1.) Hello! The subject is ESTABLISHMENT OFFICERS. The background history of this begins in 1950, when I was the Establishment Officer.
2.) I brought the desk, did all the products, gave lectures, did most of the auditing and worked about 18 to 20 hours a day, and to some degree made it come off OK.
3.) When I dropped out of the scene, there was an instant collapse.
4.) The organizations "ran" to some degree, but had out ethics, out tech, out policy, and eventually went down the drain. (Those were the "First Foundations".)
5.) I was NOT on the Board of Directors of those Foundations, so I was not the prime mover. I was a managing officer and "doer".
6.) The Board of Directors was a barrier to getting ANYTHING done mostly because they believed they should be "popular" (have status), and do "usual" things (conform).
7.) "Popularity is one thing, and TRUTH is another.
8.) The reason why the University, the psychairitry, the medical doctors would never make it, or the usual research scientist would never make it, - is because their discoveries are always VETTED or EDITED against the "REPUTATION" of the Institution. -9.) "Reputation is ALL, truth is nothing" is their motto. And that is the downfall of any University, Research Organization or Research Scientist.
10.) So when I found out that THIS was necessary to resolve the case11.) So, that type of "editing" of the org actions and that type of government, is one that will FAIL.
12.) The SUCCESSFUL management lines in the world are - were they exist - conducted by men in a mood of DESPERATION and EXASPERATION.
13.) They are carried on the back of ONE person, and there will be a half a dozen "stalwarts" (loyals" in a very large group that keep the show on the road one way or another - over slumberous (sleepy), alter-ising, editing "all for the best people" - MOBS.
14.) And as a result, the LIFE SPAN of organizations approximate the WILLINGNESS span of their prime motivators.
15.) And after someone has wrestled with it long enough, and has been caved-in by it, he tends to move-off or quit it to some degree and put his attention to something else. Then things cave in here and there. So then, with great heroism he goes in again to try and make the machine go and leaves bruised feelings and HE&R widespread, but he does get something done.
16.) And then he relaxes and it tends to fall apart again.
17.) You ask any executives who have been the causative factor in organizations and they will tell you that cycle is very TRUE.
18.) And it is the cycle of CIVILIZATIONS, not just the cycle of one organization.
19.) EX: A missionaire goes into an org, does what he is supposed to do, leaves, and one week later it is GONE.
20.) ESTABLISHMENT then, is the KEY to organizational prosperity.
21.) And, it has never been recognized to what DEGREE ESTABLISHMENT accounts for the prosperity and long life (or longevity) of the organization.
22.) Man, in his cultural, ethnical and anthropological background, is essentially a NOMAD. (A wanderer or traveller)
23.) When you have a society at a high tension and where its values are changing or variable, and where the society itself is enturbulative in the extreme, the individual society member is knocked here and there, back and forth, around and around, and is himself, in a state of foment or change.
24.) It's a continious state of CHANGE - the number of addresses that have to be changed in an organization to keep the address list up to date is great. It's WORST in the United States where the society itself is the most chaotic. But it is certainly bad enough in UK and EU.
25.) The society itself doesn't take care of a person's RIGHTS.
26.) Examples: Divorce laws, debts, shoddy products. You could probably spend 100,000 Dollars to try to get your money back for a rotten basket of blackberries you were sold, and it would take years. If there is an injustice in the USA, then the US government has probably committed it.
27.) As a result, these injustices and these social stresses, and economic stresses, create people who are PTS to the Society, cannot concentrate on what they are doing, and who, themselves, are in MOTION.
28.) They, themselves, are UNSTABLE.
29.) So, you have a Dissem Sec today and you don't have one tomorrow. And you don't have a Dist Sec today, and you are not about to get one.
30.) In other words, the EBB and FLOW of PERSONELL is the primary DIS-ESTABLISHING factor.
31.) The stresses the personell are under, and their nervousness and restlessness in the society makes them UNSTABLE.
32.) Now, our organizations are built out of PEOPLE. So we have an analogy in a machine - whose parts are there today and gone tomorrow, whose parts are OK today, but broken tomorrow - in other words, that machine would have an awful time trying to keep running!
33.) Also, the ECONOMIC stresses of this society make no allowance for this INSTABILITY.
34.) So the hustlers, bill collectors, tax man, and landlord must all still be paid. So no matter if an org is suddenly, or slowly, disestablished, the economic burden is STILL THERE.
