C-11-e-18a
Factors to consider in the Jtn-Gtn [Jonestown-Georgetown] business and financial problems
Jonestown – primary view
1) Coordination: Administration is presently very deficient and is not coordinated … slightly, perhaps … but not on any efficient basis. How do I know? Because the records they should be asking for are not being asked for. Therefore, without that information they are only administering half-assed but undoubtedly with all good intentions.
To correct this – need to set up a simple log chart and see that the input comes in… #1
– Plan the organization time required to handle the evaluation of the input you receive… #2
– Coordinate the follow-up from Rally, steering, ACAO’s and Analysts, and see that you get reports indicating that the follow-up is completed. #3
– Organizing the personal time into a block-type of schedule is a must or there will never be sufficient time allocated for administration… #4
#4 is perhaps the key to the entire problem…
When we refer to block-time, this means allocation of areas of work per the number of hours needed daily: see the material I completed for you on administration – note the chart on that page or thereabouts with the % of time needed for organization… THIS MUST BE ALLOWED FOR – and used that way. This will not be done unless you keep a personal schedule and take 15 minutes at the end of each day to plan your next day… You can tentatively plan the week ahead with appropriate time blocks… But this will change daily: you need a score sheet yourself on how much time this week, for instance you had given to organization…
[Handwritten personal note: “PR time is separate from administration entirely!”]
Determine how much sleep and personal time, including laundry and bathing and eating – plus “some” free time… then allocate the rest of your time into the blocks… You spend time with the baby also, and this needs to be counted for… It is possible to get a phenomenal amount done in small amounts of time if they are organized and planned appropriately.
Georgetown primary view
I feel very sick when I look at what is coming down in this arena…
1) Coordination – requires an independent initiator who is willing to work within an agreed-to plan… This presupposes that a plan has been laid out. In our instance, I do not feel that a Gtn plan, per se, exists … but rather – a supposition of what should be done and changes kaleidoscopically with every new coordinator that goes in, however well intentioned. I think a plan must be devised for Gtn… and the people planned into that structure.
2) The functions in town must be divided, but still coordinated: I would separate into: BUSINESS EFFORTS (boat, etc.), FAMILY SERVICES AND JONESTOWN SHOPPERS, and PUBLIC RELATIONS & POLITICAL STAFF. Understandably these will at times overlap – but over all of this should be a general coordinator with the authority to do just that. Primary persons in each department should be stabile [stable] and rotate within time cycles. The workers can be switched as needed, if the primary persons are functioning.
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C-11-e-18b
A careful evaluation of the pro’s and con’s must be given… of course, but I would like to see us consider very seriously either purchase or leasing of a very large warehouse on the waterfront… I would handle the PR out of the house, and everything else out of the business structure.
We are operating a multi-million dollar operation out of our hip pocket and it is costing us a fortune in errors and miscalculations. It would be cheaper to set up a structure from which to operate – as it appears to me, perhaps others can see this differently and am certainly not fixed in my opinion – is just how it looks from this point in time.
One person should remain in the office on the phone, and another to maintain and supervise the warehouse. If a group of 3 or 4 for each physician were trained in there together and set it up so that one in each post could function and operate, then we could rotate them… The “work crews” could be varied as the need changed… Distribution of our merchandise could be handled out of Gtn … and the warehouse would suffice in both “holding” items from customs, merchandise for distribution, perhaps eventually our PRINTING AND BUSINESS SERVICES (TYPEWRITER REPAIR, ETC., & RENTAL BUSINESS), and any others that we might envision… along with a snack shop for the business people in the area for coffee and sandwiches and sodas… The meetings with general coordinator could alternate between the business location resident and the house residents… I would launch a few strong ones in each place … then have the general coordinator meet with each group of them, alternately.
I think that the general coordinator or the TOWN ADMINISTRATOR will have to fall within the same TIME BLOCK LIMITS as I have mentioned before out here – with sufficient time allocated to planning and organizing and CONTROLLING or it will never happen that we shall have our town organization structures. Without that structure, we will not make the money our potential allows…
3) Greatest weakness (in my opinion) which must not be overlooked:
Primary would be the sharpshooters: We have a group of people that consistently shoot down structures that we get going and initiate. Instead of finding the problems and mending our fences, we seem to prefer to rip out existing fences and build new ones too frequently. In business this is known to be extremely costly. Perhaps it would be wiser to include the sharpshooters in the planning stage so they have a personal investment in the structure… When the tasks are seen in total it is easy to see that a person doesn’t want to be involved in so much work… usually that will ease some of the control urges that instigate the sharpshooters taking aim.
Right now, I see them gathering… Certainly looks like Richard is messing up. However, it is likely that some people can go so long without sex and no longer; perhaps this should be considered initially instead of down the line. His problem seems to be personal if he took 5 hours talking about it… that usually means sexual…
I would recommend putting Happy Acres lease in another name, pulling Claire [Janaro] out of there to Jtn, bringing them together in a less tense environment and then if they work out the tensions send Richard back to Gtn for intervals less long … as one of a rotating business team. I hate to see what I see coming down… In past times, it has cost us so much I hate to count it…