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1. Finalize Strategic Plan/Mission Statement.�2- AGENDA WORK SESSION MONDAY, MAY 13,1996,4:00 P.M. CHANHASSEN RECREATION CENTER 1. 4:00 -6:30 p.m. - Finalize Strategic Plan/Mission Statement, Jim Brimeyer. 2. 6:30 -7:00 p.m. - Gateway West Industrial Park I a A - WHO ARE WE? * Schools (good quality) - population density - open spaces - downtown - recreational opportunities - series of young neighborhoods * growing, viable, safe * emerging, changing (socioeconomic) * diverse (ages, business, economic changes) * above average median income * abundant natural amenities - lakes, trees, wetlands, rolling terrain * self - reliant attitude * spiritual, religious * lack of community identification * Balderdash Historical * Youthful * Attractive in terms of industry and housing * An identifiable central business district. * Emerging and established neighborhoods coexisting with natural resources. SOCIAL /POLITICAL NEEDS * Provide single family ownership in safe area with similar socioeconomic status * Health, safety, welfare * Best possible services in response to needs and affordability * Advocates of education * Strong leadership /vision from Council and staff * Develop community identity * Stable tax base, fiscal responsibility * Diverse recreational opportunities * Lack of job diversity coupled with housing opportunities * Defining diversity - economic, jobs, housing, services * Responsibility to "plan" RESPONSE * Plan for the future * Manage growth * Exploit opportunities - minimize threats * Foster cooperation, cohesiveness among Council, staff, and commissions * Get more public input on policy issues * Establish goals and implement * Flexibility - innovation without rules * Identify, then enhance community identity * Collaboration with government (local) units * Anticipate service needs - get in front * Enhance customer communication * Higher paying jobs * Examine alternative revenue sources * Take more advantage of existing resources * Promote positive market * Fiscally responsible * Environmental sensitive * Visionary * Pragmatic STAKEHOLDERS * Citizens * Developers * Landowners * Business - retail - industry * Schools * Consultants * Seniors * Churches * Children * Volunteers * Employers * Government employees * Service organizations * Outside users * Utility customers * Other governments * Young parents * Empty nesters * Environmentalists * Elected officials * Park users * Agricultural * Sports people - snowmobilers * Railroads * Land holding companies * Financial institutions * Boards /Commissions * Media RESPONSES TO KEY STAKEHOLDERS * Quality services * Fiscal responsibility * Equity * Share resources through cooperative agreements * Listen to stakeholders * Provide educational opportunities * Safe environment * Balancing stakeholders needs * Decisions based on rational, pragmatic approach vs knee jerk to political pressure * Provide feedback -the needs - what is being done * Accountability, dependable, trustworthy * Know the stakeholders * Be aware of "changes" * Use community resources before going outside PHILOSOPHY * Honesty/openness * Protect resources - human, physical, natural * Respect for others * Integrity * Spend wisely * Customer service * Citizenship * Service to family * Leadership * Public safety * Learning * Generosity * Quality /fairness/balance * Human worth and dignity * Economic viability * Value individuals and community * Visionary * Encourage opinions * Maintain a link to the past * Maintain the viability of the central district * Provide a good mix of public and semi - public uses UNIQUE * Prince - Paisley Park * Rapid growth * Dinner theater * Creative use of TIF * Stage of growth * Opportunity to manage maturity * Arboretum * Young: - businesses - residents - infrastructure * Old land uses vs new land uses * Eck An Kar headquarters * No public art * Geographic location - recreational activities - lakes - open space * Downtown CBD * Building business for future growth * Church foundation - St. Huberts * Public safety services STRENGTHS * Financial stability * Dedicated employees * Do more with less * Young, professional Department Heads * Growing tax base * Council as facilitator * Diversity of backgrounds of staff (synergy) * Innovative staff * Critical mass of organizational infrastructure * Orientation towards the future * Orientation towards good safety services * Well educated citizenry * Undeveloped land WEAKNESSES * Department coordination gaps * Appropriate staffing levels * Lack of experience * . Overwhelmed organization * High taxes * Council is reactive vs proactive * Diversity conflict * Perception of arrogance * Conservative Council * Lack of internal communications among elected officials, staff, and Boards * Bureaucratic domination * Risk taking is hazardous * A high debt load * Citizen apathy /anger OPPORTUNITIES * Development stage * Young population * Hwy 212 * MUSA * Technology * Insure quality services * Solid job base * Development of mass transit * Development of the "villages" concept * Geographic location * Highway 5 THREATS * Competing uses for land * Unfunded mandates * No plan for MUSA * Use of technology * Privatization * Funding shifts * Taxes - no