HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MARCH 1972R
REVISED 4 August 1983
Hatting Officer to M4,
star-rate and have clay demoed
INCOME FLOWS AND POOLS
PRINCIPLES OF MONEY MANAGEMENT1
(This PL corrects any earlier PL where there is any difference or conflict.)
Lack of precise definition as to what is income and what is “reserves” has caused trouble in identifying activities and in this flow line of management and income.
The main trouble it has caused is that a management unit, not having precise definitions and not knowing the flow lines (as above), reaches out to the wrong “finance pools” for their support.
(Examples: A Continental CLO tried to live on management 10 percents which were not theirs [UKLO ’71]. A CLO let the nearby AOSH go down and tried to live off Flag [USLO ’71]. A CLO let the nearby AOSH go down, ignoring it completely while building up only its most distant org [USLO ’71]. A Div III would not collect actively on huge debts because it could borrow from reserves [Flag Admin Order ’71]. An OTL ignored its nearby CENTRAL ORG and kept trying to get its support from its CLO [ANZO ’71]. The earliest example was a navy admiral [Scoles] running the LA Foundation into the ground in 1950 because he thought it should be supported by Elizabeth, New Jersey.) The WHY of all these was lack of understanding of flow lines, and lack of definition of income, expenses and reserves as different, precise money pools and different types of orgs.
- Hubbard, L. R. (9 March 1972). Financial Planning Tips The Management Series (1983 ed., Vol. 2, pp. 520-523). Los Angeles: Bridge Publications, Inc. ↩