s not exist in isolation. It should not be written and then just filed. It will of course be used downwards to communicate the direction of the organization and the actions required of its members. However, nearly all plans also identify the need for more resources, and these have to be provided from outside the particular organization preparing the plan. These resources may either come from your parent, if you are part of a larger organization, or from external sources if you are at the top of your particular tree.

However, in each case the plan must convince those providers that it is in their self-interest to back it. If you are part of a larger entity then you must show that your strategy will help to meet the objectives of the parent organization. It must adopt similar ethics and methods and must provide proper returns. It is unlikely that there will be an endorsement of a plan which sets out a development, how ever worthy, which exposes the parent organization to new risks or provides a lower return than other potential investments.

When see

nues (from loans and investments) do, however, need to exceed operating expenses and dividends (interest paid on deposits) in order to maintain capital and solvency. The lowered profitability of most credit unions relative to banks is indicative of credit unions' focus on serving members, whereas banks must be concerned with maximizing profits in order to enhance stock performance.

Credit unions offer many of the same financial services as banks, including share accounts (savings accounts), share draft (checking) accounts, credit cards, and share term certificates (certificates of deposit) and home banking.

The for-profit banking industry has a co

nues (from loans and investments) do, however, need to exceed operating expenses and dividends (interest paid on deposits) in order to maintain capital and solvency. The lowered profitability of most credit unions relative to banks is indicative of credit unions' focus on serving members, whereas banks must be concerned with maximizing profits in order to enhance stock performance.

Credit unions offer many of the same financial services as banks, including share accounts (savings accounts), share draft (checking) accounts, credit cards, and share term certificates (certificates of deposit) and home banking.

The for-profit banking industry has a co

nues (from loans and investments) do, however, need to exceed operating expenses and dividends (interest paid on deposits) in order to maintain capital and solvency. The lowered profitability of most credit unions relative to banks is indicative of credit unions' focus on serving members, whereas banks must be concerned with maximizing profits in order to enhance stock performance.

Credit unions offer many of the same financial services as banks, including share accounts (savings accounts), share draft (checking) accounts, credit cards, and share term certificates (certificates of deposit) and home banking.

The for-profit banking industry has a co