control * Lack of affordable housing * Acceptance of affordable housing City of Chanhassen Mission Statement Chanhassen is a growing community with strong ties to a rich historical tradition. The community has the unique characteristics of emerging and established neighborhoods coexisting with natural resources and combined with a viable central business district. The community prides itself on having a stable tax base and takes a responsible approach to the provision of municipal services which has created an attractiveness in terms of industry and housing. The organization plans for the future by maintaining a link to the past. Our objective is to maintain the flexibility to take advantage of opportunities and to provide the appropriate incentives for development and growth. Our response to our stakeholders is to provide quality service, maintain fiscal responsibility, and ensure a decision - making process based on a visionary, pragmatic approach. Through effective community leadership we will maintain the balance of established and emerging neighborhoods, a viable central business district, sustained growth in our tax base, and a safe environment for people of all ages. CITY OF CHANHASSEN STRATEGIC PLANNING SESSION April-2, 1996 EXPECTATIONS * Mission Statement * Format for the future - proactive vs reactive * Maintain community identity * Develop strategic plan * Vision - next decade - specific, achievable * Framework for decision - making * Value Statement * Active Action Planning * Measure performance * Goals, objectives - priorities - strategies * Framework for doing things right - Or doing the right thing MAY-13-96 MON 08:40 27463937 9456192 P.01 CITY QE CHANHASSEN ISSUES 1. Examine non -tax (property) revenue sources within the demands of the citizens. 2. Capitalize on the City's history and past in order to build towards the future. 3. Use more Tax increment Financing for affordable housing. 4. Develop a balance between tax base of cornznercial/industrial versus residential. 5. Provide more housing diversity. - price style /architecture - density - allowance for home occupations - allowance for extended family flexibility b. Examine the utility of new and innovative crime prevention programs. 7. Eliminate public dollars for commercial development. 8. Manage growth without discouraging developers. 9. Promote interaction between the Council and the staff with other governments and with adjacent communities. 10. Create more opportunities for existing commercial and for new commercial development. 11. Put on the ballot and insure passage of the new park referendum. 12. Develop a community identity - primarily for existing residents but also for potential residents. 13. Develop a Capital Improvement Program for public facilities and infrastructure including a financing plan. 14. Develop entertainment opportunities and options for all age levels. MAY -13 -96 MON 08:41 27463937 9450102 P.03 15. Continue the effective management of the City's environmental resources. 16. Create and implement the Bluff Creek Watershed Plan.. 17. Determine the direction for taw enforcement services. - contract versus ... 18. Develop a strategy for delineation of the MUSA line. 19. Promote communication between special interest groups. 20. Develop incentives within the organization for affecting cost savings. 21. Work with the schools and the counties on funding options. 22. Improve communications to encourage participation. - combat citizen apathy - promote City effectiveness - explain the fiscal impact of spending to citizens 23. . Promote the growth of the Central Business District. Create a regional center. Determine the benefits to the community. 24. Promote teamwork among the Council, the staff, and the appointed Boards. 25. Closely examine tax impacts on residential properties. 26. Promote the City within Chanhassen through Council leadership. 27. Work to locate non - ,profits on lesser value tax base property. Develop a strategy for taxable versus non - taxable. 28. Develop Mission Statement. 29. Take advantage of opportunities for tax base enhancements. 30. provide more authority for staff to make decisions within Council guidelines. 31. Explore privatization of municipal services. 32. Develop a fund to seize development opportunities. 33. Streamline the public approval process as it relates to development, participation, financing, and decision making. Don Ashworth Meeting Notice Strategic Plan Work Session Tuesday, April 16, 1996, 5:30 p.m. Chanhassen Recreation Center, Community Room 3 2310 Coulter Boulevard Supper will be provided. 