ALERT! RAM members can now view the strategic plan draft for 2008-2012. Please email RAM (click here) to get the draft to make suggestions or to provide comments by November 9, 2007.

Our Strategic Plan
2003-2007 ( October 3, 2003 version below for review)

2003 Strategic Planning Committee
Sue Bast
Sue Doll
Jean Shrum
Tony Pirkl
Paul Gardner

Introduction
The Recycling Association of Minnesota (RAM) completed its first strategic plan in 1998, with the expectation that it would reflect the organization’s thinking until 2002. A group of RAM board members and RAM staff met during late 2002 and early 2003 to review the old plan and identify areas for change.

Process
RAM’s strategic planning process moved in fits and starts. The first objective was to perform a SWOT analysis (strengths, weaknesses, opportunities, and threats). The results are attached.
The second objective was to ask the RAM board to complete a visioning exercise. The results are attached.

The Strategic Planning Committee then met several times to complete this plan revision. It included a review of RAM’s current mission statement, membership, and the general state of recycling in Minnesota.

Current Mission Statement
The Recycling Association of Minnesota is committed to promoting resource conservation through waste prevention, reuse, recycling, composting and purchasing practices using the most cost effective and environmentally sound methods available in Minnesota.

Vision [What we hope to look like in 2007]
The Recycling Association of Minnesota, a non-profit organization, will consist of 400 members by the year 2007, representing individuals, businesses, organizations and institutions of diverse interests throughout Minnesota and beyond. One strength of our organization is its geographic diversity that is enhanced by the interaction and exchange that occurs among our members in the Twin Cities metropolitan area and Greater Minnesota. RAM members are committed to resource conservation by promoting appropriate management of resources and waste through waste prevention techniques, sound purchasing practices, reuse, recycling, and composting. RAM promotes sustainable development initiatives and the use of appropriate technologies to aid Minnesota in achieving these outcomes. Research and special studies help RAM promote the most cost effective and environmentally sound methods.

Education is an important component of our outreach. Business organizations, the public, and units of government rely on RAM for the most up-to-date information and progressive ideas related to recycling, resource and material management. RAM supports a multitude of activities: seminars, publications, curricula and conferences, including a conference and trade show in Minnesota. For the rapid exchange of information and as a means to minimize waste, RAM participates in electronic forms of communication with its members and other organizations. In addition, RAM provides members with opportunities to improve their skills, knowledge and techniques in recycling, resource and material management.

RAM’s work products and knowledge are recognized nationally for innovation, and other states have sought to copy our programs. This work has increased Minnesotans’ awareness of, interest in, and support of recycling.

RAM is also an active participant in the public policy process. When many different constituencies are moving in different directions, RAM’s “multilateral” approach will use diversity as a strength rather than as a weakness in presenting concepts and ideas to policy makers. Our messages have greater weight with the policymaking community because of this consensus-building approach.

Membership
During the formulation of the old strategic plan, RAM’s membership was about 100. As of March 2003, the membership stood at 200. The composition of the membership is as follows.

Public Sector
Cities 26
Counties 52
State agencies 16
Federal agencies 1
______________________
Total Public Sector 95

Non-Profit Sector
501(c)(3) organizations 14
College & university 2
Trade associations 7
______________________
Total Non-Profit Sector 23

Individuals
Individual 1
______________________
Total Individuals 1

Private Sector
Waste generators 15
Broker 1
Construction & demolition 6
Compost operators 2
Consulting firms 9
Equipment manufacturers 2
Independent haulers 5
Integrated waste companies 9*
Media 3
Metal 2
Paper recyclers & markets 8
Phone book & publishers 3
Plastic recyclers 1
MSW recycler (no garbage) 1
Recycled product vendor 3
Electronics/Paint/Appliance 4
Retailer 4
Textiles 1
Tire recycler 1
Utilities 2
Total Private Sector 81
______________________
Total Members 200

* Two companies with total of nine members

Location
Greater Minnesota 56
Twin Cities Metro 127
Outside Minnesota 17
Total Members 200
Total Members 200

State of Recycling in Minnesota (External Analysis)
Several trends can be observed in recycling in the state.
Recycling rates have not seen rapid growth in Minnesota since the mid-1990s. The recycling rate in Minnesota went down from 48 percent in 2000 to 47 percent in 2001.
Despite flat recycling rates statewide, Greater Minnesota has exceeded expectations by surpassing the 35 percent recycling goal for 1996 and finally passing the Twin Cities metro area in recycling in 2001.

