hori zons

hori zons
California Agricultural Leadership Foundation Magazine
SUMMER 2013
JIM BOSWELL AND LOREN BOOTH
Champions of
Ag Leadership
First Recipients of the
Boswell-Booth Service Award
We grow leaders who make a difference.

EDITOR’S MESSAGE >>
Gratitude
A message
In every issue of Horizons, Loren Booth has written
her chair message here. For this issue, though, her
role has changed as she graces the cover alongside
Jim Boswell.
Quite simply, the California Agricultural Leadership
Foundation and Ag Leadership Program would not
be thriving today without these two enormously
generous individuals. Loren and Jim recently received
the first Booth-Boswell Service Award, which you
will read about on pages 4-5. The foundation is
extremely proud to honor them with the award and
to prominently feature them in the magazine. They
have made a huge difference for Ag Leadership and
we are forever in their debt.
California Agricultural Leadership Foundation Magazine
Summer 2013 • www.agleaders.org
COVER STORY
4 Award: Loren Booth and Jim Boswell
FEATURES
6 Class 42 International Travel Seminar
10 Class 42 Commencement
11 Class 43 National Travel Seminar
16 Leadership Focus: Dr. Sara Daubert
17 Alumni Spotlight
In this issue we also showcase the international
and national travel seminars. Every alum remembers his/her trips and the unique
experiences they shared with their classmates. Those memories will always stay with
them. A common question among alumni is “Where did you go on your international
trip?” For 43 years, these extraordinary travel seminars have provided fellows with
incredibly thought-provoking, once-in-a-lifetime opportunities. Fellows have been
exposed to a variety of people, places, cultures, programs, issues and ideas – all of
which enhances their developing leadership skills.
We salute Loren and Jim – and every single donor, large and small – for giving to
Ag Leadership so that we can continue to offer university and travel seminars in our
state, in the nation’s capital and abroad, and above all, offer a premier leadership
development program.
DEPARTMENTS
2 Editor’s Message
2 Calendar of Events
3 Foundation News
14 Alumni Council
18 Alumni & Fellows News
19 Donor Recognition
CALENDAR OF EVENTS
PAGE >> 2
Page 7
INTERNATIONAL TRIP
CALF BOARD OF DIRECTORS
Chair/ Loren Booth
Vice Chair/ Jeff Elder
Secretary - Treasurer/ Pierre Tada
Edwin Camp
John Colbert
A.G. Kawamura
Ejnar Knudsen
Joe MacIlvaine
Chris Nelson
Rod Stark
Deanna van Klaveren
Mary-Ann Warmerdam
Dr. Lester Young
Rob Yraceburu
CALF STAFF
President and CEO / Bob Gray
| bob.gray@agleaders.org
Director of Education / Dr. Michael Thomas
| mthomas@agleaders.org
Program Advisor / Dr. Charlie Crabb
| ccrabb@agleaders.org
Finance & Human Resources / Teresa Straub
| tstraub@agleaders.org
Program Coordinator / Judy Sparacino
| jsparacino@agleaders.org
Enterprise Coordinator / Emily Clark
| eclark@agleaders.org
WRITER/EDITOR
Meredith Rehrman Ritchie
mritchie@agleaders.org
DESIGNER
TMDcreative
AUGUST
3-10 Washington, D.C. Educational Fellowship
Program / Regions 6, 7 and 8
SEPTEMBER
Class 44 announced
25 L4 Seminar featuring Zachary Shore, Salinas
OCTOBER
2-5 Class 43 seminar, San Rafael
16-18 Class 44 seminar, Fresno
17 Class 44 inaugural, Fresno
NOVEMBER
2-17 Class 43 international travel seminar
7-9 Class 44 seminar, SLO