5:30 p.m. - Continue Development of a Strategic Plan. Attached please find a summary from our April 2nd session as prepared by Jim Brimeyer. CITY OF CHANHASSEN STRATEGIC PLANNING SESSION Apri12, 1996 EXPECTATIONS * Mission Statement * Format for the future - proactive vs reactive * Maintain community identity * Develop strategic plan * Vision - next decade - specific, achievable * Framework for decision - making * Value Statement * Active Action Planning * Measure performance * Goals, objectives - priorities - strategies * Framework for doing things right - Or doing the right thing WHO ARE WE? * Schools (good quality) - population density - open spaces - downtown - recreational opportunities - series of young neighborhoods * growing, viable, safe * emerging, changing (socioeconomic) * diverse (ages, business, economic changes) * above average median income * abundant natural amenities - lakes, trees, wetlands, rolling terrain * self - reliant attitude * spiritual, religious * lack of community identification SOCIAL /POLITICAL NEEDS * Provide single family ownership in safe area with similar socioeconomic status * Health, safety, welfare * Best possible services in response to needs and affordability * Advocates of education * Strong leadership /vision from Council and staff * Develop community identity * Stable tax base, fiscal responsibility * Diverse recreational opportunities * Lack of job diversity coupled with housing opportunities * Defining diversity - economic, jobs, housing, services * Responsibility to "plan" RESPONSE * Plan for the future * Manage growth * Exploit opportunities - minimize threats * Foster cooperation, cohesiveness among Council, staff, and commissions * Get more public input on policy issues * Establish goals and implement * Flexibility - innovation without rules * Identify, then enhance community identity * Collaboration with government (local) units * Anticipate service needs - get in front * Enhance customer communication * Higher paying jobs * Examine alternative revenue sources * Take more advantage of existing resources * Promote positive market STAKEHOLDERS * Citizens * Developers * Landowners * Business - retail - industry * Schools * Consultants * Seniors * Churches * Children * Volunteers * Employers * Government employees * Service organizations * Outside users * Utility customers * Other governments * Young parents * Empty nesters * Environmentalists * Elected officials * Park users * Agricultural * Sports people - snowmobilers * Railroads * Land holding companies * Financial institutions * Boards /Commissions * Media RESPONSES TO KEY STAKEHOLDERS * Quality services * Fiscal responsibility * Equity * Share resources through cooperative agreements * Listen to stakeholders * Provide educational opportunities * Safe environment * Balancing stakeholders needs * Decisions based on rational, pragmatic approach vs knee jerk to political pressure * Provide feedback - the needs - what is being done * Accountability, dependable, trustworthy * Know the stakeholders * Be aware of "changes" * Use community resources before going outside PHILOSOPHY * Honesty /openness * Protect resources - human, physical, natural * Respect for others * Integrity * Spend wisely * Customer service * Citizenship * Service to family * Leadership * Public safety * Learning * Generosity * Quality /fairness/balance * Human worth and dignity * Economic viability * Value individuals and community * Visionary * Encourage opinions UNIQUE * Prince - Paisley Park * Rapid growth * Dinner theater * Creative use of OF * Stage of growth * Opportunity to manage maturity * Arboretum * Young: - businesses - residents - infrastructure * Old land uses vs new land uses * Eck An Kar headquarters * No public an * Geographic location - recreational activities - lakes - open space * Downtown CBD * Building business for future growth * Church foundation - St. Huberts * Public safety services STRENGTHS * Financial stability * Dedicated employees * Do more with less * Young, professional Department Heads * Growing tax base * Council as facilitator * Diversity of backgrounds of staff (synergy) * Innovative staff WEAKNESSES * Department coordination gaps * Appropriate staffing levels * Lack of experience * Overwhelmed organization * High taxes * Council is reactive vs proactive * Diversity conflict * Perception of arrogance * Conservative Council OPPORTUNITIES * Development stage * Young population * Hwy 212 * MUSA * Technology * Insure quality services * Solid job base THREATS * Competing uses for land * Unfunded mandates * No plan for MUSA * Use of technology * Privatization * Funding shifts * Taxes - no control * Lack of affordable housing t AGENDA WORK SESSION -- STRATEGIC PLAN TUESDAY, APRIL 2, 1996, 5:30 P.M. CHANHASSEN RECREATION CENTER 2310 COULTER BOULEVARD Supper will be provided. 1. Development of a Strategic Plan; Jim Brimeyer, Brimeyer & Associates. PARTICIPANTS INVOLVED IN STRATEGIC PLANNING PROCESS APRIL 2 & 16 1996 City Council Members Don Chmiel, Mayor Colleen Dockendorf, Councilwoman Mike Mason, Councilman Steven Berquist, Councilman Mark Senn, Councilman Commission Members Nancy Mancino, Planning Commission Chair Brian Beniek, Public Safety Commissioner Gary Boyle, Housing & Redevelopment Authority Chair Ron Roeser, Park & Recreation Commissioner (attending April 2) Frank Scott, Park & Recreation Commissioner (attending April 16) Staff Members Don Ashworth, City Manager Todd Gerhardt, Assistant City Manager Pam Snell, Finance Director Todd Hoffman, Park & Recreation Director (attending April 2) Jerry Ruegemer, Recreation Supervisor (attending April 16) Scott Harr, Public Safety Director Charles Folch, City Engineer Kate Aanenson, Planning Director (attending April 2) Bob Generous, Senior Planner (attending April 16) CITY OF CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM TO: Housing & Redevelopment Authority Park & Recreation Commission Planning Commission Public Safety Commission FROM: Don Ashworth, City Manager DATE: March 13, 1996 SUBJ: Development of a Strategic Plan fa the City of Chanhassen Al la The City Council has requested that a representative from each of our commissions join them in helping to develop a Strategic Plan for the City of Chanhassen. Department heads and I have also been requested to be a part of the development process. Jim Brimeyer of the Brimeyer Group has been selected to coordinate th�ei- lan process as well as to prepare a draft document for final review by the City Council. Attached please find a c Ry of the proposed agenda. 