Organization and his auditing schedule. It is a violation of the Auditor's Code to be late to sessions with the preclear. This is most important, then. Any time lost in processing which is due to the lateness of the Staff Staff Auditor will have to be made up by that Staff Staff Auditor. Any time lost due to the lateness of the preclear will not be made up by the Staff Staff Auditor. SCHEDULING The Staff Staff Auditor will follow the schedule posted by the Technical Director. He should check the Information Board in the Auditors' Room for his auditing schedule, the room assigned, and for special interviews requested by the Technical Director for his preclear. Also for any further assignments after his auditing day has finished. AUDITOR REPORTS The Staff Staff Auditor makes out, daily, an Auditor's Report in duplicate. The carbon of this is kept in his preclear's folder; the original is sent to HCO WW. The Staff Staff Auditor places the carbon in his preclear's folder and puts the original in the HGC Administrator's "In Basket". This must be kept orderly since we don't want staff preclear's Auditor Reports floating around all over the Organization for anyone to read. CONDUCT The Staff Staff Auditor is not auditing a follow staff member and "buddy". He is auditing a preclear, and should conduct himself with an orderly, business-like and professional attitude while auditing his preclear. A Staff Staff Auditor's preclear should be treated like any preclear. A Staff Staff Auditor should understand that he's auditing a preclear who has a bank, and should not let the fact that he's a staff member and a Scientologist colour his decisions in auditing that preclear. Neither should he let this fact excuse him from conducting his sessions with a professional attitude. A preclear is a preclear no matter who it may be. RESULTS The Staff Staff Auditor must get results on his preclears. He should attend any auditor training provided by the Organization. He has the Technical Director (c) of P'ing his auditing and should fully co-operate with the Technical Director in the auditing of his preclears. The Staff Staff Auditor helps the survival of the whole Organization to the degree that he makes staff members more able to handle their jobs. Issued by: Peter Hemery HCO Sec WW for L RON HUBBARD LRH:cw.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED 220 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 10 SEPTEMBER 1962 (Reissued from Sec ED No. 397 of Washington DC) CenOCon STAFF CLEARING PROGRAM This replaces all programs; there are no other Staff Clearing Programs of any kind, no auditing is being given to Staff. This doesn't disturb Staff families and so forth being fed into the HGC at unit rates as offered for DC only when you have a spare auditor or intern or something like that. But it does knock out all other Staff Clearing Programs and it immediately releases and relieves Staff Staff Auditor Number One and Two, and Three, and cancels all directives as pertaining to these people. That's gone. In its place we put a Staff Clearing Program which we will call the Staff 3GA Clearing Program. The essence of this is goals finding and administration. The personnel required for it are a Goals Finder and an Assistant. The Goals Finder has no other post or activity of any kind. He is simply Goals Finder and keeps more or less regular auditing hours; he has an office and auditing room which are the same thing-this auditing room also has in it an administrative desk for use after auditing hours. The Goals Finder finds goals on Staff Members when they are ready. The readiness of a Staff Member to have his goal found is determined by the availability of the Goals Finder and by the readiness of the case to have a goal found. If there are many cases ready to have a goal found, it is selected by lot-bamboo sticks, shake the lucky number out of the box and that's you for next week. All other auditing activities are either leading to finding the goal or listing the goal out. This program does not halt with one goal, it goes on through-but no second goal may be found on anyone as long as there is a person who hasn't had their first goal found. The only thing that could derange this is some unlocked for circumstance such as somebody's just broken his neck and will be in the hospital for 17 weeks or some such thing. Then the Goals Finder would start right through on his next series. The activity of the staff who are auditing each other is as follows:- A Problems Intensive; goals listing for the 850 list; then it just skips right there, the person gets another Problems Intensive if they are waiting, they can't be hurt by that many Problems Intensives. Then there's this area where they pass in to the hands of the Goals Finder-he snaps them off post and audits them full auditing hours until that goal is found. That is not by intensive, but is by how long it takes. If he finds the goal in 5 hours on Monday, then the next person on the list is taken on Tuesday; somebody else he takes a week and a half to find their goal, so he takes a week and a half to find their goal. It's not by intensive, it's by goal. Then that gives us the remainder of our activity of mutual auditing on staff which is the listing out of that goal. Of course the Assistant to the Goals Finder and the Goals Finder keep their eye on that listing activity to make sure that the goal is cleaned up at the beginning of each session, and that it is going smoothly. Now there are two zones of activity: 1. For the inexperienced, the untrained, or the fellow who doesn't think he is too competent to audit somebody. This we call the Staff Co-audit and that meets at least twice a week in the evening for a three hour session. They would give three hours and receive three hours. Like, they would give 221 three hours on Tuesday, and receive three hours on Thursday. Now this activity is supervised by the part time Assistant of the Goals Finder who is also the Administrator-he comes on duty at the end of the day's auditing in the HGC and does his administrative action, and on the off evenings, when he's not supervising any class, he can catch up on his administrative work, reports and so on. This fellow has a board which denotes the Staff Co-audit and how many people are on that. Now we come to the second activity on staff which is a mutual auditing activity and everybody has a pc, and everybody is a pc. These hours of auditing are given at the discretion of these people. They can audit in their own rooms or most anyplace. Everyone of their sessions has to have a full auditing report which must be brought into the Administrator of the Staff 3GA Clearing Program, who is the Staff Auditor who is also the Supervisor of the Staff Co-auditand that auditor report must be checked out and OKd and eye must be kept on the progress of the sessions. There's a rule here that a person may not receive more auditing hours than they give, so therefore the number of auditing hours received and given must be posted as part of the posting on the lists of this mutual auditing activity. Of course the Staff Co-audit keeps itself more or less straight, but if somebody's absent from that, God knows what happens. This must be discouraged. On goof-offs no persuasive action will be taken-we will just say, "This is the way it is, this is what you do, and God help you if you don't. If you're not interested in clearing somebody in the Staff 3GA Clearing Program we don't think you're interested in being part of this Org." We won't threaten with immediate excommunication because people get restimulated and everything else, but don't expect on a Clearing Program everything is going to go smooth and everybody's going to stay in session-because they're not. There will be a lot of randomity and it takes just pure unadulterated force to keep it in line. Now there must be checking of Rudiments, and checking for Missed W/Hs and such activities as that. How these are arranged is relatively unimportant but they must exist. If the Goals Finder finds that a Staff Auditor is goofing up on his Staff Clearing Program pc, there should be an investigation of HGC to find out what that Staff Auditor is doing to the public pcs. The Goals Finder moves as rapidly as possible to get as many goals found and checked out as possible. He will ordinarily want these goals checked out by somebody else, so there should be somebody else ready to check them out-it won't amount to more than one or two a week. As soon as we have completed all the Staff all the way around on finding the first goals we go back to the beginning again and find the second goals. When a new person comes on staff he is added to the bottom of the list. Order of seniority must be established. There is no other complication on this Program. There are no check sheets required from these people, there's nothing required from these people. The Goals Finder finding bad sessions going on should make some duressful action-he should say, "The bulletins were available, you didn't read them-what the hell was wrong with you?" This is tough. This program is not the courtesy staff mutual co-audit or staff clearing we've had in the past where we were being nice to everybody and marking time. There's a vast difference here-this is our determination to get everybody cleared on Staff. It takes somebody's determination to get people cleared; a person himself bucking into this line is apt to quail and fall back, so therefore you have to keep the determination high to get the project completed. It's not courtesy; our feeling is if a person does not want to get cleared or help clear somebody he has no business whatsoever in the Organization. That's just that! Bang! 222 The Administrator makes the team assignments, but appeal may be made to the Goals Finder, whose adjudication is final. You can have an additional Part Time Administrator to help outand if you have another Goals Finder well fine. There's no limit on this except the amount of talent. YOU MUST NOT PUT A NON STHIL GRADUATE ON THE POST OF GOALS FINDER. It would cause the demise of the Org. This program abolishes the responsibility of the (c) of P for Staff state of case, that all goes under Goals Finder Hat. Co-audit teams which exist already on staff and which are successful should not be broken up. This would be a breach of the Auditor's Code-"Do not permit a frequent change of auditors." That is the program as I see it. If this is carried forward quite forcefully and quite persuasively and without anybody listening to any nonsense, and so forth, you're going to wind up with, in a very few months, a bunch of clears on Staff. If you kept this program going forward and furnished people for training to Sthil on whom you could count when they came home in sufficient number so that you've got them for the public and you've got them for Staff you'll wind up with a completely OT Staff before you got through. And I can see that this is well within our existing Technical Reality. Two further notes: An eye should be kept on the listing after goal is found and it should be part of the Goals Finder's Hat to check such cases that are listing to clear, and frankly his time from the time he ceases to audit on his regular auditing period during the day, to the end of the working day, should be more or less consumed with checking over cases and seeing how they are going rather than doing administration. These cases should be checked over for free needle and this and that and the other thing. The Missed W/H Programme run on staff by Org See or through HCO or by HCO or by the Org See See or anything else, any security programme of any kind or any missed W/H programme of any kind, has absolutely nothing to do with the Staff 3GA Clearing Programme. L. RON HUBBARD LRH:dr.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED (Amended by HCO P/L 17 June 1963, Staff Clearing Program, page 226.) 223 HUB13ARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex (Reissued from Washington DC) HCO POLICY LETTER OF 12 SEPTEMBER AD 12 CenOCon GOAL PROCESSING - IMPORTANCE OF It is of the importance of Policy that Staff Members are not left with unfinished cycles of action on goals processing. It has come to my attention in many instances on the return of an Organization Member from Saint Hill, or after an Organization Member's goal has been found in an Organization and checked out, that a state of utter neglect sets in which is highly detrimental to the efficiency of the Organization as well as the case of the individual. The longer a goal is left unlisted the more trouble is going to be had in listing it. Recent research has revealed that the earliest goals found on individuals were probably the right goals, and if these goals are checked out they should be listed as soon as possible. Finding a Dynamic and finding an Item may be of the utmost therapeutic value, and finding a Goal may be of considerable interest to the pc and the auditor alike, but the most important step is not undertaken until the goal is listed. That listing is sometimes long and arduous is no reason to forget to do it. The full effect of goals processing and indeed any lasting effect from goals processing is only attained when the state of clear is reached. I am cross-in having found out that nearly every Saint Hill Graduate returned to an Organization has been given no auditing on the subject of Goals Item Listing. Finding a Dynamic and an Item or finding a Goal does not make a Clear. It is only listing that makes a Clear. Listing should be accomplished to a state of complete free needle on all lines. There is no substitute for this. We do not want a bunch of 1/3 or 1/4 cleared persons about who are still enturbulated with their cases and who still do not have a subjective reality on clearing. The utmost attention will be given this at once by all Technical Directors, Directors of Processing, Staff Goals Finders, as well as HCO Sees and Org Sees. The essence of the Policy is-do not let half cleared persons stay half cleared around staffs. Audit them out to Clear-check it out to clear. We do not want to be the cobbler's children. L. RON HUBBARD LRH:jw.