Maria Spencer (Maloney)

Maria Spencer (Maloney)
Deceased	Yes
Died on	September 29, 2023
Nationality	UK
Children	Angie

Maria Spencer aka Maria Maloney passed away on September 29, 2023. Maria was certainly a Who's Who in the history of Scientology, within the Church but also in the Ron's Org and Free Zone.

This message is from Angie, her daughter:

Eulogizies

Hello Mikhail, I'm sorry to inform you that my Mother passed away on Friday the 29th of September. I was with her the whole time, she went peacefully and is in a better place and has her peace. Could you please inform others that have known Mom. All the best for you Angie

Maria was Capt. Bill's Second Dynamic back when the Ron's Orgs were formed in Europe and she was also his Administrator. Later she also managed his materials and and helped us to have a complete collection.

In the church she started small. If I duplicated it correctly, she came to the Church as a non-Scientologist and did an office job and gradually became a Scientologist. She also told us a story about how she had a headache and Ron did some recall and the pain just went away.

You can read her Scientology story in her book, it is in the attachment. It's a book worth recommending. Unfortunately it was never translated.

Maria grew up as an orphan and was given the name "Maria Maloney" and so she was known far and wide. Much later she went in search of her roots and found her real name and apparently her family.

I know little about any of these things, including her daughter Angie, whom, like many others, I never met. As far as I know, she lived or still lives in Germany.

Here what Bernd Lübeck wrote about Maria:

Maria Maloney, later Spencer

Memories Bernd

I met Maria in 1976/77 at the Org in Munich, then Lindwurmstrasse. She had the post as Registrar in Div. 2. It may also be that she was on a mission from Copenhagen at that time. She reggged me for OT I-III. I was in the Guardian Office at the time and known by the name "Ed" (Edward). This is how Maria always addressed me in the aftermath.

After I left the Org, about 1981-82, I met Maria again during the time Capt. Bill came to Frankfurt. This was in the formative stages of the Ron's Orgs and there were the first tech and admin briefings from Bill. She acted as his communicator.

I also twin'ed with her at the telepathy seminar. You can see it at the end of the transcript when Bill asks the participants about their successes.

In the middle of the 80's Maria and her daughter Angie lived temporarily in Neu-Isenburg and Dreieich. Angie stayed with my wife in Neu-Isenburg from time to time and looked after my children. There we saw each other quite often. Bill was also there from time to time.

In the following time we met again and again at the OT conventions, the OTC meetings and also at seminars of Bill, sometimes in Switzerland and sometimes in the Frankfurt area.

After Bill's death Maria took over his legacy. I think the most important legacy was the Upper Levels (the upper OT levels) to VAST+. Maria signed over the rights to these materials to Freie Zone e.V. in 2000, with the stipulation that it be made available to all C/Ses of these levels.

Since about the mid-90s Maria was together with Richard Winsborough, although I can't say whether as a couple or as friends. Anyway, I visited them both once in the summer of 1996, together with my eldest children, in Luton, north of London. Both had just moved and we helped them to unload the furniture.

Those were a couple of nice days.

A little anecdote: One evening Richard had the idea to shoot off his Chinese firecrackers and other fireworks he still had. We went to the nearby park ... and let it "rock". It was a hell of a racket and within minutes all the dogs in town were yapping. In addition, half of Luton was then under a cloud of smoke. We removed the remains of the fireworks and disappeared as fast as we could. We assumed that the police would arrest us otherwise. The next day we went to London together. There we went sightseeing, walked around a bit, and then went to the movies to see "Independence Day," which had just come on.

Maria was a stable communication and relay point in the Free Zone.

We were always in contact somehow...often writing.... occasionally talked on the phone. Then, about four to five years ago, Maria wrote me once that she had cancer. And the communication became less from then on.

I am very sorry to hear that she has now passed away. She remains in my good memory.

Maria... I wish you all the best for your further mission. I am sure we will meet again.

Bernd

Summarizing, Maria was very strong-willed and determined, and very straightforward. But she was also humorous and British, good to laugh with and have a good time with. She was probably one of the most successful registrars in the church, and I think she was a key part of why the Advanced Organization Copenhagen was so successful in the seventies.

Maria was extremely loyal to Captain Bill - the person who founded Ron's Org and Free Zone in 1984 and built a real alternative to the Church - and to Scientology. Back in the seventies, almost all Scientologists who got a little beyond the basic courses knew or heard of Maria.

Maria, of course, was at every convention and she was often where Capt. Bill was. Everybody knew her.

2009 she also came to Russia and told a lot about her time in the Sea Org and of course about Capt. Bill. She also gave some seminars there.

About ten years ago it became quieter around Maria. Several years ago she was diagnosed with lung cancer. Unfortunately, she lost that battle on September 29.

She will be remembered, she was one of the Stable Terminals in the Ron's Org and Free Zone, especially during the critical time after the Church of Scientology was taken over and hollowed out from within.

She is a strong being that we will surely see again.

Maria, thank you for all what you have done. Goodbye.

Max

Gallery

2009 Moscow Convention

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Biography

Introduction

These are my experiences within the Church of Scientology where I served from 1960 through to 1982. The start of the experience was at the Church’s headquarters at Saint Hill Manor, at East Grinstead, in West Sussex, England. They were rather large quarters where the founder, L Ron Hubbard (known to Scientologists as LRH), and his wife Mary Sue, lived in the early days. They had four beautiful children, all with red hair. Quentin Hubbard was the oldest, then Diana, then Suzette and lastly their youngest boy, Arthur. They also had a dog named Vickie. The children grew up around St.Hill and they had private tutors who came to give them their schooling. Hubbard's goal was to have a SAFE and QUIET place with maximum comfort for all the purposes he was heading out to achieve. This included a home for himself and his family, a business operations unit, and a place where public could go to train. Those were people who were eligible for getting trained as professional listeners (known in the Scientology world as Auditors). This training required time, courage and many, many months of long days of study. From that time, the goals set out for this operation were about to become a reality! Even before going to the famous St.Hill Manor, Ron had trained people on many different courses. He first trained students, and then supervisors to take over from him in supervising the students. He kept a very close eye each day on the supervisors he trained, and also on the students they trained. The two major courses for training to be a Professional Auditor were what are known today as the Academy Levels 0-IV and the famous ST.HILL SPECIAL BRIEFING COURSE. Apart from training there was another organisation for Professional Auditing. St.Hill provided a service so that Auditors who were already trained were available to deliver processing, at that time, and possibly still are today. Pre-step and Major-step for any study course in Scientology then the Academy Levels 0 -IV were some of the steps you had to take to get anywhere near to getting on the St Hill Special Briefing Course. Promotion was a big activity at that time It was very well arranged and planned, and very professional. Booklets about the famous St.Hill went out with each promotional package, sent to a full mailing list each month. The promotion seemed to work. Students arrived weekly, by the bucket load. Mondays were the days of new arrivals. Tuesdays were the days of the famous LRH lectures and the announcing of new students on courses. Fridays were the special days for graduations. Staff had to be hired as fast as possible to help handle administrative lines and keep up with the numbers of new people arriving for courses and Professional Auditing. St.Hill had about as much traffic running through it per day as the local East Grinstead main street. There were cars, motorbikes, delivery vans, and taxis, with people leaving for - wherever. There were people going to find rooms for staying in the local town. You just never saw a dull moment. It was action all the time. People who showed an interest in courses, or who wrote and asked questions, were written to, telling them what steps one had to take or do to be able to come to St.Hill. This was the case for Professional Auditing as well. People who wanted to do the St Hill Special Briefing Course usually wrote in months before and kept a good letter line before making any final arrangements. They had many questions to ask an Advance Registrar and these were carefully answered, to make it easier for the person to come. The Briefing Course took at least one year and one had to be well prepared. This also applied to processing. Some people stayed for weeks to do a lot of intensive auditing. Some stayed even longer. One might perhaps ask, how did all these students and professional preclears arrive? And how was St.Hill so well promoted to get so many, many people there? LRH had already promoted Scientology throughout the world where Scientology centres were operating. He sold off his earlier lectures and books to people previously attending his lectures. In the earlier days of St.Hill, being there with Ron and Mary Sue - whether on staff, as a student or as a professional Preclear - was FUN! It was LOTS OF FUN seeing all the activity and being part of it. Once having had the experiences of those GOOD OLD DAYS, it's something one does not forget easily. Perhaps this is just words for someone curious enough to read these short stories. If you read on, you will arrive at some sort of conclusion but it’s your choice whether you read on or not Perhaps you will read these stories for the purpose of finding out how the writer experienced the Church of Scientology. Perhaps you may want to find out if the writer went through a similar experience to your own. These stories might even catch a person still in the Church, though it is more likely that the reader will already have left that organisation. One hopes that, by reading about the experiences of other people in the Church of Scientology, it might help some readers to get answers for themselves on how it all went so very wrong. Staff and Franchise Holders who were around from the early 1950's up to 1980 and beyond, became a danger to the new leaders of the Church of Scientology. This included those who knew LRH and Mary Sue, or who had worked for either of them. Having worked with both was great, if you got a chance. Having rules and games set out, and rewards written in Policy by LRH to use along with a justice system that worked, was great as well.. Old Timers knew a lot. They were there, growing and expanding together with LRH. They knew what was written by him policywise, and techwise. They also knew later what was not written by him, and what executive orders being put in were not approved by him. Those people unwilling or refusing to conform to the changes which started to take place in the beginning of the 1980s, were easily removed from post, assigned to the ethics department for doing Mest work, or - if considered serious enough threats - were sent to the infamous Rehabilitation Force. Some were later removed from staff altogether and were just thrown out of the Church of Scientology EXPELLED or EXCOMMUNICATED. From the new regime’s viewpoint, those people had to go! Why? It's called removing TRACEABLE EVIDENCE. That evidence might possibly get those who misused the true writing's of LRH's Policy on the Justice System within the Church of Scientology, to face up and be removed themselves. One can find over the years, how very much the Church has changed, either by its structure, its personnel, and most of all, its Green Volumes and Red Volumes. Nowadays the headings are under the name of the Church of the Religious Technology Centre, or are headed, ‘For the Board of Directors of the Church of Scientology’. Any Old Timer, having worked in the Church of Scientology, can fall back on Green and Red Volumes and look and see how Policy or Technical issues were written. Some staff or public from back then will perhaps have single issues of their own. When you were a staff member or had been in the Church taking services in those times, you could compare the policies then to now. In the days of LRH at St.Hill, and even until the beginning 1980's, it was a normal operation. Staff got any and all Policy issues by LRH that came out when headed, "For Broad Public Issue." Having old issues of Policy and Tech, and updates coming out later on, or having done courses in the Church of Scientology before 1980, one can witness the CHANGES! One does not need to have the Church of Scientology, or the Religious Technology Centre try to prove otherwise. These are some of the differences that went on, there are more but that requires you to read on. The following stories are told from personal experience gained from over twelve years I served. They include some areas other than St.Hill and the Flag Land Base and Ron Hubbard's ships. They then move on to Ron’s first European Advanced Organisation, travelling world-wide then back to his Flag Land Base before I finally left to go into the OUTSIDE WORLD. I would like to say a thank you to those who were involved either in bringing me towards knowing Scientology, or in encouraging me to become a staff member so I could work with a famous man who gave an incredible Tech. Those are principally - LRH, Mary Sue Hubbard, Capt.W B Robertson, A. Porter, P.Scafari, M.Long, my buddy, C.Broadbent, P.Williams, J.V.Staden, M. Warick, M.Q., P.Q., and to a girl only known as Nula. I am sure there are others. Most of all, a special thank you goes to my daughter for persisting with me so that I was able to stay within the Church up to the last moment. Also for baring with me and my horrible ending before I finally had to tell myself that it was time to go! She stayed at my side and protected me and listened to me in some horrible times towards the end. I thank her for baring with me while she was so very young when she had to give up the friends she grew up with and loved in order to be with me. And I thank her too for baring with me when I took her away from what was her home. Having been born in the Church of Scientology, she suffered this loss for many, many years. Realising where the suppression came from, we both came to terms with it eventually, even though it took years for both of us to understand each other about it. I believe I am forgiven! Now, I wish you an interesting time reading what comes next.

Arriving At Saint Hill Manor

I joined Scientology at St. Hill Manor in early 1960. It was a pretty big place with lots of grounds. Small huts around the grounds intended for growing indoor vegetables became Auditing huts in a very short time as the Org expanded. There was a swimming pool and fish pond, and beautiful, green lawns, all very well kept. The first day I spent a short time in East Grinstead was very strange indeed. I had decided to have a coffee at the London Coffee House near the approach road to St. Hill. As I sat there, I thought ‘Something good is going to happen’. Strangely enough, that was about to come true. I had lost my job of being a nurse looking after babies. It was a very busy and tiring job, indeed. Now I had to think about a new way. Where would I go and what would I do? Into the coffee shop came a red-headed girl. Asking me if I was ok, she sat down at my table as if it was supposed to happen like this. She had obviously noticed that I had been crying. Wiping the tears from my face, I told her that I had lost my job and didn’t quite know what to do. She seemed concerned and wanting to help. Then she said that she knew where I might perhaps get a job. When I brightened up she said, "If you’re interested, I’ll show you. You can look around, see if you think you might like the place, and perhaps ask for a job". I said OK. I had nothing else in mind, so off I went with her. We were soon at St. Hill Manor. In the 60s you could get good transport there. Before that moment I had not known it existed. It’s not in East Grinstead but outside of town, set in beautiful surroundings. Being off the central lines, hardly anyone new it was there until it became well known to the East Grinstead community, much later on. However, I was taken by Nula - the girl I’d met in the coffee shop - to Reception. Nula introduced her to me to a lady called Monica who asked if I would like a tour. I quickly said OK. The tour was very interesting indeed even though it was a little bit strange. I was told to be quiet as I moved around the course rooms because students were studying. But I never was told what are they studying. Monica was head of the Hubbard Communications Office, and in charge of hiring staff. She asked me if I would be interested in having a job. When I said I didn't know what would I do, she said there was so much to get done they certainly could find something for me. When she asked if I could file papers into folders, I quickly told her I could. Then she told me to take a few minutes to think about whether I really would like a job there, and hurried off to put papers in a lot of baskets named IN, PENDING, and OUT, with the names of Divisions and Departments Heads on them. I later found out that this was known as the Comm System used in the Scientology Organisation. I browsed around looking here and there, having my mind more on what I could see than thinking if I really wanted a job or what I could do. It was so interesting. Then all of a sudden a voice sparked out. "Well, deary, have you made up your mind?" I glanced quickly in Monica’s direction and looked very interested and excited. With all the new surroundings it was hard to place thoughts where they should be. Then as soon as I said I would like a job, she asked, "When can you start"? I said, "In the morning", not even realising it had been a Sunday. But I just didn't care. Monica asked if I could be there at 9am then said, "Have a nice day, and see you tomorrow. Bye Bye". I went slowly out, feeling excited, not even bothering to ask the hours, or how much pay would I earn. Well, at least I had a job. Monday arrived and off I went to St. Hill. In those days buses ran regularly, just five to ten minutes from downtown East Grinstead. I got off at St. Hill Green which is known for its beautiful green lawns in the middle of the road. Beautiful trees flowed past, forming an archway approach as I walked towards the entrance to the Manor. There were two entrances. At the front was the gateway to the Manor House itself. At the back was the car park, with a driveway down to the pavilion and chapel rooms. You could walk down past offices and out through that first entrance again. In those days one was allowed to enter through the front gate if one was working in the Manor building. Cars and students had to use the back way. I found Monica’s office and she got me started within minutes, taking me down to the basement of the Manor. The first part was full of filing cabinets. The second part was sectioned off with typewriters going full blast. She showed me a lot of paper and told me to get them into A - Z order then left me to it. Now I started what was known as Central Files. I still didn't even bother to ask what the hours were, or what pay I would get or when would I get a break for lunch. I was just excited to have a job. The sectioned-off area was where all LRH's Policy and Bulletin issues got typed up. I learned that these typists got the original issues from LRH on foolscap paper in his own handwriting. The typists were fast and were considered excellent workers by LRH’s standards. Some Bulletins were 15- 20 pages long and you certainly had to be able to read LRH's handwriting. Anyone possessing a hand-written Policy Letter or Bulletin wouldn't wish to part with it. The Bulletins and Policy Letters would be typed on a stencil. Then they went back up to get verified and then sent back down (always hand-routed). Clipped to the stencil was a note saying, ‘OK to mimeo’, and signed L Ron. If it was not correct, LRH would personally rewrite the section so that it was exactly duplicated. Then it was sent back up again for final OK, and sent back down with his approval for Mimeo. It was very rare that any one of them was wrong. Molly, his main typist, would insist that all Bulletins were proof read before going up to LRH. Only when she was happy with it would she pass it to LRH's Communicator with a note which said it had been proof read, and with an attest, ‘Please OK for Mimeo, signed L Molly’. Molly and her assistants also worked in the Mimeo section - old machines with drums and stencils and ink. These worked all day long except for lunch breaks and evening breaks, or to change the drum or stencils. They stopped sometimes to allow the operators to get some sleep. Central Files was the place where any and all records of anyone ever writing into St. Hill were stored. Any letters asking about what St. Hill delivered, or what one could expect to get, see and do there, were filed. People were able to write in and ask questions of any kind to the Director of Training, or Director of Processing. Believe it or not, you got answers in those days. The replies were all written by the Letter Registrar’s operating in Division Two - Dissemination. Division Two had its own colour letter paper, used for public letters - white with the St. Hill Letterhead. Its Divisional dispatch paper was light purple. . All other Divisions had their own colour of paper for easy identification so that one knew which Division or which post the letter had come from. I had to learn an awful lot in my first two weeks on staff, getting to feel my way around in what still seemed a very strange but interesting place indeed. Then there were certainly more interesting days to come.

What was St. Hill?

Saint Hill was a place you went to be educated and trained as a Hubbard Professional Auditor, also known as a listener. Staff had to be employed to help with the volume of traffic arriving. It was important to help new arrivals with their housing, with Supervising and Auditing procedures, Course Administrative matters, and the handling of materials, etc. They had to be able to study and be provided with all the material to assist them in reaching their goals of becoming professional Auditors. One had first to have the practical experience of auditing another student, Then, when good enough, you could audit a staff person or sometimes a completely new person. The initial processes, called the Grades, are still done today, even though there are added steps such as Life Repair and the Drug Rundown. You did many, many auditing hours before being allowed to pass the practical and classify on a particular level. Each Course level had a theory and practical Exam. After that one could also do a professional Internship on the levels. This was usually done after Class IV. Then you would be be ‘Official Interned’ on all levels and qualified to deliver any of the levels 0- IV. Before the St. Hill Special Briefing Course was available, the highest level of training at St Hill was Class IV. Having done your training through to Class IV, you did the Special Briefing Course. When that was completed you were classified as a Hubbard Professional Auditor Class VI. Many students who could afford the time and money, carried on through to Class VII training which was the famous Power Processing level. With all this training going on to deliver these famous levels, LRH had to establish a Technical Unit. The Unit for Professional Auditing was named the Hubbard Guidance Centre, shortened to HGC. A Director of Processing and a Technical Secretary and Course Administrator with administrative personal were then appointed to handle the demand. To handle Training and Qualifications and Certification, a Department of Training was established fast, with jobs and functions operated by professional people trained by LRH. Then the Technical Division on the Scientology Organisation Org Board came into being, to be known as DIV 4 It certainly played a big roll in passing each student through his or her courses. On each level of training you had to do some Examinations. These were always written. The standard of training was high, thanks to the supervising which kept a high tone attitude among all students. The Exams got marked either Well Done, Very Well Done, or Flunk. The Examiners were stiff and stern. Two Examiners had to do this because of so much traffic. They accepted no less than 100% If you didn't pass your written Exam, you got sent to a place known as Cramming - a correction pool unit. Some students spent days re-doing drills, or having to re-read parts of the material. It could be tough when one had to re-do entire sections. All students going through for an Exam had the jitters, thinking, Do I know it all? Will I pass or not? Going to Exams was more the worry than sitting down doing the Exam itself. No one liked to flunk and have to go to Cramming. It always made one feel bad, and a failure. It reminded one of school days of not passing tests. It could also cost a fair bit of money as Cramming was charged extra and not included in your package of training. Cramming was charged at an hourly or daily rate, depending on what the situation was and how long one was in there. The Cashier had the job to deal with each one coming out from there. If you observed students in Cramming, you might wonder how on earth they could afford to stay in there for days on end. But somehow they always got through and, with clearance from Treasury, they went back to Course - Certificates and Awards was a nice department. That was where the award of certificates was done, either for a level on a course, for processing or staff administration. Exams or attestations were always done by professional Examiners, and always on the Scientology E-Meter with the Preclear holding the cans. Included in the attest procedure was the matter of any reservations or doubts the PC might have. If there were signs of such doubt, the Examiner went to the Qualifications Secretary. Sometimes there was a Review of the case done as a result of that. In the early days, the walls of Qualifications Division were hung with certificates of L. Ron Hubbard. They showed what levels of Processing he had completed - all signed with his name on them and certified by the Qualifications Secretary. Getting a certificate wasn't easy. One had to work hard for it. They made sure that one really had completed a course fully before one got the reward. All Processing certificates were approved by the Qualifications Secretary. He or she inspected the client’s Preclear folder. (The term PreClear is used in Scientology for someone who is not yet clear or an Operating Thetan - OT. The full definition can be found in the Scientology Technical Dictionary) Preclears waited until the Qual Sec had checked the folder. Then they were allowed to attest. The Scientology Organisation was divided into separate Divisions. These were further divided into Departments. Each Division or Dept had personnel to handle whatever came up. This is similar to any big company with Management positions, with a head over a section or a department. One would be trained and directed to handle that exact job. It was a well-organised structure. The Hubbard Communications Office (HCO), was Division One. It had a section known as Dept I - Routing. Each new arrival, whether a student, staff or preclear, went through this section where he was given a routing form, starting at reception. This was a form with the names of the departments you had to visit in the right order. The receptionist was usually a young and perky girl. She would usually say, "Hi! Welcome to St Hill", and would chat away with you while logging you in. When she had asked what service you were there for, and any thing else of importance, she would pass you on to Dept 3 where you got your clearance, securitywise, and then guide you to the next office. There was a section which handled justice, dealing with disputes that came up. This might have been for the protection of staff members on their jobs or for overall security of the place, or for personal situations. It handled justice hearings and the statistics of each post. Job evaluations were done weekly to see how each person was doing in his or her post. Products were assessed, and graphs were kept for each post by the Statistic In-Charge (Person in charge of that post). It might have been separately ‘posted’, with a person performing the function of Graphing Clerk. The whole Dept was known as Inspections and Reports. The Ethics Officer saw you if you were late on post in the morning, or for Roll Call as a student or even preclear. He or she checked how you were doing product wise. If you checked out OK you were sent back to study, or back to staff post, or session. The first time you got a warning. The second time you got a reprimand. The third time you had to stay behind after hours and stuff envelopes with things like Auditors Mailing, a magazine that went out every three months. It didn't matter who you were. The same rules applied to all, even Executives. In those days, the Ethics Officer was a Canadian woman. No one dared to tread on her toes. She stood no nonsense whatsoever. Well respected by LRH, she was liked by others and very skilled at her job. She showed certainty and trust amongst the public and staff. It wasn't a bad thing to visit her. You knew she would handle the problem and you would leave fully satisfied. It was a sort of pleasure to visit her. She got whistled at by students daily, particularly the men. But she took it all in a days strive, just laughing and waving them by as she went to her office. One could say students thought that flirting with the Ethics Officer would convince her to be softer with them.. When routing in, you visited Mary, the Registrar Back then the Registrar certainty was a friend you could rely on to get you on your course and would answer pretty much anything you wanted to know. Mary was rather elderly but extremely able. She had been in her own business as a consultant before going to St. Hill. She had a way about her which made you feel at home. She was also very good at getting you to pay for your next service! She was able always to give good advice You felt like you got somewhere when you visited her. Her office was extremely presentable. There were always flowers around, and you got a coffee or a tea, and sometimes some excellent cookies. When you were finished with her she would say, "See Ya! And remember - any troubles come and visit me. Ok?" Then she would send you off to the next person on your Routing Form - the Cashier. Mike was the friendly cashier and always had a smile. He knew exactly how much you had on your credit account. He took time to talk to you, to answer questions and clear you for taking your course. As he debited your account, he would say, "Have a great stay, and don't hesitate to visit me if you have any questions". All courses were done in the pavilion or the chapel. Auditing was conducted in the huts until the Castle was complete. You worked hard daily, from 9am to 12 noon, and then from 1pm through to 6pm. In the evenings, Foundation went from 7-30pm up to 10pm. One never had time to ease off, or to look around or be lazy! You were kept on your toes all the time because people needed your attention.