35.) But that's not all. Not only does the economic burden NOT decrease, it INCREASES - because of INFLATION.
36.) Money at this stage of the game is becoming LESS valuable per unit. It takes MORE money to buy the same things you used to get for less.
37.) Money is thus INFLATING. And that is because there was no ESTO to hat the President of the United States. Instead, he read a book by a pederast named Keynes, who was part and parcel of the "Fabian Society", an honored guest of Stalin, the husband of a Russian ballet dancer, and who has dominated the political-economical scene for decades. They are just starting to get wise to this now and throw out his text books from the university courses.
38.) He advocates "INFINITE INFLATION". The keynote is "CREATE WANT". He sure IS creating that where governments use his principles.
39.) There were also two Hungarians who used to go around and advise governments on economics. I'm sure they were backed up by the CFR (Council on Foreign Relations) or someone like that. Somebody wondered about this and checked up on theirs back-trail - IN EVERY COUNTRY THEY HAD "ADVISED", there was a trail of "RUIN and BANKRUPTCY" afterwards. They advised Wilson (US President) just before the depression (of 1929).
40.) Now also, England's economics were not built originally by 2 odd-ball Hungarians who drifted in with some "Keynesian" theories. But now they are using it too!
41.) Now, nobody has evaluated this economic scene because first and foremost, they don't know HOW to evaluate. But the other reason is that Governments are on a sort of "suicidal kick". They are not constructive, they are destructive.
42.) The only answer a government has to any given situation is VIOLENCE. You press them a little bit and you get VIOLENCE, you don't get anything sensible at all. They cannot be talked to.
43.) Now you could understand VIOLENCE if they were being attacked by violence, but they are not, and they use it mostly against the weakest and most easily controlled people - their own citizens.
44.) So here is a planetary economic scene with "squirrel tech", and it gives the establishment of anything a "curve" (a tricky situation).
45.) So you plan an establishment costing "X" Dollars per week, and several months later it is much more. Added to that are the increased stresses economically on the staff members which add to the DIS-establishment and you finally have to have "4X" to keep going.
46.) And you will have auditors leaving the org to make "more money" in the Keokuk franchise, and they will be lured away by the promise of "big bucks". (But probably will end up making LESS.)
47.) So there is also an effort to "pull off" trained staff or experienced people.
48.) Now the answers to these things are not so grim. But, if you have the view that an ESTO is just needed to put it all there in concrete and then he is no longer needed - well, forget it.
49.) It WON'T just stay there because of the restive economics of society, the nomadic tendencies of people and the violence that governments use against their populations. So you get shifts and changes in the society around you and in the staffs of the organization you are trying to establish.
50.) So, ESTABLISH and MAINTAIN ESTABLISHED is the index of it all.
Your cycle is: ESTABLISH & MAINTAIN, then, ESTABLISH & MAINTAIN, then, ESTABLISH & MAINTAIN, etc.
51.) You are handling stuff that makes quicksilver look like iron.
52.) So the ESTABLISHMENT OFFICER IS probably better named as the: ESTABLISHING OFFICER
53.) "Day to day and sun to sun, the Establishing Officer's work is never done".
54.) Now if you are dealing with a "guicksilver society" with that much disappearing, then you must learn to establish very rapidly. Rapid establishment is the answer.
55.) There are three types of establishing targets:
1.) INSTANT
2.) MEDIUM
3.) LONG
You are ALWAYS dealing with ALL THREE.
56.) They don't go in gradients. You are ALWAYS dealing with an INSTANT WHILE you work on a MEDIUM WHILE you work on a LONG.
57.) The successful ESTABLISHING OFFICER will have all three of those balls in the air simultaneously. Instant, Medium Range, and Long Range.
58.) Ex: You have a Dissem Sec in full time training, due to finish OEC next Tuesday. But today you have no Dissem Sec. What to do? That's the typical ESTO problem. I can only advise you: "Do it!" (Put her on post, finish trg. in study time.)
59.) So we have a 22 year history of "Booms" and "Depressions".
60.) When the DATA SERIES was developed, we then had a tool to penetrate these obscure mysteries - booms and depressions, booms and depressions. Not only with the network as a whole but also with individual orgs.
61.) Ex: The BOOK receipt monies at SH in 1967 were greater than its total income today!