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED 224 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 30 APRIL 1963 Sthil THE SAINT HILL STAFF CO-AUDIT All Co-auditing on Saint Hill staff is under the general charge of the Course Secretary and under the direct handling and supervision of the Co-Audit Supervisor. Any session given to any staff member must become a matter of a proper auditor's report and all auditor's reports must be turned in to the Co-audit Supervisor within 12 hours from session end. All permanent records and Case Folders are retained by the Co-audit Supervisor and must be made available to auditors before the start of sessions. All auditing assignments are made by the Co-audit Supervisor after consultation with the Course Secretary. Any disagreement with assignments as to time, auditor or preclear, should be made directly to the Co-audit Supervisor and if not satisfactorily settled may be appealed to the Course Secretary whose decision shall be final. Disagreements with technical directions should be taken up with the C Co-audit Supervisor before the session to which the directions apply and if not satisfactorily settled may be appealed to the Course Secretary. This makes it important that folders be examined by auditors well before session time. Departures from technical directions given may not be undertaken at the beginning of or during a session. If there is no time to appeal, do as directed and appeal afterwards before the next session to be given. Adhere to current auditing practice and technology. Ignorance of it is no excuse, and no allowances will be made. Do your best in any session and find out about any questionable points as soon as possible. Auditors will receive in so far as possible as many hours as they give. No all audit-no auditing, or the reverse, all receiving and no giving will be tolerated. Any staff member if auditing or being audited by Saint Hill staff, or auditing as a staff member on such things as assists, are members of the Co-audit. There are no exceptions, special arrangements or "withdrawals from the Co-audit". If a Scientologist staff member is on staff he or she is part of the Co-audit. If a Scientologist staff member is not on the Co-audit he or she is not on staff. Exemption to this rule may be obtained only by permission in writing from both the Co-audit Supervisor, and the Course Secretary to be exempted. By Scientology staff member is meant any staff member ever awarded any certificate or Course, completion at any time in Dianetics or Scientology. A family member of the Co-audit is one who is related by blood or marriage to a Saint Hill Scientology staff member and who has been awarded at, any time a certificate or Course completion in Dianetics or Scientology. Such a person may join the staff Co-audit but may not do so temporarily or for only some of the sessions. Permission for such membership in the Coaudit is proposed to the Co-audit Supervisor and must be passed on by the Course Secretary. No fees are paid by members of the Co-audit for auditing or being audited regardless of the time or length of sessions. Fees are paid for auditing only for assists or auditing nonScientology staff and only when arranged in advance by the Course Secretary, and only for the period stated in the arrangement. Clear bracelets at the expense of the organization will be awarded members of the Co-audit cleared on the Co-audit when clearing requirements are met. L. RON HUBBARD LRH:gl.cden Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED 225 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 17 JUNE 1963 (Amends HCO Policy Letter of September 10, 1962) CenOCon STAFF CLEARING PROGRAM This replaces all programs: there are no other Staff Clearing Programs of any kind, no auditing is being given to Staff. This doesn't disturb Staff families and so forth being fed into the HGC at unit rates as offered for DC only when you have a spare auditor or intern or something like that. But it does knock out all other Staff Clearing Programs. In its place we put a Staff Clearing Program which we will call the Staff R3 Clearing Program. The essence of this is supervision and administration. The personnel required for it are a supervisor (Saint Hiller) and an Assistant. He has an office and auditing room which are the same thing-this auditing room also has in it an administrative ' desk for use after auditing hours. The activity of the staff who are auditing each other is as follows:- A Problems Intensive, if necessary; then running on current goals procedures. A Saint Hiller is appointed as Staff Supervisor of Staff Cases. He calls them in during the day, checks over cases and progress-can even audit them. Does anything and everything to clear them. Now there are two zones of activity: 1. For the inexperienced, the untrained, or the fellow who doesn't think he is too competent to audit somebody. This we call the Staff Co-audit and that meets at least twice a week in the evening for a three hour session. They would give three hours and receive three hours. Like, they would give three hours on Tuesday, and receive three hours on Thursday. Now this activity is supervised by the part time Assistant of the Supervisor who is also the Administratorhe comes on duty at the end of the day's auditing in the HGC and does his administrative actions, and on the off evenings, when he's not supervising any class, he can catch up on his administrative work, reports and so on. This fellow has a board which denotes the Staff Co-audit and how many people are on that. Now we come to the second activity on staff which is a mutual auditing activity and everybody has a pc, and everybody is a pc. These hours of auditing are given at the discretion of these people. They can audit in their own rooms or most anyplace. Everyone of their sessions has to have a full auditing report which must be brought into the Administrator of the Staff Clearing Program, who is the staff Auditor who is also the Supervisor of the Staff Co-audit-and that auditor report must be checked out and OK'd and an eye must be kept on the progress of the sessions. There's a rule here that a person may not receive more auditing hours than they give, so therefore the number of auditing hours received and given must be posted as part of the posting on the lists of this mutual auditing activity. Of course the Staff Co-audit keeps itself more or less straight, but if somebody's absent from that Godknows what happens. This must be discouraged. On goof-offs no persuasive action will be taken-we will just say, "This is the way it is, this is what you do, and God help you if you don't. If you're not interested in clearing somebody in the Staff Clearing Program we don't think you're interested in being part of this Org." We won't threaten with immediate excommunication because people get restimulated and everything else, but don't expect on a Clearing Program everything is going to go smooth and everybody's going to stay in session-because they're not. There will be a lot of randomity and it takes just pure unadulterated force to keep it in line. Now there must be checking of Rudiments, and checking for Missed W/Hs and such activities as that. How these are arranged is relatively unimportant but they must exist. If the Supervisor or Technical Director finds that a Staff Auditor is goofing up on his Staff Clearing Program pc there should be an investigation of HGC to find out 226 what that Staff Auditor is doing to the public pcs. The Co-audit Supervisor moves as rapidly as possible to get as many goals run out as possible. When a new person comes on staff he is added to the bottom of the list, Order of seniority must be established. From time to time introduce any necessary training to keep the members of the Co-audit abreast of current technique. The Supervisor finding bad sessions going on should make some duressful action-he should say, "The Bulletins were available, you didn't read them-what the hell was wrong with you?" This is tough. This program is not the courtesy staff mutual co-audit or staff clearing we've had in the past where we were being nice to everybody and marking time. There's a vast difference here-this is our determination to get everybody cleared on Staff. It takes somebody's determination to get people cleared; a person himself bucking into this line is apt to quail and fall back, so therefore you have to keep the determination high to get the project completed. It's not courtesy; our feeling is if a person does not want to get cleared or help clear somebody he has no business whatsoever in the Organization. That's Just That! Bang! The Administrator makes the team assignments, but appeal may be made to the Supervisor or Technical Director, whose adjudication is final. You can have an additional Part Time Administrator to help out - and if you have another, well fine. There's no limit on this except the amount of talent. YOU MUST NOT PUT A NON STHIL GRADUATE ON THE POST OF SUPERVISOR. It would cause the demise of the Org. This program abolishes the responsibility of the (c) of P for Staff state of case, that all goes under the Supervisor's hat. The Supervisor could be the Technical Director or another Saint Hill graduate working under Technical Director. Co-audit teams which exist already on staff and which are successful should not be broken up. This would be a breach of the Auditor's Code-"Do not permit a frequent change of auditors." That is the program as I see it. If this is carried forward quite forcefully and quite persuasively and without anybody listening to any nonsense, and so forth, you're going to wind up with, in a very few months, a bunch of clears on Staff. ARC Break assessments are done where necessary. Anything and everything is done to help clearing of staff. If you kept this program going forward and furnished people for training to Sthil on whom you could count when they came home in sufficient number so that you've got them for the public and you've got them for Staff you'll wind up with a completely OT Staff before you get through. And I can see that this is well within our existing Technical Reality. Two further notes: An eye should be kept on the progress of cases and it should be part of the Supervisor's Hat to check such cases that are listing to clear, and frankly his time from the time he ceases to audit on his regular auditing period during the day, to the end of the working day, should be more or less consumed with checking over cases arid seeing how they are going rather than doing administration. These cases should be checked over for free needle and this and that and the other thing. The Missed W/H program run on staff by Org Sec or through HCO or by HCO or by the Org See Sec or anything else, any security program of any kind or any Missed W/H program of any kind, has absolutely nothing to do with the Staff Clearing Program, L. RON HUBBARD LRH:dr.rd Copyright 0 1963 by L. Ron Hubbard ALL RIGHTS RESERVED 227 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 22 AUGUST 1963 CenOCon ARC BREAK ASSESSMENTS ON STAFF (Cancels previous similar policies on Staff O/Ws, Missed W/Hs, etc) An ARC Break Assessment, as per HCO Bulletin of July 5, AD 13, should be done on all Staff weekly, replacing any Missed Withhold or By-Passed Charge checks currently being done. This check is primarily the responsibility of the HCO Area Sec but may be delegated to the Tech Dir, (c) of P, or whoever is in charge of the Staff Clearing Programme, but no delegation of the action relieves the HCO See from responsibility for getting it done well and weekly. L. RON HUBBARD LRH.jw.rd Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 4 DECEMBER 1963 CenOCon ORG STAFF W/H CHECKS (Cancels earlier Pol Ltrs on Missed W/H Checks) All Central Org and City Office Staff Members must be given a W/H session each week, particularly execs and staff auditors. By new Classification Chart, only general O/W may be run at Level 11, and Itsa on the org below that level. The (c) of P is responsible under guidance of HCO Area See. As these sessions are longer, possibly an hour or so, Co-audit assignment and a chit for it should be arranged, L. RON HUBBARD LRH:dr.rd Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED 228 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 13 DECEMBER 1963 Sthil Only CO-AUDIT Co-audit will hereafter concentrate only on OT processes. A period of training for all Co-audit members will be entered upon as of December 16, 1963. Until after Christmas Basic Auditing and TRs and general O/W will be concentrated on during scheduled auditing periods. After Christmas special training will be given in: I . Basic Auditing for Goals 2. Nomenclature and Definitions 3, Technique of running. It is expected that by February 15, 1964, all the data will be instinctively known by pcs, and auditors and goals processes will then be entered upon by all Co-audit members. No further goals processing or other processing than the above will be done on the Sthil Coaudit until further advices. L. RON HUBBARD