The Daily Activity of Scheduling Students

Students arrived in droves. There was the buzz of the cars, motorbikes or whatever form of transport they could use to get to St. Hill to be on post or on course in time. Course schedule started at 9-30. Students stood around smoking, or drinking coffee before roll call. We didn’t dare to be late. There were breaks of fifteen minutes in morning and afternoon, and an hour for lunch. The schedule ended at 6-30pm. The student’s canteen was stuffy and smoky, and there were so many there you were lucky if you got a place. Each one brought his own food - sandwiches or hot soup in a flask. We gathered in groups, shared laughs and either discussed the experiences we had had on course in the morning, or just good old general gossip if we were on staff! Auditors began their day at 9am, perhaps by studying their Preclear’s folders depending on how many he or she had been assigned that day. If cramming was needed, your Preclears were re-scheduled and told to wait until you were through. Of course they were given some sort of explanation from the personnel in charge of ensuring that Preclears got their Auditing daily. Some would go off to read, others even chose to help stuffing Auditors Magazines. It was friendly and it was fun to help, and you just did it. You kept quiet around the Auditing rooms and didn’t talk loud Each room had an IN SESSION sign on it which was to be strictly respected . Students were on courses doing drills - sometimes loud ones. Certain places for practicals had to be set up especially for Upper Indoc TRs. These were special training drills which required quite a lot of shouting. They were done in the grounds around the pavilion and Chapel course rooms. There was a constant stream of deliveries for the private quarters of LRH and Mary Sue Hubbard as well as paper, pens and various office supplies for the organisation. In all, it was busy and active all the time. The lower Course Supervisor was a South African known as Peter K. An Australian called Malcolm C, the Class VI Unit Supervisor, was in charge of the Top Unit of the St. Hill Special Briefing Course. Both Supervisors were well known for their firm, precise manner, demanding, exactness to the letter, in the theory and the practical drilling. Each student was carefully supervised to see that the standard was kept up and practised at the highest level. If you had passed a drill or had drilled a session procedure but didn't apply it correctly, you were given what was (and perhaps still is), known as a PINK SHEET. That was an immediate correction, written on pink paper. No one liked getting a pink sheet, but it was the only way to keep the standard in. You were expected to apply what you had learnt. Pink Sheets were then handled before carrying on with your course. This applied both to theory and practical studies. All students worked very hard on courses and never spent any time wasting around. After all, they were there for studying and not much else. So any spare time was precious, and it was spent well and calculated carefully. St. Hill was always open up to 10pm, even at weekends. Some people worked late and at weekends to progress their studies. They might spend time drilling with another student, doing training drills which were on each level of the Academy levels and the higher courses. They might listen to Ron on tape - something which each student had to do. It took a lot of the time to get through the three hundred or more tapes that were on the St. Hill Special Briefing Course. That was an awful lot! Supervisors gave students daily and weekly targets, but these were to be given realistically without too steep a gradient, or just brushing past stuff quickly so as to reach one’s targets. The Supervisor had to have this in mind and guard against it. Clapping successful students was a daily activity. This was done to validate those who passed a theory or practical level, or finished a section of a checksheet. One knew that completions or products were happening. Towards the end of the day, a staff member also knew when supper was getting close, by hearing the clapping from the direction of the course rooms. Supervisors helped students falling short of their daily targets by interviewing them. If they were bugged, it sometimes required some correction. In that case the student was sent to Qualifications to get sorted out. Then he was sent back on course as soon as possible. There were many things to be observed by a Supervisor. He or she had his hands full and there was never a dull moment. The days passed by at a high speed. No sooner were you arriving than the day was ending. Then it was time for some well-earned sleep in order to be bright and shiny and ready for another hard days work.

The Tuesday Lectures

The most exciting day in the week was Tuesday. Everybody looked forward to it and took part. St. Hill came to a standstill when everyone went to listen to LRH’s lecture given especially for students. Each lecture was added to the list of tapes on checksheets. Mary Sue and staff attended also. No one dared to miss this time, scheduled weekly from 4pm until 6pm. Who would have missed that day! LRH gave each lecture in the chapel. The surroundings made the Tuesday lectures special because the chapel was on the east side of the Manor, surrounded with beautifully-kept lawns and a swimming pool and fish pond, though these were considered to be the private part of the family home. Everyone was usually seated a good ten minutes before he arrived. It was so quiet you would hear a pin drop. Staff attended lectures in one of the large staff working areas where a TV Screen was hooked up so they could watch him. LRH nearly always appeared on time. Then the silence was broken with screams of joy and laughter from everyone, and most of all by himself. Oh, those students were so happy to see him and hear another Tuesday lecture. They seemed to want him to really enjoy their gratefulness that he was there to give them so much data to work with. Often he had to break the clapping because time was scarce. He always took the greatest of care so as not to upset them while they praised him. He handled it in a great way by saying, "Great. You’re here again! Great. Thank you. Thank you VERY MUCH!. OK - Ready to start?" "Oh Yes", they cried out. He normally started off with something like, "What day is it? Today is April the 10th, so-and-so year", - getting their full attention. The students always acknowledged the date, sometimes giving it for him. LRH usually had a list of new students. He was always kept informed about new arrivals, and usually knew the person in those days. All new students were asked to stand up and take a bow. After the bows were done, LRH would announce that days lecture. All students had note pads and kept their notes through their training, and even when they left St. Hill. You could hear the turning of note pad pages, and the sound of pencils writing, it was so quite between LRH’s words. The lectures sometimes went on longer than 6pm, though no one cared. Seeing LRH and listening to him was the most important thing. When the lectures ended, LRH usually said something like, "Well - I hope this gives some new light on the studies you’re involved with at this time. Let’s see what the reports turn out to be on your daily and weekly studies. Have a great evening, or a good supper, or a good week. OK See Ja! Bye". He was heartily thanked by the students with a very well earned applause. He often walked out leaving you to clap your heart away. Everyone was happy. It kept the spirits up all around, especially the students. This was vital data. They had to adjust to it, to learn from it, and apply it to their studies and Auditing. The lectures that were given back in those days of the 1960s and 1970s, became part of the Scientology courses delivered anywhere today. Those lectures were the most valuable moments of the expansion of St. Hill and the Academy levels 0-IV and the St. Hill Special Briefing Course. Anyone having had that opportunity, would know how important they were and might remark that they would have never have missed those days. They were very lucky.

Expansion at St. Hill

New Arrivals began their Routing Forms with an Orientation checklist. This told them where everything was. Each student had to do this so that he or she could know where he was at any time and not get lost. New staff did it also. The number of checklists used weekly kept the Mimeo office very busy. All schedules for staff and public and students were strictly kept at all times. St. Hill didn't yet have its own eating places. Practical matters such as these were very well organised indeed. Executives who ran St Hill arranged a service daily for staff to go and eat at the local lunching places around downtown East Grinstead. In those days one had some money. One didn't wonder whether one would or would not get paid. Believe it or not, you were paid; and not badly either - even if it was the 1960s . Students had their own room,known as a Canteen room, though nothing was there. It was only a place to be used to eat the lunches you brought with you daily. Sometimes you could get in there but it was really only for students. Staff were forbidden to lunch with students. The local taxi service would come up daily at 12 noon Monday through Friday and pick up those eagerly waiting for going to town. One had to be sharp to get to the taxis. There were two or three taxis at the most, able to hold 5 people each. It was a service paid for by St. Hill for staff use only. Due to the expansion of St. Hill canteen room got too small. Then some thought it was a good idea to find a place to set up a proper canteen. The idea started off when someone saw flasks of coffee standing on the trunk of someone's car, using a plank of wood as a table top for place plastic cups and four or five flasks of coffee. This service was operated by one student who was also on the course. He managed to do it between his breaks and being on course. Later came the agreement that a bigger place could be provided. There was a hut that was only used for old filing cabinets etc. Permission was asked to the Executive Directors and it was approved immediately because the demand was so high. So the student, known only as Charlie, who started off with coffee and tea on the trunk of his car, landed up being in business each day on a full day’s schedule. He changed his training schedule to evenings and used the days to provide this most needed and wanted service, making it into a business, covering the costs and making a little bit extra on the side. Whatever that might have been, that went into his training steps so that he could continue his traffic . Everybody loved the St. Hill Snack Bar Canteen. They were able to sneak out during work time, and grab a coffee or tea! When you were crushed for something to drink or to take away the afternoon hunger, just knowing it was available was a help. One could pretty much get anything one wanted as it grew And it did indeed grow. It was packed daily, especially during breaks. No more taxis for taking the staff down at lunch time to get fed. One could land up buying fish and chips - a favourite of English people. It also landed up being a favourite for the many Americans that were there. It provided sandwiches of many kinds, and of course the good old American hamburger, English sausages, beans on toast, egg and chips, Cornish pasties, and all sorts of fruit. It even had a menu for breakfast, lunch - and supper as its known in England. The canteen was open six days a week from 9am to 10pm. Now that the Eating Dept was solved for many, and costs of the taxi service were taken away, there was room for still more expansion as LRH wished. With the ideas of new stuff coming into shape at the time, the top of the Hill was being shaped into castles. One was ready at about that time. Another one was nearing completion. So, of course, changes for bettering the service to public and general business were obviously the next thing - and they did improve! The plan for moving the training out of the pavilion and the chapel up to the castle was put into action. This allowed the chapel to remain as only a chapel for services. At the back of the castle 30 Auditing rooms were built for public and Hubbard Guidance Centre Auditors to use. During the mid 1960s, St. Hill services were still only up to the level of Power Processing and the St. Hill Special Briefing Course. But expansion carried on and one could hardly keep up with the changes. The first Clear was announced after LRH returned from Rhodesia. The older part of the Manor ground floor, and the basement used for offices, became the more closed Advanced Courses Operation. The existing administrative services such as part of Mimeo, the Hubbard Communications Office, and the Address and Letter Registrar, moved over to the areas where courses and public had been. LRH remained at the Manor for some time into the 1970s Then he started to move away from St Hill for further expansion. Maintenance of the buildings and gardens, the lawn cutting, and the beautiful rose gardens was continued. The swimming pool and the fish ponds were still seen to, and the cats and the dog the Hubbard family were looked after. One still took great care to respect the grounds, and certainly no litter was allowed. Rumours started spreading about what and who would be moving into the castle. And there were other rumours about some Advanced Organisation setting up in the Manor. Daily discussions went on regarding where those working in the Manor would move. Then one day a very special staff meeting was called. Back then they were held in some office large enough to hold around two-hundred staff. Organisational matters were discussed, such as how to improve matters amongst Divisions. Usually on Friday everyone was looking forward to a good weekend. But - this particular Friday had something special thing about it. Most of the staff seemed to get it into their heads that perhaps something was going to happen about those empty new rooms in the Castle. While waiting for the meeting, some of us even said, It's maybe this weekend we’re going to move. But who? The Friday meetings were run by a Senior Executive - usually someone from LRH's staff. This time he started off by saying, "This is good news. St Hill expands! But what is not such good news is that LRH would like to ask you to work through the weekend. There’s going to be a turnaround of St. Hill administrative offices and it involves moving the student's quarters as well. So we need strong men and fit women. The men will do the heavy moving, the women the papers and light desks. He said we would be paid for the hours we worked, and asked if everyone could come. Of course everyone agreed! Who would say no to LRH? The In Charge of the meeting thanked us for our willingness to help, ending the discussion by saying that LRH would like the whole move completed by 6pm Sunday. So it was agreed that everyone would be at St Hill at 9am Saturday the next morning. It was a major operation and heavy work involving filing cabinets by the dozen, and hundreds of desks and chairs. But one hadn’t much time to think about it. You only thought about getting a good nights sleep to have enough strength to pull your part of the weight the next day! Arriving the next day we found many, many people. Even some students took time off to help out. It was a tremendous operation. All staff were sectioned off to do particular areas.. Maps were already laid out, indicating what to move and where to move it. There were supervisors to ensure areas were moved strictly according to the plans in order to avoid confusion. All seemed to pull together. Everyone was ready for one-and-a-half days hard, physical work. But that didn't matter. It just had to get done and that was it. Dragging loads of files up and down hills was not easy, and the weather wasn't good either. Telephone lines and telex machines had to get moved, so the experts for that were called in.. All you saw during these one-and-a-half days were people moving anything they could. People were out off breath because the track was bad enough in itself without having to carry heavy things. Added to that, it was was one of those lovely English rainy weekends. We were constantly trying to keep things covered up, which didn't help. Believe it or not, tired as everybody was, it all was done, except for minor matters. So the next day started off with all staff in new areas and students studying in new locations. New Orientation Checklists had to get drawn up pretty fast. We needed a new stable datum in on where one was, and what was where.

The Weekly Graduation Day

Friday - the most famous day of the week - was chosen for graduation day because nothing could be better to end off the week. One could have some nice memories over the weekend and be ready for another hard week on the following Monday. Graduation took place in the chapel at a time to fit in with LRH’s schedule. We got informed a few hours before. There was great joy at these graduations, and no one ever missed them. There was laughter and hard clapping that could be heard all over the Manor. You couldn't help but say: "OH, this must be Friday. I gotta get over there and watch it". Those staff that could get away always did. The graduation afternoon was for the students so they got the seats first. If you couldn't stick your head over the others trying to catch a glimpse of the graduation, you just stood on the ledges of the big side windows where you had a pretty good view. Students gathered together with Supervisors for each level. The graduations were started off by announcing new arrivals. Then we were told who had started or had finished a new level. Each finishing student was asked to stand up and take a bow, and was allowed to mention something of the what he or she had learned on the level. As the courses grew longer, the time took longer too; so it had either to start earlier or end late. Who cared! Hearing of the first Clear being announced on one particular Friday, was a graduation that stood out by itself. When the Advanced courses were set up, those got added to the graduation ceremony on each Friday. The same was done for the new arrivals to the Clearing Course, then to the OT steps as well. Clears started to bet announced and then completions on the OT levels. First it started off with Clear, then a few weeks later with OT I Soon came OT Il Then it carried forward on up to OT III. One could write another book on all the technical developments, although some of that already has been written by others. A particularly special week was the announcement of the first Power Process. When a completion from the St. Hill Special Briefing Course was to be announced this was very, very special. They didn't get made easily, or quickly. So - when the rumour of such a completion was about to get announced, that was not one to miss. We wanted to hear what he or she would have to say about the course, and what he or she was planning to do next. Each student completing the St. Hill Special Briefing Course went through a special routing form, passing several sections of the Technical and Qualifications side of the Scientology Organisations Board. Once he or she had passed the course completion exam at 100%, the routing form went to LRH. He passed the student with one of two remarks. Either, "Passed - VWD. L Ron", or "VVWD. Passed with Honours". Getting LRH's signature on your routing form first was really something. But getting, "With Honours", was something else! If you got that it meant that, by the evidence of your results as a Auditor, knowing and being able to apply what you had learnt, LRH knew that was what that student could do. The next thing was getting your reward with a certificate having "With Honours" written on it. Back then, and in most cases, it was signed by LRH himself. Later on it was signed by the Qualifications Secretary. So - Friday afternoons were special for the students. There was clicking of cameras and chatter amongst the crowd. At times the doors were unable to be closed, busting at the seams with the number of people wanting to cram in there to watch, particularly when LRH was there. Of course, rumours went around like wild fire. This week LRH is attending. Got to be there. Cant miss him. No way! The glow in the air was great. There was fun and bright-looking faces and St. Hill came to a halt once again. Mary Sue came in along with her favourite little dog named Vickie and always sat in the front row. There was silence. Then there was great clapping as everyone made sure that they appreciated LRH’s presence once again. Then after a few minutes he would put the signal sign up. STOP! Then he would say, Thank you very much!" All replied, "Very well Sir". Then he would say, "Ok. Let’s begin. We have only a few completions this week. I have been asked to attend and give some out. So we will start off with those, and get them out of the way. Then I will pass over the rest of the graduation to the Supervisors and will leave you to carry on. OK with you"? "Yes Sir"! "First Completion is from the Power Processing and I am proud to announce the completion of Power to a name that’s pretty familiar to all of you and that is L RON Hubbard". Everybody was delighted and clapped with joy. Wha - that was great. They were happy and full of laughter. LRH was laughing himself, and said, "OK Laugh! Nice surprise Ha! OK Let’s go on. Another very special announcement, and that Is the first Clear - John Mc Master"! (John, who died in 1993, was a South African living in England for many years). Laughs and clapping. Applause. Applause. There was lots of talk by John Mc Master about the great results that came from this. He made a great acknowledgement to Ron for his breakthroughs in these areas. Then another graduation took place.. The first St. Hill Special Briefing Course. completion, known only to students as Pete I. He spoke of the main gains in being able to practice his skills in Auditing, and about the privilege of having LRH around to correct and give the various technical writings and always there to iron out technical and training bugs on training, It was great to hear. It was also great to hear how students were able to help LRH research the line for a well-mapped out way to train a person to become a professional Auditor. A big hand went to LRH accompanied by the clicking of the cameras. What an ending to the week. And how well worth being there. That evening, spirits were high. Students organised a party and we all visited the local pub in down town East Grinstead to celebrate the victory. LRH wished us a great week ahead, and no one lost the good moments of those first announcements.