62.) The "ban" (1968 Summer) had very little to do with it, but they did lose their American trade. But they didn't listen when I told them to build up their domestic trade.
63.) I noticed that since 1950, EXTERNAL actions to an organization have almost nothing to do with its survival factors at all.
64.) You can go almost anyplace, and establish an org and get it producing, and it will get, IN DIRECT PROPORTION, the income which it is ESTABLISHED to achieve. Now that is a factor that an ESTO has to learn.
65.) And that's a tough one to learn, because the staff around you all have their aberrated "whys" for why the income is down.
66.) Most often you hear "WIG" (The Why is God) from people who don't know the data series.67.) The tool to discover CAUSES exists, and that is the DATA SERIES.
68.) And when the DATA-SERIES was used against this whole picture of booms-depressions of orgs, the answer emerged:
"AN UNHATTED STAFF GENERATES DEV-T" - They develop enough bad and sour traffic that they impede all productive traffic.
69.) And the reason back of Dev-T IS UNHATTEDNESS.
70.) These orgs can be "BUSY", and work themselves to the fringes of exhaustion - WITHOUT PRODUCING ANYTHING - but more Dev-T.
71.) An adequate description of any GOVERNMENT on the face of the planet today would be - Dev-T.
72.) If they all VANISHED, the world would be far better off.
73.) The Dev-T they generate also affects you organizationally - and the best way to handle it is to just "hive it off" - or compartment it off. (Into a special section that just handles it and nothing else, and doesn't cross the production lines.)
74.) Call it "ACCOUNTING" or "LEGAL" or something. Ex: Capitol airlines had 25 CPAs (Certificed Public Accountants) that did nothing but handle the government tax men.
75.) So there is Dev-T all around an org, so it is no wonder that it gets into this "tradition" that has been going on for the entire history of man.
76.) And that Dev-T comes from unhattedness. And the reason the economics of the US are bad, is because there is no ESTO hatting the President - as I said before.
77.) Currently the US is handing out about 75% of the National Income into channels that will never do anybody any good at all, and which solve nothing. And then they wonder why they have inflation!
78.) AND they are working on the "wrong why" that the working man's demand for more wages is the reason prices are increasing! WRONG why. The working man wants more wages because he can no longer buy bread!
79.) No, the great, gaunt, wolf at the door is UNHATTEDNESS generating DEV-T.
80.) Now for an ESTO, "unhattedness" is too simple a statement. It isn't JUST that. It's also the LINES, the "meshing" of these hats, the space in which these hats are worn, the arrangement of it, the adequacy of it.
81.) Ex: A division with its comm center 3 floors down in the basement.
Ex: Two hot traffic lines crossing each other.
This is SPACIAL Dev-T.
82.) The space arrangements are then important to an ESTO.
83.) Also, the equipment used in production.
Ex: A Dir. Comm at AOLA who let the Address Machine break down making it hard to get out a mailing.
Ex: A folding and stuffing machine at SH, which needs a repair part costing a few pounds, and which has never been fixed. The whole staff has to work to put out a mailing. And they don't design the mailings to fit the machine anyway! Terrific Dev-T!
84.) Now this planet is rotating on a 24 hour day around a 12th rate sun at the outer corner of one of the smaller galaxies, and it inexorably rotates at 24 hrs per day. And as hard as you try, you can't make it rotate at 28 or 36 hrs per day. If it would, you might have a chance.
85.) The Product Officer who is trying to handle 5 auditors who quit because of the cramming order, with 10 public waiting, and one asking for a refund, and trying to hold off the bill collector while he gets the income up somehow, is not likely to notice a broken machine even if all the staff disappear to stuff the mailing.
86.) Now the boom and depression cycle was caused by the exhaustion of the exec in trying to handle, and to dispersal of staff due to the nomadic character of society.
87.) The "boom-depression" cycle can be looked at as an "establish-disestablish" cycle. It is accompanied by an increasing cycle of Dev-T. And that is an exact description of why orgs rise and fail.
88.) If we are ever going to take this planet, we are going to have to eradicate (erase) the "failure end" of that cycle.
89.) That's elementary, isn't it? so a vast study of this has shown that there is a "division of labour". ESTABLISHMENT is what adds QUALITY to a product.
90.) Ex: You can't quarantee a good dinner, without stove, fuel, supplies, food preparers, a hatted chef, etc.