The Legislature and executive branch continue to chip away at funding for recycling. Since 2001, total SCORE grants to Minnesota counties have declined from $14 million to a proposed $12.1 to $12.5 million for FY2004-2005.
Minnesota is “under-recovering” several different types of materials. Three hundred and twenty-eight thousand tons of residential paper are still going in the garbage, or 21.3 percent of all residential garbage. Nationally, the recycling rate for domestically consumed aluminum cans has dipped below 50 percent.

The state and metro counties have an interest in increasing the composting or recovery of food waste and other organic materials. Ramsey and Washington Counties have exempted source-separated compostable material from their new County Environmental Charge. The City of Hutchinson and the Western Lake Superior Sanitary District have built municipal composting facilities. There are questions about whether or not the new “bioreactor” landfill design would compete with source-separated composting.

There is an increased focus on measuring and increasing recycling of construction and demolition (C&D) debris. The Minnesota Pollution Control Agency is considering rule changes, such as requiring liners in C&D landfills, which would promote increased diversion and recycling of C&D debris.
Since the completion of RAM’s first strategic plan (1997-1998), market prices for recyclables have improved on the net. For example, paper saw a large price increase in late 1999 and throughout 2000 before settling down during the recession starting in March 2001.

Exports of Minnesota garbage continued to rise during the late 1990s, particularly to Iowa and Wisconsin to privately owned landfills. Fearing default on put-or-pay contracts, many operators of publicly supported resource recovery facilities pushed policies to increase volumes. They included additional solid waste fees, the Ramsey/Washington County Environmental Charge, the designation of waste-to-energy as renewable energy, and successful lobbying for a processing fee credit from the state at $5 per ton that takes money from the Solid Waste Fund. (The legislature removed this credit after FY2003.) There is concern that these public entities are spending more time keeping expensive facilities open while recycling needs go unmet.

As part of a national effort to increase revenues and reduce costs, Waste Management built a MRF in Minneapolis that accepts materials from single-stream curbside collection programs. Some recyclers have expressed concern that single-stream will help foster the continuing decline in glass-to-glass recycling and reduce the quality of paper bales. Others appreciate increased participation and simplicity in administration. There are at least six cities in the Twin Cities that have switched to single-stream collection with positive feedback from those cities and their residents.

Recycling advocates, including RAM and the Minnesota Office of Environmental Assistance, have generated positive print, radio, and television publicity for recycling during the last year by focusing on its economic benefits and on recycled products.

Certain types of waste generators, such as small businesses, continue to be difficult to reach with appropriate recycling messages.

The state is grappling with the largest budget deficit in 50 years. During the last two years, the training budget for environmentally preferable purchasing at the Department of Administration was cut completely. In light of larger cuts to other public services, existing associations for public entities, such as the Association of Minnesota Counties, are not necessarily speaking up about recycling.
The state and many other public entities have initiated several product stewardship projects, including task forces or work groups on paint, electronics, carpet, automobiles, and beverage containers. The goal is to reduce the financial burden on local governments and taxpayers to collect or recycle these materials.

Nationally and regionally, the GrassRoots Recycling Network (GRRN) has been advocating greater manufacturer responsibility for end-of-life products. In particular, the GRRN held a forum on increased producer responsibility for beverage containers in April 2003.

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
The RAM Board completed a SWOT analysis in 2002, and asked for member input through a mailed member survey. Here are the major findings.

Strengths
The board and staff have worked well together to ensure a diverse and knowledgeable membership, a statewide focus, a well-rounded policy approach, and a real voice for recycling. Educational programs like the Fall Conference and America Recycles Day have been well received. Timely communication to members has kept the membership informed. The organization has also received increased funding.

Weaknesses
The RAM Board and members would like to see increased membership, a better financial cushion, and a central office. The organization would also like some more opportunities for members to participate in RAM activities and some more social activities.
On the policy side, a few members either did not want RAM to participate in policy advocacy or lobbying or thought member diversity reduced our policy effectiveness.

