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"Now is the Time"
to Start Planning for Grange Month 2010

Granges from all over the country participated in Grange Month 2009 events and got their photos in the paper (above)
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By Molly Thompson, Program Assistant

Each year the National Master proclaims the month of April to be Grange Month. Grange Month is the perfect opportunity to showcase your local Grange in your community. Although it seems far off, in order to make your Grange Month activities a success, the time to start planning is now!

Grange Month gives local Granges a chance to show off all of their hard work within the community as well as promoting the Grange. The theme for Grange Month 2009 was “Opportunity Knocks” and Grangers were encouraged to use this slogan as a starting point to showcase all the ways the Grange can create opportunities throughout communities.

Granges across the country participated in Grange Month 2009 and their events and activities were vast and varied. Many of the Granges hosted open house dinners or events with the idea of encouraging members of the local community to come out and learn all of the ways that the Grange can impact your community, as well as presenting awards to outstanding members of the community. Little Compton Grange in Little Compton, Rhode Island hosted an open meeting honoring “the teacher, fireman, policeman, and agriculturist of the year,” according to Norma Elwell. Fairplane Grange in Burlingame, Kansas hosted a similar open house and Community Citizen Award Celebration with Roger Bostwick, Kansas State Grange Master, attending and presenting the awards. Events such as these are a great means of highlighting for the community all of the good deeds Grangers have done as well as recognizing
outstanding members in the community.

There are also ample opportunities for your local Grange to conduct community service projects in addition to the ones your Grange is already involved with. Stanford Grange in Stanfordville, New York hosted a Scholarship Spaghetti Supper with all proceeds going toward local scholarships. Maple Grove Grange from Sebago, Maine “held a “Pantry Shower” and collected 113 boxes or cans of food for the Sebago Food Pantry,” according to member Ann Burns. Both of these events raised awareness about the Grange and its community service projects within the community.

The theme for Grange Month 2010 is “Now is the Time.” This theme is intended to build upon last year’s “Opportunity Knocks” theme. Opportunities for growth, service and leadership surround each Grange and
Granger and “Now Is The Time” to utilize these opportunities. “Now is the Time” to grow your Grange by reaching out and recruiting new members. “Now is the Time” to make a commitment to better your community through a service project. “Now is the Time” to mentor the youth in your community and build a leader for tomorrow.

The possibilities for your Grange Month 2010 activities are endless, but the thought, planning, and preparation for these events can be time and energy consuming. In order to make your Grange Month as successful as possible, the time to begin planning is now. There are a many tiny details to work out before April rolls around and your Grange can get a jump-start on the planning by beginning to think ahead for what activities and events your Grange can host. Hold a brainstorming meeting so all of your Grangers can contribute ideas.

Would your Grange like to have a prominent figure from your community, your State Master, or State Representative participate in your Grange Month activity? Their schedules fill up quickly, so in order to ensure their attendance, it is essential to begin the planning process as soon as possible. Inviting a member of your local press is a good way to shed light on your activities for Grange Month. Each activity that your Grange plans on doing for Grange Month requires advance planning. Schedules need to be
coordinated, members need to be assigned duties, advertisements need to be drafted, and so much more. Now is the time to begin the planning process.

The National Grange will be mailing out resources in January in order to help make all of your Grange Month 2010 plans a success. Look for the Grange Month packet in the mail and online.

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President's Message
Is the Master/President the boss?
Ed and his grandson, Mason, are enthusiastic about Grange!

According to our rules, when it comes to enforcing the laws of the Order, the Master/President is the one who has to make the hard decisions and be the authority figure. In that aspect he or she is the boss. More importantly, they are responsible for building a team to carry out the policies and the plans of the Grange. However, each officer has specific duties and together the officers form the Grange leadership team. The Master cannot order them about as they have their own authority. Some officers must operate as a team, like the Steward and Assistants, and the Executive Committee is a team made up of a number of individual officers. They need to be led as a team by the President. Almost everyone is familiar with the pointy haired boss in the cartoon strip Dilbert. Many people have worked for a boss who gave orders, didn’t treat their employees with respect, or even belittled their employees. In the Grange we occasionally have leaders who take the attitude that they are the boss.