91.) It's no good to scream at the ED of an org about the quality of his product if the org isn't established. The Dev-T in it would be enough by itself to DIS-establish it.
92.) And that would be enough to shatter the quality of the product he is trying to produce.
93.) Now I can hold one of these orgs together, and I normally can build one up, but it gets so bad sometimes that it takes a 20 hour day, and you wouldn't believe some of the things I have to handle.
94.) It's because the hats are not known or worn and because the hats are not meshed with each other so the lines run smoothly and coordinatedly.
95.) The material breaks down and the spacial relationships get tangled.
96.) And the economic duress puts barriers and brakes on what you can do.
97.) And that brings us to RESOURCES. "An Establishing Officer must always work within the reality of what resources are available".
98.) It's OK as a plan to "attack the German Army" - but the resources available? One corporal with a broken leg.
99.) It is called "megalomania" when the plan is far greater than the resources at hand. But it CAN be accomplished if you establish up to it.
100.) Resources is the limitation factor. "What do you HAVE to DO WITH?
101.) And now we get into the genius department: "THE LESS YOU HAVE, THE MORE GENIUS IT REQUIRES"
102.) And that's the rule of the ESTO:
"The LESS resources you have, the MORE genius you have to inject into the situation to substitute for the lack of resources."
103.) Ex: How do we establish the division with only 2 people? "Well, I could get in there and do it all." - WRONG ANSWER.
104.) The primary ERROR the ESTO can make is to start handling the traffic of the division. The org will never grow, and he will not be an Establishing Officer.
105.) It is an ILLEGAL order to give an ESTO an order to start handling the traffic of the division. It's also ILLEGAL to take him off post and put him on another post because "personell is so scarce". That is the exact way to never have ANY personell.
106.) So, the resources are made up for by the brilliance of the performance.
107.) Ex: Sweden is a small country but has maintained its position in the world thru technical developments and efficient organization with regard to its relationships with other countries. How did they stay out of those world wars? How did they emerge prosperous on the other end of it? So you can always substitue for numbers by efficiency and brilliant ideas.
(Note: Sweden allowed Hitler to march thru Sweden to attack Norway in exchange for Swedish soverignty and neutrality. Also their policy is that, since they are neutral, they can sell weapons and explosives to BOTH sides and produce needed ball-bearings and machine parts for them. Thus Sweden came out of the war neutral and rich. Also they had to make a treaty with Russia to REMAIN neutral after the war, so that Russia would not be threatened by NATO based in Sweden.)
108.) So, you can always substitute for "numbers" with efficiency And BRILLIANT ideas.
109.) If your technology is BRILLIANT, and your efficiency is FANTASTIC, you CAN take the lame corporal and attack the German Army. And have a very good chance of winning. (Joke - I think that's what Hitler did - attack the German Army - because he defeated it, utterly!)
110.) The G.O. (Guardian's Office) at this time (1972) is one of the hottest, smartest units of its kind in the world today. It was handbuilt for a certain definite plan and policy, with a certain and definite purpose. It is BETTER, today, than MI-6, CIA, D.I.M., State Intelligence, or the Abwehr (German Intelligence).
(MI-6 is British Counter Intelligence)
(CIA is America's Central Intelligence Agency)
(D.I.M. is Defense Intelligence Ministry)
111.) The decline of psychairitry on the planet came about because they attacked the wrong target - us.
112.) There wasn't any unpopularity of psychairitry till we opened our mouths - now its generally thought to be the case that they are sort of a failed, half-baked, murderous, sort of "bunch of bums".
113.) The World Federation of Mental Health (WFMH, called "SMERSH" in those days) has now just been transferred to the West Indies (it was in Switzerland, then Scotland, previously) and put in the hands of an obscure psychairitrist nobody ever heard of in a back village of blacks.
114.) That WAS the world's most powerful Mental Health Organization, formed by the Death-Campers who escaped to England. Now, how did it ever get to Jamaica on the back street of a small village? You get the idea? The G.O. doesn't have vast amounts of money or resources of personell. But they have TECHNOLOGY, some of the hottest tech you ever heard of.
115.) One piece of that technology is over 2000 years old. It comes out of the "Art of War". It's called the "Dead Agent Technique". But the "Art of War" doesn't state what the DA (Dead Agent) technique could be - in full. So it was developed fully.