Opportunities
The RAM Board and members felt that the organization had not met its full potential for getting members or additional revenue. In addition, the group saw the opportunity for outreach to students and to recyclers in a variety of formats (e.g., e-mail, web, videoconferencing). There was also an interest in finding RAM’s niche or “unique place.”

Threats
The group identified several threats, which included lower interest in recycling by the environmental movement, the general public, the legislature, local elected officials, government agencies, and the marketplace. Members also cited new packaging trends and negative media stories.

Results
Based on these tools and the external analysis (along with member input), the Strategic Planning Committee recommends that the organization follow these five outcomes during the period 2003-2007.

Outcomes 1: Raise the public profile of recycling and recycled products (40%).
During 2002, RAM and others helped to present positive images of recycling in print, radio, and television media. The organization intends to continue this process indefinitely, and to help local recyclers make the case for recycling locally.

RAM has had success pointed out the benefits of buying recycled products to consumers. For example, a national trade magazine recognized our web pages on this topic. The organization will maintain and expand our information resources and outreach on recycled products.

The U.S. Environmental Protection Agency will be making a grant to RAM in 2002 to expand RAM’s retailer buyer training on recycled products. This training will take place in Illinois and Wisconsin.

Outcome 2: Increase the organization’s budget and organizational strength.
RAM’s budget has grown since the completion of its first strategic plan. This funding has allowed RAM to have a full-time staff member and accomplish new projects. However, this requires constant fundraising, and the organization has a relatively small fund balance. RAM intends to increase the fund balance to six months worth of expenses, and to develop an endowment or some type of restricted asset account.

The organization would also like to make sure that it is not dependent on any one funding source, particular state funding. RAM would like to look at increasing foundation funding, project-specific state and federal grants, corporate support, membership dues, and revenue derived from RAM’s web site.

As a nonprofit with one employee and a small office, RAM needs to ensure that its operations will continue in case of staffing change, natural disaster, or other major disruption.

Outcome 3: Be an information resource to waste generators and recycling advocates on recycling topics for which there are few other sources and for underserved audiences (10%).
Several other organizations and agencies provide valuable information on recycling to waste generators, such as the Minnesota OEA, Minnesota Waste Wise, MnTAP, and cities and counties. These organizations tend to serve public entities, large commercial waste generators, and residents. However, there are several audiences we identified who are generally underserved as a group. They include small businesses, public facilities, college and university students, high school students, and senior citizens. RAM would find ways for these groups to promote and facilitate recycling in their own communities.

Outcome 4: Build a “big tent” for membership under which many diverse interests, including citizens, can meet and dialogue for mutual benefit.
To date, RAM has attracted recycling professionals to the organization from different sectors. The opportunity to meet with and learn from peers has been invaluable. However, Minnesota’s citizens who support environmental causes have seen mainstream environmental groups lose interest in recycling. RAM would like to give these citizens the opportunity to join RAM at a different membership rate and receive a modest amount of services compared to current RAM memberships. This plan would help to broaden the sense of “ownership” of recycling and thus increase support for recycling in the state.

RAM will continue to produce a membership directory, maintain a high-quality web site, provide regular e-mail updates to members, and convene successful conferences and forums. The organization would like to develop an on-line version of The Loop and develop additional social activities for members.

Outcome 5: Provide a consistent and consensus-building approach to policy issues (10%).
RAM has effectively lobbied the Minnesota Legislature to maintain consistent funding for the SCORE grant program. This success comes in part from demonstrating the value of recycling from a variety of perspectives—from waste generators to cities, counties, haulers, processors, manufacturers, and labor. RAM would continue this approach.

RAM has also informed its members about specific policy initiatives and proposed legislation so that members can act on their own. RAM will continue to be the leading source of this information to recyclers in the state.

Specific Five-Year Work Plan
Outcome 1: Raise the public profile of recycling and recycled products (40%).
Strategy 1.1: Help recyclers to communicate effectively with their local media.
Strategy 1.2: Find opportunities to work with Minnesota media outlets.
Strategy 1.3: Continue to develop buy-recycled and recycling resources for Minnesota consumers through outreach and regional/statewide events.
Task 1.3.1: Carry out America Recycles Day campaign.
Task 1.3.2: Develop a new statewide campaign for Compost Awareness Week (April-May)
Task 1.3.3: Develop a series of new four-minute recycling videos.
Strategy 1.4: Expand RAM's retail buyer training.
Task 1.4.1: Complete EPA-funded retailer training program in Illinois and Wisconsin.
Task 1.4.2: Revisit training for Minnesota retailers.