We need to train our leadership that they can’t use the techniques that some business leaders use. After all, we don’t work for the Grange leaders. We are volunteers and don’t have to put up with anything we don’t like. As an example, some of us have seen Granges that don’t attract new members because of poor leaders.

Our Grange leaders are actually the servants. They serve the members who selected them as their leaders. We elect our leaders to uphold the rules, principles, and values of the Grange. We also expect them to build teams of members to move us in the direction of growth and success.

The best Grange leaders care about their team. They encourage their team to put their families first, to meet their obligations outside the Grange, and to grow as people and leaders. These leaders know that when people trust that you care about them they form a bond that builds teams. The first layer of people that the leader serves is their team. The serving comes in the form of caring, encouraging, and helping each team member develop to their full potential.

These great Grange leaders also care about the job they’ve been selected to do. They work to see that the Grange achieves success. The only way that they can carry out this task is to build a team of officers and volunteers to work together. No leader has ever done it alone; they always have a great team doing it for them.

The one thing that great leadership doesn’t worry about is who gets the credit. They are happy to see their team get all the credit. They want to achieve the goal, not get the glory of success. They know that with success everyone shares the credit and the leaders will probably get more than they deserve. They are quick to give credit to their team. Unlike business, where success is measured by profit or loss, in the Grange success is measured by new members, re-energized members, successful programs and projects, and increasing the number of Community Granges.

Everyone has a boss, usually several. The Grange leaders who are elected to serve must remember that their boss is the group that elected them. The Community Grange Master serves the members who elect them as well as the members who didn’t show up on election night. The State Master serves the delegates who elected them and also the members who were not delegates. The same principle applies to the National Master. Generally, the more authority you are given, the more people you are responsible to.

So is the Master/President the boss? Yes, but the boss needs to be the team leader who cares about the people working with him or her and needs to remain focused on serving the members who temporarily gave the authority of the office to them. Leadership in the Grange is the story of service to others.

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AG Talk
Why Should We Care About New Hampshire Agriculture

By Rep. Bob Haefner New Hampshire State Grange Legislative Committee and Ranking Minority Member of the Environment and Agriculture Committee in the State of New Hampshire House of Representatives

Let’s discuss why we all should care about agriculture here in New Hampshire. Farms are small business, and we New Hampshire folks care about our small business. They pay business profits tax (BPT) when they make a profit, and they pay the Business Enterprise Tax, even if they lose money. Additionally, these small businesses pay unemployment tax and real estate taxes. Our farmers hire employees. Some farm workers are seasonal staff here on a work visa, but many are local. I was at a farm stand in Litchfield today and all four employees there were locals.

Our farms are not islands unto themselves. They buy seed, fertilizer, pesticides, pay veterinarians, and buy tractors and large equipment, like plows, harrows, and spreaders. They get serviced and use lots of fuel, all bought locally. They pay employees who spend their earnings locally. There is a large multiplier effect to the local economy. It is estimated that every cow in New Hampshire brings $14,000 to the local economy. Food trucked in does not add anything to the local economy, especially in the form of a multiplier effect.

Agriculture, including agro tourism, is a $950 million industry in our state. It is the second largest industry in New Hampshire, after tourism. We should all care about any industry that adds that much to our local economy. Agriculture brings tourists from out of state with their money to spend in New Hampshire. Attractions, such as farm stays and our several wine and cheese trails, bring tourists who also may spend the night in a local inn, buy a couple of meals, and then buy tobacco products, alcohol, and gas before they leave.

Farms represent open space. Open space protects our air and water quality and rural character. Our 130 dairy farms account for thousands of acres of opens space. Each cow needs one to one-and-a-half acres of crops. Our vegetable farms have land that is kept open. What about the apple orchards? If these folks
stop farming, the next crop will be housing. Say goodbye to open space. Farmland is free open space. Your town does not have to buy land to keep it open, the farmer does that. Farmers often allow use of the land for hunting, Snowmobiling, and walking.