AG LEADERSHIP >> Foundation News
Thank You: Chris Nelson Retires
From CALF Board
As of the June 5 board of directors meeting, Chris Nelson announced that he is stepping down from
the board after a full term of three years of service.
Nelson is the president and CEO of The MIXTEC Group, a leading executive search firm serving
agribusiness companies and organizations. He first became involved with the foundation in 2008,
when his firm was selected to direct the national search for a new president and CEO of CALF. During
the comprehensive seven-month search process, Nelson and Executive Vice President Jerry Butt were
fully committed to the foundation’s goals and achieving a positive outcome. They went above and
beyond the normal client-vendor relationship due to their strong belief in the Ag Leadership Program.
Nelson continued and sustained his interest and support as a board member. “As I said at Class 42
commencement, Chris is a rare individual – a non-alumni director who chose to serve the organization
without having gone through the program,” said Bob Gray. “These kinds of industry leaders are hard
to find and we were very, very fortunate to have someone of Chris’ caliber and breadth of experience on our board. His position on the board is not
an easy one to fill. We will miss him and his energy and commitment.”
Said Nelson, “It was an absolute honor and privilege to serve on this prestigious board for the last three years. I have enjoyed my time on the CALF
board immensely. I am so proud to have been part of such an incredible team of dedicated professionals who share a common vision for the future
leaders of California agriculture. I am still in awe of the miraculous CALF turnaround in such a relatively short period of time. I wish Bob Gray, my
fellow board members and CALF continued progress and unlimited future success.”
Board Approves
Regional Alumni
Development Officers
The board approved a concept from the executive committee of using
part-time and regionally-situated alumni development officers as a new
and fresh approach to our fundraising efforts.
These officers would essentially be an enthusiastic “corps of advocates”
for Ag Leadership. The position entails regular outreach and
promotion of the goals and objectives of the foundation and the
Ag Leadership Program to alumni, industry partners, and friends
(including corporations and foundations). The overarching goal is to
build both operating and endowment financial support for the future
of the program.
The foundation is partnering
with Marts & Lundy, a
philanthropy consulting firm
that we have worked with
for the past few years, to help
train the regional development
officers this summer. The
new corps of officers – all Ag
Leadership alumni – will be
profiled in the fall issue of
Horizons. –Bob Gray
Matching Challenge
Grant Nears Goal
The foundation is pleased to report that the $1,000,000 matching
challenge grant offered by the James G. Boswell Foundation in fall
2012 is very close to reaching its goal.
At the end of May, nearly $950,000 in cash had been raised since the
challenge grant was announced, with $146,000 of additional gifts
pledged in multi-year installments. Of these totals, some $408,000 was
earmarked for the endowment. Thank you to all of our contributors
for helping us attain this significant fundraising milestone.
With over 95% of the challenge now in hand, we are confident that
we will meet – and exceed – the threshold for the matching grant
before the deadline of Dec. 31, 2013. Once met, the James G. Boswell
Foundation will issue its $1,000,000 gift to the endowment in honor
of J.G. Boswell II. –Bob Gray
CALF
CHALLENGE
GRANT
PAGE >> 3

AG LEADERSHIP >> Cover Story
Champions OF Ag Leadership
Jim Boswell and Loren Booth are honored
with the first Boswell-Booth Service Award
A champion is a person who fights for another
or for a cause: a defender, protector and
supporter. Loren Booth and Jim Boswell are
extraordinary champions of Ag Leadership.
To formally honor them, the California
Agricultural Leadership Foundation board of
directors created the Boswell-Booth Service
Award. They received the award during the
Class 42 commencement on June 5 at Cal
Poly Pomona.
CALF President and CEO Bob Gray said it
was time that these two special individuals
were acknowledged on an appropriate scale
for what they have done. “The Ag Leadership
Program is a force for good in the world
and we are now properly recognizing the
extraordinary people who have sustained it
and kept the vision alive. We are forever in
their debt.”
Boswell is the chairman and CEO of the J.G.
Boswell Company, which produces, processes
and markets cotton, cottonseed, processing
tomatoes, wheat, seed crops and alfalfa. He is
an honorary member of Class 17. His father,
J.G. Boswell II, was one of the founders of Ag
Leadership.
Booth is the president of family-owned and
operated Booth Ranches, a premium citrus
grower in the San Joaquin Valley, as well as a
cattle rancher and graduate of Class 27. She
took the reins as CALF board chair on July
1, 2009.
CALF board member Mary-Ann Warmerdam
spoke about the impact that Boswell and
Booth have had on Ag Leadership: “As an
honorary member of Class 17, Jim captured
the ‘spirit of the vision’ and nurtured the
program from its adolescence through a few
tough teenage years, giving us all the gift of the
program we have today with the foundation
for tomorrow,” said Warmerdam, a Class 17
alumna.
“Without Loren’s feistiness, determination
and commitment of time, from pursuing
the right president (Bob Gray) to tireless
promotion of the program among her peers,
I do not believe CALF would be here today,”
she said. “Thank you to Loren for keeping the
dream alive at a time when its promise is more
needed and more valuable than ever.”
PAGE >> 4