'Pe The two session dates have been one of the four meeting rooms A will be served on both dates tai Whoever volunteers �s electe� session packet in advance o act being selected b cbmmI s il Plan prior to its being ornly - si tfor April 2 and 16 —botl e Recreation Center, 231 session is anticipated to ding at 5:30 p.m. We'll be using :)ulter Boulevard. A light dinner pproximately 4 -5 hours in length. s can anticipate receiving a work representative volunteering or of~IIe CityCoupcjl's Strategic to the City Council for final c: Mayor and City Council Kate Aanenson, Planning Director ! Todd Hoffman, Park & Recreation Direc r Todd Gerhardt, Assistant City Manager Scott Harr, Public Safety Director Charles Folch, City Engineer The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet PROPOSAL FOR CONSULTING SERVICES Suite 205 CITY OF CHANHASSEN MINNESOTA Hopkins, MN 55343 The objective is to assist the City in a planning session to: 1. Begin the discussion to develop a vision or mission for the City. 2. Identify a clear set of goals for the City. 3. Establish priorities for the goals and direction of the City. 4. Develop support for these goals among Council, Commissions, and staff. 5. Develop a model for implementation of the goals. PHASE I Begin process to develop a vision for the City - Conduct exercise to answer questions leading to the draft of a Mission Statement. PHASE II Conduct a planning session with City Council, Commission Representatives, and City Manager. This session will: * Identify stakeholders * Assess the current strengths and weaknesses of the organization * Identify opportunities and threats of the organization * List and clarify goals, establish priorities' * Identify strategic issues PHASE III After identifying the strategic issues, review a model plan for implementation and a framework for accomplishing the completion of these issues. (612) 945 -0246 e fax (612) 945 -0102 one Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS CITY OF CHANHASSEN 904 Mainstreet PROPOSED SCHEDULE Suite 205 Planning Session Hopkins, MN 55343 Session 143-4 hours? Expectations Strategic Planning Develop draft of Mission Statement Identify Stakeholders SWOT Analysis Adjourn Session II Identify goals Establish priorities Identify Strategic Issues Review model implementation plan Adjourn ' Our Vision for the Future St. Louis Park: our community of choice for a lifetime... ...Diversity is a natural part of everyday life that enriches the entire community. Community leaders are as diverse as St. Louis Park's population. Community decisions are made within a caring framework of mutual understanding and respect. — Responsive service is a hallmark of city government. City government provides valued service by continuously assessing the community's current needs and anticipating future needs. City government is enriched by citizen participation, positive community leadership, and active collaborations and partnerships. —It is a safe environment in which to live, work and learn. Safety is the result of an active partnership among citizens, businesses, community organizations and law enforcement agencies who work together to solve problems and prevent crime. ...Educational opportunities for ail ages abound became a Irk value is placed on education. Quality lifelong learning results from collaboration between schools -both public and private- -and families, neighborhoods, businesses, city goverumen,t, a d community institutions. ,..Children are a top priority for the entire community. Families, schools, city government, community institutions and businesses are actively. involved in creating an environment that enables children to build the assets they need to succeed. ...A wide spectrum of quality housing is available to meet residents' housing needs through all stages of life. City government, businesses and local institutions work together to ensure there is a range of financial and structural choices in housing. ...Business provides a solid base for the community and benefits from strong support from residents, schools and government. Residents' retail and service needs are met within the commmmunity. Businesses, community organizations, schools and city government work together to create household supporting jobs, spur desirable business growth and address environmental challenges. ...Residents have strong connections to the community thanks to community pride, civic commitment, mutual respect, and neighborliness. Individuals, neighborhoods, and community institutions work to enhance