My First Experience in a Very Important Job

Now I begin another experience - that of a new job. My first days had been spent working in Central Files in the same room as the Mimeo operation from which all L Ron Hubbard's issues - such as his Policy Letters and Technical Bulletins - went out. This had been my first experience within St. Hill - a job I only did for two weeks. Then the lady who had placed me in that area, visited me again. She said, "We need someone in another section of the organisation. Perhaps you can help out. We’ll get someone to take over here". I thought, OK. She told me, "This job was very important. We are beginning this section of the organisation and it needs people to run it". I had no clue where and what I was really going to do. But since I learned fast, that didn't bother me. All I was told was that it was a very Important job and I took that very seriously. The job was being LRH’s first Technical Page. This was for taking the Auditing folders to him twice a day after the auditors had done their sessions and to collect them when called for. I had no idea what he did with them. In those days I was a professional Wog just doing a job, not having even done any Scientology course or had any auditing. That new division was Technical Division Number 4 on the Scientology Organisation Org Board. As I was shown around a large room, I saw a big board with lots of names in different columns. It was quickly explained that it was the Hubbard Guidance Centre Board for Auditing done by professional Auditors. The names of the Auditors were there in three different columns, with the schedule times for Auditors and Preclears The preference of Auditors were listed downwards. The Top Auditors were first in line. Then horizontal were the preclear names and their blocks of times. Auditors names were in one colour, Preclears names in another. I got the hang of it pretty quick. Apart from my main duty to take folders to and from LRH, I had also to route people with their Preclear folder to another section of the organisation. Preclears were not allowed to carry their own folders and that was why the page system was introduced. In this section in Technical Division there was also a section named Technical Services. Another person was put on to the job of helping to provide students with material, tape machines and other items they needed. That function was named Student Admin. Another part of Technical services helped provide accommodation for the students and Preclears. East Grinstead was used to provide places whether with people of the community using their spare rooms in private houses, or renting places. Somehow, places were always found. One had to have knowledge of the availability of housing around the area. In those early days it seemed that anyone was willing to provide a place for students to stay. Some lines had already been established where accommodation was available for students and professional public Preclears, but it had to be worked at. New places had to be found all the time. I could see that I was in for some busy days. My job grew. It turned into taking care of the scheduling board as well as taking the folders to and from LRH or other sections of the organisation. Wherever the Preclear was routed, the page took the person and the file along. Then I got my first job, assigned by LRH. On the very first day, I had to take the folders to LRH’s office. Even though I had no idea who this man was, l was scared just to meet him in person. But, nervous as I was, I did it. I was drilled on what to do, and to tell him where l had left the folders. I was told to wait a minute or so in case he wanted to give me anything to take back to the Technical Division. A list always accompanied the folders together with a list of the Auditors names. On my very first visit, after passing his Communicator, known only as Ken, I knocked on the door. After hearing ‘OK, come in‘, loud and clear, in I walked. LRH says, "Oh, hi. You must be the Page". I said, ‘Yes ‘. "OK place the folders here". There was a heavy, long table. One side was marked IN, and the other side OUT. LRH said, "Don't worry. You will learn all the steps. Do you have any questions"? Of course I replied, "No", shaking the word out. And I thought to myself, What questions would I have? I didn’t even know what I was really doing except to bring the folders at that and that time, and to wait to see if I had to take anything back. That was what I was told to do, and that was what I had got in my head. So - I sort of laughed a bit and said nervously, "That's all"? He replied, "Yes, Thank you and goodbye"! I left politely, thinking to myself, Gosh, thank God that first trip was over but how were the rest going to be? But I was quick at learning and built my courage up to take the next trip to him with a bit more strength. That next trip came soon. I went there and, without any reservation this time, placed the folders in the IN area. As I put the folders down he said, "Thanks. My gosh - seems like you want me to work". He laughed as he said it, and then asked me how was the day? Then how was I? I replied, "I'm OK, Ron, OK". I was a bit shaky still, though holding up Noticing me shaking, he said, "You don't have to shake. What's so scary in here? Is it me? Or is it the room"? I laughed. Then he did too and we both landed up roaring with laughter. He said, "I ain’t going to bite ya. So go along. And thanks for the folders. I’ll call for you when I’m ready". That was a relief for me. I suddenly felt a little better, but not knowing why. I did know one thing for sure, though. If I was asked if I’d spoken personally to Ron Hubbard, I could say, OH Yes. Somehow he made me chuckle over that brief exchange of words. I would say I was starting to know LRH as I did that very important job.

An Approach Made to Me about Auditing

I had by now learnt the ropes around my job as Tech Page and I liked it. I had also learnt much about the practical handling of Auditors, and the moving Preclear folders around, even though I had never had Auditing. A friend of mine doing the Briefing Course, and whom I got to know at the breaks, had spoken to me about it a bit. But I had no idea what it was really about. I was never actually pushed into anything. I was simply working and getting paid for it, and that was what I thought it would always be like. Each day I took Preclear folders to LRH and received them back again when I was called. LRH seemed to be very precise on looking into the folders. I could never figure out how he could handle so many, or actually what he did with them. I was aware that he was writing advice to the Auditor for the next session. I learnt that when he gave me some sheets of paper in form of lists of actions. The colour was light green, and they were in his handwriting. . Directed to the Auditor, those lists contained the Auditor’s and Preclear’s names and detailed the next actions for that case. Another list contained the names of who did Well Done and Very Well Done sessions. Another list was of comments to Auditors in the The Hubbard Guidance Centre (HGC). Those lists had remarks on technical points, and data on the when the next Auditors’ meeting with LRH and Qualifications personnel would be. So - after the visit to LRH, I would take all the lists and distribute them to File or to the Auditors’ Bulletin Board or to Qualifications personal. I had to learn the Divisions and the Hat (Job Title), each one wore. I had to be very sure not to deliver the wrong paper to the wrong place or I would really have heard about it. But I never did. Each Auditor had his or her folders on time for the day’s sessions. Some Auditors knew from the list of comments, whether or not he or she had hit Cramming, or had got a Very Well Done, or only a Well Done, or sometimes a Re-assigned placed against that Preclear. Re-assigned was the last thing any Auditor would want to get on his folders or noted on Write-ups coming down from L R H. It meant that it would be better for that Preclear to have another Auditor. It could be that he or she just didn't fit with that Auditor. Or, when there was a Complete Re-assigned, it would mean that that Auditor had goofed badly - messing up the technical session or perhaps a few sessions. Often the word "Flunk" was written. That meant that the Auditor had made some errors somewhere and he or she was to hurry to Qualifications to the Cramming Officer to get corrected. A Re-assign could also have meant that Preclear's Auditor was not qualified to audit the next action on that Preclear. That Preclear would then be re-assigned to an Auditor able to do the next action. The Preclears of that Auditor often had to wait for a new Auditor. Meanwhile they helped out by doing something like stuffing Auditors magazines, or packing things, or whatever. It was all well run and well supervised in order to keep things moving, especially for the public who had come a long way to St Hill to receive the most powerful processes available in Scientology. Auditors did their Admin whenever possible, although the day was mainly spent in session. ‘In Session’ and ‘Please Be Quiet’ was what you saw on Auditor’s doors most of the time. Students from the St. Hill Special Briefing Course took staff as Preclears and I wondered if one day I would ever be approached. One day, when I made my usual run with the folders to LRH, I had an odd idea in my mind and feeling in my gut which bothered me. I was not sure why but something made me think, Will he ask me If I have had any Auditing. But why was I scared to get approached, for heavens sake? I had no idea what it was like - bad or good. Obviously it was full of unknowns. If asked, I would not have known how to reply. I would have wondered what I might be getting myself. into if I said Yes to something I had no idea. about. I might have asked myself,. What is so special about that, anyway? That day when I felt uneasy in my bones, I was in for a major surprise. I made my usual visit to LRH's office passing his communicator first as always, knocking on the door and getting the OK to go in. That day he had finished meeting with Mary Sue in Conference. When she saw me, she said, "Hi - come on in. LRH is waiting for the folders. I hope you're fine today". I replied, "Fine. Lots of work". Susie just grinned and said, "You’re a strong girl. Work is good for you". We laughed as she left, saying, "See Ya"! LRH said, "Hello. Thanks for the folders". Then in the next sentence, without me being able to make any move, he said, "Sit down, young one. I have to talk to you". I thought, OH Gosh - now I’m in for it. What on earth have I done wrong? But because his intention was so strong, it struck me rather quickly. I sat down as fast as I could as he asked, "Now - how has your day been today? Everything all right"? I said, "Pretty good. Can't complain. Busy and so much to do". He just laughed and said, "You will manage. Don't worry. Well now - you have been here a while and you are getting to know what its all about. Right"? As he waited for a reply, I just sat there dumbly, nearly loosing my wits again, Why I don't know. Then he said, "Perhaps you’d like to have some Auditing. Have you been spoken to about that yet"? I said, "No, Ron", and closed myself within myself. He replied, "OK Well how about it"? I said, "Well - I haven't got any idea how it works, or what I am supposed to do. He said, "That's easy. We’ll get someone to explain all that". I looked at him and laughed. He looked at me and said, "Don't worry. We’re not going kill Ja. You can try it to see if you like it and tell me. OK? You’ll soon find out what it is". There was a rumbling feeling moving in my tummy and around me. I thought he was able to read my mind, somehow. I said, "I will tell you how it goes". Then I asked him, "Is that all, Ron"? He smiled and said, "Off with you, and don't worry". I walked out of that office this time with the thoughts and words we had spoken all about me. I thought over the matter of being approached about Auditing and how I had dared to say Yes! I was quickly back at my place. It was late morning. Then by late afternoon I was approached by Margarite, a fine lady friend of LRH from America. She was on the Briefing Course and asked if I would like to have a chat with her. We quickly arranged a time. I took my lunch break to talk with her, grabbing a sandwich I had packed that morning. Being asked by Ron had made me wanna know what the devil this auditing was really all about. Margarite took me into her Auditing room very smoothly and quietly, closed the door and checked that the In Session sign was on the outside, just like other Auditors did before entering. I watched everything she did, thinking that I must observe everything. I was damned-well going to find out all about this auditing. As we chatted a bit about myself, she asked where l had worked before St. Hill, and when had I discovered the place, and what did l think of it. She said LRH had suggested that she ask me if I had any interest in auditing, and to explain a bit about it, and what it did.. Of course, as soon as I agreed to have auditing we were arranging a date. for my first session. I loved it. When I took the folders to LRH next, I thanked him for suggesting it to me. I even started on a course soon after my first sessions.

I was becoming a Scientologist.

The Reality of Being a Staff Member

In most cases it was hard work and long hours for any staff member working in a Scientology Organisation. This was so, whether it be St. Hill, in an Advanced Org, a Class IV Org, at the Flag Land Base, or on any of the ships. In the earlier days at St. Hill, I remember that it was fun to work. One could even say I loved it and truly did. It was also a pleasure being at St. Hill with Ron and his family. It was exciting being there when Policy and Tech was being written and issued in bucket loads, hardly giving you enough time to read the earlier ones from the days before! But you read them though all right. No one wouldn't. It was standard procedure that you checked out on the Policy when it arrived in your In-basket. Auditors receiving technical issues checked out on those as well. There were no exceptions. Every staff member, Auditor or Admin person had to check out on Policy as it arrived. Molly S and her staff in the famous Mimeo Department turned them out daily for Ron Hubbard. Never a day went by without something new arriving in each staff members In-basket. The Central Hubbard Communications Office (HCO) had always so much traffic running through it because that's where staff picked up Issues from their In-basket each morning before going to their jobs . The traffic didn't only contain newly-issued Policy letters or Bulletins There were also written orders, or requests for data to do with the job one was doing. One had also to follow up on information needed by you on your job, or follow an order to get something done for a senior of one’s Division. Those communications were known in Policy to be headed as Comm. They were routed to your post title and function and not to you in the way of a personal letter. For example, communications would read something like this: To The Director of Examinations Oct. 30th 1962. From Director of Technical Services. Dear Jane What exams have you passed since Oct. 1st of 1962? Please list who you have passed, and on what level. I need a record of certificates to be requested to Certificates and Awards in Qual. I need this by 15th Oct. 1962. Love, Joe. These communications had a defined term to them called "dispatches" That's known as "comms" as well and some examples can be found in the Administrative Dictionary. Many new staff had to be hired, and as that was done, Policy for the administrative side of the Scientology Organisational Org Board was being written. It was expected that you would read the Policy coming out in order to be educated and to know where to refer if any questions were asked. Scientologists - whether working in Scientology Organisations now or then, when the subject was being formed and written - used a famous saying: "What Isn’t Written Isn't True". Many stuck to that as a basic principle and. guide. It worked in many cases. It was amazing to have this and Technical Issues coming out at the same time. Many times, one wondered how on earth a man could produce so much volume and at such a speed. He certainly had some devoted people to help him. Now Auditors were getting trained up, higher and higher. Levels were getting completed on the higher part of the Scientology Grade Chart. No sooner had you done one than new ones were released. You wondered if any more were coming from Ron Hubbard. But there were lots more to come! . Communications Office handled the incoming mail. There was always a lot and usually it took a good two hours to sort it all out. One had to stamp all incoming letters with a date and time received as one opened them. Student letters were treated as priority and were never opened. They were only placed in the student’s mail box for them to collect. Students liked to get mail from their mums and dads, other family members or just friends. The students got as much mail as the internal management, and that was always a lot each day. A member of Treasury was always present for witnessing a cheque or money order received. The mail clerk signed cheques and such money orders over to Treasury who took care of them from then onwards. Everyone was busy. Registrars were on the telephones, calling people up while the letter registrars were typing letters. Reception was busy logging in new arrivals, or taking calls. Auditors were getting people into session. Delivery vans were bringing some good items for the canteen shop, and delivering other goods. It was a hopping and bobbing place for a good twelve to fourteen hours per day - and happy too. Some areas expanded so fast that extra staff had to be put in to handle the flow. Qualifications was invoicing in as much traffic for daily exams as one would check in items at a super market store cashiers desk nowadays. It just never stopped! Letter registrars were pretty fast. Their typists had to turn out at least forty letters per day. To make their job easier, they didn't have to place the letters in envelopes and do the folding work. The office responsible for hiring personnel brought in additional people to do advance-information packages with details about St Hill. They pulled the public’s letter files out and filed papers for the typist, so that the typists only had to type as they sat at their Dictaphone machines. There was an extra pool of personnel who dictated into those machines. Staff meetings were held once a week at first, then later to once. every two weeks. Personnel in charge of each area or the In Charge of the Division would be responsible for planning improvements to be done. There was always a complete cooperation between all staff and public. Live communication helped sort out anything that was slowing progress, like gossip or dissatisfaction amongst personnel. Such things never were left to carry on but were taken up at once and cleared completely to avoid breakdowns, or personnel leaving. Some personnel left because they just couldn't keep up the pace but not much was said about them leaving. The whole thing ran on high morale and production and drive. Some staff were particularly dedicated to LRH and his goals. New arrangements known as, getting to be ‘An OK Staff Member’ fell into place from 1960 onwards. Staff were classified in sections I, II, and Ill. These consisted of hatting you on your responsibilities, and making you familiar, on a gradient, with the role of being a staff member. Back then, one had to classify as being a Scientologist. That would mean that one had at least done some Auditing and some introductory courses in Scientology. Each member was given time to study these knew Policies regarding staff. In your In-basket came a blank yellow folder. Then came certain staff issues and general Policy which you placed in the folder. The volume that came out after those early issues is now known as Volume 0 of the Green Volumes. If you ever changed your job, you were expected to write up what you did on that job, and placed the related Policy with it. That was known as your Hat Write-up. The Hat Write-up was for everyone and applied to high and low positions equally - whether it be the Dustbin In Charge, the File Clerk, or the head of a Division. There was a saying that LRH couldn't wear all Hats and needed help. That certainly was so, and he got the help. You were proud to be a Staff Member back in those days, and it showed.

Moving Towards the Sea Org

The days of the Sea Org began around the years 1967-69. While working at St. Hill, you might often wonder where so-and-so had gone. You actually would start to realise that some faces weren't being seen daily. Rumours went around that they were practising ship rope tying. It was going around that this was being done in one of the sheds between the Manor and the road up to the castles. One was not supposed to know what went on in those sheds, but peeping in the key holes where the drills were being done, led to the idea that something else was going on somewhere! What was actually going on was exactly what had been rumoured, and that was drilling on rope knotting. It seemed strange. Then people wouldn't show up for work anymore. They just never came back to their jobs and someone else took that job over. It soon got around the place that they went off to Ron on a ship but it was not official that Ron had bought any such ship. Then it slipped out that Ron was away and that he had taken some people to help him on some research! One tried to figure out what the research was. We staff that remained, carried on the show, but we wondered whether we would really get to know the story. Finally that mystery was over. It was announced at a staff meeting that Ron had bought a ship and had started to establish an OT Operation aboard it. St. Hill would now have a Operations Liaison Office to be open for communications to and from the ship and later for applications to join the ship. St. Hill carried on delivering auditing and training. Ron had left enough people to train and supervise others. He also left behind a certain number of well trained executives to continue St. Hill. Students and Preclears flooded into St. Hill even more, regardless of whether Ron was there or not. Before Ron left St. Hill to start the Sea Org, he had already established the communication line for any and all people wanting to write to him. In the earlier days there was a famous saying above the letter box to Ron in every Org: "I am always willing to be communicated to. Any and all communications once received by me will be answered by me directly". One can find that in the Green Volumes. People who were at St. Hill in the early days will certainly remember that well. Writing a letter to Ron and getting a reply was quite common. But later, before he died, a number of his letters were replied to headed L. Ron Hubbard, and with a rubber stamp saying, "Love Ron" at the bottom. This was put in quite soon after he left for the Sea Org as he was unable to sign letters personally. Public were very important to Ron, and so were the students. Why? Simply because he worked with the letters students wrote to him about the courses, the Auditing and the weekly reports. This was a vital source line for information. One day, back before LRH moved off St. Hill, a rather elderly lady from the public, wrote to Ron asking for a way to go Clear faster because she didn't know how long she would live. She couldn't risk spending too long studying and perhaps not being able to finish. She got her wish in a letter written by Ron himself. It mentioned something like: "Your letter was extremely important to me, and I have found a way that perhaps could help someone who wants to get on the Clearing Course faster. There will soon be a course for that, so I hope that helps you out." As a result of that there came the Solo Course and steps to get people on to the Clearing Course. That lady did go on the first Solo Course, and she went all the way to up the OT Steps. She even managed to do the Briefing Course. Whether or not she is alive today is another question. The Sea Org was apparently growing, though St. Hill didn't get to know too much about what was going on there. Then one Monday morning bright and early there was a surprise. A man and a woman in navy-officer uniforms showed up. One wondered who they were. One of them had been on staff a while back, now here she was in uniform. A staff meeting was called rather quickly. Then in came these two people. Their announcement was brief as they told their names and their mission. They said that Ron was now on a ship and had sent them to St Hill to ask who would like to join with him. Those who were interested raised there hands. Those wishing to know more about it were asked to stay. Those who said no were told to go back to their jobs. There wasn’t any pressure to make you join. If you weren't interested you just left the room, and that was it. An interview with one of the officers then took place with each person Briefly you were told LRH needed help on the ship, and you would get to know all details about when you arrived. But you were not told where you would go or how you would get there. You were simply told that, if you wished to join, you must be at St. Hill by Friday at the end of that week with packed bags. Then you would get the next information. A passport was necessary. You had to get one if you did not have one already. Your post would somehow be taken care of - just how I don't recall, but that was no longer your concern. We had no idea where we would go, or what was expected of any of us. We arrived on that Friday, leaving your home and bags in the attic or in the care of someone. You told your landlady you were going on a trip, but how long for, you didn't know. One was sure the landladies thought one crazy, not knowing where one was going or for how long! That Friday morning at St. Hill was mad. There were so many people; bags, screaming kids, mums and dads. The two officers from the Sea Org managed to get together around eighty people and convinced us to take off with them to a unknown destination. It was pretty incredible, but it did happen. Soon a bus arrived and all of us hopped into it, with our two Missionair officers, waving goodbye to those seeing us off. Then it headed for Heathrow Airport, London. It seemed a short ride as we were all chatting so excitedly about the trip. We arrived at Heathrow Airport and gathered around in a group, with our two In Charge officers known as A. and B. We were asked to line up got a ticket and moved away. Then you looked at where you were going. It was strange. I hadn't even heard of the place. We soon boarded the plane chartered for us all and took off. Around four hours later we arrived, but the ship was not there. Then we awaited instructions were to fly to next Arriving at a small airport near Tunis, we were asked to sit and wait in the heat for buses to arrive along sandy roads. We piled into the buses which were not air conditioned in those days in that area. Our bus was hot and sticky and sweaty but we didn’t even bother to question how long the drive would be. It was a long, tiring,dusty and sweaty journey along desert roads and took more than one day too. Unlike modern coaches, the seats were upright, and hard. You just couldn't lie back and sleep, even a little. Children and babies were tired. Fancy travelling with babies, and hardly anything to feed them with. As we went through small villages we saw that they were obviously pretty poor. Then we stopped after two hours for toilet breaks and washing, and catching a drink at a water fountain. We didn’t know if it was drinkable or not. You didn't really care. Your mouth was dry and you wanted water, so you drank! One didn't know when one would get any food. We weren't given any money to lash out at fancy eating places. We didn’t know if we were to be provided places for a rest. The Missionairs instructions were to arrive at the airport and hire buses, then to drive until arriving where the ship was - somewhere in North Africa. Complaining of being tired, and hungry, we noticed there were markets in some villages. The buses stopped and asked if there is some way to get some food. But we were not allowed to get out of the bus. We ate oranges, lots of oranges as the food budget was low. One had to make do with what one had been given. It seemed that the officers weren’t prepared for the long journey, and had not allocated money for resting places. That was screwed up. One never knew or found out why. The climate was very different to what we were used to and no one seemed to get adjusted to it easily. The children were affected most They were unhappy and cried a lot. Even the older people didn't like the heat. Coming from England to that place was too extreme. But the hours went by and you just fell asleep in your seat between all the bumps and the rolling from side to side on the awful roads, wondering when we would arrive. By that time we had been travelling ten hours, if not more. It was so long, one just couldn't think too well. Suddenly the word passed around that we were coming to the ship, we are coming to the ship. "Look, don't you see it"? "Where"? "Over there! Over there", people were shouting. "Look, there’s a town. And there’s the dock". "Are we going to the ship? Lets hope Ron is there". We asked the Missionairs if we were finally coming to the place and they replied that we were. The weather was very hot as we passed along the little streets of a village towards the dock. We had arrived! Everyone said, Thank God. Tired, hungry, dirty and sweaty, it was a great relief. We got off the bus and headed towards a large ship, not really having any idea what it was or who was there. We hoped for a glimpse of LRH, adjusting to the new reality that we would have to face. Then as I approached the steps to go up the gang plank, a voice shouted down saying, "Hi. Welcome aboard". It was LRH. I saluted saying, "Glad to be with you, Sir"! My move away from St. Hill to the Sea Org had begun.

