X-Message-Number: 4046
From: 
Date: Sun, 19 Mar 1995 16:00:15 -0500
Subject: organizations

Robin Helweg-Larsen (#4037) asks about cryonics organizations' strategies for
handling patients and their problems before and after reanimation. Speaking
for the Cryonics Institute, perhaps the main points are these:

1. For those who want to use it that way, CI is vertically integrated, and
its Directors will at all times use their best judgment in the interests of
the organization, primarily its present and future patients.

Whenever feasible and appropriate, the expressed wishes of the patient will
be followed. (Unforeseen conditions might make such wishes inappropriate.)

If certain services for financial reasons cannot be provided to all patients
at the same time, then those who fund at a higher level may be given
priority--for example in date of reanimation. But the suspension contract is
not a trust, and moneys are not earmarked for particular patients on a
dollar-for-dollar basis. 

Funds for reanimation are not explicitly included in the suspension fee; but
we expect, and experience suggests, that the general funds of the Cryonics
Institute will grow, both in toto and per capita, through
investments/donations/bequests, and will eventually suffice for all important
services for all patients.

2. For those who prefer the "unbundled" approach, or some part of it,
 separate funds can be set aside for the patient's personal use in
reanimation or/and thereafter. This can be done in a variety of ways, using
private trusts that are not subject to the rule against perpetuities or
through organizations that provide such trusts in effect. I would advise
substantial caution in accepting legal opinions regarding such.

Presently, the American Cryonics Society and the Cryocare Foundation act as
sign-up and oversight organizations in the unbundled approach. With either of
these, the member can also join CI and use CI for storage.  CI's membership
and minimum suspension fees are unchanged in such cases, and the patient is
entitled to the same care and consideration as CI's other patients, in
addition to having available whatever is promised by ACS or CC.  Obviously,
the individual prospective member must judge whether this kind of arrangement
has net advantages over just joining CI.

Alcor at present, as I understand it, is purely vertically integrated and has
no collateral arrangements with anyone. We do, however, expect considerable
cooperation with Alcor or its branches on informal levels at least.

3. Is your organization dedicated to its own immortality? Cryonics Institute
envisions the possibility of its own elimination. If the CI directors ever
decide that some other organization (General Electric?) is able and willing
to take over the patients' and members' contracts, and do a better job than
CI, then the contracts and assets can be assigned to such organization and CI
can blissfully dissolve. Needless to say, such a decision would be a
momentous one and undertaken only after the most careful deliberation, since
our lives would depend on it. 

4. By what criteria can an individual choose his strategy or organization(s)?
A strategy, or an organization, cannot be judged in isolation as a theory or
example of a theory; it must also be judged in the context of the historical
success and probable future strengths of the organization. For example, Alcor
is the largest and has some impressive accomplishments. Cryonics Institute is
the second largest and may enjoy the fastest future growth because of its
much lower prices. (And in future it is possible that CI may offer a variety
of options at different minimum prices, rather than one standard version of
perfusion and storage.) Cryocare has gone furthest in unbundling and has some
very energetic people. ACS has been in the unbundled field longest. All of
the organizations are sure in some respects to change and evolve.

Investigate to your heart's content, but at some point this side of eternity
make a decision.

Robert Ettinger
Cryonics Institute

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