Fritz Durst, Board Chair Reclamation District 108

Organization Development

Foundation
When you engage the experts at Beyond Point B, don’t expect a band-aid approach to helping you look at the critical issues that affect your business. You can expect a thorough and complete analysis and a diagnosis you can take to the bank.  There are eight primary areas that we’ll consider…

Vision - "What are you building?"
The vision must clearly answer the question, “What do we want this organization to become?” The vision must be clear and concise, creating a picture in every employee's mind of what the organization will become if they execute their job with passion and skill.

Values - "What is the ethical framework?"
A clear list of corporate values is powerful. It defines how employees will act under stress or difficult circumstances, and provides the basis for the corporate culture. If management promotes and lives by the corporate values, and if everyone understands the values the organization embraces, those who do not share those values will choose to work elsewhere rather than impose their values on others or have the values of others imposed upon them.

Mission - "What value does the business deliver to its customers?"
The mission must clearly describe the value the organization delivers to its clients in the simplest, most basic form. In short, it is the answer to 'What is in it for the client?'

Business Plan - "What are the strategies and tactics? How is achievement measured?"
The business plan must lay out the details behind the mission, describing the structure of the organization, how it works, and how it will lead to the vision. Product and service descriptions, competitor analysis, and financials are integral parts of the plan. The business plan is the operating guideline of the organization and is the reference for action programs.

Marketing Plan - "How does the business sell its products or services?"
The marketing plan describes the manner in which the organization will promote its products and services, and the markets they are expected to serve. The marketing plan has a section devoted to each separate product or service and these sections include timelines and metrics to measure success for each one. The plan is to be reviewed regularly and revised as each campaign matures. If this philosophy is adopted, the marketing plan is no longer defined by a calendar, but by a specific product or service and market segment. This is why we believe the marketing plan should stand on its own as a separate document that complements the business plan.

Goals & Responsibilities - "What is each employee responsible for making happen?"
Every organization requires many tasks to be performed on a regular basis, which traditionally have been captured in job descriptions. "Goals and Responsibilities" takes the job description concept to a more proactive, individual level by assigning specific objective goals for each person and defining the boundaries within which they should be working to achieve those goals. This results in a clear understanding by each person of what he or she must do to be seen as successful in his or her position, and as a member of the organizational team.

Systems & Structure - "How does work flow through the business?"
This plan allows the staff to understand processes that occur before and after they are involved, and helps ensure effective execution in their own areas. The plan is commonly presented in flowchart format providing employees with a clear understanding of what the organization does, how it works, and how information and products flow from one area of the organization to another.

Communication Protocol - "How is the foundation kept current and properly communicated?"
The communication protocol describes the actions that are required to ensure that the foundation is continuously communicated, reviewed and updated as needed. The protocol assures that the focus of the organization is communicated on a regular, consistent basis within and throughout the organization. It describes the meetings that must take place and the framework for those meetings to be effective. Finally, it also helps to guide staff to the right person or department when they have important information to communicate.