the community, solve problems, prepare future leaders, and market the community's assets. CITE' OF ROBBINSDALE MISSION STATEMENT The City of Robbinsdale is a municipal organization serving the community with policies and principles designed to represent its citizens while preserving the rights of the individual. We are proud of our success in maintaining a small town environment within the metropolitan framework Our citizens possess a high level of community pride exempLjq by their loyalty and by their E willingness to participate in the activities and in the governance of the community. We believe in a government that is accountable, accessible, and compassionate; one that seeks to listen to and communicate with its residents; and, one that strives to treat everyone with fairness and equity. We envision a community that is committed to a residential orientation, to an active and dedicated citizenry, and to a desire to maintain a hometown environment. We will strive to meet the needs of citizens of all ages from diverse social and economic experiences. Our primary objective will be to thoughlully and prudently allocate our available resources for the betterment of all of our citizens. CITY OF LUVERNE MISSION STATEMENT Vq Luverne is a growing city in a rural environment. Our unique location as the "cornerstone" of southwest Minnesota affords viable options to sustain continued growth. We have succeeded in providing high qzwk1y nmucapal services at an affordable cost We have taken a leaderskp role m providing housing and ermployment. Tlds effort, combned wkh orceffient health, cubural, religious and recreational opportunities has resulted in afavorable social .and economic envirormwa. We encourage a philosophy that continually evaluates existing services and ra strives to make us a leader by anticipating and solving municipal problems. We envision a community that will continue to play an aggressive role in development, employment and housing opportunities for the region. Our goal is to actively participate in public and public /private endeavors that result in an expanded tar base and develop a sense of self - reliance for the city and the region. City Councilmember Commitments All members of the Shorewood City Council have made the following commitments in serving the citizens of Shorewood: 1. Represent Shorewood in a positive and supportive manner at all times and all places. 2. Represent the interest of all people served by the City, and not favor special interest inside or outside of this public organization. 3. Not use my service on this Council for my own personal advantage or for the advantage of my friends or supporters. 4. Keep confidential information confidential. 5. Approach all Council issues with an open mind. Prepare to make the best decisions for everyone involved. 6. Do nothing to violate the trust in those who elected me or to the Council or to those we serve. 7. Focus my efforts on the mission of the City and not on my personal goals. 8. Never exercise authority as a Councilmember except when acting in a meeting with the full Council or as I am delegated by the Council. 9. Establish as a high priority my attendance at all meetings of the Council and Commissions on which I serve. 10. Come prepared to contribute to the discussion of issues and business to be addressed at scheduled meetings, having read the agenda and all back- ground support material relevant to the meeting. 11. Observe the City's parliamentary procedures and display courteous conduct at all meetings. 12. Refrain from intruding in administrative issues that are the responsibility of management, except to monitor the results of actions taken. 13. Avoid conflict of interest between my position as a Councilmember and my professional life by carefully complying with the City's Code of Ethics (Section 105.04). If such a conflict does arise, I will declare that conflict before the Council, and refrain from voting on matters of which I have a conflict. 14. Understand that issues are appropriately debated at City Council meetings. Once a City Council decision is made the debate ends and the majority decision is respected. Agree to serve as a liaison on Commissions or affiliat- ed organizations as requested by Council. As a Council liaison I will: 15 • Attend meetings as appropriate. • Make reports of all meetings to the City Council at their next regularly scheduled meeting as necessary. 16. Participate in scheduled strategic planning sessions, Council self - evaluation programs, and whenever possible attend Council development workshops, seminars, and other educational events that enhance my skills as a Council- member. RED CROSS OFFERS CLASSES The American Red Cross is offering courses in CPR, which teach individuals how to recognize and care for life- threatening respiratory or cardiac emergencies for infant, children or adult victims. Participants will learn rescue breathing, CPR and first aid for choking. Classes are also offered in first aid, which teach individuals how to recognize and care for life- threatening emergencies such as respiratory or cardiac problems, sudden illness or injuries for infants, children or adult victims. Skills taught include rescue breathing, CPR, first