LRH:gl.rd Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED 229 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 19 MARCH 1964 CenOCon STAFF REGULATIONS STAFF INTENSIVES Any permanent staff member of a Central Organization may buy auditing from that organization's HGC by: (a) Paying one half the staff auditor's units. (b) Giving up his or her own units for that week. (c) Arranging during the week of the intensive to have his or her post covered adequately. Any such intensive must be taken the full 25 hours in that week and may not be proportioned into other weeks for any reason. Such intensives are made available through the Registrar but may be scheduled only by the Director of Processing, No staff intensive may be scheduled by deferring auditing purchased by non-staff members. Outside pcs, have priority. STAFF TRAINING Academy Training is not available to any staff member solely by reason of being a staff member. A staff member must take a leave of absence to be trained. No staff member may be ordered to training. (See earlier regulations.) STAFF CO-AUDITING Staff Co-auditing arrangements may be made by the Case Supervisor on the staff's own time. All folders of staff co-audit members are submitted to and reviewed by the Case Supervisor, not less than once for every five sessions. Staff co-auditing should be on a co-audit pair basis with turn-about, the auditor auditing and then being audited by his pc Sessions should alternate one for one. No co-auditor should give more hours than he or she receives. No co-auditor should receive more than he or she gives. All pairing of teams is under the direction of the Case Supervisor whose word in such matters is final. Pairing of teams should be on the basis of comparable class. In staff co-auditing particular attention should be given to completing any auditing cycle begun as per the tape of March 19, AD 14. The tapes of April and March AD 14 are a requisite for both members before any co-auditing may be done. Only concurrent HGC allowed processes are permitted by staff co-audit members with the addition of Itsa for supervised teams. Certain co-audit teams may be required by the Case Supervisor to audit and be audited in a central place under direct supervision. No staff co-auditing may be undertaken without I . Specific permission from the Case Supervisor. 2. Without routine auditing schedules adequate to obtain case gain and 3. Without making a regular and factual auditor's report and enclosing it in a folder for the pc. Husband-wife teams are permitted but under the above regulations and with ARC Break assessments available by another auditor in case of bad consequences or cessation of auditing. LRH:dr.rd L. RON HUBBARD Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED 230 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 29 APRIL 1965 Remimeo Staff Hats ALL DIVISIONS BONUSES The only bonuses which may be awarded staff members shall consist of courses and intensives. Courses awarded will consist of one course under the Academy system employed after this date. Intensives: shall consist of 12 1/2 hour or 25 hour intensives according to the bonus awarded. STAFF CO-AUDIT All routinely scheduled staff co-auditing is cancelled effective I July 1965, except for assists including ARC Break, PTP and Missed W/H assists. Solo auditing successfully carried out, but subject to (c) of P supervision, is permitted, and solo auditors are permitted to do auditing by list to give each other assists. REVIEW Bonus auditing award may include Department Review auditing to handle various case types and ease scheduling. GRADES Staff Members must be audited up through the Grades properly in the HGC or in Review. The additional processes of a Grade may also be run. POWER PROCESSES No staff member may be run on a Power Process except by an auditor properly qualified in the Review Case Cracking Unit. EMERGENCY No staff member or executive of a section, department or division or org under Emergency Condition may have auditing. AFFLUENCE Staff, members in a section, department, or division designated as in Affluent Condition are favoured in bonus awards. FIELD STAFF MEMBERS A Field Staff Member who has sent twenty persons into the org may have a course or a 12 1/2 hour intensive at his or her election. EXTRA STAFF Enough Tech or Review extra staff must be on hand to give every staff member in the org a 12 1/2 hour intensive every 6 weeks. But this staff may not be counted in computing the tech-admin ratio. These are the staff staff auditors. This balance may not be cancelled out by overload. But other auditors may be used, such as Review Auditors in this programme. QUALITY Staff members should have fully qualified auditors in their auditing. To qualify additionally as a staff staff auditor, a staff auditor must also have an 231 excellent record of personal case gains and good T.A. STAFF STAFF AUDITORS DURING EMERGENCY When an entire org is under Emergency, staff staff auditors are assigned to promotion duties such as mailings, etc. COURSES A staff member awarded a course instead of an intensive may have only one course and may be only on quarter pay or units for that period. SAINT HILL COURSE AWARD Only the higher status staff member may be sent to the Saint Hill Course as an award and only for a very praiseworthy accomplishment. The Saint Hill Course is awarded a staff member only by the Office of LRH. This does not prevent staff members from undertaking their own training at Saint Hill with some org assistance on expenses. SAINT HILL AUDITING A staff member of very high status in any org may be awarded auditing at Saint Hill, but only for praiseworthy accomplishments. This award is only at the personal orders of LRH. LIMITED AMOUNTS A staff member may only have 121/2 hours at a time in the HGC from staff staff auditors of the HGC or, in Review, only to a result, which may vary from 8 hours to 50. But unless specified no staff member may be awarded Review auditing more than once in an org which has a Case Cracking Section. There are no Review staff staff auditors. Auditing there is done only by the regular Review staff. PARTIALITY Aside from Emergency and Affluent Conditions the bonus of auditing and courses should be spread evenly. No executive has any right to order a staff member to auditing for several intensives at the expense of other staff. Staff of portions of an org in other Conditions than Emergency and Affluence should be treated fairly. STAFF MEMBER FAMILIES No members of families of staff may have staff staff auditing. They may however, as a special favour, be given professional rates. An org does not owe auditing to a staff member's family. The Hardship Section of the Department of Certificates and Awards often will have auditors on fist for the auditing of the staff members' families. COMM EV No Comm Ev or Court or executive may after this date sentence anyone to auditing. Such Ethics bodies may, however, deprive a person of auditing or training or technical communication or any communication. RECORDS All records of course and auditing awards and rotation thereof amongst staff are kept by the Department of Certificates and Awards. AUTHORITY OF AWARDS All authorities for bonuses for intensives or courses must stem only from the Office of LRH in the org. LRH:jw.rd L. RON HUBBARD Copyright (c) 1965 by L. Ron Hubbard 232 ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 13 JANUARY 1966 Remimeo Dist Staff Students REGULATIONS FOR AUDITING OF STAFF AND STUDENTS In HCO Pol Ltr of 24 May 1965 Student Guide to Acceptable Behaviour, it states under # 15, "Do not give any processing to anyone under any circumstances without direct permission of the Course Supervisor (Emergency Assists excepted)", and # 16, "Do not receive any processing from anyone under any circumstances without the express permission of the Course Supervisor" (now (c) of T). In HCO Pol Ltr of I April 1960 Regulations for Staff Members and Ex-Staff Members, # 2, "Any Staff Member of the organization may not audit any current preclear or student unless that preclear or student has been signed up for processing in the Hubbard Guidance Centre by the Registrar and has been assigned the auditor by the Director of Processing" (now HGC Admin). These policies are still in effect. Any Staff Member, student or Interne requiring an assist or Review (unless an Emergency) must notify their Dept Head who arranges with Qualifications Div, Dept of Review for an assist to be given if the Dept Head deems it necessary. The only exception is the Clearing Course Student who is handled entirely by the Clearing Course Supervisor and may not be audited, sent to Review, or given an assist (except in an Emergency like an Injury) by anyone. The Clearing Course Supervisor is notified if a Clearing Course student is having difficulty with their case at home, at work, etc and the Clearing Course Supervisor handles it. L. RON HUBBARD LRH:ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED ' 233 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 20 JULY 1970 Remimeo (TECHNICAL) All Tech Hats C/0's Hat Exec Dir Hat Chaplain's lain's Hat Qual Sec Hat Dept 13 Hat C/S Hats C/S Checksheets HCO Area Sec Hat E/O Hat CASES AND MORALE OF STAFF Two recent circumstances have called to attention urgently a relationship of the VIABILITY (survival value) of an org and STAFF CASES. X Org was failing. It was causing trouble on world publication lines. An independent survey on cases found 47 percent of the cases on that staff were failed cases, mainly because of lack of auditing. The 4th Mate Athena began a single handed project to straighten up these cases and get them functioning. Because of this (and other admin actions) the org began to function, outstanding actions were done and the org became solvent where it had previously not even been paying its staff. It is now fulfilling its obligations over the world. Y major Org was found to be down morale, non-functional and dwindling. A survey showed 57 percent failed cases with 87% mentioning no wins. It was not paying its staff and was being bolstered by the SO. The early action is to handle staff cases. The SO has the situation well in hand. But it shows graphically what staff case neglect will do to an org. Many earlier cases are on record. Varying degrees of poor tech, altered tech and almost total loss of tech have illustrated gruesomely that INATTENTION TO STAFF CASES CAN ALL BUT DESTROY AN ORG OR ACTIVITY. The reason why squirrel groups fail in the first year or two is the alter-is and abandonment of actual tech plus guilt. Here the cases, if handled at all, get butchered. The factor therefore is a very important one. The policy therefore is: THE CASES OF STAFF MEMBERS REQUIRE ATTENTION AND CASE GAIN. There are multitudes of reasons why this "can't happen". "No auditors", "have to handle the public", "GI would crash if any people were off post being audited", "can't afford extra auditors", and thousands more can be offerred in excuse for not auditing staff. Financial reasons are so unreal as to be treasonable. As when cases aren't handled the GI crashes. It's all rather like "if we put any fuel in the car we won't have any money to make the trip". It is not generally recognized that when lower grades and full tech slipped out, ethics came crashing in. It was just the time when quickie auditing began to be done that ethics in orgs became a problem. The HCO org board slipped from Dept I (Routing and Recruitment functions) to Dept 3 (Ethics functions) because Div IV (the Tech Division) ceased to handle staff cases as well as public. Div V (Correction) neglected to notice and tech slid into it. Div 2 (Dissemination) slid into the Public Divisions because new public had to be gotten-there "wasn't enough to audit" to use Central Files pcs, In short, when tech lost full use and was not used and used well on staff cases even the org board scrambled. All this when analyzed and found is of course being put right. But from this we learn 234 1. SHORT CUTTING TECH DELIVERY IS FATAL. 2. LOSS OF AND FAILURE. TO USE VALID DIANETICS AND SCIENTOLOGY TECH FOR WHATEVER REASON IS FATAL TO AN ORG'S SURVIVAL. 