The Early Days of Sea Org Life

It was certainly great to rest up after that long and tiring journey. We all got some much-needed sleep. Sleeping in a bunk was so new. One had only a tiny space where only one bag was allowed and there was hardly room to move around. We had to get used to that, fast. Some of us were eager to get to know what everything was, where everything was, and to know most of all what we would be doing. I approached the Hubbard Communications Office which was situated in the ‘tween Decks below the main deck. Then I saw someone I knew from St. Hill. I had found her again. She headed a Division on the ship, and saw that you were informed of schedules, both for port and at sea. We were in port for about two weeks. One had to read the rules of the ship, and do an orientation Checklist similar to what we did already at St. Hill. When you had done that and returned it to HCO, you were asked to take a seat. Then I was given a paper and asked to read it. It was a contract headed: A Billion Year Contract. I had not expected such a paper. I read it, and re-read it because it required, more or less, that I would agree to work for the Church of Scientology Sea Organisation for the rest of my life. My first thought was, I shan't live for a billion years. It was so strange to me. Never in my entire life had I been asked to read something like that. I read it several times more. Then suddenly there was a hand on my shoulder, and that's all it took. I signed. That hand on my shoulder happened to belong to LRH. I spoke a few minutes with him, and the Sect of HCO. She brought me to where I could help out for the time being until I was informed of my regular duties attending ship functions at sea. Having little or no reality on all this, I was pretty much overwhelmed. But I coped like very many others were having to do as they went through the same thing. The section I was put under was Ethics. I began first to file Ethics Reports, updating staff and various other Ethics files. Lunch break soon came and I attended my first real meal on a ship. Dressed in blue overall's, I was extremely hot. A chance to go up on deck and sit down with a cool breeze blowing was what was needed. Some people who joined me on the ship really didn't expect that they had to stay there and sign a contract. They didn’t expect to have to work very hard. It just didn't fit with what they thought in their own little world. Perhaps they had thought it might be a luxury liner and they were going to lie back, swim and have fun. That was not to be the case. So they had to make up their minds - stay and fit in, or go back home. Those who didn't fit were soon escorted off the ship. Some had to be given the air fare as they didn't have money to get back home. I imagined that LRH was not pleased about having them brought there only to have to get them home again at the Sea Organisation’s expense. I had heard that the ship would soon leave port and we had to chose to stick it out - to make it or break it! I chose to stay. One week passed and one got to know one’s job.. I learnt the duties and prepared the ship for sea. The adventure of going to sea was approaching and I was scared but there was nothing one could do about it. I was there. So I thought, Pull your socks up and confront it. It was really a tight group you worked with, and especially for LRH. Everything was to be learned fast and thoroughly. We had no time to louse around and pretend to work when we weren't. So many things had to be done. You just did all that was needed, and helped out anywhere. We had to work tight and close because a ship does not wait for you. When at sea it needs control and attention at all times. At sea you did lookout watches, forward and aft. You drilled when you weren't on watch. You practised on the helm, and various other sailing duties. As you improved at other duties, you learned navigation. Drilling it and doing it was the name of the game and you did it daily. The ship and its crew were now operational, and new recruits were learning the ropes. Being at sea on the first trip was at once an interesting and frightening experience. But when you had no idea how to do anything, you just did what you could. I hoped no one would ever find out I was scared to be at sea or that it was not something I liked. Soon we came to enter port. I was looking forward to this so very much. It happened so fast, I was less scared. In port one took turns in watching the ship. This was called Quarter Master Watches. You took care of the gangway, and noted all on-coming and off-going people. You looked around and up and down to ensure that all was 0K, and that nothing was out of place. LRH‘s schedule was different to the main crew. He was usually on his deck late afternoons. While in port, auditing and organisational training carried on. I did duties such as Yeoman Assistant in Administration for the Ethics Officer. The Ethics officer in those days was known as B.B. He was not liked at all by most people. In the end he was not liked by LRH and especially by Mary Sue He turned out to be most unsuitable and LRH fired him. After it was disclosed that he was in possession of drugs, he got ordered off the ship within a few hours and was never seen again. Each day LRH and his aides toured the ship to inspect it and check that all was in order. It took a lot to handle the ship and to know what had to be done daily. On the tours of inspection, they also found out from each Division how things were going on LRH’s projects. My goodness, how different it was to being on land!

Sea Org Training - Trying to Cope

When in port, the ship ran two operations: An organisation, and a sea vessel, with basic repairs and general maintenance to be done. These were done daily, and one was assigned to different duties at different days of tile week. You also had a duty on the ship in the Organisational part, where your training to be a sailor was improved. Sea Org books with drills were available at study time and you were expected to do it. After all, we were training to be able to run a ship, take it to sea, bring it to port and operate it as professional sailors. Some days emergency drills, like Man Overboard, or Fire ‘Tween Decks, would be called. You never were warned about those. There might also have been drills like fire in the Galley, or another vessel approaching too near. The Captain just called them. You took off your organisational hat and were then on your job as a seaman. All kinds of things had to be learned so that we were ready and able to handle anything at once and not wait for something to ram into us. No such thing would be allowed to happen. We had to keep remembering that was a ship. It was not a hotel or anything else but a ship! When going to sea, we were told one or two days beforehand. That meant that readiness for sea had to be done. This included tying down desks to fixed bolts around the floors, removing any papers that were around and placing them in fixed positions not to be moved while the ship was moving. Filing cabinets had to be roped around and fixed to bolt fixtures. We even had drills for this in port. The Chief Officer and Captain would inspect your area and see if all was ok. They would flunk you on what was not ok and up to the standard required by the Captain. Then a real readiness for sea arrived. All was done, and we set sail. Each one was assigned to a watch. Some did a day watch. Some did night watches as well. That time we were travelling around the Morocco coast. It was rough at night, and you had to learn how to control yourself as the sea waves and currents got at you. For beginner's like myself, getting sick was part of it. But you got over it fast and were back to the job facing the enturbulations around you. Sometimes there were force seven-to-eight winds, and waves beating with force against the ship’s sides. Having an upset stomach was not what one wanted or liked but once I had to excuse myself from the watch. Someone stood in for me and off I went down to the deck below. After leaving the bridge, I had to pass very near to Ron Hubbard's office. The door was open and he was in there talking to someone. He glimpsed me and came out, laughed and said, "So - you’re experiencing sea sickness, ha". Then he gave me some sort of seasickness pills, and said, "Go, take these, and drink some good water. Then take yourself up again. Go aft and confront your ship, and what is around you. Then look ahead not down. Sway with the ship when it moves". He gave me a sort of quick demo of swaying, saying, "Like this. You will be ok in an hour or so. Let me know. Alright?" I was amazed at the directness, and immediate solution handling and confrontation and not allowing me to be the effect. I said, "Ok, Sir. Thank you". My stomach upset and dizziness was turning off faster than I could think about having been sick. I called up to the bridge and said,, "I’m fine now and ready for watch". No sooner was I back in action than I met LRH back up on the Bridge. He paused and said, "Guess you are operational and ready for the job again". I said, "Yes Sir", and gave him a salute. There were others who had seasickness. They were assisted by seasickness pills as well, and learned similar handlings to mine! Mary Sue was many times on the bridge as a helmsman. She was very good indeed. Her captain was LRH who wore the Commodore’s hat. Then she was trained to relieve him of being captain. When not doing the bridge work, she helped drill us on different functions and was very, very patient. With great support and confidence she drummed in the handling of the ship and what we had to do. We were all becoming familiar with being sailors and were past the sea sickness stage.

Approaching Land - A Mission

We are now getting into 1968 or there about. Dates and years seemed to go by so fast. The first Sea Org Mission was to fly to Scotland and give a set of mission orders to the Executive Director of the 1st Advanced Organisation outside St. Hill Manor. The briefing orders were first to be done in clay and to be checked by the Missions Operator. Then he could see that one knew what mission one was supposed to do, and all the steps to it. The title of the mission was Courier - UK Transfer. Advanced Organisation, Los Angeles. The name of the Executive Director of the Advanced Organisation in Scotland was withheld from me for security reasons. It was explained that the name would be in the orders to be opened on arrival in the Transfer Operation Mission. What I understood was that some UK Scotland staff at that Advanced Org were going to move out to Los Angeles. It was clear that the In-Charge at Scotland would get relieved by another staff member there. Then that one would be the In-Charge of the new Advanced Organisation, United States. He was to take with him some staff already assigned to posts in the new Los Angeles Advanced Organisation. It was not to be a slow task. The orders were to make it smooth but fast - a smooth changeover. In those days, each Mission was run directly from the ship under direct supervision and control from LRH. Having been trained personally by him was an advantage. His then Mission Operations Chief was a strong and tough lad, known as Bill. He was a very intelligent person, well educated in Engineering and Electronics. He briefed me on this mission. I was somewhat familiar with the standards he operated on, as I was his Assistant in the Control Information Centre on the ship known as the Royal Scotsman. Your general instructions for firing or preparing a Mission went something like this, with rather a long checklist. 1. Without being previously prepared, you were called to Control Information Centre (CIC).. 2. You were told you were about to go on a Mission. 3. It was arranged when to go into Briefing. If you had other duties you ended them off quickly, and returned to briefing. Your job would get covered by another staff member while you were under Missions and Operation. 4. Return to Mission Ops 5. Study your mission orders. 6. Clay demo them. You were expected to be fast, possibly stay up all night because that mission was to go out early the next day. 7. Operations checked that the clay demo was ok. Any questions were asked and explained by the Operations Chief. 8. Sleep if you could, or be ready to fire at the departure time. Clearance for set off was added such like checking for items as follows. 9. Passports were given and security steps taken. You were never allowed to mention where you came from to anyone while on Mission. 10. Operation instructions were laid out and you were given your relay lines instructions on how to feed back to the Ship's Operations Chief that your mission targets were completed. 11. Missions expenses were given. 12. Verifications of all actions done. That was usually signed as ‘Ready’ Then you left. No sooner were you briefed on the Mission, than you were taken to the airport by Transport Operations. The plane was via Greece to Scotland where I took a taxi. I was so happy to be back on solid land again, and seeing Scotland. I must say, that was what I preferred. I entered the building where the Advanced Organisation, Scotland. had already been operating for quite some time - how long I don't recall. They had rented a large, run-down hotel pretty cheaply. It had been fixed it up quite well even though the outside wasn't that good. Many people - public and staff - were around, overloading the hallways. They were pouring in people from all over the place, world wide. Rooms were packed and staff were running around, trying to keep up with all the traffic. The Advanced Organisation, Scotland, was receiving all the public ready and able to enrol on the Advanced Courses. They came from the United States, Australia, New Zealand, South Africa, and anywhere else in the world. People were coming from St Hill Manor to Scotland. No sooner had I stepped into the place than the receptionist passed me quickly over to the Communicator for the Executive Director saying, "You must be from wherever the ship is. Correct?" I said, "Yes. I’m here to see your Executive Director". She asked me to take a seat for a moment and I took the time to open my instructions. Just as I read the name among the papers, out came a tall, stern, young man dressed in naval uniform - black suit with gold braids on the right arm, and a white and gold cap. He gave me an impression of strength and power. There were a lot of good feelings in the air with him. I stood stunned at first. Then I said, "I know you from St. Hill. So this is where you landed up. My Gosh!". We laughed together really loud. It was such a shock and a great surprise all in one. He said, "Great to see you again. Are you on the ship now? I just got a telex to tell me you were arriving". Rushing me into his office, he mentioned some nice moments we had shared at St. Hill. Then he took the pack and read it all. After he had read it, I said, "Well - you’re off again pretty quick, ha". " He smiled and said, Yes. But we’ll catch up again one day". It was a pleasant moment even if it was only brief. As I saluted him to a successful mission, he was off before I could hardly turn around. But now I knew where Bill Robertson had disappeared to from St. Hill. He was going to be the new In-Charge of the move to United States, Los Angeles. The orders were to split the staff at the Advanced Org, Scotland down the middle. One half would go to Los Angeles, and the other half stay in Scotland. The Los Angeles half was to go pack their belongings and many trunks of material and books and E-Meters. Supplies had to go with the personnel too. It all was fast and smooth and out within twenty-four hours. The new Advanced Organisation was about to be opened up in the United States. The moving of the Advanced Org from St. Hill to Scotland had been well promoted and campaigns had been done all around the world. The Clearing Course and the OT Levels were now available in Scotland and the traffic was tremendous, with people arriving all the time. Many more also wrote, wanting to come. Their letters arrived from all over the world. The doors were bursting with people and there was so much demand that LRH was telephoned at the ship saying, "Please open an Advanced Org in the United States. A survey was done by a mission which went ahead of this one firing, to see the local orgs around the US. The job was to observe what demand there was to trigger off an Advanced Org. The mission was fired in its targeted time and it turned out to be another very successful thing LRH did for the public. My first Mission was complete. When I asked what my next step was to be, I was told to remain in Scotland and help out at the Advanced Org there. I did that for a while. Then after two months I was homesick, mainly because I missed being around LRH. In those days I had the nerve to telex and ask to go home and my request was granted. I returned to the ship at the Island of Corfu. It was only for a week but it was really beautiful. Then I was told that I was to go on another mission.

My Second Mission - Set Up An Advanced Organisation

It was now around about 1969. I had done my basic sea training and had got quite some experience at sea and in port. While I was on watches at sea, LRH always appeared to oversee the navigation and helmsmanship. Many times he stood up there and ran the commands to the person on the helm. He always oversaw the Vogue and the safety of both crew and ship. LRH had trained some people to take command, keeping the ship on course. They were obviously beginning to be useful to him and could do things for themselves. Some were already trained seamen and that took some of the burden off the Old Man. But even then they didn't do the things the way he wanted them done. Sometimes you would hear some yelling going on, and other times you only heard laughs and fun, and expressions like, "Ha - Man. Great job". So there were always two sides to it all. A great job done was always validated. When that was from LRH it was extra special. We were off the island of Corfu with most of the flotilla. The Enchanter was there, later renamed the Diana, after LRH’s daughter. Then there were the Athena and the Royal Scotsman. LRH was usually on the Royal Scotsman, later called the Apollo. It was rare to have all the flotilla in one port altogether. While at Corfu, LRH looked around to see if it would be possible to put an Advanced Org into that area. He visited some officials and the idea soon became a reality. He came back with the news, and the next thing we read in the Orders of the Day was, Good news, Advanced Organisation, Greece is about to get under way. Everyone thought, Wha! what now?. Did it mean that the ship would stay in port for some time or what? The rumours started about who might be on that new Advanced Organisation. Briefing soon took place for personnel for the "AO - GREECE". Staff (or crew as they were known in ships terms), were given a survey to fill in about what posts they’d held in a Scientology Org before. We had to turn it in as soon as possible. Then out came the list of crew and the posts to which they had been assigned. It was all pretty quick for AO GREECE. I was on that list. Instructions soon came for those crew. They were ordered to meet in B Deck Lounge at 2pm one afternoon. We were very curious to know what we were going to be doing. Questions were asked. Where was AO Greece? Had a building had been bought? But these details weren't openly available despite rumours going around. Most of us didn't really take much notice until the real news appeared in the Orders of the Day. So we met at 2pm and were told that a building had been purchased. We were handed out blue overalls and had to go with the Estate's personnel to start fixing it up. It certainly was quite a broken down sort of building, never having been finished by whoever had had it before. We worked approximately one week and then all of a sudden it stopped. We were back at the ship and doing the routine work again. Those assigned to the AO Greece Project were asked to meet in the B deck lounge. Then orders were announced, something like this: Get ready to leave within twenty-four hours. That means GET READY we are leaving. Those words sounded stern but there was no time to hang around and gossip about the problems of this very sudden change. The Readiness for Sea actions were put into effect at once. On the entire flotilla you saw ropes being got out, bolts being placed to fixtures, desks getting tied down. Food was brought on board, and so many more things had to get done. It was Go Go GO. The entire flotilla was to be out of that port in twenty-four hours. At such short notice it was not easy to get everything ready. Supply lines had to be completed, and shore contacts ended. We had been in port a good part of the summer, heading towards winter and more or less had settled down to daily routine work. Public Relations appeared to have been building up and our local shore relations were good. But a rattle snake seemed to have been put somewhere up in the government, for it all to be turned around. We had to act fast and get out! The reason that was given was that government had been getting false reports about the Royal Scotsman. Someone had fed in data about the ship having dealings with drugs. It was a threat to the ship off shore. Officials suspected the ship without any facts to back that up. Some talks took place but the situation didn't get resolved that quickly. It then became a risk for us to remain there. So as to avoid further hassles and shore flaps which would have cost time and money, LRH’s solution was to move the ships and crew out while leaving some Missionairs there to sort things out. The entire flotilla was out within the time given, leaving a very tired the crew indeed. Later the parties responsible for spreading false data against the ship were investigated. This led back to ‘plants’. Government spies, operated from some level of the state of that area, had been placed as crew on the ship and the dock. They operated on the dock as ordinary merchants, selling goods to the ship as their cover. They had been filtering information back to the Authorities about any move that was made on the ship. The next question was, What would happen to the AO Greece? Some of the crew assigned to that operation were to report to the Athena which was able to take the bulk of the equipment, and some would go directly to a new, unknown location. The Commanding Officer of the Athena, known as Jill, was ordered to LRH's office to tell him where she was going to put the Advanced Organisation. Something had to happen and LRH wanted it done fast. Jill was LRH's Right Hander at that time. She had disappeared from St. Hill after having done the Briefing Course, and the Class 7 Course. A well-educated lady both in business, and Scientology, she had been called to Las Palmas where LRH had been at the time and worked as some sort of do-it-all communicator for him. She was soon able to sail the Royal Scotsman with LRH supervising and had also learned to drive a car without ever knowing how. She had bought houses for LRH and did practically anything, even though she was not at all experienced in some things. But she landed up doing it all, she was so capable. LRH liked Jill a lot. He put great trust in her, and respected her highly. She knew how he operated and took the load, even if it was tough. She was someone who could give and get orders, read them, and get them done. She was also able to talk realistically with him if she did not think something was right in all respects. Jill had a way with LRH and anyone else that dealt with her. She was a tough, no-nonsense women, and got things done. And she was a friend of mine. One time she asked me to walk with her up to LRH's Office. I agreed and said I would wait for her but she told me to go to bed. She looked nervous as she was about to go in so I avoided her order and, comforted her towards his office and waited. She was going to propose to LRH where she would place the AO in Europe. I thought she might be nervous because she didn't know exactly how he was going to react. But he had already told her to bring some solutions along, so he obviously trusted her enough to give her that responsibility. She seemed not to want too many people to know her ideas before she told him, so she had kept the secret to herself. Now she knew she had to have a solution when she went in there. Waiting outside I waved her good luck. I was about 3am when she went in there. It seemed so long until she came out. Around 4-30am out she came, with smiles on her face saying, "Huh! Made it! Let’s get the crew and go". I said, "Jill - do you know it's near 5 am in the morning? Don't you want to sleep? She said, "To hell with sleep. We can sleep in the plane". I started, saying, "What plane? Where?" Jill turned around and said, "Hush! I can't answer all these silly questions now. But trust me. You’ll find out. Come on. Let’s get something to drink". We walked, not really observing where we were going, tripping on the stairs, making loud noises and hushing at each other to be quiet We held back some chuckles, forgetting it was the early hours of the morning as we headed toward the good old galley as we chatted. Jill said, "I was nervous that he would be mad at my proposal. But, when you talk to the Old Man, one thing you have to have in your head is solutions. That's what it's all about and that saved my neck. Now I feel I can relax, even if its only for five minutes". It felt like a new adventure was approaching for me. I didn’t even know where I was heading, yet, but I was happy. She was happy and wanted to enjoy the fun, whispering in my ear, "I wonder if we can chat up Liza for a coffee. I said, "Leave Liza to me". Having had night duty in the Control Information Centre which ran 24 hours a day, I had been a secret visitor to the galley. so I knew Good Old Liza the chief night cook, pretty well. So in we went. The smell of doughnuts being cooked was irresistible and went to our noses at once. HUM. That sort of made it easier for me to convince Liza now not only to let us have two coffees but two doughnuts as well. Liza was a girl from Las Vegas and really into doughnut making. She was well in with LRH and Mary Sue who both loved doughnuts. Every Tuesday night was Doughnut-Making-Time. And this night when the location for the next Advanced Organisation was about to be announced, was Tuesday night. So it was certainly time for celebration. Liza was in a bright and cheerful mood. I said in a charming way, "Liza - that smell is not to be wasted without a taste to prove you’re the greatest cook". We got our coffee's and two doughnuts and it was 5am as we slipped up to the top deck to enjoying our feast! Later when I went to thank Liza for the treat, she told me that LRH had already slipped in the back way and got his share before us. She had a big smile on her face. Liza was always happy when LRH had showed up to taste and to pass her doughnut cooking. She said that she gave him at least four each Tuesday night and did it when he thought no one was around. When Jill and I had finished our coffee and doughnuts, we headed down below deck to start the business of packing up all the items which we had thought would be used for AO Greece. I didn’t try to get Jill to tell me where are we going to put the new AO. She seemed to have that all well under control. Anyway, being part of the crew, I was going to get to know it in the end, so why worry. Tired as we were, 8am soon came. Staff started to move around the ship. Those staying were about to move out of port. The rest attended the meeting about flying away to some new location where the AO was to be set up. Our bags were packed from the previous day, and all the stuff that could go with us was getting packed up. The rest went with the remaining AO crew who sailed with the Athena. Just before leaving the ship LRH appeared, saying, "Have a safe and good trip to Denmark". Now we knew then where we were going, sad as it was to leave LRH. But it was another important mission.