Agriculture is a significant part of our culture and history. Most conservatives care about history and our long-standing rural culture and do not want to lose it. None of us want to lose New Hampshire’s rural character, and our farms are much of that character.

Lastly, New Hampshire farms provide us with safe, ripe, good tasting, fresh, wholesome local food. There have been salmonella outbreaks around the country in the last couple of years. None of it, though, is originating in our state. If there is ever a terrorist attack on our food supply, we had better have local food. Local strawberries picked ripe are far better than California berries, picked two weeks before they are ripe. Local cheese beats anything coming out of the west. Do you really want milk dehydrated in Idaho and shipped across the country, reconstituted and sold as fresh milk? I don’t. Buy local his season. Visit the farmers market and our local farm stand and buy local cheese. Go pick you’re your own berries and apples.

Dairy farmers are losing money and we are at risk of losing 25% of our dairy farms in NH this year. I often hear suggestions that if we let a couple of farms fail, the free market will take care of the rest. I also hear that our farmers can negotiate with their customers (processors). The USDA sets the price a farmer gets for his/her milk. It is a broken system for setting the farm price based on cheese prices on the Chicago Mercantile Exchange. Cheese prices are often manipulated. The milk processors are dominated by very few large processors. Folks, there is no free market for milk. Unless a farmer processes their own milk (very high capital investment and only niche markets), they must sell to the one or two processors available to them and expect to be paid the USDA set price based on a broken system.

Agriculture is an important asset to our state. Support New Hampshire farms and buy local this season.

PA Grange Member Testifies on Dairy Crisis Before PA Milk Marketing Board

By Carl Meiss Membership, Director Pennsylvania State Grange

In an effort to preserve the “opportunity for an eighth generation to work our farm, if they choose to do so,” Matt Espenshade, a seventh generation dairy farmer from Lancaster County, presented testimony today on behalf of the PA State Grange, requesting that the Pennsylvania Milk Marketing Board (PMMB) “extend the $2.15 over-order premium payment.”

Matt works with his father, on their Lancaster County dairy farm, which has been in the family since 1867. They milk 80 cows, with a 21,000-pound rolling herd average, and raise their own heifers. They have no hired help to assist in the daily operations of the farm.

Espenshade told the PMMB, “During the past 142 years, our farm has weathered many storms...the Great Depression, a failed attempt at ‘going organic,’ threats of eminent domain seizure for development. However... at no time have we been as close to a breaking point as we are now.”

He explained that, “We estimate our overall costs to be approximately $17.00 per hundredweight,” and continued, “In March, we were paid $11.27 per hundredweight of milk. This includes 79 cents worth of premiums and bonuses that we have earned by our efforts to produce a quality product.” “Our feed costs per hundredweight stood at $7.93, leaving just $3.34 to pay for every other expense on the farm, a mere 32 cents for every gallon of milk sold.”

Matt, who is the President of the Elizabethtown Area Grange #2076, said, “I have many non farm friends, and we speak often about our jobs and the challenges we face. Many cannot understand how [dairy farmers] can operate for such a small portion of the price of milk on the shelf. I am reminded of these numbers each week when I go to the store and pay more than three dollars for a gallon of milk, my milk, for which I was paid 88 cents.”

He told the PMMB that in 2008, his farm paid over $131,000 to purchase feed, compared to $80,000 just five years ago. The Espenshade's have not been able to afford to use fertilizers on their fields for three years thus reducing their forage output.

Matt’s wife must work off the farm to supplement the family income and provide for health insurance for the couple and their two young boys. But this then necessitates paying for day care for their children, which takes another $11,000 a year chunk from their income.