3. FAILURE TO HANDLE STAFF CASES WITH FULL TECH AND GOOD AUDITING CRASHES AN ORG. Quite obviously then the intent of any of these counter intentions is treasonable. For it results in a crashed org. Thus resistance to full tech delivery, dropping tech off checksheets and not auditing staff cases to good wins are charges of the most serious nature and should result in immediate dismissal of the instigator when proven beyond reasonable doubt in a properly instituted Comm Ev. SYSTEMS To get over this hump of staff cases where it backlogs there are several solutions. A. The staff staff auditor was an essential post in the 1950s and was very successful. It was never authorized to be abolished. There should be two staff staff auditors for every fifty staff members, doing each other's C/Sing or C/Sed on usual lines. For 75 staff there should be two staff staff auditors and a C/S. B * A staff lacking auditors can train part time and co-audit. The co-audit would be by groups of comparable levels of training. This is a more expensive (in terms of org time and GI) arrangement. It should be in progress anyway as far as part time training goes. It can be combined with A in which the staff trains but does not rely on co-auditing for case progress. AUDITING PRIORITIES Staff staff auditors should do their own scheduling or with cooperation from tech services exactly on this pattern and no other: The folders of the staff are arranged in four files under these categories. Staff Case Category 1: Those who have had VGls F/Ns at Examiner and OK as to Case Gain. Staff Case Category 2: Those who haven't had VGI F/Ns at Exam recently. Staff Case Category 3: Medically ill in need of thorough Assists and Medical Attention. Staff Case Category 4: Consistent no change, no case gain in their auditing history. Obviously to pick up staff morale and general effectiveness SO THAT MORE ATTENTION CAN BE AFFORDED it is of great interest that the cases are scheduled only in this fashion. Staff Case Category 3 (Medically Ill) gets priority and full auditing to put them into Category No. 1. Staff Case Category No. 2 (no recent VGIs F/Ns) are audited to get them into Category No. 1. Staff Case Category No. 4 (Consistent no case gain) is routed to Ethics lines for Sec Checks, production examination, etc and if status unrelieved and unproductive, off staff lines into a pc category. Staff Case Category No. I is programmed to bring them on up their grades (or Progress and Advance to get them back to their last grade) in an orderly fashion apportioning the auditing fairly. If this scheduling is followed and continues to be followed and if the C/Sing and 235 Auditing are normal in quality, then the majority of staff will at all times be in good case condition. If other scheduling of staff is followed, then the cases and the org will suffer. STATISTIC The Staff Case Supervisor statistic is percentage of staff who are in good case gain condition measured by the last Examiner reports and cancelled by any adverse Exam report. The stat is simple to calculate. It is simply the number of folders in Staff Case Category No. I divided by the number on staff. If 39 staff cases were doing well out of 52 on staff, it would be about 75. 1 %. The C/S would also have number of staff case folders C/Sed. The staff staff auditors would have number of hours of well done auditing sessions. If no C/S they would share the percentile stat. STAFF AUDITING SECTION This unit belongs in the new Department 13-Dept of Personnel Enhancement as the Staff Auditing Section. Any purely auditing goofs in the last session can be repaired by Dept 15 Case Review and returned to the Staff Auditing Section. Or if there is any danger of wait, repaired by the staff staff auditor (since any wait in repairing an auditing goof occasionally winds up in a Medical Category). LACK OF SECTION Lack of this section or a condition of no auditing on staff is an Ethics Charge that can result in removal. Its presence as a section and the state of staff cases should be the point of first importance to any investigatory body or SO Mission to that org. It should be realized that an unflat or undone Grade I (Problems) when not fully handled causes no case gain and the suppressive tendencies of the society to move right on into the org. Above and beyond any efficiency factor, staffs work hard ordinarily and it is very unjust to deny them by any excuse or mechanism the technology which they handle. Any and all trouble occurring in orgs during a long period of heavy enemy attack on them was traced not to the enemy BUT TO LOSS OF TECH MATERIALS, REDUCTION OF THE USE OF TECH (as in quickie grades) AND IGNORING STAFF CASES. , Thus these points are spotted as the points most likely present when an org is failing or failing to take and hold its area. THE IMPORTANCE OF THIS POLICY LETTER CANNOT BE OVERSTATED. Follow it, get it in! L. RON HUBBARD Founder LRH:sb.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED 236 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HOD POLICY LETTER OF 21 SEPTEMBER 1969 Remimeo STAFF TRAINING OFFICER A Staff Training Officer (STO) is the head of the Staff Training Section Dept 14 Div 5. The purpose of the STO is: TO HELP LRH Train individual staff members and applicants from his own and other orgs in Ethics, Tech and Admin, keeping track of them, guiding them through org courses, giving them checkouts, expediting their training, seeing that their personnel records in Dept I of their org are factual as to training and assisting them in every way to get training and to be trained rapidly, with the end product that orgs have no untrained staff members. As the STO deals in large measure with staff members and staff applicants from another org than his own he must keep close liaison with the STOs of other orgs. For instance, Foundation staff members are largely trained in the Day org. And Day org staff members are largely trained in the Foundation. As the office and files of the Day STO and Fnd STO are the same, this presents no file or board posting problem as long as they are kept up and as long as they co-operate to get all staff members through their courses. The STO does not conduct those courses which are regular courses in the org. The staff member is simply enrolled onto them as just another student. BUT the STO makes sure these particular students appear for training, get trained fast, get sent to cramming and review at the first sign of slow and in general pushes hard. The Day STO will find himself pushing Fnd staff members directly as they are in class while he is on duty. The Fnd STO will find himself mainly dealing with Day staff members. However each STO is answerable to the EC for their staff members' progress so he must know the whole picture. Reports are required by the STO weekly on the progress of a staff member or applicant. This STO student report is filed with the STO files. A board is kept so that staff member progress is visible. The more visible the board to staff members the better. Staff members are quite commendably dedicated to their posts in the org and often look on training as a distraction. Without slowing down that dedication, the STO must still see that they get in their training, Otherwise the best staff members wind up the least trained and least audited. Case has a lot to do with training. Where no other person is directly responsible for staff cases, the STO should take this over and be sure tech is USED where staff members are ill or where they are going unprocessed. When a staff member is sent to a higher org for training or grades, the STO is the one who keeps track and pushes from a distance. This is still his staff member. He must get in touch with the STO in the higher org and say "George Jinks is arriving there for his Cl VI. He is an org staff member here. Put him on your STO list and push." And the STO of the sending org gets reports. IF THE STO OF THE SENDING ORG CONSIDERS PROGRESS TOO SLOW IN THE HIGHER ORG he can report the matter to his own EC and assign the distant student a Condition and his EC can write WW proposing the higher org STO be assigned a Condition. It sometimes happens that a staff member sent to a higher org is pirated by the higher org. This costs the STO a completion, his org one of its better staff members and breaks a contract. The abuses on this have in past years been so great that lower orgs often refuse to send staff members. When this happens, the higher org should be reported to WW and should be made to pay the lower org (a) Full fees for lower courses given in the lower org (b) all fees paid by the lower org to the higher org for the training (c) all pay paid to the student since departure from the lower org (c) a fee for the contract. The time to transfer to a higher org is when one's contracts are completed. 237 The person to handle and keep track of this and make it prominent in the staff student files is the local org's STO. It hurts his post and personal security and even pay to lose a staff member by reason of higher training and without recompense to his org. It also messes up his planning and slows his programme. STO TRAINING The STO must be an expert on Study technology as contained in the HDG pack on Course Supervision. He must know more about Course Supervision than Course Supervisors. The entire speed of progress will come from the STO insistence on following all Course Supervision technology. STATISTIC The stat of the STO is the number of training points run up in the week by the staff students being trained in his org whether from his own org or not, plus a second curve on the number of completions by staff members from his own org, meaning courses or, in Academy, classes of training, HDC and HDG count separately. INCOMPLETE CHECKSHEETS The STO retains in STO files any fragmentary or incomplete checksheet of any staff member. He can furnish copies of it on request. It sometimes happens that a senior requires one of his staff to check out on an HCOB or Pol Ltr. This is done (the checkout) by the STO. The STO also credits a cheeksheet that has that HCOB or Pol Ltr on it and places the checksheet in the staff member's STO file. Checkouts are always credited against courses by the STO so they are not lost. TRAINING ABUSES The staff member who is a student must know, by being told by the STO, that any training or case complaints must be taken to the staff member's own STO. These complaints you will find are seldom capricious. Whenever you straighten out a training or case snarl for a staff member you often straighten out something indirectly for the public also. People make progress or they don't. The answer to the problem is always to be found in the fields of Ethics, Tech or Admin or violations of study know-how. INDIVIDUALS Classes are too often taught as classes. The STO must work with the individual staff student as an individual. Where one is doing very well he should be commended. Where he is doing slowly or not at all, the problem is an individual one and can be handled. LIAISON POINTS The STO's points of most constant liaison are (a) Individual staff students (b) Other STOs (c) The (c) of T (c) The Ethics Officer (e) Course Supervisors (f) The Dir of Review (g) The EC of his org. SUMMARY If the STO carries out his duties interestedly and well, he can achieve the target of fully trained competent staff members and with this comes a far better operating environment, higher stats and a greater advance toward a higher civilization. It is a very important post. If he does his job without distracting the org from its public service and duties, he is very very valuable indeed. L. RON HUBBARD LRH:rs.ei.rd Founder Copyright (c) 1969 by L. Ron Hubbard [See also HCO P/L 3 December 1972 issue 1, The Value of ALL RIGHTS RESERVED a Staff Training Officer, in the 1972 Year Book.) 238 NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE ASSOCIATION SECRETARY DIRECTIVE 3 JUNE 1957 QUALIFICATIONS OF A PERMANENT STAFF MEMBER ADMINISTRATIVE: 1. Must have been with organization three months. 2. Must know the Code of a Scientologist. 3. Must have passed an examination on the Organization Board and Comm Centre given by HCO Board of Review. 4. Must be accepted by a staff majority vote, an Advisory Committee majority vote and finally must be passed on favourably by Association Secretary. TECHNICAL: I . Must have been with organization three months. 2. Must have a certificate in force in Dianetics or Scientology. 3. Must have passed successfully five levels of Indoctrination. 4. Must know the Auditor's Code and Code of a Scientologist. 5. Must have passed an examination by HCO Board of Review for validation. 6. Must have passed an examination on the, Organization Board and Comm Centre given by HCO Board of Review. 7. Must be accepted by a staff majority vote, an Advisory Committee majority vote and finally must be passed on favourably by Association Secretary. BOTH: A permanent staff member cannot be dismissed except by a unanimous vote of the Advisory Committee or by L. Ron Hubbard. He has the rights of vacation with pay. There may also be an honorary staff member who is neither temporary nor permanent. Permanent Staff Member Examination is given by HCO Board of Review. Jack Parkhouse (Note: Originally issued in two sections, Administrative and Technical, as FCDC P/Ls of 2 May 1957 by L. Ron Hubbard, with an additional point between 6 and 7 which read: "7. Must have a minister's certificate in force and must keep it in force."] 239 HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HASI POLICY LETTER OF 5 SEPTEMBER 1957 To: All Staff Bulletin Board VALIDATION OF STAFF All Technical Staff not validated or who have not passed an Admin examination by the time of the Congress shall be: I . Considered temporary 2. Shall lose certain pay units. All Administrative Staff who have not done the following by the Congress shall be considered temporary with a lower pay rating: 1. Passed an examination on the Org Board. 2. Passed an examination on the Comm Centre. 3. Passed an examination on the telephone systems, PO and internal phones. 4. Passed an examination on the Purpose of the HASI. 5. Read "Problems of Work". Those receiving Permanent Staff rating will receive higher pay than those not so rated. LRH:rs.cden L. RON HUBBARD HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W.1 HASI POLICY LETTER OF 10 MARCH 1959 PERMANENT STAFF MEMBERS Permanent Staff Members are entitled to claim Permanent Staff Member privileges when they become in possession of their certificate. These privileges naturally cease should a Permanent Staff Member leave staff without a formal leave of absence neither can they be claimed if a Staff Member has given notice of leaving. L. RON HUBBARD LRH:cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED 240 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 18 JANUARY 1960 CenOCon (Issued as Sec ED in Washington DC) QUALIFICATIONS OF PERMANENT STAFF MEMBERS (Cancels previous Directives) 1. Knows Organization Board. 2. Knows Communication Centre. 