Advanced Organisation - Denmark

Jill and her husband and fifteen of us landed in bitter-cold Copenhagen. It was so very different to Greece! We took taxis to the centre of the city, and as we didn't have any place rented, we went to an hotel near the famous Tivoli Gardens. In Copenhagen there already existed a Class IV Org, and around Denmark were some small groups where Scientology reading and courses took place in private homes. One such place was Hovesgade, Number 6, where a lady called Joan and her husband were running the Class IV centre. Joan was a South African. She and her husband knew Jill from the time when they had all been in South Africa, beginning Scientology in Johannesburg. Perhaps that was one reason why Copenhagen was chosen. Who knows? We were allowed to rest for the day. With packing and assisting the rest of the ship to prepare for sea, we had had very little sleep. Even having a bath was a luxury. Then we got the next instructions by evening, to be carried out the following day. Meanwhile Jill made telephone calls She went to see Joan and her husband to ask whether there was any spare space to operate from at their centre until a building was found for the AO. They easily arranged a fairly large room for an instant operation, not far from our hotel. A few other matters were discussed and then Jill returned. I hadn’t seen her since she had put us in the hotel. We had a good night’s sleep then headed down for breakfast. For us that was a real luxury. It such a nice hotel, and one we considered to be for rich people. Then we walked to the Class IV Org It was a two-kilometres away and we couldn't afford taxi's then. Jill and her husband were there already and introduced us to Joan. She showed us around, then took us quickly into our room where there were chairs and a large round table big enough for ten people or more. Now Jill explained that we would write letters to a list of names and addresses that the Class IV Org had provided. People wanted information on the Advanced Services and we would tell them when they could start. She made it clear that the letters had to be interesting and to write in our best handwriting. There was no such thing as a typewriter, or Dictaphone there. We were now on our own and had to start from scratch using the little that we had. Each of us had a quota of thirty letters per day. None of us thought or worried about where we lived. We were starting somewhere. Our first step was to let people know the Advanced Org was there. We all got on pretty well with the leader of the Class IV Org, though she was not our chief. We didn’t have anything else but her room and, while we were writing letters, Jill and her husband were out, scouting for a building. Getting a place to operate and somewhere of our own to sleep was the first priority. It had to be cheaper than living in a hotel, especially as our budget was very limited. It was costly to feed the crew and pay the hotel when nothing was coming in. There was only an emergency float which had been arranged via the local Class IV Org for the mission's urgent needs. Now the overall objective was to get a place, and get operational. This daily procedure went on for approximately two weeks. Then we were told that we would be leaving in the morning by train and taxi for a place outside of Copenhagen known as Horbeak. Having a location forty kilometres outside of City centre, and right off bus routes and not in easy access to public transport was going to have its problems. The commanding officer could see that too, but she took what she could get despite the barriers we were going to find ahead. We knew we would have to have a ongoing transport service set up daily. The location was called Abbelund. Situated on a farm with various houses that were for family holidays, it had not been rented for quite some time. But with a number of little houses on it, there was plenty of room for expansion. The family that owned it lived on the same grounds but away from the the staff sleeping and working quarters of our org. The family’s name was Silvester. They spoke not a word of English and Danish was not easy.for us. But the Commanding Officer got on very well with them, and they took a liking to her. When we moved in they insisted that she was to eat with the whole family once a week and she kept the promise.. The area was really picturesque. The grounds were full of flowers and fish ponds, and beautifully kept lawns. There were plenty of places for walks, and for getting away from the daily work. The family even had their own horses. Whether of not these new surroundings would prove to be the ideal home for the Advanced Organisation - Denmark - we would find out later. We soon settled in The sleeping quarters had four pretty big rooms. We could easily fit eight bunks in each. That soon solved the sleeping requirements of the staff. The main sleeping house was furnished already and had two bathrooms and three toilets. Then there were three other houses with some beds and furniture in place. Those didn't need to be used in the beginning but were needed within three months. All we had to pay for was new bunks. The main house had around about twelve quite large, furnished rooms suitable as work spaces. A large dining room and a fully-equipped kitchen was available too, with all the necessary tableware and kitchen utensils. That kept the starting costs right down. This Advanced Organisation was run just like any other organisation. Schedules were put in. Study and Auditing and Training for the public was to get going as quickly as possible. The Commanding Officer asked approval of treasury to get the org a car. Without one, we would have been pretty stuck. It was approved. Then a full-time driver was put on the job of bringing public to and from the train station and the airport. Now the letter writing started to pay off. We began to see arrivals who wished to receive what we had promoted in the letters. The word got around quickly. Tours went out to make it known that we were there. Staff started to get recruited and slowly more and more people showed up. Then we had to provide transport for people to get to their accommodation with the one car we had for everything. It was quite a problem to work out. Somehow we coped, with different people helping out. The place was great for retirement, but not for the purposes of an AO. But the important thing was that the Advanced Org was there and the students could go further with their auditing and training. The AO didn’t make a lot of money in the first weeks. After three or four months, completions were made and courses had students on them - so traffic was in and out, even if it was slow. The Org had a good number of Auditors and C/Ss. Weekly reports had to be sent to Flag. That meant they went to where LRH was; somewhere in the USA. Around that time LRH ordered the ships to be sold, so a base was set up for controlling Orgs, AO's and Missions but it was not important that we know exactly where that was. In the early days, LRH saw all statistics, and gave his advice weekly on the running of the orgs and the missions. This was in form of telexes of course. It was learnt over some time that LRH had not been fully informed of the exact location of the Advanced Organisation in Denmark. He certainly knew it was there, but in temporary places. Its exact location off public transport lines was a major concern. This appeared to come about when he had observed the statistics of the AO - Denmark after it had been running for a good half year. Overall it was not doing as well as he wished or expected it to do. So he started to ask why. An investigation had to take place as LRH had also received some letters from public, and letters from staff saying how they felt and how the AO was and where it was. So one could see that he got his data Reviewing all aspects, including the statistics, he could see that something was wrong. Why didn’t it do better than it should have done? After all, the Advanced Organisation - Los Angeles, was now set up, and was doing great. They had had over 100 people on lines in less than three months, and the delivery and completions of services were doing well. There had been a weekly average of five to ten Clears over three months from start up. The income was around 30,000 Dollars a week, which was very satisfying. Advanced Org - Denmark had only half that amount of public on lines within six months of start up. The income was very low for months, and completions weren't very many - around five within three months, average. Those were poor stats. What was the next step to take? What was certain was that something had to change. Questions had been asked and chances of improvement had been given to get more people on services. A much better income was needed. There was no telex machine locally and only one telephone. Telexes were received at the Class IV Org in the centre of Copenhagen. Transport In-Charge collected and sent them each day, going into town 40 Kilometres. Then some very unpleasant information reached LRH. He heard that staff had not gotten paid for months because such little money had come in. But an expense had been passed for a trampoline to provide some recreation for the staff as paying them had not been possible. All these matters needed attention and as fast. The Advanced Org had to improve. The staff had to get paid. The statistics had to go up. LRH was dissatisfied and it showed, so he ordered a mission there to find the bugs. The first step of the mission was to remove the current Commanding Officer. In those times, when one had had enough chances and no result one didn't ask questions. You either removed yourself or got removed. Then you returned to the ship and got investigated where you could speak up in your defence. Jill got removed pretty much at once. She saw to it she was not seen or heard of and got herself away as fast as possible. She had disappeared before I could see her even though she knew she was going. Knowing LRH pretty well, and his Right Hand for many months, Jill took it rather personally and apparently had quite some upset with him over that. Whether he pardoned her is not known. She later asked for leave from the Sea Org for having a baby, and wanted to return to South Africa. Then she proposed to LRH that she travel Europe at her own expense to get Scientology going within a German area. That request was granted. She and her husband were most successful. They travelled around, set up a Franchise, and put someone in charge. It boomed and later turned into one of the most successful Class IV Orgs in Europe - the Munich Org. The new commanding officer of the A O - Denmark was now in place. He was an Australian known as Blake. He had been on the St. Hill Special Briefing Course and later joined the rest of those that had ‘disappeared’ to a secret place. He had also done some Sea Org and Mission training prior to his new assignment. An urgent staff meeting was called and Mission Orders were read out by the new Commanding Officer. We heard that we would be moving again, carrying on working at Abbelund until a new place was found. One had to get used to a new Commanding Officer and not take things too personally, although I had lost a friend and it hurt. That took time to heal. But the good part about having the Mission there was that LRH had ordered that the crew get paid. Within 24 hours of the Mission arriving, were called one by one to the Banking Office to receive our back pay of eight weeks. It seemed that, when LRH was directly handling something, it got done. I wondered who would pay this out. The Advanced Organisation didn't have much money. Then we learned that the Sea Org Reserves had been ordered to pay it. The going had been rough as one didn't have ones own money to act as a reserve. Staff who smoked hadn’t been able to afford cigarettes and had been seen grabbing cigarette buts from public ash trays, it was so bad. Also - our eating had been poor, often beans and rice, but having little money allocated for food, one had to make ends meet. So, eight weeks pay was a lot for a staff member, particularly since we had not seen any for weeks. Being paid was also a boost in staff morale which had dropped over many weeks. We were able to improve our stats somewhat and when Friday evening came, were able to hire taxis after work and go into Copenhagen to a place known as Club 6. This was the first liberty we had gotten in six months of AO Denmark, Abbelund. We found out later that Club 6 was right next door to the premises which were about to be rented for the new location of the Advanced Org.

Being a Representative in the Office of LRH

Advanced Orgs, and Class IV Orgs always had a box in their Reception with the message: Any and All Communications received by me will be answered by me. This box was used regularly by Public and Staff, and was emptied by the LRH Communicator every few days. The job of LRH's Communicator for the Advanced Org meant that you had to take care of any communications which went to and from the Org for the Office of LRH. What did the LRH Communicator do with these letters? The position required trust. When the letters were sorted out, a proposed reply was always drawn up by the local LRH communicator. Usually you got hold of administrative files belonging to the person to ensure you were familiar with that person. Any relative information was noted extra on a separate sheet attached to the proposed letter. This was done so that LRH could see at a glance and either approve the reply, or otherwise note what else was to be included in the reply. All letters were written on pretty nice paper, with a hard surface to it, and the heading L. Ron Hubbard. As we reached towards the 1980's one was a bit unsure whether writing a letter to LRH was actually getting to him, let alone if he actually saw or read any of them. The LRH Communicator World Wide at that time was an English woman known as Irene. She had done the job for many years, while LRH was at St. Hill, and later at the ship. A letter from Ron was a booster when you found one in your In-basket, or in your mailbox. Wha. Great. You were full of joy as you opened it to see what he had written. The doubts began with public and staff when they started to get answers that were not related to the subject they had written on. Or perhaps the reply would be incomplete. Or perhaps it referred the person to someone else. When one went to that other person he of she often didn't know anything of the matter, or told you to see them later, or that they would get to that another time. Such answers weren't very convincing. It took the trust out of the matter, and in some cases left doubts altogether. The sudden change of a stable datum line and the fact that the line might be unreliable, concerned many staff members. It had always been such a reliable and stable line for all as. Could you speak about your doubts? I dared to, even though mentioning any doubt - about whether LRH was or was not getting letters - was considered to be unspeakable. Had this got out to the Public, it would have created utter confusion between them and LRH. That stable datum had existed for many years, and anything to change that was kept out, no matter what it took to do so. Therefore, mentioning it was not done. One suppressed it and kept it to oneself. If you did dare to mention it - perhaps even to the LRH communicator - you got a dirty look. They thought it was and insult even to question such a matter. Many letters did reach LRH still, but that was certainly before the 80's. Later, prepared letters were approved and stamped with his signature. Each communicator in each organisation had a rubber stamp and slowly put that system in. When working as a communicator at the end of 1979, and later in other areas of the organisation, I found that my own letters were still getting to him. It helped to know that the lines still worked, and where the letters went. It was good to know LRH’s reply on a letter he signed personally. The gradient introduction of the pre-post stampers of LRH’s signature created greater chances for someone to filter the line. Seeing that the line was being taken over made it hard for someone who had known LRH, and one wondered if he knew that it would get worse. When in 1979 the following letter headed,"Office of LRH", was received, I finally knew that the line had been disrupted. Dear...., Thank you very much for your letter which you say was mailed a long while ago. My communicator has not found it, even after inquiring at the organisation you are at to try to trace it. Very sorry indeed, honey. Love R. For Office of L. Ron Hubbard (L. W.) As a matter of interest among the contents of that letter which had been "lost", were questions to LRH in three parts. It raised certain concerns one had in connection to the job, the Public and, "Your mail to you, Ron.". Being accustomed to have replies written personally by LRH, one could say one was not pleased to find out one’s letter had been lost or misplaced. And here was a letter not even stamped by him, but by his secretary. So - I made some investigations and there was one hell of a price to pay for that. But I’ll write about it in a later chapter. So you’ll have to read on to find out about that, I guess.

Advanced Org Move - A New Job, Uniforms and Expansion

The Advanced Org Abbelund moved into Copenhagen. We arrived pretty much within the time scheduled in the Mission Orders. That had been to find a new place in downtown Copenhagen within two weeks from the Mission arriving at Abbelund. It was a run-down hotel in mid Copenhagen, and only five mins from the famous walking street of Copenhagen. We had to find sleeping quarters as well. I think you can imagine the pressure that there was to get it, and to move the whole place again. The new building was pretty, and big. It had space for many rooms although a lot of repair work was needed on painting the walls and fixing the floors to make it look any way presentable to receive anybody. We just had to get busy. There was a lot of space on the first and second floor to be turned into single-size offices. The plan was to build these as quickly as possible, make Auditing rooms first, then a Director of Processing room, and a Case Supervisor room. The Course Room was a large room which needed the floor sanding down, so machines were hired. The repairs got under way in order to make the building more or less ready and open for business by the Monday after the weekend move. So, imagine the speed that the move had to take place at. The personnel had to move this time, and the trunks of material, and any extra MEST stuff that had been bought. And there was so much of the general stuff one has to do in any move. The first thing we did on arriving was to get the plans figured out for the large rooms, up and down. Walls had to go up fast. This meant partitions all over the place. Then came the painters with white paint. Those who didn't do sawing of wood, or sanding or hammering, did painting. This of course included women. In no time, single rooms were created and office equipment was coming in. There were donations from the public of desks and chairs. The local Class IV orgs that heard about the new Advanced Organisation moving to central Copenhagen, chipped in with many things. Money was donated as there were no reserves from the small income the Advanced Org had made at Abbelund. It was known that LRH paid an emergency float of some kind, to set it up. Such funds always came from the reserves of Scientology and in those times had to have LRH's personal approval. Telephone lines had to be installed so that the organisation had a direct telephone link into the organisation - most of all for the public to call in. Believe it or not, apart from cleaning up and improvements, the basics were all there, and available for us starting on target that Monday at 1pm. After that, improvements were carried on through the months ahead.- Problems like not having technical material in for German or French was the first thing one had to worry about. The next thing was being certain about finding Auditors who could deliver in those languages and keep up with the high volume of demand that was coming. As the weeks went by, and statistics improved, and pay for staff was seen, things started to look brighter. Missionairs were happy, and reached their targets too. Once the establishment was done, some new faces appeared on executive level. A new commanding officer was appointed - another South African, holding the post of Captain AOSH DK Copenhagen. Improvements of appearance in the MEST were being made and that was nice to see. Over the years ahead we went from rough wooden floors to fine carpet's throughout the building. Then, together with wall to wall carpets throughout the organisation, came improvement of communications within the lines of the organisation; an intercom system, and telephones in all offices. One by one, Auditing rooms got wall to wall carpet too, and were furnished with pretty nice stuff. Some rooms were even sound proofed. LRH was very pleased when he read the statistics of products completed in a such short period of time. The number of new people arriving and training, the amount of auditing taking place, and the number of completions all went up each week. So more personnel were hired as the organisation grew bigger and bigger. Delivery got bigger as well, due to the vast increase in traffic. New postings had to be done. Staff had to get trained. Some had be get moved around to fit the most urgently-needed areas. Moving at the pace which the Advanced Organisation moved at, one could get to know how other jobs worked and improve ones experience in the Organisation. So from being a communicator for LRH at the first Advanced Org in Europe, my jobs went from doing Technical Services to Director of Processing. Then came the idea to take a greater challenge and prepare myself for this. Each time you moved, your post had to be replaced by someone who could do the job well. So you had the job of grooving the new one in. Usually they read the hat that was written for the job. Then they were checked out on it. The next step was to do the job, showing the new person the steps before getting him or her to do it. You watched carefully for a period of time, checking everything, and answering questions as they came up. After that was done you could take up your new job, except now it was you who had to be the student and be checked out on every detail. Staff study time was scheduled daily, worked out by each Division so that each staff member might to go off and study his or her hat, or a course, or whatever he or she was auditing on. You just had to learn fast. Not only that, it was your duty to keep improving yourself for the job, and accepting responsibility for any and all functions of the job you were entrusted to do. Your own enhancement time was reflected against your production. That was based on how well you performed your job, and how good the statistics were for the post you held. Getting replacements for both Director of Technical Services and Dept of Processing, I still wanted more challenge. That challenge was to work with public, either in the Public Division (division 6), or the Registration Department (Division 2). To do this, one had to have no back-off about talking to people, and had to have pretty good telephone abilities. Those were required for both Divisions. Most of all it was important that you were not a potential security risk or a trouble source, especially on money lines. I chose Division 2 after speaking to Lilla, the In-charge of that Division. She had to put what is known as a Completed Staff Work proposal through to the Captain to get approval. The replacement from the previous job had been done. Lilla seemed to think I was capable and she wanted me. So she decided to punch it through. Getting people switched around for other jobs was not easy. One had to do some wheeling and dealing. There had to be internal discussions about switching one staff member to another job and getting a replacement. This was a challenge in itself. Then being new to a new game and a new post one had to start all over again. One had to learn what services were available both in the lower part of the Org and the Advanced part because Class IV services, and the St Hill Special Briefing Course were delivered in the technical division (Division 4). The organisation spent large amounts of money each month on mailings - actions to promote the organisation and the services it was able to deliver both in St. Hill. And, in the upper part where Advanced Levels were. In central files, where the active public's letters and correspondence were kept, the volume went from 5.000 to 10.000 within six months. It went from 15.000 to 30.000 in the late 1970's. Being active meant being on a service, or at a rest period but remaining interested in carrying on. These were figure's on which to base some sort of expansion improvement. The organisation was split as a St. Hill and an Advanced Organisation, though operating under one roof. As a registrar it was essential to know and understand what services were available. The job entailed telephoning prospective students, interviewing them, and writing to them. One had to be be confident in giving correct answers about anything, ranging from how to get there, what to pay, where to stay, and so on. The public wanted certainty that all would be fine when they arrived. You had to create your job. You were required to build up a central communications telephone system. After each communication, you had to make a short summary sheet (called Data Sheets), and place it in each file after. Name: _____________ Date: ______________ Purpose of Call: _________________________ Results: _______________________________ Anything that resulted in the person paying for a new service, or planning to arrive soon required you to notify other sections of the organisation. In the beginning we had no proper data sheets so one just made them up oneself. Then an Addresso system was installed to make it easy to keep things up to date at all times. One's contacts might have been anywhere in the world. They ranged from South Africa, New Zealand, Australia, Brazil, to the Bahamas. You talked to all walks of life. One’s products that were listed daily were telephone contacts to be made, interviews to be done, income confirmed or arrived, and new people who would arrive - usually for the first time, Your chief saw these lists several times during the day and checked up on how you were doing, and looked for bugs when products were at a slow space. The day started off at 9am with Roll Call for all staff. You were never excused for being late. An amends project might be given such like stuffing mailings after 10.30pm at night. After roll call, followed a cleaning of your space, and getting a coffee as fast as you could, and putting on your lipstick, powder, and perfume, but only if you could afford those. One somehow did. Making yourself as presentable as possible was essential. One thing that definitely improved the appearance of staff was uniforms. Being a girl or woman you would try to have some say over the shaping of your skirt when the dressmaker fitted you. That's about the one thing you could manage to have some say over without following a set rules of how it was to look. The dressmaker’s operation just happened to be next door, and on the same floor as the organisation, so that made things very easy when it came to getting uniforms and the Advanced Organisation was paying The move to better quarters, expansion, improvement in appearance with uniforms, and getting a challenge, seemed quite a lot to deal with. However, you coped, got on with the job and learned more as you went along.

A Non LRH book Applied On the Job!

