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Saturday, 22 December 2012
The new regime takeover series - by Mike Goldstein PDF Print E-mail

Part 10: Revolution Begins Too Late

Our efforts to rejuvenate Book One activity after the Flag seminars were keeping us quite busy. We filled our weekends performing events throughout the US and Canada, as well delivering our Book One Congress in Denver. At the end of 1981 and the beginning of 1982, Flag and upper management were relatively quiet. We pretty much went where we wanted and did what we pleased.

Increasing activities in the Scientology field were also taking place. Scientologists were designing and delivering their own seminars. Mission holders were initiating successful programs and then exporting these programs to other missions.

Missions started standing up to Flag and management, demanding that their grievances be heard. I attended a meeting in Clearwater that was initiated by top mission holders, including Peter Pinchot. The meeting between mission holders and Flag management was a heated debate to resolve Flag interference in mission operations. A revolution was taking place and it was very exciting. Meanwhile, significant events and changes were occurring in the CofS.

You might remember in the earlier parts of this series where I mentioned the systematic elimination of all autonomous networks. All of the autonomous networks that were controlled by the Sea Org had already been incorporated along a single line of command. This left one more autonomous network still intact: the Guardians Office network. Being the most entrenched of any network, the GO would not go quietly. Additionally, the GO controlled and protected the mission network. It is interesting to also note that the money of the CofS was in three major places: (1) Sea Org reserves, which were already controlled by upper management, (2) Accounts controlled by the Guardians Office, and (3) Mission/franchise accounts. Orgs had a financial policy that dictated their income could be spent the week it was made. But missions had a different financial policy, which was designed by GO Finance. A mission could only spend designated income paid for a service when a service was actually started. For example, if someone paid for 200 hours of auditing, the mission could only spend the money for each 12-½ hour intensive as it was begun. Therefore, there were huge reserves in mission accounts that represented service not yet started. Complete power and control of all the money would only come to the New Regime with the elimination of the GO and control of the missions.

Coincidentally, a GO missionaire was caught stealing documents in a US government office. People in the government went after the CofS. People in upper management said that this criminal action was only perpetrated by a select few in the CofS, those running the Guardians Office. All the top people of the GO, including Mary Sue Hubbard, were handed over for prosecution. This decimated the GO, which was then re-formed under upper management as the Office of Special Affairs. The last autonomous network was now gone. I strongly suspected this whole thing was a set-up. It just seemed too perfect. With the Guardians Office out of the way, the mission network was left alone and unprotected. But simply taking over the missions would not be easy. These missions were franchises, individually held corporations under the franchise holders. But some interesting events had been taking place with regards to missions that would drastically change the CofS.

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