3. Meets OCA (APA) and IQ Standards. 4. Has worked for Organization for three months. 5. Has been checked clear on all present life overts and withholds. LRH:js.rd Copyright (c) 1960 L. RON HUBBARD by L. Ron Hubbard ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 2 JUNE 1960 CenOCon (Cancels previous directives) REQUIREMENTS FOR STAFF POSTS Applicants for staff positions in HCOs or Central Orgs must pass: I . A security check demonstrating no criminal record or intentions; 2. A "help check" showing normal help ability; 3. An acceptable (not wholly below centre line) profile on a personality test; and 4. An IQ of at least 110. Persons showing criminal background this life may not be employed. STAFF AUDITOR REQUIREMENTS A staff auditor must have the following: I . A professional certificate in hand and in force except where certificate is awaiting only final signature when the interim letter maybe substituted. 2. A knowledge of modem processes. A staff auditor, to obtain permanent staff status, must have: I . A thorough knowledge of an EMeter, pre-sessioning and model sessioning. 2. A thorough knowledge of the CCHs. 3. A free needle on help. 4. A profile in the upper third of the graph. 5. An IQ of 120 or more. 6. A knowledge of the comm centre. 7. A knowledge of the Org Board. A permanent staff member in any division must meet the above requirements. REGISTRAR POSTS No person may serve in a letter writing or registration capacity who is not reasonably released on "help" (does not consider help impossible in the field of action of PrR). Such persons should be specially processed on help. LRH:js.rd L. RON HUBBARD Copyright (c) 1960 [Modified by HCO P/L 21 July 1972, Issue IV, Staff by L. Ron Hubbard Qualification Requirements for Hiring Cancelled, ALL RIGHTS RESERVED with regard to checks and qualifications on hiring.] 241 HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO POLICY LETTER OF 26 NOVEMBER 1960 Reissued from Sthil All Central Orgs Already issued in SA PERMANENT STAFF MEMBER REQUIREMENTS (Effective I April 1961) To qualify for staff intensives, vacations, sick leave and other benefits in an HCO or Central Org a person must be a Permanent Staff Member. The following are the requirements of a Permanent Staff Member: I . Any certificate in force (including HAS). 2. Security check passed. (No Criminal, subversive or Commie background.) 3. Help button in good condition. 4. An acceptable (not wholly below centre line, and majority of points not lower than the centre line) graph. 5. IQ 110 or above. 6. A knowledge of the Comm System and HCO Policy Letter April 8, 1958. 7. A knowledge of the Org Board. 8. 3 months on Staff. Note: (Persons showing a Criminal, subversive or Communist background may not be employed.) REQUIREMENTS FOR AN EXECUTIVE POST I . Permanent Staff Member. 2. A Professional Certificate in force. 3. Control button free needle. 4. Help button free needle. REQUIREMENTS FOR A TEMPORARY STAFF AUDITOR 1. Professional Certificate in force. (Or a letter showing exam has been passed and certificate is being prepared.) (Letter from (c) of T.) 2. A thorough knowledge of the E-Meter. 3. A thorough knowledge of the CCHs. 4. No inversion on help. 5. No inversion on control. REQUIREMENTS FOR A PERMANENT STAFF AUDITOR 1. Permanent Staff Member. 2. Free needle on Help. 3 ' Free needle on Control. 4. Adequate case gains on pcs, processed. Note: The pay grade of a staff member should be regulated in view of the above as well as his actual position in the. Org. L. RON HUBBARD LRH:aec.gh.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED 242 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 13 FEBRUARY 1961 CenOCon PERMANENT STAFF REQUIREMENT CHANGES (Modifies HCO Policy Letter of November 26, 1960) Instead of passing an examination on the Org Board, effective on receipt of this policy letter, a permanent staff member applicant must pass a stiff examination on "The Pattern of a Central Organization", HCO Policy Letter 14th February, 1961 and The Staff Information Bulletin that gives the paper colour flash system and other data and has long been in staff hats, being a condensation of many earlier bulletins. (HCO Policy Letter of April 8, 1958.) Further, if a staff member has not qualified for permanent staff member by deadline, he may not receive staff rate processing under the (c) of P. Deadline on the earlier policy letter is relaxed until June 1, 196 1. LRH:js.rd L. RON HUBBARD Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 26 FEBRUARY 1961 CenOCon QUALIFICATION OF EXECUTIVES See HCO Policy Letters on Executives and Personnel, 13th February and 17th February, 1961. I will qualify and issue a Qualification Certificate to any staff personnel who meets executive requirements regardless of whether they occupy an executive post or not. This means that an Executive Qualification Certificate for a Central Organization executive post, does not demand or command that the holder occupy the post or receive executive units. A person who does not actually hold an executive post but who wishes to receive an Executive Qualification Certificate must pass all requirements for that executive post and must receive as well a high mark on a Hat check of that post. Having once occupied such a post in the organization does not automatically qualify a person but will be taken into account. Such persons seeking an Executive Qualification Certificate, should be handled exactly as an executive is handled in their application. Having extra qualified persons on staff for all executive posts means faster expansion and quicker filling of vacated posts, with immediate executive units rather than filling posts on a temporary basis with the consequent long wait for units. LRH:jl.cden.rd L. RON HUBBARD Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED 243 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 28 MARCH 1961 CenOCon PERSONNEL POLICIES STAFF POST QUALIFICATIONS PERMANENT EXECUTIVES TO BE APPROVED (Modifying HCO Pol Ltr of Feb 17, 196 1) I desire now to approve of all executives appointed to post in Central Organizations, before the appointment is given permanent status. I desire a full report from HASI attendant to the dismissal of any permanent executive before the dismissal occurs. The data to be submitted to me, to qualify a department head as a permanent holder of post includes: I . A minimum of 45 days successful performance of duty on post. 2. A statement from the (c) of P taken from pc graphs of the Auditor quality and ability of the person being appointed. 3. The appointee's own graph and IQ. 4. A summary of his Scientology career. 5. A security check sheet on the person. 6. An E-Meter assessment, particularly on Help and Control. 7. His exam results for permanent Staff Member. 8. Report on Hat Check of post by HCO Sec. 9. SOP Goals procedure fully flattened. No new executive, not approved by myself on the above basis, may draw the salary of his executive post, but only the salary formerly drawn on a non-executive post until my approval is received by the Assn Sec, effective on receipt of the letter. No executive may continue as an executive on permanent status, unless approved by myself, on or after 1 August 1961, and if not approved will revert to pay as a leading auditor even while retaining post. For the purpose of this Policy Letter the following posts are defined as Executive Posts: In HASP Association (or Organization) Secretary pc Director Director of Training Director of Processing Director of Promotion and Registration Chief Registrar (Body) Letter Registrar Director of Material Director of Accounts. In HCO: HCO Continental Secretary HCO Area Secretary. All persons permanently so appointed by myself shall be given a small certificate to that effect. The assembly of the materials required, I to 9 above, is solely the responsibility of the person being appointed 244 Temporary Executive Appointments to be Passed by HCO The HCO Continental Secretary must pass upon any temporary appointment of an executive, before the person is given post. This does not mean such temporary appointment may receive the pay of the post. The authorization to appoint a temporary executive may be refused only on the following grounds: I . Past unsuccessful experience with the appointee on that post. 2. Graph points lower than centre. 3. IQ less than 120. 4. Security check not passed. 5. Control and help buttons get very bad reaction on E-Meter. 6. Examination of staff profiles and longevity show other persons better qualified for post. If no person can be found who qualifies for the temporary executive post, it may not be filled. In event of abuse or confusion of this section the Assn Secretary may stop any action in progress and send full details to me for decision. Temporary and Permanent Defined A Temporary Executive fills the post on a temporary-, basis, using the word Temporary in the post title. He or she does not draw the executive post's units, but draws former units or the units of a leading auditor, whichever is higher. He or she may be removed from post with or without cause by the Assn See at any time, or a qualified HCO See during the time that HCO See is handling a State of Emergency. A Permanent Executive uses the full title of and draws the full units of a post. He or she may be transferred to a similar post by the Assn Sec, or by the HCO Sec who is handling a state of emergency that applies to that department. He or she may be suspended for no longer than two weeks in any three months from post without pay, to be processed in event of a consistent failure in that department. He or she may be removed from post only by myself after due investigation, and reports are received by me. Appointment to Staff Posts No appointment may be made to any post on staff until the following procedure has been followed. An application form (green ink on pink since it belongs to Accounts and affects pay) is made available at the office of the Assn See's Secretary. People desiring employment are directed by Reception to the Assn Sec's Secretary (or a small stock of forms may be left with Reception). The application form is self-directing. The person fills in his own various qualifications and vital statistics. It then sends the person directly to Test in Charge to be given a test or (as is more likely) to receive the test from his files. The person then goes to the HCO Sec. The HCO Sec marks the application form in spaces to review the test, makes a brief security check and marks in that result and then states either (a) The person is employable on staff or (b) This person cannot be employed on staff until processed or (c) This person cannot be employed. If the results are (b) or (c) the person is so told at once. If the results are (a) the person is sent to the Assn Sec (or his Secretary) for interview and results of interview are marked. The person is then told when to come to work or that he or she will be informed if there is an opening. If the person is employed (now or later), the application has the units or pay marked on it by the Assn Sec's Sec and is sent to the Accts Dept, when employment is begun. The Accounts Dept makes a folder for the person in the creditor file. Accounts may not pay out a cheque until the form is in the Accounts Dept, and is initialled OK, throughout. 245 The routing of the form is written on the left margin in each case. Important: After August 1, 1961 the Accounts Dept may not pay out pay even to old staff unless an application form is in the Accounts file. Termination of Employment When employment is terminated, the person terminating, to receive his or her final pay, must be routed on a similar form. The form is obtained from the Assn Sec's Sec, who is custodian of all forms, by the Dept Head of the leaving person's department or by the Assn See. The form is self-routing on the left-hand margin. It is green ink on pink paper. The form is headed: Termination Form Without this form you cannot receive your final pay or any recommendation to future employers. The leaving person fills in name and date and writes his given reason for leaving, He gives the form to Dept Head for his or her remarks. The leaving person then reports to HCO and gets checked out for ARC breaks and withholds, and may be ordered to processing at Organization expense, but not longer than, 12 1/2 hours, preferably 5 hours, If the leaving person then changes his or her mind about leaving the form is destroyed by the Dept Head. The person reports again to Dept Head for the form to be continued, or destroyed in event of person staying, and then takes the form to Director of Material to turn in his supplies and any equipment, and get an initial. This includes E-Meter and any such and in the case of a Dept Head or an Assn Sec may require a full inventory by a paid company if the amount is great. The person now goes to Accounts with the form and receives with the form his or her final pay. Accounts, while keeping the creditor folder of the person in a "dead file" at the back of creditors file, until the year's storage of files is made, places the person's original application for employment and the termination form (stapled, termination at the back) into Comm lines to the Assn Sec's See who files. The person's final pay cheque is sent to HCO by Accounts and may not be paid directly by Accounts to the person. HCO hands over the final cheque when the person has been checked out by HCO or has received any auditing recommended. Seeking Personnel Dept Heads seeking personnel may procure it wherever they wish, and however they wish, but must first look in the job application file of the Assn See's Sec in order to save time. To keep the file straight, the Assn Sec's See should divide the file into live (with 3 months) and inactive segments. In times of expansion a mailing can be sent to the whole list. This would serve to freshen the file and the replies can be filed with the original applications. Until they lose a body, these applicant people do not get "dead filed". Keeping this application file up prevents the randomity of Emergency Hiring and by-passes of security. The most fruitful sources of new personnel are the pc and Academy, and permanent help wanted notices should be posted in each. LRH:ph.cden L. RON HUBBARD Copyright (c) 1961 by L Ron Hubbard [This 28 March 1961 reissue of HCO P/L 17 February 1961 ALL RIGHTS RESERVED added the parts shown in this type style.] 