Now having learned the ropes of being a registrar I wanted to improve in selling services for the Church. In the Church of Scientology public newspapers or magazines weren't available for anyone, including public. Whether it was forbidden or not is hard to pin down. That was not written anywhere. But something else was forbidden. Staff would play cards for money after work or on liberty, just having fun. They would have a few beers if they could afford it. Then they were asked by the Ethics Office not to play cards for money. This order came from a Commanding Officer of another Org, not the one I was in. It was said that if people in the wog world were to hear that we were playing for cash they might say that Scientology was into gambling. Seniors seemed concerned about the ban. Perhaps it was because of their own loss of not winning some money. Or perhaps someone observed outsiders spreading rumours that Scientologists were gambling, One never knew the answer. Anyway - forbidding newspapers or magazines, privately or otherwise, was never official. It was only frowned upon if someone was seen reading anything other than an LRH book. Only one thing seemed to be well established. In the tightly-operated business that a Scientology Org was, who would have time for reading tabloid newspapers? With regard to newspapers it would be said, That’s nothing to do with us. And anyway, reading newspapers is silly because they don't report all the truth. However, not everyone thought the same. Some felt it was a way of being kept informed about the outside world. If you did not poke your nose into newspapers or TV, you would have lived only in a Scientology world, never ever knowing about what went on outside. That was more than 80% the case. For those who left later on, and had to adjust to the outside world again, it was not easy. For some who were born into the Scientology world it might have been the first time they had experienced the outside world at all. Working on the new job was a challenge. You had to find ways to improve. One had to think, Create Your Job - so you did. One had the list of available services and all its prices. You had the Chart of Awareness and the Gradation Chart, which listed all levels of the Scientology Bridge from Life Repair to OT VII, and you had the other side of the Bridge Chart concerned with training, starting from the Communications Course and progressing to Class 8. The Registration Department was kept very much up to date with what was available and how to approach the customer. We had weekly briefings from technically-trained Case Supervisors, and regular updates from the Training Department. Even when things ran along well, you were always looking for improvement on the selling of the service. Your approach and presentation counted a lot when calling or interviewing one’s customers. By that time, LRH had many Policy Letters written. These appeared in the Green Volumes and were used all the time. But having a professional approach to the matter of closing a sale one had to be looking for improvement all the time. The org was in the city and only five minutes away from some main stores. But to get the chance to get out was not that easy. Officially, you had half an hour for lunch. You could perhaps get away with one hour if you could get someone within your department to cover for you. This was usually arranged among ourselves. Deciding to get out one lunch break and have a bite to eat, I headed down the famous walking street of Copenhagen. Enjoying a sandwich I had bought, a bookshop caught my eye. I went in and strolled around, checking my watch so that I would not be late, although I knew the book shop was far more interesting than getting back to my desk. Suddenly a book caught my attention. It read BIG LEAGUE SALES. Author Des Lane. I opened it up. At the same time a guilt feeling immediately started in my stomach. I was reading a non- SCN book. Then I said, Oh to hell with it. I ain't gonna miss my chance, and carried on reading. The introduction was fantastic! I loved what I read and said to myself, I've gotta get it. My next thought was, How do I pay, and do I have enough money to buy it? I managed somehow to scrape up 120 Danish Kroners which was all my pay. I did consider it was an awful lot, but then I thought if it was as good as it was saying, my income could double in a very short time. I realised that I would only see if it worked by reading it and trying the tools. Of course one would make the money for the organisation. But then I thought that my pay and bonus, based on how much income I made, might improve. Then I wondered about being seen in such a shot. Then I realised that I didn’t have my uniform on so nobody would know I was a Scientologist. Anyway, they wouldn't care whether I bought that book or any other for that matter. So I told myself sternly to stop the paranoia, and bought the book. Then I had to get back to work and read it. But now the problem was, having a non-SCN book, when and where could I read it. I could not afford to worry whether it was ok or not. I justified this by thinking that LRH read newspapers and kept himself well informed on world affairs! It was important. You never knew who was an enemy in your back garden. The book contained many different approaches to sales techniques. That was what I wanted to know. It contained a gold mine of other data on handling sales which was obvious would pay off later. So - around eleven that night, I got home and read until the early hours of the morning, loosing my most needed sleep. I didn't care. The book was more important for me at that time than my sleep. Towards sunrise I knew I would only catch about four hours sleep, and better close the eyes and rest a bit. But I was already half way through the book. I put the alarm on for twenty minutes before normal waking-up time so that I could spend that time reading before I'd have to shower, get ready and eat some sort of breakfast It would only be something like pancakes or oats and I was so excited over what I had read so far. I put the book under my pillow and got off to the organisation with the idea in mind to make a greater effort to get my stats. That would allow me to leave early enough that evening and get home and finish off reading it! I managed to show the Commanding Officer the stats were up compared the week before and after 10.30pm muster I was off. (If your stats were down, you had to stuff mailings in Division 1 for around an hour, then secure and go home. You still had to be on time the next day at 9am for muster of all staff). I could only afford a bus card to travel to and from the org to the sleeping quarters by paying it out of my wages. Normally many of us walked because the pay was low in the late 1970's and a lot of the times we might only get paid half or three-quarters of the full amount. It depended on what they were able to afford to give out in pay. Berthing and food was paid at the expense of the organisation on a weekly Financial Planning (FP), basis. Accommodation went something like this: Married couples got double rooms. Single parents with a child got a single room. Single people with no children lived in dormitories, bunking up around six to ten per room according to the size of the room. Ok - back to the Big League Sales book. Having gotten home again, finishing it off was a treat for me. I loved reading it. I loved the style of the book. I felt I had a secret of some new tools which I was going to put into action. Once or twice I wondered whether I would get found out and would have to reveal that I read a non-SCN book. What would happen then? At my work in the day I practised the drills in the book, and the different approaches. They actually worked, and I was getting results. One important point which contributed to the results was that I made cards of the key factors and referred to them when a certain approach had to get used. Each time it seemed to work. My secret code was only to write down the key points, not indicating where they came from. My secret was working, and I was having fun! The income improved 5% to 10% in one week. Then 10% to 50% in two weeks, and 50% to 100% in three to four weeks. A good week in those days was figures going from 20.000 US dollars to 30.000 dollars to 50.000 dollars over a period of three weeks and upwards. The danger of this was, the more you made, the more demand you were in for from your seniors and executives from the organisation. I continued to improve on the application of the sales techniques. The income went soaring from 70.000 to over 100.000 dollars per week. But - what I didn't expect and was not prepared for was the demand for more from those above me. Nevertheless I carried on, regardless of the pressure, though it certainly started to make me unhappy. I had to build up a contact list; and resources to be able to achieve the demands of my seniors. Along with that, my own prepared daily program had to be well planned out. That was one of the good reasons to mention the success of the book. The building up of resources was a key issue. Next to knowing your working tools and knowing your customers, you had to care for them, and ensure that they received the services they worked so hard to get. Having obtained such results you can imagine the pressure was placed on me by the executives. They could expect a fair sum of completed sales each week. That sometimes got in the way, in more ways than one. Operating on a one way street, with only half a day off, one had to fight to get the result. And the only way to stay above it all was keep cool, get your morale up, get out for a break, walk around the block and hold your position in space. That meant not letting others take advantage of you or tell you what to do, especially when in most cases the seniors had never done such a job. Neither did they have a clue about handling people from all walks of life - particularly on the subject of money! They didn’t know how to interview or be a good listener, either. A major part of the hat was handling the logistics of actions that had to be done to locate contacts and complete all steps on a weekly target. The Commanding Officer had her targets to get because the organisation ran on statistics and weekly targets. The operation was on a continuous create - making regular contacts and finding out when they could come, when they felt they were able to pay, and how much, One built a structure of clients to count on, sometimes for the week to come or for a few weeks time. If they were ready for Advanced services, one questioned if they had completed all steps to be allowed to enter advanced courses, asked if they were ready to do the Solo Course and so on. A factor that always involved anyone coming to the Advanced Org for Auditing, Training, or Advanced Solo Levels was, What could he or she afford? All services had to be paid at the quoted price. In the Church, prices from the 1970's onwards were increasing at 5% each month for services of all kinds. This was a way to get public to pay if they were still able to afford the already high prices. Believe it or not, they did. They dug up the money from anywhere so that they would not have to pay the new higher price each month. This placed tremendous pressure on the public. Those who could and would pay, usually came from Class IV Orgs, or a Franchise. One morning I got my daily visit from the Commanding Officer around 10.30am. As she came in, I said, "Take a seat". The office was bright, full of glass, with red carpet and flowers, and always a cup of coffee available for visitors. She caught me between a telephone call, and finishing an interview and I wondered what she wanted apart from the routine hassle of how many bodies or money was expected to arrive. She sat down just as my typist grabbed my signature on a letter that had to go at once. Then she mentioned that she had something more than usual to ask about. When she pulled out a telex from an important person, addressed to the Registrar, she asked me to read it and to telephone her to say what she might answer. I read: Division II. Attention - Chief Registrar. VWD (Meaning Very well Done), on income. It's been on an Affluence trend towards Power for over four weeks! Who is assisting you? What success do you have running up such an income? Who are your registrars besides yourself, and income lines. Please give the data and break it down on what actions are successful. Added in the telex to the Commanding Officer was: We are aware you have increased the number of personnel in the Treasury Division, and also in the Dept of Income and the Dept of Registration, Who are these people? And could they help out with answering the above. It ended with L.L.R. (That meant - Love, Ron) I gathered LRH had read the stats and obviously was interested to know how the improvement was done, what was being done and how was it being done. He wanted to know what was successful. He was interested in all stats in all Divisions and the reasons why they were up or down. He wanted to know what had been changed both in up trends and down trends. When reading the telex my first reaction was how nice to see that Ron was seeing the production figures. At that time, the telexes he wrote were actually from him. After I re-read it I suddenly had to think what I could answer. Then I had a guilty feeling about The book!, run through my mind. Secretly I knew that it had been a major part in my success. My stomach went hard. I felt I was going red and I wondered if she would see that. The Commanding Officer asked me what I had to say. Fortunately the telephone rang, and someone was waiting outside. I breathed a sigh of relief. I could stall answering the question for the moment. Then I would have time to think about what I should reply. I asked the CO if she could leave the telex, telling that I would answer it within a few hours and send it down to her. As she left the office, I felt very relieved and mumbled, "Thank God" as I picked up the telephone. I was back to the job, leaving the telex in front of me. But it could not be put off for long. Telexes from LRH were always answered the same day. As soon as I was free I was back to confronting answering that telex from The Old Man. In one way I was happy he was asking. In another way I wondered what he would say about me using a non-SCN book, not written by him. My biggest worry was what his reaction would be if I told him the truth. I read the telex over and over again. Each time I read, Tell me what you are doing, which is successful. I decided to write the following: Dear Sir, Thanks very much for your telex. The following are some successful actions done based upon a book I read out of working hours. I found it useful to the job, and it helped to increase sales and approaches. The book's name is BIG LEAGUE SALES by Les Dane. I put some of the drills and methods into practice and found that they worked great. So I carried on taking parts out of the book and putting them into action. I will carry on applying them and watch out for further results. The following applications are successful: 1. Give a friendly and reliable feeling to the customers on what you are talking to them about. 2. Know your services well, and be always kept briefed by the Technical Division who delivers the Services or Wants available at all times. 3. Be interested not only in getting advance donations from your customers, but see that he or she arrives and gets delivered to. 4. When customers arrive take an interest in each one to ensure he/she is receiving the service paid for, and if reported by customers on delays or lack of service or otherwise report attention to delivery lines, and liaise with customer and delivery lines for smooth handling to result without delay. 5. Do follow ups on any interest for services with those in the field or where ever one was receiving interest either by telephone call, or letter, and get confirmations where ever possible, and keep a data file on follow-ups on each cycle that needs to get the customer to eventually arrive in the shop. 6. Used tech consultant personnel for interviews if any technical questions arise, separate tech and income each time on each client applicable whether in letter, telephone call or interview. Will keep you posted on its progress to higher Steps. L. Chief Registrar. For weeks on end the success went on and I certainly got my money’s worth from reading that book and other books Les Dane had written. Here I must mention an SO1 letter written to Ron from the office of the Registrar. It went something like this. Dear Sir, Following up the telex week ending... on the reasons for improvement of the stats, I wanted personally to write a short note to mention that I hope you didn't object to me applying tools out of a book that's not SCN. It was so good I had to try its tools and it obviously worked. Ha! L. I waited some weeks then one day as I emptied my In basket I read the back titled L. Ron Hubbard. Dear L, I most certainly got the telexed reply from your Commanding Officer. You would have seen the VWD telex to your Commanding Officer on reply to the questions about your success. Great on how you improved the production through applying some drills from the Big League Sales book by Les Dane. I read it myself. It's great. BLS Tech will come out as a Bulletin which can assist others in the use of it. Have a great success in applying the tricks, Honey. L. Ron. That made my day! I was over the moon for days reading that letter. I was so very happy that my secret had been accepted, and delighted that BLS Tech was later put into Scientology Organisations.

Decision to Transfer and, Learning it the Hard Way

I worked at the Scientology Organisation for a good number of years and built a very successful working system in my job. It was expanding very well indeed. Then I took the plunge to take myself out into the field and go directly to the public instead of sitting behind a desk and waiting for them to come in through the main door. The move required a transfer to the European Office. At that time it had a Division known as Tours in it, separate to Senior Management. It meant going to another area and leaving the Advanced Organisation. It took more than three months to find a replacement. I had trained one locally who had worked under me for a long time. But when I came to the point of saying, I have trained my replacement, it was not as simple as I thought it would be. Appearing before the Personnel section of that Organisation, I had to give them full details about who my replacement was and proof that she was hatted. Then I was told that this would take a few days before I would know all would be ok. Meanwhile I just kept on at my old job. After some days I had heard nothing, so I decided I’d better check this up. So off I went to the Personnel section and stood in front of the desk. Then I asked if I may sit down, and any news on of my replacement? The lady went away and came back after some time handing me some papers. It read: "OK on registrar trainer hatting, but it cannot be your replacement. That will have to be a person equally as good. This can be either a Technical person or a Administrative one." I thought what an arbitration that was, to have to have a replacement as good as myself. Of course I queried the objection to the proposed replacement on my job. They then explained that my proposed replacement was someone already in the Division and not a new recruit. That was true. She was recruited by me to the Division and had spent several months learning the ropes. I thought to myself about all the work I had done, and now they were using this kind of trick. I knew now that they wanted new recruits that would take more time to train up from scratch. I also thought that even if I recruited to the section and trained the person up, I might get told that this was not my replacement. Gosh all that effort and now this. I guessed they were trying to gain on others recruiting for them and with them getting the statistics. Pretty cheap labour! I realised that I couldn't argue with those guys and waste time. It wasn’t worth it. So, I decided in my free time to investigate the source behind that trick. What I found out was the Advanced Org actually wanted a guy in Management Europe who wanted to switch over. He was an Auditor and wanted to be in the Advanced Organisation and get further training. But management weren't willing to let him go without having a suitable replacement as good as he was, if it meant loosing a Tech guy for themselves and gaining an experienced Administration person in exchange even if it was for Tours. Their logic was: If we get that person, perhaps Europe Management will get more money in commissions through the tours. I told the seniors of this Management I wished to come, and that I knew who the Advanced Org wanted in exchange. I established that it was a fact that the auditor guy showed an interest in getting replaced and getting over to the Advanced Org. So I told them, Let's not waste time. Let’s get on with it and write it up as a proposal and see if they buy it. I considered it a challenge to play a bigger game, realising perhaps there were greater risks involved. Somehow this got through The Advanced Org got its Tech Auditor, and Management got the Admin person. Ending off matters with my replacement, saying goodbye as I was leaving was not easy, but one just had to take the game as it was and not get too emotional. I found it hard to adjust to the new location and its operation, because it was actually a new Division put under Management but run by Flag, the senior management, known also as The Flag Land Base. Later this was known as Gilham Hot Springs where the real senior control management was operating, and which has become the secret base these days. It was a challenge to start up touring around and building the activity up from scratch through Europe. I did some local registration for that area and proved to them I was ok. I did a few trips around Europe, and then I was invited to go to the Flag Land Base and meet up with the most experienced registrars in Division 6. It was an invitation at their expense. I had learnt during my short time at the European Management that, in order to get invited to Flag, one had to be considered pretty darn good. It had to be approved locally by Management and seniors of Tours. The Flag Land Base was situated at the Fort Harrison Hotel at Tampa, Florida. It had been set up as service organisation, approved of course by LRH. Its purpose in the beginning was exclusively for the elite such as celebrities. The idea was that they could have a place to get away from it all. This created a safe and acceptable environment for such people to enjoy. These were usually celebrities already, having gotten to know what Scientology was by being involved in it through Yvonne Gilham who ran the first Celebrity Centre in Los Angeles. She is sadly dead now. A few such celebrities were: Chick Corea, Priscilla Presley, Karen Black, John Travolta and Tom Cruise. You had to save and be prepared to spend a lot of money there. When deciding to take yourself to Flag, you would never get away without spending a good few thousand dollars. Some spent between 50.000 to 100.000. Accommodation could range between $80 to $500 a week. The food in most cases was individually paid for, depending on what class of accommodation you took. One eating place, known as the Hour Glass, was for the rich, and those who could afford high prices. Another was the Lemon Tree. Since the expenses of running and staffing such a hotel were very high, the senior Management soon realised that keeping it for VIPs was not viable. So the doors were opened to those who could afford it - rich people in general, or sometimes even for the not-so-well-off. So the "Very Important" title was soon laid to rest. While being at the Flag Land Base I met many, many people. I worked close to the Registrars, pulling in the money for Flag. They averaged two-hundred-thousand to half a million dollars per week at that time. Just for the record, an average cost to run the Fort Harrison back in the 80's was said to be around $700.000 or more per week. One never ever got to see the real figure's, but as a Registrar you experienced the pressure from the executives who ran the place for making the money To obtain the standard and the number of people to arrive at Flag for services per week, it soon became clear to Flag Management and its service organisation that it had to go worldwide. So they did. They produced a video known as the Secret of Flag Results, and scheduled dates around the world, including Europe, for showing it. These events took place on Saturday evenings wherever they went. Prior to the actual tour, an advance man was sent to prepare the event, find the hotel and accommodation for the tour personnel. Then promotion had to go out to the local Org or Franchises and public well in advance. The room in the hotel for such an event generally cost them a packet since it was usually something like the Hilton or the Sheraton.. I worked in Public Division 6 at the Land Base for a few weeks prior to knowing I would be with the next tour going out. So I got some idea about how it all was going along, and what to expect. There was certainly much more pressure for the Tours personnel than I had already experienced where I was. The Tour’s first stop was Paris. That was great. Some people there knew me already. Others did not. Most of the people spoke French so we had to have a translator which was not always easy to get. The Paris Organisation working quarters were not particularly upstat. Rooms were few and far between and were taken up for auditing in the main. One often had to sit at a desk in a corridor because they hadn't expected so much expansion so quickly. It was more than busy - much more than when I had been there last. Flag Services were much more expensive than at a lower Org. I had to learn all the prices quickly. One had to promote the very best of C/Sing and Auditors who were available at Flag and be sure to instil a sense of trust into the public to help them decide about going there. Rundowns that could not be done outside of Flag were a key factor in getting people interested to go there. One had to say that it was the only place one could get this-and-that handled, or that this-and-that rundown was the very thing that would assist that person’s situation. Such rundowns were the L Rundowns, The Case Cracker Rundown, The Case Booster Rundown, The Flag Special Intensive, and many more. After the Saturday night event with Flag some people were overjoyed. They flipped out, perhaps waiting to get an interview with the most senior Flag Consultants. Appointments were always arranged the same evening while people were enthusiastic. Those appointments were usually made by the local Registrar. The Flag Registrars were also known as consultants. They liaised with the Org Registrars since they knew their public better than the Flag consultants did. It all worked pretty ok in the beginning. If they worked together with the local registrar it was ok, particularly if the local Org did well. If Flag did well too, it was fine. But disputes seemed to appear as soon as either one or the other did not have a good week, or advantage was taken either way. However, the Paris Tour interviews were lined up. Then they would get down to work to get the business finished up. It sometimes also involved a technical consultant before it got turned over to people involved in the arrangements for paying. These weren't small amounts for the customers to pay. In most cases it involved between $10.000 to $30.000 or more. It depended on what was needed and wanted on each case. More often or not it depended on how much the person could pay, or whether or not they had reserves. I often wondered where they got those of sums of money. But, you couldn't put any counter thought on any income lines. You just had to work it out and get it, no matter what. Sometimes the reserves were there, sometimes it involved documents or agreements or certain terms under which one could get the moneys freed up. Sometimes there was a lot of waiting time. Sometimes it took weeks or months for some money to come through from a house or car sale, an insurance policy to pay out, or an inheritance to come through. Some had savings and made part payments. Others perhaps had a family to turn to for the money. Flag operated very much on the buy now basis, offering special deals, with certain percentages taken off if one paid within a set time period. Of course this was encouraged. If a saving could be seen, the public would try to go for it, provided the funds were possible from somewhere. This would assist the registrars in their weekly income. Of course all efforts were made to find a way the customer could get hold of money right then. It was the best plan to get it that week and not have to wait. This of course shows you the pressure put down the line to squeeze the customer. The closer to the week ending, the more pressure was put on. Many, many tricks were done to get the customer to buy right then. It was hard to stay above all of it sometimes. But you just had to and not think it could not be done. Taking a walk around the block was part of a repair program to get you back up tone, and to feel you could carry on. As the weeks went by one often wondered how one managed to handle it all. Mainly one felt the heat, the mental force, from the Big Brothers above, watching you and calling you by telephone from the United States, spending at least ten minutes or more each time and picking times of the day when the telephone rates were higher instead of calling in the evening after a certain time. That didn't seem to matter to them. It was more important to get the information than to consider what the calls cost because of the pressure from their seniors who needed to know right then. Each time they called, you got asked how was it going, and what was lined up now. Any news? That meant, How much income do you expect? It got even tougher when one couldn't say. You were under some sort of threat if you hadn't gotten anything confirmed since last time they called. It was as if they were saying, Well what are you doing? How come there is no change, and such silly, stupid stuff without asking logical things like, What kind of interest is there? or, How many people? and placing more concern on volume of interviews instead of the cash expected to come in. It certainly didn't seem to get considered that Prospects take time to arrange moneys and that one has to work hard at interviews and call-ins. Then, out of 20 to 30 interviews, you might only get one good one with a pretty damned-good amount of services sold. Nothing came out of the skies, which seniors seemed to expect. They wanted miracles without doing much, and expected big fishes to come easy. They did not. The reality was totally beyond their understanding. All the steps one had to do to set-up a sale took time; talking, working out and logistics and handling banks. People sometimes had more than one bank. Sometimes there might be only one person doing all of these actions. Those at the Flag Base waiting on predictions to be completed, sometimes operated in a state that seemed unreal. And, if some predicted amount suddenly dropped out, they got mad. Patience would run out and threats would start coming in. Conditions might be threatened, or there might be a danger that you would be removed and sent to the RPF. Most of those seniors back at the Flag Base were statistic-counting people, sitting at desks, collecting and getting orders. They compiled the figures without ever ever having to deal with Tours or real, live people within the existing world. It became a necessary and ongoing adjustment of reality for a consultant to try to bear with it and do the job. One could never voice things such as mentioned above. That would bring an immediate assignment of a Condition. Perhaps you would be fired from the job. Where one was trying to place a reality one could possibly be declared PTS, threatened for backflash or disrespect to seniors Reality did not count. It could not. Products were expected and it seemed that it didn't matter how they were gotten. To give an example: The target given and expected to be met as an average Income for a Flag Registrar or a person working in the field for Flag, was around $50.000 - not less. And the more you made each week the more you were targeted to make the next. If you operated as a single Tour without anyone else, you did several functions: The Registrar function, the Admin, the Logistic of the sale, the arrangements of moneys available, the Telephone Caller for prospects and the Interviewer. And you had to see that all was completed at the Org you were selling for weekly. The first Flag Tours in Europe ranged between $200.000 to $300.000 in main areas such as Copenhagen AO, and Munich Class IV Org. These were the biggest Orgs at the time. Also Franchises were part of getting people to Flag, and certainly supported the money to Flag since these were the ones with reserves in their hands. The Flag Tour being new into Europe and the highest Scientology Services Org in the world was a big thing in the beginning. In those days, each area the Tour went to was excited. It was really something not to miss out on if one could afford it. One could sometimes dream up the money out of nowhere to get a service at Flag. That was the thing to do. The Flag Tours certainly made a packet of money. Within the first two or three tours at the beginning of the 80's, Flag did a few million dollars, and what praise they got for that. After that I stayed out in EU Tours, assisting AOs, Class IV's and Flag. The operational products were: 1. Interviews done for Class IV, AO's and Flag. 2. Income for Class IV's, AO's and Flag. 3. Number of people arrived for the first time to an AO, Flag, or Class IV by Tours. 4. Amount of income received in commissions to Tours EU by income made by Tours for AO's, Flag and Class IV Orgs. The Tours Unit was run financially on what it raised in commissions for the services it sold. That income had to cover paying its Tours personnel, staff out on tour and back at base, Admin staff, the office supplies, telephone costs at base and on tour, and Tour expenses like trains or planes. Besides being responsible for the overall scene, one had also to go out and make the money, and keep all your staff working. There were an average of 10 to 15 under you all around Europe and Africa, and 2 to 3 at the base. The hardest thing to take and not get into a fight about happened when other areas hadn't worked as hard for the statistics. Sometimes they found reasons to hassle those who worked their guts out to make the money. One had to have the nerve to get a number of Tours staff involved in defending ones rights as a staff member. Sometimes one heard reports like their pay was cut, and the expenses and the reserves were cut. Then suddenly there weren't any reserves in the records as one had previously noticed and expected to have in order to carry on. Reserves were set aside each week in case of a poor week. They were there to fall back on if necessary to keep the operation running. When your administrator who didn’t follow up the admin part of it while you were out on tour, you didn't take that lying down. You made it clear where they were wrong at the same time risking something like being told you could not tell Management what to do. Reminding them of Tours Flag Policy didn't seem to matter. They interpreted it to suit their own needs by adding arbitraries into it to make it fit what they thought the Policy meant. They even were caught getting Tours Seniors at Flag to agree to it. They had the power to do so, and even had their own Flag Money Banking Officer. When they decided to put change in, you could only boil this behaviour down to a Power Push against another unit which was in Power. You realised there was someone trying to get too big for his boots, even if they were recognised as a successful management operation. One fought for keeping to the way the rules were laid out. It was important not to allow others, whatever their position, to say No when and where it suited them. You had to stand up and put the breaks on and get it straight. It became a weekly affair to fight either to keep operational or have your income expenses being used by others who didn't make the money and expected to see Tours personnel hitchhiking to work. Management's income came from training staff from Orgs - for which the Orgs had to pay - and from Class IV Orgs who sent a weekly percent to them. The amount depended upon how well the Org did each week. Times were changing. It became the working reality that things were probably not going to get easier, if at all. They would probably get even tougher with the management who hired you.

