tenth question, “What students do you have on courses that are slow or blowy? All right Registrar, here’s HCOB 23 November 69. OES to star-rate it for action on the Tech auditors and Registrar to sell each slow student a five-hour Student Rescue Intensive.
The eleventh question, Have you got your staff broken-contracts list? Turn it over to the HCO ESs people for further action. Oh, you say some of the VIIIs you trained up were lured off by a higher org and missions? Well, well make do here and audit with what weve got and Ill pass the contract-breaker names to the Sea Org for their further attention, poor souls. You say what do you do with the bill collectors and the enemy and the half-complete project on surveying salesmen? Well, Ill tell you. You turn those over to the respective Exec Secs each comes under and the enemy to the Department of Special Affairs and get the show on the road. You'll never clear the planet sitting around here worrying. Remember the old maxim? When all else fails, do what Ron said.