246 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 22 JULY 1961 CenOCon EXECUTIVES' PAY HCO Policy Letter of March 28, 1961 is modified as follows:, All permanent Executives (who were to meet the August 1, 1961 deadline or have their pay revert) are extended to October 1, 196 1. SOP Goals Clause The qualification of persons having to be flat on SOP Goals by August 1, 1961 as per HCO Policy Letter March 28, 196 1, is changed to "Must be flat on Routine I A by October 1, 196 1 LRH:jl.rd L. RON HUBBARD Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 23 OCTOBER 1961 CenOCon PAY OF EXECUTIVES (Modifies HCO Policy Letter of July 22, 196 1) The deadline of executive pay is extended to February 1, 1962. The process to be flattened now is "Problems Intensive" as per Saint Hill data of October, 196 1. LRH:iet.rd L. RON HUBBARD Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 23 JANUARY 1962 CenOCon PERMANENT EXECUTIVES (Amends HCO Pol Ltr of February 17, 196 1) The award of Permanent Executive status has hitherto been delayed by changes in the processing requirements set forth in HCO Pol Ltrs of July 22, 1961 and October 23, 1961. Effective immediately, the award of full permanent Executive status shall only be made to an executive who has fulfilled all the requirements as laid down in HCO Policy Letter of February 17, 196 1, Staff Post Qualifications, and who has also been checked out as stably clear by HCO. Meanwhile, any Executive who has fulfilled all the requirements of HCO Policy Letter of February 17, 196 1, except the processing requirements, and who is not yet stably clear, shall be awarded the status of Provisional Permanent Executive. This will entitle him/her to draw the full pay for his/her post. But he/she will not be allowed to draw permanent staff bonus units as an executive until such time as he/she is checked out by HCO as stably clear. LRH:sfrd L. RON HUBBARD Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED 247 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 21 MAY 1962 CenCCon PERMANENT STAFF (Cancels earlier directives) When a staff member has completed a contract with the organization, has passed an examination on the Pattern of a Central Org and has received a cleaned Prepcheck on the last two pages of the Joburg and Form 6A, Saint Hill, informed of this, will issue a Permanent Staff Certificate for that staff member. L. RON HUBBARD LRH-.jw.jl.cden Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED [Cancelled by HCO P/Ls 9 August 1971 issue IV, Urgent-High Crime PIL-Operation Staff Stability and Personal Security, 16 September 1971 Issue III, same title, and 8 January 1972 revision of 9 August 1971 Issue IV, in the Year Books.] HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 5 JUNE 1962 CenCCon PERMANENT STAFF PRIVILEGE Staff Members who complete Permanent Staff requirements may receive the benefit of International Membership while they are on the staff of a Central Organization or City Office. A N/C invoice is made out by Accounts (so that records exist) upon application by a staff member. If a Permanent Staff Member leaves the Org voluntarily or is dismissed for a valid reason, the International Membership fee becomes payable (part of a year's membership to be worked out pro rata). L RON HUBBARD LRH.jw.eden Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED 248 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 4 JANUARY 1966 Remimeo Issue V All Staff Hats A copy given to ea new person employed PERSONNEL STAFF STATUS (This is a Policy Letter. The basic law of this organization and its rules are found only on letters such as this one, printed as this one is, green ink on white paper and signed as this one is.) A Staff Status is a number giving the value and promotion eligibility of a staff member in this organization. The number appears after a person's name on the organization board in the Communication Centre. The numbers run from zero to ten. They designate the type of post to which a person may be promoted or the status of the person. It is important to have a higher status number. Therefore do all you can to increase yours. The status numbers most important to a new staff member are 0 (zero), I and 2. 0 = Temporary I = Provisional 2 = Permanent Above that are the promotional numbers which must be earned by study and experience in the organization. There are also technical status numbers. These are not necessarily required of personnel in nontechnical departments and are elsewhere described. If you do your job in this org and study how to be a better staff member you will advance and will be secure. The first three status numbers and the states follow: TEMPORARY A staff member who is newly hired is designated 0 (zero) status after his or her name on the organization board. The person is classed as TEMPORARY until he or she has been to Review after a few weeks on post. The TEMPORARY must obtain a slip from their immediate senior saying they are doing fine on post and present this to Review. Review may require they have a knowledge of the org board and comm lines and their own department before passing them. Review may give the person who bears a recommendation several interviews to pass the exam but after the 3rd exam is failed, must dismiss. If they have no recommending slip, Review notes their name and tells the person to get one from their senior and come back. Review keeps a close record of all persons calling on it. Review, when a recommendation slip is presented, then may examine the person concerning the org board, etc, as per current "provisional" check sheet. If the TEMPORARY is recommended and passes, Review assigns the person a 249 PROVISIONAL Staff Status and advises Org Board and Personnel Files by sending them chits attesting the fact. The staff member also gets a copy. While TEMPORARY a staff member may be dismissed with or without cause by his immediate superior or by Review or a Secretary or anyone senior to a Secretary. If Review does not pass the Temporary, Review dismisses the person. However, if the person is to be dismissed, Review must inform the person what he must do to make himself more employable, get the person on a pc Course and processed, etc. When Review tells a Temporary he or she did not pass or is dismissed, Review also informs Dept 1, Personnel Officer. Any Temporary, dismissed, may apply again to the Personnel Officer for employment in another section or department of the org. Pay ceases while under dismissal. Therefore when Review dismisses a TEMPORARY, Review I . Tells the person he has not passed and no more chances will be given. 2. Tells the person how to become more employable. 3. Puts the person in the files for possible future employment if the conditions are met (2 above). 4. Informs Dept 1. Dept 1, being advised of a dismissal: (I a) Informs Accounts at once. (2a) Makes a note of it in the person's file noting also Accounts is informed. (3a) Notifies the person's immediate superior whether the superior is otherwise I informed or not. If a Temporary dismissed is upset about it, he or she is sent to the Chaplain. The Chaplain, on any dismissed person coming to him should ascertain if the above lines were followed properly, that no ethics policy or order was violated by superiors or org officers and that the person follows the advice to become more employable if the dismissal is in good order. If the Chaplain finds a gross irregularity in a dismissal he should bring the person to Ethics. TEMPORARY is designated as 0 status on the org board. Every quarter the HCO Exec See of an org must dismiss all persons who have Temporary Status and have not become Provisionals. Such persons are sent to Review for dismissal. PROVISIONAL A staff member given a PROVISIONAL rating may have recourse to Ethics and have an Ethics hearing if dismissed. He may be transferred to other divisions without a hearing if his division is over-manned. · person, after one year, may apply for permanent status. · PROVISIONAL is designated as "I" on the org board after his or her name. To obtain permanent status a PROVISIONAL must obtain his or her Basic Staff Certificate. This has a check sheet for which the HCO EXEC SEC is responsible for compiling. This is covered in earlier Policy Letters. The certificate is examined for by Review and issued by Certs and Awards. The requirements are relatively elementary but are quite firm. 250 Ethics chits issued while the person was employed are taken into consideration. The Secretary of the person's division must recommend permanent status in writing to Review before an exam may be given. PERMANENT A PERMANENT STAFF MEMBER may not be demoted, transferred or dismissed without a full Committee of Evidence being held. The person may himself request a change of status or another post or may resign without a Committee of Evidence being convened. (The Evidence and findings of a Committee of Evidence are taken by a Committee composed of one's coworkers and to be valid and put into effect must be passed by LRH personally.) No person may be paid as permanent or posted until the person's name appears in a SEC ED. LRH Executive Director may not at his own discretion wish to make the permanent award and if not included in a See Ed it is not awarded. PERMANENT status is then designated on the Org Board by the numeral "T' after a person's name. Certs and Awards issues the Permanent Certificate, but only after a SEC ED so declaring has been issued. Review, passing a person for permanent must advise Dept I Personnel, and the AdCouncil to prepare a SEC ED for LRH Exec Dir issue. The SEC ED advises Accounts and Org Board, and no pay may be changed or the permanent status posted until the SEC ED is issued. A person failing to get a permanent status remains provisional. A person with PERMANENT status gets longevity pay according to the number of years employed, at so much for each year. This is backdated to first employment. HIGHER STATUS The higher status numbers are given to staff members as earned by passing check sheets. Gaining a higher status does not mean promotion but eligibility for promotion, said eligibility being in plain view on the org board with higher status number. No one may have a higher status than 2 after his or her name on any org board without meeting all requirements up to the new status sought, and passing the check sheet for each status in sequence. Items already passed are credited on any future check sheet where the items occur on the check sheet and have been passed. The HCO Exec See WW is responsible for all check sheets for staff status and the use and following of this Policy Letter via HCO Exec Sees in orgs. Staff quotas for Divisions and Sections are set by the Advisory Council. No hiring, promotions, assignment of status or appointments are made except as made above. L. RON HUBBARD LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED [Modified by HCO P/L 5 January 1969, Staff Status Two, Volume 1 -page 136, Volume 5-page 255, Volume 7page 503.) 251 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 29 APRIL 1966 Remimeo All Staff Applies to Dir Review Staff Tr Officer POLICY CHECK OUTS AND E-METER When a staff member who is taking a check out from the staff training officer flunks, regardless of his grade of release or state of case, the following is done: REMEDY POL-A I He or she is meter checked out on misunderstood words and these are handled. 