In an effort to become better dairy farmers in the 21st century, both Matt and his wife, who grew up on a Wyoming County dairy farm, received ag-related college degrees, Matt at Penn State and Charlene at VA Tech. How do you encourage a college graduate, with more than $20,000 of college debt, to return to a farm that would struggle to pay a fair wage?

Matt stated, “The money you choose to invest in the over-order premium is not just supporting the local farmer, but the businesses they depend on as well.” In asking the PMMB to at least maintain, if not increase, the $2.15 over-order premium for milk sold in Pennsylvania, Espenshade said, “As a seventh generation dairy farmer, in the end, I want only one thing in life: that there be an opportunity for an eighth generation to work our farm, if they choose to do so. Thank you for your assistance to dairy farmers in the past and your consideration of the matter before you today.”

EPA Addresses Chesapeake Bay Restoration

By Brenda Shambaugh, National Grange Legislative Consultant

The Chesapeake Bay watershed stretches across 64,000 square miles and encompasses parts of six states and the District of Columbia. On May 12, 2009, President Obama issued Executive Order 13508 to protect and restore the Chesapeake Bay and its watershed. The Executive Order called the Bay a national treasure and directed the federal government to exercise action to repair this watershed. According to the Executive Order restoring and protecting the Chesapeake Bay requires “bold new approaches and renewed commitment to controlling pollution, protecting and restoring habitats and living resources, conserving lands, and improving the management of natural resources.”

The President’s Executive Order established a Federal Leadership Committee chaired by EPA with senior representatives from the departments of Agriculture, Commerce, Defense, Homeland Security, Interior and Transportation. As called for in the Executive Order, on September 9, federal agencies submitted draft reports to the Committee to address key challenges in the Bay and its watershed, and recommend actions for addressing them.

Executive Order 13508 called for federal agency reports to address seven key challenge areas:

  1. Reducing pollution and meeting water quality goals
  2. Targeting conservation practices
  3. Strengthening storm water management at federal facilities
  4. Adapting to impacts of a changing climate
  5. Conserving landscapes
  6. Strengthening science for decision making
  7. Conducting habitat and research activities to improve outcomes for living resources

To meet water quality goals from the Clean Water Act and the Chesapeake Bay Tributary Strategy, nitrogen and phosphorus pollution must be reduced by 44 percent and 27 percent respectively, despite expected population increases of 30 percent between 2000 and 2030. This will require significant reductions in pollution from urban, suburban, and agricultural lands; municipal and industrial discharges; leaching to surface waters from septic systems; and atmospheric deposition of nitrogen to the Bay and its watershed.

EPA is mandating the establishment of a “Total Maximum Daily Load” (TMDL) for the Chesapeake Bay states and the District of Columbia that will include quantitative loading limits for nitrogen, phosphorus and sediments from point and nonpoint sources of pollution. These states will be required to develop detailed implementation plans with clear milestones to reduce pollution in major Bay watersheds as needed to meet their water quality goals. These plans will need to articulate precisely how states will reduce loads from non-point sources, such as storm water and agricultural runoff. Stiff penalties will be imposed if states do not take sufficient actions to reduce pollution to the Bay and its tributaries.

Specifically related to agriculture, EPA will require the states to expand their definition of Concentrated Animal Feeding Operations (CAFOs) and set new minimum performance standards for permits, including
regulating the land application of animal manure. Regulatory municipal storm water programs will also be expanded to include high growth areas and establish stringent minimum performance standards within permits consistent with Bay water quality goals. EPA wants to ensure that any new or expanding discharges are offset by reductions from other sources.

EPA has identified high priority watersheds and critical acres for immediate conservation action. They are planning on focusing conservation programs on priority practices, and coordinate with USDA and other research partners to foster innovation and outreach, marketing and technical assistance. They are planning on establishing environmental outcome measures by monitoring and assessing the conservation
effects.

EPA considers climate control to be an integral part of the Chesapeake Bay Clean up. They support a Center for Climate Science Research and Assessment, which would be a regional Chesapeake Bay component to address climate change. EPA is also considering the establishment of aquatic protected areas and networking these areas with land based preserves. They want to enforce permit compliance to
protect habitat functions and improve regulatory predictability, and want to implement the National Fish Habitat Action Plan. They also want to develop a Bay wide ecological strategy including monitoring priority species and habitats.