Questions and Changes

Many, many people never saw LRH or the family, and many would have loved to have had that opportunity. There were others who saw him a lot in the earlier days before St. Hill, and at St. Hill, and then during the setting-up of the Scientology Sea Organisation, and the Flag Service Organisation at the Fort Harrison Hotel in Tampa. The fact is that most people who are still in the Church of Scientology and most who have left it, never had a chance to meet LRH But certainly a vast majority show their eternal gratitude to him both for the technical and the organisational work he did. It is amazing to see how LRH's Tech remains in use, not only in the Church of Scientology but around the world in the Independent Scientology movements and the Free Zone, much to the displeasure of the current Management of the Church of Scientology. One might ask how and why? It’s simply because many people were able to study under LRH's personal supervision back in the 1960's and through the hay days of St Hill Manor when he was there. Up to the 1970's, it was not so controlled in the sense of what material you could use. You just did your training at St Hill, or at another organisation somewhere around the world which was franchised to the headquarters of Scientology. When you did the courses, you kept the study material that you had paid for. Then, provided you had been trained and certified as a professional Auditor under some Scientology Organisation, you were allowed to practice without anyone harassing you with all kinds of regulations and rules on what you MAY use or MAY NOT USE or DELIVER. There were certainly no threats of a house arrest warrant being presented at your doorstep. That could and would include police raids on your home or the sending of private investigators on your trail. They even allegedly obtained permission to have your telephone lines monitored, your private mail intercepted, and your bank account queried. It’s interesting to see that all these harassments were on Communication and Income lines. They allegedly could even have your business interfered with. The result was that one was left in FEAR of HIMSELF or HERSELF. Scared to carry on, you might be forced into a position from which you would have to stop delivering because of various clauses. The official Church has somehow gained a position over the use of the material, with some powerful back up. They seem to have fixed on what they consider is strictly theirs to use exclusively. This matter has become very involved through the years since LRH's death. But many felt it was their RIGHT and freedom to use the technical works which, in the past, were promoted as being freely available. Whatever way you view this, it always would lead back to the Church Management making attempts to single out and control anyone delivering OUTSIDE OF THE OFFICIAL CHURCH unless they agreed with the Church what they could or could not deliver. Such materials are those that the Church of Scientology register's as theirs. It has been suggested in Free Spirit Magazine to get legal advice on this. Not a bad suggestion. However, I have heard of people being sued by the Church of Scientology, and have read reports of court cases where some people went bankrupt because of having to defend themselves. People got scared and succumbed over this. Another effect of this harassment is to make the spirit which is within any one of us very small and degraded. Then he or she gets the feeling to give up. It’s a weapon used by others to control your actions without being able to be at cause. It’s a trick used in many destructive regimes where some become strong and powerful and become a threat to those that try to hold control, perhaps without ever knowing what really is involved. Some people are able to see through these manoeuvres and assess the position correctly. But they are dangerous to the holders of power recently put in place. Some independent people managed to get out by arranging a deal with the Church, with clauses requiring them to pay large amounts of money. This was the usual approach used to get Independents or individuals to stop practising. Whoever would have thought that the Management of the Church of Scientology would be so bananas about the Tech and go so far to try to gain a monopoly in the field? Or to try to control those Scientologists who aren’t even in the Church who devoted not only their lives but their entire earrings to the work? What we might ask now is BY WHOM has the Church of Scientology been taken over? What we do believe is that it is operated by some power-driven madness. This has been seen by those both within and outside the Church. It is evident that, pretty soon after LRH died, someone suddenly claimed control, with documentation to back the claim. It has certainly been questioned whether that documentation was genuine or a complete fraud. (Many know their own answers on this and claim to have evidence to support some doubts about the value of the Church’s claims on their rights). As the days passed during those years after LRH’s death, the organisation had to present someone as its In-charge. So a figurehead had to come into the spotlight. The Church then claimed and named an In-charge for both Technical and Administrative functions. It is assumed that care was taken in this choice, and that there were some people advising the Church to set up many, many corporate companies. That would then make it even more difficult ever to get to the bottom of all the changes and replacements LRH had wished to give control over to. Bearing that in mind, certain care must have gone into assuring that those that were around before LRH died were excluded from discussions. If any questions about the changeover did arise, what would be the handling? Certain questions were asked then as they still are today. Did the founder die suddenly, or was he removed as with any leader or director of a company? Who now has assumed the position of power he once occupied? Mary Sue Hubbard was not put in the position even though she was previously a key terminal, mentioned by Hubbard in the Green Volumes along with one other member of the family. One particular volume of interest is that of 29th March, 1960. Those staff who worked under LRH were interested in who would take up the leadership. Subsequently many of those staff were fired or thrown out, declared suppressive or placed in ethics or put on the Rehabilitation Project Force. There is much evidence of people who have now left the Church having been very badly treated while inside. Some of their stories are hard to believe, but they are strongly proclaimed as true. One method of handling staff members’ ‘misdeeds’ was to do some crazy action of running around trees in a desert area in heat for hours at a time during the day or sometimes at night. This was done in California at Gilham Hot Springs. Some people report being kept in dark rooms without any contact with the outside world. Some were placed in bad conditions for months in some cases, and thus were caused painful mental experiences. A well-known punishment action done was personalised consultation of bad deeds using an electrical device known as a E-Meter to help the inquisitor trace wrong doings. Most of the time the person who ordered the investigation was interested to know the results in order to prove that he or she was the correct target to hit and punish. Every Scientologist in the subject since the 1950's would agree right up to today that LRH did not place restrictions and regulations on whoever might use the technical works. All detrimental changes seemed to come in when LRH started not to appear in person and went off the communication lines and his communications got answered by others. In time it became obvious that something was really wrong on top level management. You had to learn as you went along. Sometimes it was hard, sometimes easy. It depended on how well things were going for you. Staff took things day by day. Personnel were being switched around, leaving the area even and going elsewhere. Sometimes you didn't know where they went. At other times it was for a mission. Often you just never knew why he or she left. You worked with dedication at your job and to Scientology itself, and you put a lot into it to keep it going. You worked hard to keep your spirits up. Then a Policy letter came from St. Hill. It appeared in everyone’s In-basket saying that the week would in future start at 2 pm on Thursday and end at the following Thursday. In the 1970's the infamous Thursday deadline was not as it is today in Scientology Orgs. In those days the pressure was not there There were gradient steps put in to get us used to doing it and stats were seen directly by LRH. One certainly heard from him if they were up or down but in a positive constructive manner, never in a forceful one. But, as the years went by, things started to get more and more controlled and complicated, meaning it went from weekly reporting the stats to daily control, and then hourly with visits from your seniors more than three or four times a day. They would constantly ask, How it is going? What about was the income expected in? ‘How about that Auditor auditing? How many Well Done hours have there been? How and when is that student going through to finish? and so on and on. Each Post had a statistic and got graphed and checked weekly. It sort of gave one the feeling of "Big Brother is watching you". It left no space for the feeling that you could do it alone without being spied on all the time. You had no self esteem to operate on your own strength, to pull your weight, or self control to make it go right. It seemed so stupid. Whether you were on a mission, or out on a tour, you still got called and sometimes you wondered how they could afford the cost of calling sometimes five or six times a day. There were times when you had to interrupt an interview because your senior was on the telephone. Most times you tried telling the receptionist to ask them to call back. Sometimes that worked, sometimes it did not. They wanted you on the telephone there and then, and that was it! If stats were up, liberty was allowed. Fridays were usually the day and you got 24 hours. Then you had to report back to duty by Saturday at nine in the morning. The Orgs operated on a watch system similar to a ship. One week it was Port watch’s turn, the next week Starboard watch. But if your stats weren't up in any way you got to hear about it from the Ethics Officer. "Down Stats" were only allowed hygiene time, for about four hours and then back to your Post. The Hubbard Communications Office (HCO), Dept 3 was responsible for collecting the stats and the Inspections-and-Reports Section, Dept 3 of Ethics was responsible for doing investigations of Down Stats, and sometimes finding out why the stats were up. This was to ensure that successful actions were maintained or reinforced. In a number of cases one got further hatting or cramming. Getting any time off was hard for many people, especially Tours personnel. Loosing a Friday was pretty important, as that was a day where people worked in the outside world. Your week started part of Saturday and you struggled to catch up for lost time starting from Monday. Whoever heard of working on weekends? Well, we did. In a Scientology Organisation, we worked seven days a week, 12-15 hours a day, whether we were management or otherwise. Staff worked hard, and it showed by the strain on their faces. They were often exhausted as well and the morale was very low much of the time. This came about by little or no time for oneself, perhaps no pay that week. With no proper diet, being too tired to be sessionable, or perhaps too tired to sit down and study, there was little or no progress on one’s own auditing or training. In some cases people fell asleep in sessions, or while at study. Then, when you got checked out and flunked for misunderstood words it was often through pure exhaustion. You might laugh - but it is true! Working so hard and being pushed mentally was the danger for staff. You felt as if you were on a speeding train all the time, day in and day out from 9am to 10.30pm. But it didn't end there. If you were a Down Stat from the same time the week before, you were made to stuff magazines or mailings or write letters for an hour. That meant not leaving the org until 11.30 pm. Getting home to snatch a few hours of sleep was heaven and you certainly made sure to do so wherever possible, and hopefully not to have someone on your back even while you slept. It seemed that you had no sooner closed your eyes than the wake up call girl or boy was around at 7.30am to warn you to rise. Mothers with family had to get their kids to eat a breakfast and get them off to school. And they were given one hour extra for the evening meal at 5.30 pm. Then they had to report back to work by 7.30 pm. Many-a-time people were under so much pressure that they skipped that hour and had to ask someone to tell the nanny to take the child and see that it was put to bed. As a mother hardly ever got to read a bedtime story to her kid, nannies sometimes seemed to become their mums. Tours personnel were often away from their children, and that hurt. Even while you were back time was so very short. The demand for you to be out there on the job was first and foremost, and you hardly saw them grow. Being involved with the public was a chance for some delight. Public showed reality of life and livingness in the real world. They certainly had earnings and homes. Some had children and husbands to care for. They knew what it was like to make a living, and taught you some things that you would perhaps never have known otherwise. Staff and Management personnel in a Scientology Organisation were usually very young. They were often recruited from leaving school and had little experience in the outside world in a job. They were easy targets to get them to abide by the rules. Others who had a bit of an education and experience in living and working in the outside world before entering a Scientology Organisation, knew better and didn't like being pushed around. Sometimes this got in the way of doing your job. You shut up for fear something might happen. During the St. Hill days when LRH and family were there, one could speak out. You did not get placed in ethics. Things were done more on a consulting basis, to discuss a situation. You got help and were corrected on a one-to-one basis, with reality. It got harder as the years went on, and one had to become stronger to cope with it all on an every-day basis. That was just the reality you had to face. One might ask how on earth one stood it. That's a question many who have left a Scientology Organisation have asked themselves time and time again. It can only really be real when you have been there, in it, and a part of it. Explaining it to someone who never was inside in those years is pretty hard. It is not understandable in some cases. Perhaps some people found answers for themselves. Some asked others to explain it to them. Many maybe cannot comprehend the Scientology management structure as it became. What was experienced by many is that delightful feeling of having been part of the building of LRH's success. This can never be taken away even though, through some power-crazed madness, attempts have been made to squash thetans from out of existence altogether, and rip them from everything that they may have earned throughout hard years. Franchise Holders who built their missions up to a Power Condition, had them ripped apart by the Religious Technology Centre in this madness. Believe it or not, anyone who had been close to LRH or to Mary Sue Hubbard, who did not conform to the way the Church of Scientology is run today, has been removed, declared suppressive, excommunicated, or thrown out of any Scientology Organisation. There is a noticeable difference in appearance in those who remain and conform. An EXTREME fact to note is that no member of the Hubbard family remains functional as a MAIN leader in the Church today. Perhaps, if at all, holding low-key posting, but monitored under the control of senior Scientology management. They may be in good standing, and outside the official Church staff posting's. But the mighty question which remains in the minds of many of us today is: Under who's thumb and under what conditions does the remaining Hubbard family live today? This whole scenario leads to a surprising factor that was noticed even in the 1980's. While interviewing people officially or just in informal chats, someone gathered the data about concerns amongst public taking services at some Scientology organisations. Here are some of those notes that person has kindly allowed to be known. These are separated out in two parts: Questions and Concerns. Questions: What was LRH like? How is he? Does he really see and know what is going on in all of Scientology Orgs? How can he really know, if he gets reported correctly all matters of concern? Does his Management report tell it exactly as it is or who control's that? Does he know his staff are under so much stress and strain? Is he concerned to have happy and functionally healthy staff with some sort of fun in their lives? Concerns voiced back in the early 1980's: How's his health and that of his wife and the children? What will happen when LRH dies? How will Scientology carry on? He has given such a great Tech it's hard to imagine how he really is, and a shame one cannot ever meet him. Many of the public, who kept the orgs there by buying and receiving services, wanted to know that their letters were received. But even the LRH Comm lines weren't to be fully believed by staff or public. Any doubts about staff and how they performed on the job, and what they did or did not do well, was reported to the Ethics Officer in form of "Ethics Chits". Later, when things got worse, communications are known to have been twisted around. Then, one’s thoughts about others and their ability or inability to perform, were kept to oneself for fear of getting oneself into trouble, or being misunderstood, or being wrongly evaluated. There was the fear that you would be the next victim being listed as a source of trouble. After the early 1980's when LRH left, Scientology Justice was increasingly misused. As LRH’s written Policy of how Justice was supposed to work, was forgotten or was not used correctly, or not duplicated exactly, the problem became worse. Therefore one’s thoughts became "private secrets". Fearful of of getting into trouble or being found out for thinking something ‘wrong’, you just stuck them in the back of your mind while you figured out the best way to handle them. You had to to survive. As the months and years went by, you learned to watch exactly what you said, and to who you would tell your concerns. Perhaps you would find those who were known to keep their lips closed, and others who certainly would not. You had to take precautions on both fronts, because if you voiced some things they would get misused by some person for gain. In those times there this caution in speaking out developed into a saying: The ability to lawfully withhold. Keeping stats above normal week by week, one constantly strived to avoid being hit by a lower Condition, or a wrongly assigned Condition. Sometimes, whether right or wrong, they just got given a Condition or were assigned to the Rehabilitation Project Force. Then you just had to fight for your rights in spite of any risk of backfire. Sometimes, even if you had the guts to refer to your rights by showing your senior the correct Policy, he might add his own meaning into it rather than take what was written. Then you had to try to make your senior face his altered version. But sometimes it was no use if he or she wanted you in a lower Condition than the one you knew you were rightly in. Staff members operated for the benefit of the Org and its future, and for LRH when he was alive. But you often landed up being the victim instead of a helpful, caring, remedy maker. This was not missed by the public who soon observed how quickly things were changing. As a final remedy one thought that one could resort to Ron’s open public Policy of: You can always communicate to Ron. So we took the plunge and did that without realising what a price it would cost.

The Approaching Reality of No More LRH Letters

Writing letters to Ron was what everyone liked doing, whether you were staff or public. With the Public Open Policy of LRH, the door was open for all, and so we all used it. But from the time LRH left until his death, the whole thing slid. By now one didn't trust the line, but took the risk and wrote anyway. A month might go by and no letter arrived. One might then request to see the Ethics Officer about certain public questions regarding LRH. Then you had to stand up to being questioned on a letter you expected to get back from LRH. Then it became the local Ethics Office interviewing you, and such interviews seemed to be timed when perhaps you had not had such a good week. It seemed as if it was kept in a file for the right moment to string you out and attack. Who knows? Now they seemed to be confusing two matters that had no relationship to the job, as if covering up the real reason for the interview. One didn’t know anymore if one was being interviewed about a downstat or to get one into a condition for writing valid questions to LRH. Ethics Officers never liked getting beaten or put into place. They were supposed to put you in the right place, or to see to it you understood what was wanted to be seen, whether that was valid or not. However - if one was certain of the position, one challenged the guy with Policy. Whether that sunk in or not depended upon whose instructions he was following, and what he was supposed to achieve. If you could see through that and position it correctly, you might be seen by the Ethics Officer to be dangerous to himself or to the one who intended to create the confusion in the first place. The last factor in this chain of events was being told: Letters need not be written as they aren't necessary at this time. The conclusion was that LRH would not answer because the line isn't there anymore. Those LRH letter writing days had finished! The battle had been a difficult one and cost the price finally of tearing the job apart. The decision about whether or not to go on working with the Church of Scientology when so much had changed was now vital. You had to make a decision by yourself. You either had to adjust to the rapid change, allowing them to make the rules for you, or do something to change it for yourself. Jobs and personnel, and even the top management changed around so fast you could hardly keep up with it. New levels of command were introduced. Data Eval lines, a Stats Eval Section, and many other networks to run the large numbers of Orgs that were being formed up. Then came the introduction of the infamous so-called, Watch Dog Committee, to be in overall charge of other areas of management. They gave orders down the lines, reviewing the statistics of each Scientology Organisation, seeing what was up and what was down. They gave weekly instructions to each Org, and ensured that orders were done. Each week a Condition for the week was assigned to each Org. This Condition normally included the assignment of the Commanding Officer, or Executive Director of the Org. The Watch Dog Committee was the foremost obvious change. One wondered whether this was done through LRH or even if he knew there was such a unit. There were certainly rumours flying around about Ron not seeing telexes or having much direct contact with Orgs. It became more certain that he was no longer directing the running of Scientology Organisations. Now one began to wonder who this WDC really was. Where was LRH?