2. He or she is checked out for disagreements with policy and these are handled. REMEDY POL-B When a staff member who has been so reviewed still has a high flunk rate, he or she is given full meter handling on the subject of earlier admin systems or earlier policies and these are handled as to (1) misunderstood words and (2) disagreements with the earlier systems or policies. The above actions in a small org are all done by the staff training officer. In a large org the actions of Pol Ltr check out are done by the staff training officer and if a flunk occurs the staff member is sent to a Review auditor at once to get Remedy Pol-A done. If the staff training officer's check out log (which he keeps) shows that Remedy Pol-A is not handling the person then Remedy Pol-B is directed by the staff training officer and done by the Review auditor. The Review auditor is under the orders of the staff training officer in matters concerned in this Pol Ltr. NO other action may be undertaken by the Review auditor other than those directed by the staff training officer. Please note that to do misunderstood words and disagreements before check outs violates the Fast Flow System of Management as one is correcting errors which have not occurred. In the Fast Flow System of Management one corrects only after actual errors have occurred, otherwise the org becomes the typical bureaucracy that is making our era miserable. We are in the business of making things better. L. RON HUBBARD LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED 252 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 20 JULY 1966 AMENDED 19 MARCH 1968 Remimeo STAFF STATUS (Corrects all earlier See Eds and Pol Ltrs) The intentions of the staff status system 'and the conduct of it require a clarification as follows: TEMPORARY I After two weeks' employment, if a newly hired staff member can obtain a written recommendation from his immediate superior, he can report to the Staff Training Officer in the Qualifications Division, give him the recommendation and receive the training materials for provisional. He can then study these and get checked out on them by the Staff Training Officer and if passed, get his Staff Status One, Provisional. STATUS ONE PROVISIONAL 2. When the Provisional Staff Member has his Staff Status One, he can receive the materials for Staff Status Two from the Staff Training Officer and begin to study and pass them by check outs from day to day. When he has passed them all, he is given a written examination and, passing this, he obtains his Staff Status Two. STAFF STATUS TWO 3. When a staff member has his Staff Status Two he can apply for the materials for Staff Status Three, executive rating, and so on up the Staff Status levels. Obtaining an executive Staff Status does not ensure the appointment as an executive but makes one eligible for such appointment. The one year service between One and Two is abolished. Only a Staff Status Two is now eligible for contract. Staff Status Two, if on contract, is entitled to free processing up to Grade V, a 50% discount on training and further processing and uniforms. No lower status has these privileges. This is true for all Orgs, SH, WW and AO. A Temporary Status staff member may be dismissed, transferred or demoted without any Ethics action. Any person still a temporary status after 3 months on staff will be let go. A Staff Status One must have been given an Ethics Hearing and found guilty of a misdemeanor or more in order to be dismissed but may be transferred without a hearing. A Staff Status Two must be given a Committee of Evidence and found guilty beyond reasonable doubt to be dismissed and an Ethics Hearing to be demoted or transferred. A deputy or acting appointment may be demoted without Ethics action, but only to the last permanent grade. Staff Members may request transfer or demotion without Ethics action. PENALTY If a Staff Member breaks his Contract, leaving employ or going to a higher Org 253 with Contract incomplete, he is then liable for FULL PAYMENT of all courses and processing he has received at FULL RATE (not just 50%), and owes for all transport or expenses he may have been paid. SECURITY CHECKS Security Checks should be given any new staff on a meter. When a theft or insecurity has occurred staff should consent to such a check and such a consent is contained in the hiring Contract. CHECK OUTS Any staff member receiving a check out from the Staff Training Officer and flunking is told to go off and study some more. The item being checked out is marked with a date and initial at the point just about where the flunk occurred and if the staff member comes for reexamination within one week, the item being checked out is simply checked from the last mark on. But if more than one week elapses the whole item must be examined again. A staff member is only sent to STAFF REVIEW OFFICER for remedies if his flunks have been continual and he is not making progress at all. A log, loose leaf, containing the names of a staff member per page is kept by the Staff Training Officer. The Staff Training Officer may not hold any additional post than Staff Review Officer and if so check outs must consistently be at one period of the day and review another. If traffic is too heavy not even this additional hat may be worn. If Staff Review Officer is singly held the holder may also audit staff, and do assists. ORG BOARD The Org Board must reflect the status of a staff member. UPPER STATUS GRADES Grades Three and above are given check sheets by the Guardian WW. EVENING STUDY Staff members should study in their own time not on the job. But they may be examined or reviewed while on the job. LRH:jc.rd L. RON HUBBARD Copyright (c) 1966, 1968 Founder by L. Ron Hubbard ALL RIGHTS RESERVED (Note: The 19 March 1968 amendment added the last sentence in paragraph 8, and also the section headed "Penalty"; and under "Security Check" added and such a consent is contained in the hiring Contract and changed No Security Check should be given any new staff on a meter except investigatory personnel to the above. I ADDENDUM per HCO POLICY LETTER OF 22 AUGUST 1966 Issue III Only a staff member with Staff Status Two is eligible for contract. Thus, before a Class VI may start his actual Internship period, he must come on staff and while working in the org, study for and attain Staff Status Two, at which time he will be eligible for both Internship (provided of course he meets the other requirements for Internship) and staff discounts. LRH:lb-r.rd L. RON HUBBARD Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED 254 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 5 JANUARY 1969 Remimeo Guardian Hat RAP STAFF STATUS TWO (Modifies HCO Policy Letter 4 January 1966, "Personnel, Staff Status") Staff Status Two, which precedes staff signing a contract, may be awarded by a duly appointed Asst Guardian and the ED awarding such may be okayed by the LRH Comm provided application for such is accompanied by full CSW which demonstrates conclusively that the applicant is fully qualified as per policy for Staff Status Two. Any violation of this policy which results in an improper award of Staff Status Two being made will be considered as a False Report and will result in the assignment of a Condition of Doubt. Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder LRH:ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED 255 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 2 AUGUST 1971 Remimeo Scn Orgs SO Orgs CLOs FLAG STUDY TIME A staff member is entitled to 2 1/2 hours study or auditing time per day. Executives are responsible for so scheduling work that this time becomes available to their staff but it must be additional to eight hours of post work. All activities including Flag CLOs or ships must have a Crew or Staff Course Supervisor who observes "What Is a Course?" P/L including suitable scheduling that does not interfere with work and makes Supervision available to all crew or staff. Roll call, materials, stats, etc must be part of this course. Where a Foundation and Day Org exist together the staff may study in the other org so long as that org does have a Supervisor. The Supervisor must at least have been hatted by the Mini Course Supervisor Hat and must know the Word Clearing Series of HCO Bs. A typical solution would be three to four crew or staff course periods a day, each of 21/2 hours, morning, afternoon and evening with the crew or staff member enrolled and assigned to a specific course period and roll called for that period. A crew or staff member must have gone through lines, be invoiced and enrolled, must have had his student hat put on and must in all respects be a student for that period to which he is assigned. An Exec which restrains such attendance is driving himself into cope by failing to take a routine organize action. QUAL Any crew or staff member must have been programmed ONTO not off of his current post. The question is what is he lacking to qualify for the post he is on? Staff Member Hat? SS I? SS II? AB and Sea Watch Picture Book? Post hat with checksheet and pack? Divisional hat? Officer's Checksheet? Exec Cramming Course? Tech Courses? OEC? What has he missed to fully qualify for the post he is now on? When he's done all this up to the post he is on or the post in case of a recruit he will be on he has arrived at "A" and only now could he think of going to "B" (see Supreme Test of a Thetan HCO B). When this study is done, tech courses can be considered. But Tech courses are in the same classroom under the same Super. Qual does FULL Word Clearing rundowns in the same Department as programming. INCOMPLETES You will find numerous incomplete courses amongst staff and crew. These 256 became incomplete because of a misunderstood word or earlier misunderstood subject. An Exec who is a failed student also has misunderstood words. So failure to sign up or attend are the business of the Course Super or the same Dept in Qual. It comes down to a misunderstood word. STRAIGHT ORG The only way an org will come out straight is by forbidding musical chairs and getting in such a program as this. AUDITOR HATS Auditors have hats as well as Tech. Lack of knowing their staff hats and auditor hats is a reason for losses. Student and staff hat comes before tech. AUDITING TECH When an org expands it must observe its 2 to I Admin Tech ratio. Admin people can qualify as auditors part time. Deserving staff members when properly replaced can go on full time training. Only when a crew or staff member has been a good attending upstat student on part time with good post stats should he go on full time training. OTHER TECH Posts often have other tech such as engines or cars or machine operation. When possible this is studied part time in the usual way. Crew and staff members may also be sent to special outside schools for brief training periods. SUMMARY When Qual does not do such programming, when the org has no on policy part time crew-staff course supervisor then it unstabilizes its people by leaving them untrained and will be upset by any effort to expand. HCO Expeditors just hired will be a hindrance unless they are rapidly put through basic training on part time study, rigidly adhered to and well organized. People already on post in orgs are seldom programmed and trained, at this writing, to the post they are on. Execs often mistakenly do not cooperate in such part time training. Such courses do not consider a non-attendee a blown student but should. By following this P/L expansion can occur and staff members can hold their posts much more easily. This is a very rewarding program. It must be followed. L. RON HUBBARD Founder LRH:sb.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 257 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 22 JANUARY 1972 Issue 11 Remimeo (Cancels and replaces HCO PL of Personnel 20 Jan 72 of the same title) Programmer Personnel Programming Series I PERSONNEL PROGRAMMING A Programme can be defined as: "A plan of study for an individual student over a given period." "A Plan of procedure; a schedule or system under which action may be taken toward a desired goal. The keynote is a sequence of actions." "To work out a sequence of operations to be performed by a person or computer." The root words associated are Programme (French)-A public notice, and Prographein (Greek) To write before. (Webster's 7th Collegiate Dictionary.) A Personnel Programmer works with individual staff members and draws up workable personnel programmes and sees that they are fully executed. The purpose of a Personnel Programmer is: to help LRH to expertly programme each staff member to a point of real success on his own post, to operate well as a member of the group and attain higher and higher levels of skill, knowledge and ability, through full use of the technology of Scientology and Dianetics. Qual Aide for L. RON HUBBARD Founder LRH:JZ:mes.rd Copyright (c) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED 258 NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO BULLETIN OF 23 OCTOBER 1971 Issue I Remimeo Personnel Programmers Personnel Programming Series 2 PERSONNEL PROGRAMMING RULES There are certain rules which apply to Personnel Programming, which if violated, will result in unsuccessful and incomplete personnel programmes, and subsequent low morale and stats. I . "All the rules of auditing apply in personnel programming" - LRH "A Talk on the Basic Qua]" tape 5 Sept 1971. 2. The primary purpose of personnel programming is to get each staff member competently wearing their own post hat, and operating well and smoothly as a member of the group. 3. The Basic Personnel Programme provides: (as per the attached chart) A. One main entrance channel comprising Sea Org and staff basics, culminating in full post hatting. B. The Tech route. C. The Policy route. D. The Seamanship route. (Sea Org Only) 4. The Personnel Programming Repair Programme is that which designates repair training actions on past posts in order to make the current post occupiable, or short repair actions which are interjected into the current Post Advance Programme, to handle a situation on the person's post. 5. The Personnel Programming Advance Programme is that programme which lays out the steps necessary to get the person fully on post. 6. Do not do unnecessary repair actions. 7. Do not interject or allow study actions which violate the programme the person is On. 8. Let staff members have their wins on programme actions and see that each completion is separately declared. 9. Complete major programme cycles and do not switch routes in mid-programme. 10. Work to complete each major programme in turn, resulting in a fully trained and processed staff member and Sea Org Member. 11. Complete earlier cycles begun before starting a new cycle. 