aid for obstructed air- way, bleeding control and splinting. For more information on classes and fees, contact Marie Blom at 942 -6998. Freebies from Hennepin Parks! Did you know that admission is free at Hennepin Parks on the first Tuesday of every month? This is a good way to discover the great resources for recreation that are all around us. And if you have no idea what that includes, they also offer a free quarterly publication with information about events, facilities, programs, etc. These can be obtained at any Hennepin Parks facility or you can call 559 -9000 to request a copy. Some of the opportunities include golfing, camping, canoe- ing, creative play areas, day camps, and nature demonstra- tions. And if biking, hiking or in -line- skating is your thing, you can request a Trail Guide describing the more than 100 miles of trails within the Hennepin Parks. Bike rentals are even available at some of the locations. Have fun! page 2 Citizen Informer Communicating with Shorewood City Government Our City Council has adopted the following Statement of Purpose: "To provide a value in municipal services, to ensure compliance with Community laws and standards and to keep citizens informed of those services, laws and stan- dards." Among the City's goals are to: "...continuously striving to keep citizens informed and asking for and listening to feedback, and utilizing "user - friendly" municipal systems, processes, and documents. " Communication is a two way street requiring efforts on the part of both parties. The City communicates to you in a number of formats: • This Citizen Informer Newsletter (published quarterly). • Stop in or call City Hall during normal working hours. We can provide a great deal of information in a "user friendly" manner. • All regular City Council meetings are televised on Cable Television Channel 8 (directory on that channel will list times the meetings are shown). • The Tonka Report monthly cable access program on Channel 8. • City Hall information phone line - call in to the regular City Hall number (474 -3236) during any off hours to hear public service announcements, information about upcoming meetings, past meeting actions, and other information of general interest. • Press releases and legal notices in the local newspaper. • The City is working with resident volunteers to devel- op an internet web site to provide a great deal of infor- mation to you through your computer. We are looking for feedback on this idea. Please fill out the web site questions on the mail in survey in this newsletter and return it (postage paid). • The City publishes a user friendly citizens' guide to participating in Shorewood City Government which is updated and mailed as part of the newsletter every two years. To provide both information to residents and an opportu- nity for feedback, the City Council: • Sponsors neighborhood information meetings annually on the Capital Improvement Program and on specific public construction projects. This is an informal oppor- tunity for input. • Public hearings are held at regular Council meetings for both specific construction projects and the annual City budget. This is an official opportunity for residents to offer input. There are forms of communication which are one way, from the citizen to City Hall: • The annual Service Evaluation Questionnaire. This year's survey is enclosed in this newsletter (PLEASE FILL IT OUT AND RETURN IT — POSTAGE PAID). • During hours when City Hall is closed, call City Hall 474 -3236. Callers have several options: dial 8 for a complete list of extension numbers or dial 1 to leave a general message for City Council members or staff. • As part of our new internet web site, you will be able to contact City Hall via E -Mail. Our web site address is: www.state.net /shorewood/ If you have suggestions for ways to improve communi- cation between City Hall and yourself, please communi- cate them to us.. . Cans Can Reduce Waste Recycling your aluminum and metal food cans is one of the easiest ways to participate in the City's curbside recycling pro- gram. Currently Shorewood residents recycle a total of 28% of all household waste. If you're not recycling yet, why not start with your food and beverage cans? Consider the following: • Each Minnesotan produces an average of 2.5 to 4 pounds of garbage a day! • Making a new beverage can from recycled aluminum takes only 1 /20th of the energy needed to = F? make one from aluminum ore. • Every year Americans throw away enough aluminum to rebuild the entire American Airlines fleet 71 times. =- • By weight, 34% of our garbage is made up of paper, 20% is yard waste, 7% is glass, 8% is metal, 9% is made up of food waste, 9% is plastic, and 13% is made up of other miscellaneous items. • Source reduction, recycling, and composting are three environmentally safer alternatives to the landfill method of /dispos ing of garbage that cost less or about the same as the true cost of burying our garbage. • Minnesota has 381 curbside recycling programs state wide. Just rinse out and place all food and beverage cans in one paper bag in your green Shorewood recycling bin. If you have any questions, please contact E -Z Recycling, 644 -6577. Citizen Informer page 3