Sad, Cope, Find a Buddy

It was difficult to carry on with the reality of knowing Source was not there, and your comm line had been messed around. Having survived the Ethics Officer threats and with many interviews trying to find a situation that was not there at all, one carried on with the business and put the thoughts of LRH in the back out of one’s head until there was time to take it up again. One had to do one’s job even though one was angry. The job required full attention and a daily plan worked out for all areas - a Daily Battle Plan. Somehow one managed to get it all together and keep at it, and get a break, even if it was only five minutes, getting outside the inner circles and walking down a block of streets where you saw busy shoppers. Having no money to buy yourself anything, you might at least look at nice things. It was a way to keep the morale up and perhaps extrovert from what was happening inside the walls of the Church. It was getting some space. Another thing that helped to keep you sane was having a Buddy. When training staff, you soon figured out somebody to play along with. The Buddy could share the load as there seemed not to be enough time in a day to get all things done to meet the 2pm deadline for statistics. Then attempts to take direct control were noticed. Having given over names of clients in confidence only for the purpose to have a prediction of what services had been sold to whom, it was not expected that Executives would get involved in your business or go behind your back and start giving orders to your personnel. However, this seemed to have become a routine procedure. Enough was enough. Being the personnel's senior, you called the Executive responsible and faced him. The reality you got back from some young, inexperienced person, was sometimes quite bizarre. Regardless of what you explained, they wouldn't accept anything. They would use justifications such as, Where the hell were you? They would say they called your office and no one was there. This was crazy since management was in the same building and only required to walk over and leave a note, or whatever. So - the situations were altered to whatever the Executives wanted them to be. They didn’t want the real facts of the matter. All they wanted to know was, what was paid in or sold in services for that week. In spite of this madness of some young, perhaps inexperienced, senior, you put it out of your mind and stayed above hot water. You gave seniors a list of things you predicted would come in. You called them or they called you two or three times a day. But you had to make a rule about when they could call, because, if you did not do so, you could spend too much time at the telephone to them than doing the job and missing a sale. Things got tougher as one went along, and one never expected that. If you had given the true list to your seniors, you knew that they were mad enough to try to locate the clients to call them, making up stories to find out if they were intending to take a service and checking if a representative had been in touch with them. What that achieved no one knew. Your personnel would complain to you, suspecting that you had called the client directly. Then, when further investigation had taken place, you would find out that it had been someone else. Your personnel would be mad at you and this caused distrust amongst them and with the client. One then wondered who one could trust the client's information to. Some clients didn't like their details given out and calls being made to them at odd hours of the night or early morning. Despite this interference, one had to maintain a causative attitude. But, as more control took place, you started to wonder if you were in a war or a power-hungry madhouse. You wondered if the Executives really remembered what they were there for and why. After all, this was a church, and was selling Scientology Freedom Services. Soon one had to make a final decision.

The Final Decision

Having grown up in Scientology Organisations one knew how they worked. But now one could hardly keep up with all of the new developments, or with the personnel changing so rapidly The change that stood out over everything else was that the Oldies - those old-timers who had been around for a long time - started to go. You wouldn't know where they went to. Some left but others were taken off their job's and one might see them on some menial cleaning, filing or painting work. These were the ones who got removed from their post in the first two years of the madness. The misuse of Justice and Ethics started to come in more and more, beginning with the infamous, Mission Holders Meeting in 1983. Those Mission Holders got very rough treatment as procedures for trying to control them and their public were brought in. These policies also included anyone who knew how it had all worked under the Hubbard family, and was therefore considered to be dangerous. The Church’s handling was to remove anyone who was considered to be going against the new plans. They used any and all means to get those people out of the way so that the changes could take place. One was removed whether the reasons were valid or not, and was not allowed to question or argue. Normally you were told you were Downstats on your job and had committed various crimes which had persisted for a long time and now had been found out. Many protested for reasons of incorrect handling, or unjust and improper use of Ethics and Justice. The whole game became: Change and Remove anyone who would cause trouble or would perhaps let out what he or she knew of the true track of the Church of Scientology and knew what really happened regarding the removing of any Hubbard family member from power. The people who didn't keep quiet and who spoke out loudest were Old Timers. Others were smart and just observed any and all changes. But all of them got wise as the madness went on and took careful note as soon as new rules started to come in and people were removed without any explanation. Then came the Finance Police, instigated by the Religious Technology Centre (RTC). They applied harsh ‘ethics’ then assigned many staff incorrect Conditions. Some got investigations, others were simply just told to leave. Certain individuals, who had been important, were apparently seen by those RTC personnel to be dangerous. Two of these were William Brenton Robertson, and Alex Sibirsky. Both held high positions, having had close liaison lines with Ron Hubbard. They knew that the lines were being cut to L. Ron Hubbard and queried matters. It certainly cost them. They were falsely accused of sabotage, and Second Dynamic wrong doing's - things which the Church of Scientology dealt with harshly. To keep yourself above hot water, you made yourself as small as you could and didn't stick out. You tried not to get yourself noticed, otherwise you were likely to be the next target. The Finance Police got control of the Ethics officers of Orgs, the Flag Services Org at Tampa, Florida, and the overall Sea Org Management. Then it all suddenly went mad in a fury of harsh ethics, as if that would have brought matters under control or would have brought more money in. Of course it did not. What it resulted in was those who were unwilling to stand up to being hit getting up and leaving. People who were known to produce well on their jobs and did the job in spite of those mad people, got used to it but always stayed one step ahead, and at cause. Some people were suddenly ‘found to be unsuitable’ to be on staff or that they did not fit some part off the qualifications of staff membership, or Sea Org membership. Others got placed on the RPF. You hardly ever really got the truth about why people left, or were removed to the RPF. You would get lots of ‘Suppressive Declares’ in your daily in-basket. There were also write-ups of Committees of Evidence as well as complete dismissals. The new day started at 9 am sharp often ending at around 11pm or midnight. Missionairs on missions held staff meetings in Orgs so that you could hear about some new ‘reality factors’ or rules, or about new conditions which would be put in as from a certain date, A friend I had known for years was removed after having had a senior C/S throw paper in her face, told to SHUT UP, LISTEN AND GET THE F*** out of the way. YOU’RE FIRED! She was known well for her Standard Tech and for keeping to it. The reason for her removal was that she refused to go against the technical issues on a technical matter and stood up against a Religious Technology Centre member. In her late sixties, she landed herself on the RPF and later developed cancer. She died after being confined to bed somewhere near the Flag Service Org at Tampa, having not seen anyone for months. As this insanity went on, you got your own personnel to stay as calm as possible, to keep out of sight and say little. You taught them to do only what they had to do with any RTC person they talked to and no more. Being the Senior to many people was tough because you had to try to protect both yourself and your staff, even at times when "Buddy" was not around. The RTC seemed to think that taking a position at any time was their right. They might step in at any moment, originating wild orders without reality, as if that would handle any matter that seemed pressing to themselves or any one of them. You could get told to leave the premises, and get out on tour ten minutes after you had just returned from one, tired and hungry, having had little sleep during a long travel. You knew that income was obviously tight when the international head guys put the pressure down the line. On one such occasion, unwilling to leave just like that, I thought fast. It was clearly madness to go out right then but if one refused, then what? I said, "Ok, I’ll go get the travel money and expenses first". Then, before leaving, I set up a place to meet Buddy. Grabbing new clothes I dashed to a bar, sat down and waited for Buddy, and made a plan about how to keep myself around for the rest of the week. It worked out by going to a hotel. I coordinated with Buddy, using a code when calling in, so he would know it was me. He called back on the direct line in my room, asking for a name as if I was a client. So - no one knew I stayed in the hotel from Tuesday to Friday noon before taking a fast train out to somewhere in Europe. Buddy went on the train as well, leaving two back line staff to take calls and pass them on at the location we were going to. After all, Executives didn't care where you went as long as you made money. Buddy had secretly been planning to leave altogether. He told me on one occasion that I should be at a certain place at a particular time to receive a call. Having finished off the week, and both having gone on to the next location to set up to work the tour, he had not been out 48 hours before he was asked to return to base at once. He called in and said he would be back in 24 hours. Then he called his wife, arranging with her what she was to do and where to meet. He switched trains to planes and arrived back at the base early, picked up his clothes and got out without anyone seeing. Then he met his wife in the location arranged. After I was called by Management about Buddy, asking if I knew where he was, I told them I didn’t know. They wanted to know when I had last seen him. Now I realised what all his calls and plans had been about. My stomach turned upside down. I didn't know what to do. I couldn't eat or sleep, or work, so I packed myself up and left the tour and went back to the base. There I got questioned about his reason for leaving. Luckily he had not given me any clue that he was going. He just left without warning so I was not guilty of knowing he was going to leave. Many discussions took place with Executives. Those responsible for seeing that the money kept on coming in were keen to make sure that Buddy’s leaving didn't change anything. Now things got even harder. I got ill suddenly and was unable to hold food down. With the pure exhaustion and stress of the job, it wasn't a wonder one's body would break down. It became obvious that I wouldn't be able to travel long distances under the current situation, so I replaced myself, putting another in charge. I now worked in the office at the base and rested, trying to recover from the body system breakdown. The medical officer wasn't trained as a professional doctor except perhaps first aid or Red Cross experience. She didn't think to request a pass to have a doctor investigate my illness. Recovering slowly day by day, I started to take walks. Then eventually I returned to office and carried on, doing some work. During most of the recovery, I didn't see anyone except when I reported for a check-up every three days to the Medical Officer. Loosing my job, my Buddy, and the comm line to LRH, I had to find out my purpose to carry on. And I had to decide if it was a game I was willing to play. The purposes of the game originally were two things: 1) To find out more about Scientology and oneself. 2) A spiritual agreement with LRH to help him by working on staff. When I asked myself if these things had been achieved, the answer was Yes. I looked at the game as it was currently being played and discovered that there was little or no fun, or acceptance within that game. Then there was the fear of what may or may not happen to you each Thursday at 2 pm if your stats weren't what the RTC wanted. With the bringing in of a working police force, the game had become a week-to-week race to beat them and to prevent any person from the RTC coming down on your back and yelling at you and invalidating any good you had achieved. With no acceptance of those now in charge, and being unable to make much sense of their logic, I had to decide; do I work for these mad guys or do I change something? Or do I step out of the game? It did not take long to figure that out, though the hardest thing was telling LRH what my decision was because I had an agreement with him. However, I knew it could be sorted out, and the best thing was to do this on a spiritual level with LRH. It would cost little or no time; only my ability to communicate and see what came back. So, in doing so, I thanked him deeply for the Scientology Technology he left for mankind. I told him that I was eternally grateful for this, and for all he had done, and that I had achieved the two purposes which I joined staff for. I said that his Tech would stay around and be used personally for myself and for many lifetimes to come, but I would take off now and work on another game in another time and space. I finished by saying that I had no doubt we would be meeting up again for another round of battle!! What did he say you would of course ask? "Just fine, honey!" - and then the smile. I got acknowledged and took off, and my life in the Church of Scientology was closed.

Abbreviation for United Kingdom. (Modern Management Technology Defined (C) 1976)

Short for organization. (HCO PL 8 Sept 69)

A position from which a terminal operates in an org, where one knows that somebody is at. (FO 2200)

Operating Thetan - 7. this state of being is attained by drills and familiarity after the state of Clear has been obtained. A real OT has no reactive bank, is cause over matter, energy, space, time and thought and is completely free. (HCOB 12 Jul 65)...More

The purpose of the Guardian is: to help LRH enforce and issue policy, to safeguard Scientology orgs, Scientologists and Scientology and to engage in long term promotion. (Modern Management Technology Defined (C) 1976).

Abbreviation for technology. The methods of application of an art or science as opposed to mere knowledge of the science or art itself. (HCOB 13 Sep 65)

A contraction or shortening of the word administration, admin is used as a noun to denote the actions involved in administrating an organization. (Modern Management Technology Defined (C) 1976).

Abbreviation for Case Supervisor. (Modern Management Technology Defined (C) 1976).

1. the consideration and action of impelling an impulse or particle from source point across a distance to receipt point with the intention of bringing into being at the receipt point a duplication and understanding of that which emanated from the source point. (HCOB 5 Apr 73)...more

1. A group granted the privilege of delivering elementary Scn and Dn services. Does not have church status or rights. (BTB 12 Apr 72R). 2. A formally authorized individual or group sent out to perform a specific task or duty. (FO 2530R)

In a Scn org, the person signs up people for Scn service (HCO Admin Ltr 30 Jul 75)

That basic outness found which will lead to a recovery of stats. (HCO PL 13 Oct 70 II)

Abbreviation for Sea Organization. (Modern Management Technology Defined (C) 1976).

The name of LRH's home in East Grinstead, Sussex, England. (BTB 12 Apr 72R)

L. Ron Hubbard

the whole sum of past by-passed charge. (HCOB 19 Aug 63)

The military type of organization form whereby there is a definite ascending and descending chain of command. Orders pass from top management down the line of command and compliances and data pass on up without by-passing the chain of command. (Modern Management Defined (c) L. Ron Hubbard, 1976)

The application of Scientology processes and procedures to someone by a trained auditor. (Dianetics & Scientology Technical Dictionary (C) 1975)

1. The rules or standards governing the conduct of the members of a profession. (HCO PL 3 May 72). 2. A system of removing the counter-effort to the forward push. (6711C18SO)

Colloquial name for "The Technical Bulletins of Dianetics and Scientology", which contained the majority of HCO Bulletins and also some other written technical material.

3. a network of communications and pictures, energies and masses, which are brought into being by the activities of the thetan versus the physical universe or other thetans. The mind is a communication and control system between the thetan and his environment. (FOT, p. 56)...MORE

1. harmful energy or force accumulated and stored within the reactive mind, resulting from the conflicts and unpleasant experiences that a person has had. Auditing discharges this charge so that it is no longer there to affect the individual. (Scn AD)..more

The application of Scientology processes and procedures to someone by a trained auditor. (Dianetics & Scientology Technical Dictionary (C) 1975)

The entry level for Scientology auditing. One handles life areas, cleaning up and keying-out those areas of bank which life itself has brought into restimulation.

Hubbard Advanced Auditor. (Dianetics and Scientology Technical Dictionary (C) 1975)

The actions involved in administrating an organization. (Modern Management Technology Defined (C) 1976).

1. a person who, through Scientology processing, is finding out more about himself and life. (The Phoenix Lectures, p. 20) 2. a spiritual being who is now on the road to becoming Clear, hence preclear. (HCOB 5 Apr 69) 3. one who is discovering things about himself and who is becoming clearer. (HCO PL 21 Aug 63)

The Qualifications Division monitors not only technical quality and honesty but the administrative quality and honesty of the entire organization. (Modern Management Technology Defined (C) 1976).

1. a thetan exterior who can have but doesn't have to have a body in order to control or operate thought, life, matter, energy, space and time. ( SH Spec 82, 6611C29) 2. willing and knowing cause over life, thought, matter, energy, space and time. And that would of course be mind and that would of course be universe. ( SH Spec 80, 6609C08)...7. this state of being is attained by drills and familiarity after the state of Clear has been obtained. A real OT has no reactive bank, is cause over matter, energy, space, time and thought and is completely free. (HCOB 12 Jul 65)...more

Hubbard Communications Office (HCO PL 7 Jul 71)

1. a person who, through Scientology processing, is finding out more about himself and life. (The Phoenix Lectures, p. 20) 2. a spiritual being who is now on the road to becoming Clear, hence preclear. (HCOB 5 Apr 69) 3. one who is discovering things about himself and who is becoming clearer. (HCO PL 21 Aug 63) Abbr. PC

a problem is postulate-counter-postulate, terminal-counter-terminal, force-counter-force. It’s one thing versus another thing. You’ve got two forces or two ideas which are interlocked of comparable magnitude and the thing stops right there. All right, now with these two things one stuck against the other you get a sort of a timelessness, it floats in time. (SH Spec 82, 6111C21) 2 . a problem is a postulate-counter-postulate resulting in indecision. That is the first manifestation of problems, and the first consequence of a problem is indecision. (SH Spec 27, 6107C11) 3 . a multiple confusion. (SH Spec 26X, 6107C03) 4 . an intention counter-intention that worries the preclear. (HCOB 23 Feb 61) 5 . a problem is the conflict arising from two opposing intentions. A present time problem is one that exists in present time, in a real universe. (HCOB 3 Jul 59) 6 . something which is persisting, the as-is-ness of which cannot be attained easily. (PRO 16, 5408CM20)

An evening, part-time organization. It's hours are 6:00 P.M. to 11:00 P.M., Monday through Friday and 9:00 A.M. to 11:00 P.M. Saturday and Sunday. (Modern Management Technology Defined (C) 1976)

A list of materials, often divided into sections, that give the theory and practical steps which, when completed, give one a study completion...More

A list of materials, often divided into sections, that give the theory and practical steps which, when completed, give one a study completion...More

Every member of a ship's company has two general types of activities, one of these is as a member of watches, wherein he handles his duties of steering, lookout, engines, etc., including emergency drills. (FO 1109)

Undergo processing. (Science of Survival, p.75)

3. a Clear is not an all-knowing being. A Clear is somebody who has lost the mass, energy, space and time connected with the thing called mind . ( SH Spec 80, 6609C08) ...more

Organization whose function is to run the Clearing and OT Courses. (FO 1151)

1. an impulse or direction of energy particles or thought or masses between terminals. (HCOB 3 Feb 69)...more

A hat therefore designates particular status and duties in an organization. (HCO PL 22 Sept 70)...more

l. random effort. (Scn 0-8, p. 75) 2. energy with some direction. (PDC 56) 3. force of course is made up of time, matter, energy, flows, particles, masses, solids, liquids, gasses, space and locations. (HCOB 16 Jun 70)

1. the route to Clear, the Bridge , which we call the Classification, Gradation and Awareness Chart. (Aud 107 ASNO) 2. a term originating in early Dn days to symbolize travel from unknowingness to revelation. (Aud 72 ASNO).

A position from which a terminal operates in an org, where one knows that somebody is at. (FO 2200)

Abbreviation for clay demonstration. A Scientology study technique whereby the student demonstrates definitions, principles, etc. in clay to obtain greater understanding by translating significance into actual mass. (BTB 12 Apr 72R)

United States. (Modern Management Technology Defined (C) 1976).

A type of ship's "newspaper" containing an item from the Commodore, the daily schedule for that day, news and notices, as well as orders necessary to administration of the ship's business. Abbr. OODs

Abbreviation for Advanced Org. (Modern Management Technology Defined (C) 1976). Organization whose function is to run the Clearing and OT Courses. (FO 1151)

Abbreviation for 1. Guardian's Office. (Modern Management Technology Defined (C) 1976). The Guardian's Office handles certain publics which are its sole responsibility. These publics are as follows: press relations, government relations, special Guardian group relations, opposition group relations, troublesome relations. (BPL 20 May 70 I)

The org is commanded by the Commanding Officer (SO orgs). (HCO PL 7 Mar 72) Abbr. CO

Short for organization. (HCO PL 8 Sept 69)

1. The main vessel of the Sea Org. (HCO PL 9 Mar 72 I) 2. The center for all international org management. (ED 480 Flag)

Abbreviation for statistics. A number or amount compared to an earlier number or amount of the same thing. Statistics refer to the quantity of work done or the value of it in money. (HCO PL 16 Dec 65)

1. that person in a Scientology Church who gives instructions regarding, and supervises the auditing of preclears. The abbreviation C/S can refer to the Case Supervisor or to the written instructions of a case supervisor depending on context. (BTB 12 Apr 72R)...MORE

1. a coined word, meaning matter, energy, space and time, the physical universe. All physical phenomena may be considered as energy operating in space and time. The movement of matter or energy in time is the measure of space. All things are mest except theta. (Abil 114-A)...More

A collection of files, one for every person who has ever bought something from an organization, gathered together in the one location in the organization. (BPL 17 May 69R)

In a Scn org, the person signs up people for Scn service (HCO Admin Ltr 30 Jul 75)

An individual may clean his own file by approaching ethics and offering to make amends. Any amends project must benefit the org and be beyond the routine duties. (HCO PL 1 May 65)

When a person is an avowed and knowing enemy of an individual, a group, project or org, a condition of enemy exists. (Modern Management Technology Defined (C) 1976).

Abbreviation for 1. financial planning. (Modern Management Technology Defined (C) 1976). Financial planning means - how to handle the money and assets of an org so as to maintain outgo below income. (HCO PL 26 Nov 65R)

Abbreviation for 1. Commanding Officer. (Modern Management Technology Defined (C) 1976). The org is commanded by the Commanding Officer (SO orgs). (HCO PL 7 Mar 72)

Each org staff member is a specialist in one or more similar functions. These are his specialties. If he is fully trained to do these he is said to be hatted. (HCO PL 28 Jul 72)

1. one who listens and computes; a Scn practitioner. 2. one who has been trained in the technology of Scn. An auditor applies standard technology to preclears. 3. a person who through church training becomes skilled in the successful application of Dn and Scn to his family, friends and the public to achieve the ability gained as stated on the Gradation Chart for his class of training...more

One who has high statistics. (HCOB 8 Aug 71) Also short for upstatistic; The current number is more than it was. (HCO PL 16 Dec 65)

A case supervisor direction of what to audit on a pc. (HCOB 23 Aug 71)

2. a colloquial name for the reactive mind. This is what the procedures of Scn are devoted to disposing of, for it is only a burden to an individual and he is much better off without it. (Scn AD)...more

Abbreviation for 1. Rehabilitation Project Force. (Modern Management Technology Defined (C) 1976). The Rehabilitation Project Force has been created by the Commodore so that redemption can occur. (FO 3434)

A number or amount compared to an earlier number or amount of the same thing. Statistics refer to the quantity of work done or the value of it in money. (HCO PL 16 Dec 65) Abbr. stat

POTENTIAL TROUBLE SOURCE, 1. a person or preclear who “roller-coasters,” i.e., gets better, then worse. This occurs only when his connection to a suppressive person or group is unhandled and he must, in order to make his gains from Scn permanent, receive processing intended to handle such...More

The Rehabilitation Project Force has been created by the Commodore so that redemption can occur. (FO 3434) Abbr. RPF

A condition is an operating state. (SH Spec 62, 6505C25)

Watch Dog Committee

Slang, short for - communication

Religious Technology Center

All personnel assigned a desk and a specific stationary working space are to have a stack of three baskets. The top basket, labelled "in", should contain those items and dispatches still to be looked at.

2. the C/S is the case supervisor. He has to be an accomplished and properly certified auditor and a person trained additionally to supervise cases...MORE