Ultimately, EPA wants to increase regulatory scope and oversight while increasing compliance and enforcement of existing regulations. They support setting a higher standard for federal and state actions. EPA also wants to enhance monitoring information to use for enforcement practices. They justify their new goals by stating that conserving habitats is far more cost effective than restoring degraded habitats or building new infrastructure.

The next steps in the EPA Chesapeake Bay Restoration project are for the Federal Leadership Committee to conduct a policy review of the reports and provide comments to lead agencies by early October 2009. The draft-coordinated strategy, along with revised versions of the seven reports, will be made available for public review and comment beginning November 9, 2009. Finally by May 2010, the strategy will be released.

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Granger in the Spotlight
Jennie Gentry: Growing up Grange

By Molly Thompson, Program Assistant

Jennie Gentry

Anyone who speaks with Jennie Gentry knows instantly how passionate she is about Grange Youth. “I have the absolute best kids in the world and the most amazing job,” she enthuses. Jennie is the current Youth Director for the North Carolina State Grange and can proudly boast her Youth Program as one of the fastest growing in the country.

Jennie began her Grange life like many Grangers; she was born into a Grange family. Her parents, Jimmy and Anita, are both life long Grangers, as well as her grandparents on both sides. At the age of 7, she went to her first Grange Camp and was hooked from then on.

Growing up, Jennie describes herself as “insecure and a plain Jane.” “I didn’t have that spark except for in Grange. Grange was where I was a leader, where people gave me a chance, and where I could be completely myself,” says Jennie. The opportunities and growth that Jennie experienced through her time in Youth and Junior Grange really encouraged her to become involved in mentoring a new group of Youth Grangers.

It was in 2004 when her Grange experience really took off. Jennie was relatively new to the work force after college; she had a degree in Public Relations with a minor in Education and was looking for a way to utilize both. In the summer of that year, she was offered a job at the North Carolina State Grange, which would encompass both of those things – she was to become the PR/Membership/Youth Director.
However, it came with a small catch. Her dad, Jimmy Gentry, who is the President of the North Carolina State Grange, would become her direct supervisor. “Dad said to me, ‘I’m going to be your boss,’ which was kind of tough, but I knew there was no way I could pass this opportunity up,” she says.

She began her new job in July of 2004 and two weeks later she ran her first Grange Camp. That year they had 22 attendees, about half of which were members. Five years later, the Grange Camp hosted 62 Youth at the Camp. In addition, the North Carolina State Grange hosts a Winter Youth Camp, which under Jennie’s direction has risen from 30 attendees on average to 51 attendees last year. However, attendance at the camps is not the only thing that has grown over Jennie’s tenure. According to Jennie, “our Youth membership has tripled in the past few years.”

Over the past five years, the North Carolina State Grange Youth Department has made several other incredible steps forward. Southern Wake Grange in Raleigh, NC is the product of hard work by Jennie and her Youth. “Myself and six teenagers started this Grange in September 2008. One year later we now have 45 members and 30 of them are Youth. I am Master and all of the officers are youth,” she explains. Other accomplishments from her Youth that she is very proud of are two Youth being elected to State Officer positions at this past North Carolina State Session and the North Carolina Recruiter of the Year award went to one of her Youth. With all of these accomplishments from her Youth, she still “wishes more people would give Youth a chance. It helps kids to grow and you will be surprised at how much they do for you.”

Last year Jennie accepted the position of President of the Cooperative Council of North Carolina, a position she now works full-time in addition to her role as Youth Director. Needless to say, she has a lot on her plate at all times. Many people question if she has the time to handle both positions, but her response is simple, “if a person can take the time to love the kids and have the passion, then they can find the time to work with the kids. It’s not hard to take the time to care, love and be there for them.”

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