Outcome 2: Increase the organization’s budget and organizational strength (30%).
Strategy 2.1: Create a long-range fundraising and development plan.
Task 2.1.1: Create a development committee.
Task 2.1.2: Include an endowment.
Task 2.1.3: Include an ethics policy for soliciting and accepting contributions.
Strategy 2.2: Set goal to increase membership.
Task 2.2.1: Increase membership to 400 voting members and 100 non-voting members by the year 2008.
Task 2.2.2: Introduce citizen membership.
Strategy 2.3: Diversify funding sources.
Task 2.3.1: Develop new revenue sources from foundations, corporate giving programs, and project-specific public funding sources.
Task 2.3.2: Host regular fundraising and social activities for members and potential donors.
Strategy 2.4: Increase financial reserves.
Task 2.4.1: Increase cash reserves to six months worth of expenses.
Strategy 2.5: Assure administrative continuity.
Task 2.5.1: Update current business continuation plan.
Task 2.5.2: Determine minimum staff requirements to maintain minimum services.
Task 2.5.3: Determine market rate for staff.

Outcome 3: Be an information resource to waste generators and recycling advocates on recycling topics for which there are few other sources and for underserved audiences (10%).
Strategy 3.1: Serve small businesses with self-serve recycling information
Task 3.1.1: Develop short web-based guide for small businesses and organizations to set up recycling programs.
Strategy 3.2: Boost recycling at major venues in the state.
Task 3.2.1: Seek partnerships with vendors to reach audiences
Task 3.2.2: Assist high-profile facilities, schools, and universities to help them find resources for setting up recycling programs and buy-recycled programs.

Outcome 4: Build a “big tent” for membership under which many diverse interests, including citizens, can meet and dialogue for mutual benefit (10%).
Strategy 4.1: Develop non-voting citizen membership with a limited number of member benefits.
Strategy 4.2: Provide quality membership services.
Task 4.2.1 Produce an annual membership directory for voting members.
Task 4.2.2 Maintain and upgrade RAM's web site.
Task 4.2.3 Use regular e-mail messages to update members.
Task 4.2.4 Develop an on-line version of The Loop that gives more in-depth stories than the regular e-mails.
Strategy 4.3: Continue to convene an annual conference.
Strategy 4.4: Bring stakeholders together from the paper recycling industry as a follow-up to the Residential Mixed Paper project.
Task 4.4.1 Convene a periodic meeting of mills, processors, haulers, cities/counties, and end users.

Outcome 5: Provide a consistent and consensus-building approach to policy issues (10%).
Strategy 5.1: Continue to regularly convene a policy committee.
Strategy 5.2: Maintain timely communication to and from members.
Task 5.2.1: Continue to survey the policy interests and needs of RAM members.
Strategy 5.3: Lobby as directed by the Board of Directors and with input from the policy committee.

Strategic Planning: SWOT Analysis
April 2002

RAM is currently revisiting its strategic plan, which was written in 1998 to cover the years 1998-2002. One key area to update is the SWOT Analysis. The SWOT Analysis determines Strengths, Weaknesses, Opportunities, and Threats. The RAM Board has already taken a crack at the SWOT Analysis below. Member comments from a recent mailing have also been added. We received 11 responses out of just fewer than 200 sent out.

STRENGTHS (Stuff that RAM is good at)—RAM Board input

Financially solvent
Membership higher
Diverse membership
Education programs: ARD, conference
Better statewide focus
Knowledgeable expertise of membership
Communication timely (e.g., e-mail with links)
Reputation
Well-rounded information that we put out; “thinking it through”
Engaged at the table, we participate in policy issues (SWAC, etc.)
Active board/good staff (trust/partnership)

Member input
Program promotion
Coordination with members and other organizations and public entities
Extremely timely legislative reporting!!!
Appreciate [timely communication] a lot
You give good timely information
[Under participation in policy issues] SHOULD NOT DO! 501c3. NOT APPROPRIATE.
Engaged in recycling on the ground (Xcel Center, State Fair, etc.)
[Question mark beside “diverse membership” as a strength]
Very good Executive Director