116.) Ex: A newspaper reporter going into his own "morgue" files, any paper, any place, to get some material to write about Scientology, collides with data on "how bad psychairitry is". Now, how was that done? By DA tech. The people who were running the psychairitry push are DEAD - they were "worried to death".
117.) Psychairitry had a huge escalated program:
1.) To degrade the human race.
2.) To supersede normal justice with psych justice, which is "guilty" before trial" and "punished before proof".
118.) They had legislatures all over earth proposing and passing laws that allowed imprisonment, seizure of property, setting up "camps" for mentally disturbed, etc. and were moving forward toward the heaviest totalitarian "police" state that anybody ever heard of, based on only the pschairitrist's opinion of who was "sane" or not.
119.) Then they made the mistake of attacking us, and attracting our attention. And it was quite a feat for a little handful of guys to knock the multi-billion dollar financed organization flat on its back.
120.) And the whole organization (GO) was put together in 3 months, and accomplished its job in 3 years. That shows what CAN be done.
121.) They have good admin procedures.
- They follow target policy.
- They program everything.
- It's all carried through to an enormous degree.
122.) Now that's what can be done by "establishment".
123.) That required brilliant technology, small resources but sound, hard organization, and fantastically able management.
124.) So don't underestimate what you CAN DO as an STO. It's a complete disgrace that Scientology and S.O. Orgs haven't taken more territory than they have. people will say, "Maybe the Org Board is out" - "Bla, bla" - no, that's all a "Why is God" - or wrong why. The REAL reason is a failure to Establish and to CONTINUE to Establish. They are destroyed by Dev-T, and that comes from UNHATTEDNESS.
125.) Orgs have brilliant technology - both in tech and admin - but it's not APPLIED.
126.) It (Technology of Scientology and Dianetics) is INFINITELY greater and INFINITELY more effective than the technology the Guardian Office has (on "Intelligence") and an which they operate.
127.) But the tech is not KNOWN or APPLIED.
128.) The old HCO's used to police Dev-T hard, hard, hard. They used to get the staff member's "communication hat" on as a 1st action. (How to write a dispatch, one subject per dispatch, had to be "on hat", and concern also the "hat" of the other person, etc.)
129.) They kept this up until they had a well-disciplined org that would hold its form. That action has not been done for years. When it ceases to be done, the org tends to disintegrate.
130.) So also with building up an org goes HATTING.
131.) I'm giving you here the bad spots, bright spots, and background history of Estoing. It has been very hard for me to do it all these years, WHILE getting out the products, and WHILE developing the technology.
132.) But from the experience of doing it, all the pieces are now falling into place:
133.) The Product-Org System is a brilliant system. BUT it has a FATAL hole in it: It is NOT possible for the HAS to establish the org ALONE. We underestimated the job by a factor of about 10. Thus, we have now the Prod-Org-ESTO-System.
(This was found by observation, survey, and actual experience in many orgs since the FEBC.)
134.) The Product Officer and Org Officer were not backed up at any time by an effective establishing action, under the FEBC system. We know that now. It was a brilliant system, but in these confused, mad, spinny, "whirling-dervish" times, it was underestimated by about 10 times the number of people needed to ESTABLISH the org.
135.) So, using all that WAS good in the Prod-Org-System, a NEW system has been evolved:
136.) The C/O or E/D of an org is the PRODUCT OFFICER of the Org. He thinks, eats, breathes PRODUCTS.
137.) He knows the VFP's of the org and demands them.
138.) If he doesn't get them, he analyzes "why", using the "Data Series", debugs them, writes a program to handle.
139.) The program is executed by the DEPUTY D/D, who also takes care of staff and polices Dev-T for the Product Officer. (Same as earlier O/O functions.)
140.) The E/D also has a Secretary (or Yoeman) who handles the E/D's traffic, fends off Dev-T, and does "executive secretary" actions for the E/D. This person is hatted by the Deputy E/D, so he can spend more time getting the programs done.
141.) Planning, then, is carried out at the TOP, where it should be. (The C/O or E/D does this.)
142.) Planning carries with it:
- SUMMATION OF OBSERVATION
- INVESTIGATION
- LOOKING PERSONALLY INTO IT
- EVALUATION
- WHY FINDING
- DEBUGGING
- PROGRAMMING TO HANDLE
- BRIGHT IDEAS BASED ON A BRILLIANT PLAN.
