However, even with this disclaimer, the plan does miss out on several important elements that should have been present, while detailing too much on some of the others. First of all, the strategic plan appears to be a long list of proposes strategic or tactical objectives, with a brief evaluation of their development stage, but nothing else. A proper business plan should have limited the number of objectives that the department proposes for itself and should have discussed how these objectives can be reached.
For example, the department has set for itself a goal of pursuing federal and state grants, but there was no strategy developed as to how this is going to be undertaken. At the same time, the human resource policy, just like the financial policy, seems very vague. The department has a number of objectives, but it is difficult to analyze to which degree there are the necessary resources for these to be completed, as well as the impact that such a completion is likely to have on the activity of the department.
One think that the report lacks is data and numerical information. When the human resources objectives are detailed, an informed reader would like to look into the policy that the department has adopted in terms of getting those objectives...
The office and administrative expenses would remain constant even to that point, as would the insurance expense. Exhibit B: Cash Flow Statement, Year Two At this point, the business is earning a healthy return and Mr. Ahn is receiving will be able to bring in a reasonable salary. The nature of the business may well change at this point. At the maximum revenue of $144,000 per year the pretax profit would
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These have all been possible as a result of the rapid intervention procedures in place and the specialized training each firefighter has undergone. Indeed, rapid intervention team operations have become the norm and have proven invaluable in almost all situations the fire service handles. But RIT operations have only been institutionalized in the fire service during the last few decades. As McGrail writes in his book Firefighter Operations in High-Rise
The founder will purchase the facility, rather than rent it and will pay up to 85,000 for down payment. The costs total up to $587,980 and the expected income is of $705,600, revealing a net profit of $117,620 after the first year of operations. Part of the investment will come from the economies of the founder, the rest remaining to be gathered from bank loans. Contracting bank loans is
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