WEAKNESSES (Stuff that RAM is NOT good at or what needs improvement)—RAM Board input
Membership not as high as it could be
Uncertain finances, need six month cushion
Urban/rural—TC/Greater MN always needs attention
No office, one staff
No disaster/business continuation plan
Need more opportunities for members to participate

Member input
Name recognition
Need more stuff to do! Even an annual picnic
One staff is not necessarily bad, if they are efficient and good (as you are) – cost effective!
SHOULD NOT LOBBY—STATE OR LOCAL—Should not serve on Advisory Bds.
[Six month cushion] would be great
Staff not paid enough-not enough staff. Board needs to engage in fundraising and give Paul a raise.
Taking a hard line on policy—drawing the line
Fundraising (from board’s responsibility)
H.R. mgmt (from board’s responsibility)

OPPORTUNITIES—RAM Board input
Can tap more members
More education for students, especially high school
Mentoring on environmental stuff for kids (youth voice on government)
College/university contacts
In-kind contributions
Purchasing co-op for recycled copier paper
Other funding opportunities
Virtual ‘brown bags’
Certification for recycling coordinators (through St. Thomas?)
Community level education (e.g., re-modelers)

Member input
More discussion of market development and local and regional level for glass and plastic
Beef up incentives for members; have members offer some of their own gifts or incentives (products, etc.)
Enlist members to staff office
Certification is good idea—but we all vary so much!
Focus—pick a project, dedicate resource and go for it.
Coalition building with other groups, for example I haven’t heard anything about what steel and paper org are doing.
I also am concerned about duplication of effort. What is RAM’s unique place? Tap our diversity better.

THREATS (What issues outside RAM’s control may affect the organization’s ability to carry out its mission?) -- RAM Board input

What will Legislature do?
Marketplace/pricing/economy
No statewide environmental leadership
NRC-uncertainty about its viability
OEA’s future?

Member input
New substitutes for recyclable packaging
Public apathy
News media with negative info
[Policy] Should remain outside RAM’s control and/or influence
Board’s lack of leadership, apathy
Industry controlling policy, $ $ controlling policy
Lack of focus
Local governments supporting less recycling

ADDITIONAL COMMENTS:
Need to maintain attention to basic recycling fundamentals as other environmental initiatives are initiated: market development and partnerships to promote local recycling systems.
Stick to education.

Recycling Association of Minnesota
Meeting of Board of Directors
Strategic Planning Exercise: Visioning
April 12, 2002

You are about to leave the RAM board in 2007. What will you look back on that made you proud of the organization? [Absent members also submitted comments later.]

Solid waste/recycling updates
Representation of members
Networking
Adding to “bottom line” of members
Grown its membership through statewide initiatives, including open forums, luncheons, and training
Were able to inform the general public on recycling; the information was unlike any info they could get
RAM has more than doubled its members while still keeping the diversity
Expanded the membership and the diversity, so all involved can see distinct insights
Continue to provide recycling awareness and education
Become a nationally recognized organization that others copy
Become the source of all quality recycling information and resources
Provide a tool—currently “web” to access, to get information quickly
Educated on local and national recycling issues through forums, seminars to get group dialog
Developed forums for waste handling/recyclers/disposers and government/environmentalists to discuss relevant and timely items
Mainstreamed the purchase of material for use in manufacturing products
Mainstreamed the buying of recycled content products
Gives a voice for recycling even when recycling is not “in” thing
Markets have been created—stable markets—due to stable supply of recyclables. RAM helped educate/advocate
RAM is looked to for “factual information” on recycling issues, as opposed to “emotional information”
Revived the shrinking awareness of recycling which had plateaued
In 2007, RAM will be seen as a leader and unified voice for recycling in Minnesota
In 2007, RAM’s membership hits 400
Developed ties with student environmental groups (high school and college)
Increased membership by 20 people/year
Have secure funding without large dependence on the OEA
Increased membership by 100%!
Been instrumental in increasing product stewardship in MN and more local markets for recyclable materials
A recognized and requested source of advocacy for recycling and waste reduction in Minnesota.