143.) The program must be short, NOT so long and complicated that it, itself, is Dev-T.
144.) And - ANYTHING BASED ON A WRONG WHY IS TOTALLY DEF-T.
145.) So this short, succinet, program is passed to the Deputy E/D for execution. This IS the Org Officer, but he is really not doing ONLY organization, he is doing PROGRAM EXECUTION. (Organization may be a part of it, of course.)
146.) Now the E/D has a conference with the Divisional Secretaries, and that is the PRODUCT CONFERENCE.
147.) And each of those Div Heads is HIMSELF a Product Officer for his division, and HE investigates and debugs where HE is not getting the product.
148.) And each DIV HEAD has a Deputy who carries forth HIS divisional programs. (This is the Divisional Org Officer or Program Executor.)
149.) And the Deputy Div Head also handles the Administration for the Div Head and polices Dev-T.
150.) That is the new Prod-Org team or Product Officer - Program Officer team.
151.) In the Pac Area, the product Officers became so impatient with the slowness of Establishment they sent a team of students into CF to find names for a campaign and tore the CF apart - and went insolvent.
152.) So this "anxiety for product" carries with it a deadly germ. THE SCRAMBLE FOR PRODUCT WILL DIS-ESTABLISH.
153.) So there has got to be somebody there to keep it established and free of Dev-T. So the 3rd member of the team is the ESTO I/C or Executive EstablishING Officer or Executive EstablishMENT Officer.
154.) Now it is HIS job, in the midst of that hurricane of demand, to ESTABLISH.
155.) ERRORS he can make:
1.) Start to DO the actions of the Division himself.
2.) Not establish in a way that backs up production.
3.) Build an establishment far greater than the org can afford or support.
4.) In efforts to get people, he could offer far more pay than can be afforded.
156.) The ECONOMICS of the org then are in the hands of another conference called the ESTO conference.
157.) F.P. (Financial Planning) is done by the Establishment Officers.
158.) It's done by the rules of policy, so they know how much money they have to establish with.
159.) Now, it is a remarkable fact, that, an organization tries to spend all it makes.
160.) And they usually spend MORE than they make.
161.) And that is a terrible dis-establishing factor in itself.
162.) Now the production per S.O. member in the PAC has gone from $ 5000 per member per week to about $ 100! So they are mostly involved with Dev-T.
163.) So the economics of the establishment are in the hands of the ESTO.
He controls OUTGO.
The P/O and his Deputy control INCOME. 164.) An organization that spends more than 60% of what it makes has got "rocks in its head", no matter who gets the other 40%.165.) And regardless of the tax people. The hell with them. They will do you in anyhow, so why worry about it. They've made themselves so obnoxious and so bonkers that you just take those steps necessary to obfuscate them. (Obfuscate - eliminate by putting behind a barrier or in shadow) It doesn't matter whether you submit correctly or incorrectly, they will tell you "all these expenses are really income because we have a new rule that says the worth of a company is its debts plus its assets so you owe on all of it".
166.) So never let the fact that money will be taxed deter you from making a mint! If you HAVE money, you can afford to spend HUGE sums to protect the even HUGER sums you have made.
167.) The "crime" is - not to have made money.
168.) So don't fall for that old "we must not make this money because it will be taxed". No. Just go on making it and figure some way it ISN'T taxable.
169.) An org has to be valuable enough to compensate Management and the Management of it.
170.) In Scientology orgs management does take place on a higher level than the C/O or E/D. Just figure out how much goes into training execs, auditors, providing materials, books, issues, programs, policy, defense, advertisement on a board scale, etc.
171.) Ex: Boston Command Team - they only sent 15% until I called it to their attention how much it cost to provide a non-Boston staff command team for the org. Then They sent 30%. It's still not enough.
172.) An org must compensate management enough to retain management's interest. An organisation HAS to make money to be worthwhile to anybody.
173.) So if you manage it close enough and sweat at it, what do you know? It gets very efficient and prosperous, and CAN afford such management.
174.) The WRONG way to approach it is:
"We need 5000 a week, so we make 5000 a week." - Except for the 2 or 3000 more that WILL be required to handle the factors mentioned before, AND the expansion you need to have viability.
175.) So the solvency of an org is founded on these two principles: The income is the responisbility of the Product Officer. And the outgo is the responsibility of the Establishment Officer.
176.) Got it? OK. Thank you very much!