12. In the case of older staff members who have many incomplete actions or checksheets in all routes, prescribe the necessary repair completions and get the person into the route which will most benefit him on post. 259 13. Be prepared to redo some programmes if skipped gradients and missing data are discovered. 14. Be prepared to interject a post repair programme into any cycle, as an immediate action required to handle a PT situation. 15. Ensure all programmes incorporate full word clearing of all materials and tapes per FO 2960 Course Requirements (SO only). 16. Use full study tech and every tool we have to get your result: A. Word Clearing B. Demos C. Star-rate checkouts D. Clay demos E. Drills F. Cramming G. The Org Library. 17. Do not issue stereotype programmes. Each must be done individually, as per any preclear programme. 18. Push each person to a win, then another win, and another win, and so on. 19. The workability of a programme is "Is it being done?" If a staff member bogs, the programme must be re-examined for skipped gradients and/or missing data or incorrectly included data. 20. Draw up the length of programmes and the time limit according to the capacity of the staff member. Newer staff or staff needing repairs should be short programmed to a win, then can have slightly larger programmes. 21. Do not get "stuck on a win" with one programme and give that programme to all others. Programmes are individual. 22. See that staff go to the Registrar to sign up for Courses and checksheets after being programmed. 60% of staff can get lost if this is not done. 23. Schedule needed Specialist Sea Training cycles at a "rest point" in a post hatting programme cycle. (SO Only.) 24. A programme rest point is: A completion to F/N VGIs. 25. Push staff cases to get completed to VA and get them onto the Solo Course. This is not a long course and can also be scheduled in at a "rest point", depending on how the person is doing on post. 26. Tell staff members to come and see you when they reach Points 24 and 25 above so that you can adjust their programme accordingly. 27. Get Crew Supervisors to supply weekly lists of any not attending crew study regularly. Call these in and find out why and get them back on course. 28. Programme in Dianetics and Scientology books into programmes liberally. These contain basic operating data vital to all staff. 29. Upsets on past posts still causing PT distress require auditing and the C/S must be advised. 30. Rehabilitation of the person and cleaning up past post misunderstoods on past posts which were failed or lost may play a vital part in getting an unmoving staff member on the road to success again. This, of course, is a Personnel Repair action. 260 31. If the Personnel Programmer is not familiar with a post area and what is required to get the person on post, he must go into the data collection step and could get added data from the person's senior. 32. A Personnel Programmer must know the Org Board or Org Boards in the areas in which he is operating. 33. There are three main areas which lead to unnecessary staff losses in programming: A. Trying to do a programme with missing or wrong data. B. Mis-programming. C. Mis-Course Supervision. 34. All the rules of study apply to Personnel Programming. 35. Do not commence the metered programming action with the TA above 3.50 or below 2.0. End off and advise the C/S to handle. Meantime the person can study their next needed action. The only limitations to personnel programming are the actual courses available in a given org. Sea Org Members have the most benefit in this because all courses are available to them at all times. If an org recruits in excess and programming is done well, getting a person to their nearest AOSH for higher level training and processing will be routine and no problem. STOs must wear their hats as part of the STO network, keeping track of area org staffs doing local training, pushing them through, and seeing that they get back to their orgs fast. Personnel programming plays a very important role in the actual prosperity and viability of an org and its staff. HCO puts an org there, but Dept 13 makes it R RUN - gets it operating. Judy Ziff Qual Aide for L. RON HUBBARD Founder LRH:JZ:nt.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 261 NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO BULLETIN OF 23 OCTOBER 1971 Issue 11 Remimeo Personnel Programmers Personnel Programming Series 3 PERSONNEL PROGRAMMING TECHNOLOGY "All the rules of auditing apply in personnel programming" - LRH "A Talk on the Basic Qual" tape 5 Sept 1971. As in all preclear programming (the C/S must have and use data about that preclear), so the Personnel Programmer must have full data on a Staff Member to be able to do intelligent and successful personnel programming. Successful programming = the programmes being done, staff members winning, wearing their hats better and more fully, their stats are up and into a higher range. The org is into a higher operating level. The steps of Personnel Programming are: A. Data collection. Collect all. past and present post and study data. B. Data evaluation. Evaluate the data received. C. Draw up a proposed programme. D. Interview the staff member on the meter, with the proposed programme and all data to hand and check out the programme for validity and making any needed adjustments, to F/N VGIs. Therefore, the operating procedure of Personnel Programming is: I . Get each person to fill out the full Tally sheet. 2. Do the Personnel Programming White Form on each staff member. 3. Study the tally sheet and see what has been completed, what is incomplete, etc. 4. The immediate goal is to get each staff member fully wearing his hat, as a participating staff member and SO member. 5. Make a list of all incomplete Courses or checksheets, listing them in order of completeness to the least completed. This is the programme error summary. 6. Which of these incomplete courses or checksheets affect the staff member's current post? Mark these with a star. 7. Recheck what actual progress the staff member has made on his post hatting cycle. List out any and all missing steps. This is the Post Advance Programme-to bring the person up to where he should be on his post. 8. Check SO Basics and see if the SO member hat is done. 9. Check staff member basics and see if SS I and II are done. 10. NOW, with the purpose in mind to get that staff member on post and operating as a member of the group, draw up a proposed programme for the person. 11. Call in the person, and ON THE METER, go over and present the tentative programme to the person. 262 12. If there are any disagreements, first check for misunderstood words and clean these up Method 2, each to FIN. 13. Now, make any needed adjustments, putting in a time limit (shortening into a series of shorter programmes, or putting in a missed training action) to FIN VGIs. 14. Send the person to the Examiner and then to the Registrar to sign up for the first course or checksheet on the programme, then to Course Super and back to post. 15. Collect exam. If no FIN VGls at Examiner, the staff member's personnel folder and programme will have to be re-evaluated, the worksheets taken during the programme examined and the error found. Then the person is brought back and the programme corrected and to Examiner with FIN VGIs. 16. No staff member who did not FIN VGIs at Examiner may be neglected or left with a wrong programme. This must be handled. 17. Write up five copies of the programme and send to: A. The staff member B. The person's Div head C. F/MAA or MAA D. Pers Enhancement TIM E. Staff Course Supervisor. 18. Put a time limit on each programme. 19. Assign the staff member's Division head responsible for getting it done. 20. Put up a set of Personnel Enhancement TIM baskets for: A. One day (urgent repair or cramming cycle). B. One week. C. One month. D. Three months. 21. Place the TIM copy in the appropriate TIM basket. 22. File all papers and worksheets in the staff member's Personnel File in Dept 13. 23. Copy any needed data off the Personnel Programming White Form and body route the form to Pc Admin for filing in the person's pc folder. 24. Get the person to complete the programme. 25. If the staff member goes well on the first two or three steps and bogs down, call the person in and recheck the programme for a missing gradient, misunderstoods, etc to FIN VGIs. Distribute any amendments to that person's programme as per 18 above. 26. When each programme is complete, recheck the tally sheet, see that it is fully updated, re-examine the Personnel Programming White Form, . 27. Call the staff member in (tell him to bring his stats) and draw up his next programme. If the person isn't fully and totally flying on his post, more actions will be required. If the person is doing very well on his post, then programme him/her into the channel of training which will most benefit him/her on post and in accordance with future plans. To FIN VGIs Judy Ziff Qual Aide for LRH:JZ:nt.rd L. RON HUBBARD Copyright (c) 1971 Founder by L. Ron Hubbard ALL RIGHTS RESERVED 263 NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO BULLETIN OF 23 OCTOBER 1971 Remimeo Issue III Pers Programmer C/Ses Personnel Programming Series 4 PERSONNEL PROGRAMMING WHITE FORM The following is a White Form for Personnel Programming. It is done on a meter. The answers are written on this form with all E-Meter reactions. This could be a valuable tool in getting needed data for compiling valid and workable personnel programmes and getting any and all past areas of post upsets cleaned up. Copy off important details required for personnel programming and send this Personnel Programming White Form to the HGC for filing in the staff member's pc folder. Tell the Staff Member that "This is a Personnel Programming White Form. This is not auditing." NAME POST- DATE ORG E-Meter Reaction 1. How long have you been in the Sea Org? 2. How long have you been a Scientologist? 3. What was the first book you read? 4. What other Scientology or Dianetics books have you read? 5. What was the first tape you ever heard? 6. What past posts have you held? Post Where When 264 7. What posts did you have wins on? 8. What posts did you have difficulties with? 9. What posts before Scientology did you have wins on? 10. What posts before Scientology did you have difficulties with? 265 11. What are your areas of interest in the Sea Org? 12. What are your areas of interest in Scientology and Dianetics? 13. Is there any specific post (or posts) you had a huge win on? 14. Are you having any particular difficulties with your current post? 15. Is there any specific area of your post requiring more specialized training? What sort of training? 16. Do you know the Org Board for your Division or Org? 266 17. Do you know how to route a communication to anyone in the org or ship? 18. Is there much dev-t in your area? 19. Do you know how to deal with dev-t? 20. Is there anyone who is distracting you from your post? 21. Is there any way you could do your post better? 22. Have you completed your Mini Hat? 23. Do you have any misunderstoods on your Mini Hat? 24. Have you completed your full hat checksheet? 25. Do you have any misunderstoods in your full hat checksheet? 26. What would be of assistance in helping you to wear your hat more fully? 27. Is there anything else you would like to say about your post or hat? Thank you. That's it. Judy Ziff LRH:JZ:nt.rd Qual Aide Copyright (c) 1971 for by L. Ron Hubbard L. RON HUBBARD ALL RIGHTS RESERVED Founder 267 NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO BULLETIN OF 23 OCTOBER 1971 Issue IV Remimeo Pers Programmer Personnel Programming Series 5 MASTER PERSONNEL PROGRAMMING TALLY SHEET Purpose: To ensure that Personnel Programmers have full data to hand when doing personnel programming. This is the master tally sheet and once filled in by all staff, it is filed carefully in the staff member's personnel file in Dept 13, and thereafter filed as staff complete courses and checksheets The tally sheet is attached. Judy Ziff Qual Aide for L. RON HUBBARD Founder LRH:JZ:nt.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 268 ORIGINAL COLOUR FLASH BLACK ON WHITE MASTER PERSONNEL PROGRAMMING TALLY SHEET To: Date: From: Personnel Programmer Dear Staff Member, Please fill in the attached sheet with ticks and dates, as indicated and send back to me soonest. I will be using the data on this master tally sheet along with other data to ensure that your post programming and future programming is properly done. Love, Personnel Programmer COMPLETE WC INCOMPLETE APPROX SEA ORG BASICS Just Middle Near DATE (SO ONLY) Started End STARTED 1. Sea Org SS 2. SO Member Hat 3. AB 4. Mission School 3rd STAFF MEMBER BASICS 1. Staff Status I 2. Staff Status 11 3. OEC Vol 0 POST HA TTING I . Mini Hat 2. Divisional Summary 3. Mini Hats of all Juniors 4. Full post hat checksheet Incl A-1 5. Div Hds-FP Member Hat 6. Div Hds-Ad Council Member Hat 7. Fully checked out & can competently operate all machines in Div or Dept 8. Data Series 9. Org Series 269 COMPLETE WC INCOMPLETE APPROX Just Middle Near DATE Started End STARTED 10. Personnel Series 11. C/S Series (Tech & Qual) 12. Target Series 13. Dev-T Series 14. Stable Terminal Checksheet 15. OEC Vol for Div 16. All FOs on Div POLICY I . OEC Divisional Volume 2. Full OEC 3. Sur OEC 4. FEBC 5. FEBC Internship 6. PRO Course 7. Tours Course 8. Other Specialist Courses TECH I . Wd Clearing Mini Course 2. Checkout Mini Cse 3. Student Hat 4. TRs Course-HAS 5. HQS 6. HSDC 1 7. HDG 8. HC 9. Mini CSC 10. RPCSC 11. Solo Course 12. Academy 0,1,2,3,4 13. Non-Pro Course 14. SHSBC 15. Cl VII 16. Cl VIII 17. HSST 18. Cl IX 19. Cl x 20. Cl XI 21. Cl XII FUTURE PLANS FOR TECH TRAINING: 270