AG LEADERSHIP >> Cover Story
Presentation to Jim Boswell
By Pierre Tada
Class 22 | Secretary/Treasurer, CALF Board of Directors
This honor was created to recognize extra-special champions
or supporters of the California Agricultural Leadership
Foundation and the Ag Leadership Program. It is appropriate
that we recognize today a pillar in the California agricultural
community – a gentleman who has extended his family’s
legacy of founding the Ag Leadership Program and sustained
this organization through thick and thin since its inception,
with conviction and purpose, even in its darkest hour. Today,
we emerge into new light, the new day, which is the exciting
future of the Ag Leadership Program. Jim, on behalf of the
board, it’s an honor and a privilege to honor you today, this
recognition is in some ways long overdue but we are making
it right today. We express our gratitude to you and your
family for being an extra-special champion of CALF. Thank
you for all that you have done, for all that you are doing, and
most of all, thank you for your friendship.
“I am delighted and honored to
be recognized with this award
from the California Agricultural
Leadership Foundation. It has
been our privilege to support and
participate in the Ag Leadership
Program since its inception.”
–Jim Boswell
Presentation to Loren Booth
By Deanna van Klaveren
Class 32 | Member, Alumni Council and
CALF Board of Directors
Loren Booth is the epitome of “time, talent and treasure.”
Loren has given her treasure in order for the foundation to keep
its doors open as we restructured and aligned our strategic plan
and as we kick off our capital campaign and continue to give
opportunities to our fellows and alumni. And then she gave
her time: traveling to countless meetings, doing one-on-one
visits, setting up events, leading the board of directors, showing
up to foundation gatherings, giving her support, sharing the
foundation’s vision, and being the head cheerleader for CALF.
And if that wasn’t enough, she shared her talent: her leadership,
her enthusiasm (which is contagious) and her grace. This
recognition from the board was created for those who share
their time, talent and treasure with the foundation. Loren has
done all three 10-fold! Thank you Loren!
“I would like to thank CALF for this
recognition. It was quite an honor
to receive the award at graduation.
As an alumna, I will always be
grateful to Ag Leadership for so
many ‘lessons in life.’ The journey
continues and it’s funny how these
lessons continue to evolve. The
program keeps teaching me. It
touches lives and the communities
in which we live. Thank you to the
staff, board, fellows and supporters
for this amazing program!”
–Loren Booth
PAGE >> 5

AG LEADERSHIP >> International Travel Seminar
Lessons Learned in India
An objective of all international seminars is to plunge fellows into cultures very different
than their own. This was easily accomplished within the first few minutes of hitting
the streets of India. Crowded streets, people invading our personal space, loud noises,
unusual sites, and overpowering smells and sensations. We were totally immersed in
an unfamiliar cultural experience and outside of our normal comfort zone. One fellow
described the first day as rapidly repeated whiplash as we tried to “look over there” and “look at
that.” Every sense was on high alert. There was so much to see and absorb and process. After a few
days, we became more accustomed to the sights, sounds and smells that were so overwhelming at
first and tried to focus on the specific learning goals, objectives and lessons of the international
experience. Eight fellows share their viewpoints about some of those lessons. >>
PAGE >> 6

AG LEADERSHIP >> International Travel Seminar
and
Nepal
PAGE >> 7

AG LEADERSHIP >> International Travel Seminar
Lesson: Old Cultures – New
Governments
India and Nepal are based on civilizations
with rich histories and established cultures
that have lasted for centuries. Like other
parts of the world, each country’s history
is marked by invasions, wars and power
struggles. Although invaders or colonial
occupation have shaped these countries
into their present forms, their unique
ancient cultures have survived. From a
leadership perspective, we learned that
people cannot come into either country
and apply western world norms upon
either culture and expect immediate
success. India and Nepal, although
very different, seem to be reinventing
themselves to fit the modern world, but
at the same time are holding on to their
unique backgrounds, which must be
understood in order to understand the
people and current practices.
Cameron Boswell: “Through our
experience I can see how India has been
successful at adapting culturally and
politically to preserve the rich traditions
of its ancient civilization and diverse
culture with a modernized democracy and
economy. This is a tribute to their virtues
formed from a long history of cultural
diversity, from language to religion. The
independence movement, led by one of
the world’s most highly regarded leaders
– Mahatma Gandhi – helped lay the
foundation for a modern democracy in
which the means are just as important as
the ends. Nepal’s leaders, despite their
rich cultural history, have yet to overcome
the fractious political movements
hindering Nepal’s quest for modernity and
prosperity.”
Justin Micheli: “I found myself
admiring Gandhi’s determination, fortitude
and vision. These values and convictions
allowed him to steer his people and in
a sense give birth to a nation. In Nepal,
among the slopes of the Himalayas, lies
a nation struggling to respect their rich
and colorful past with the balancing of
a modernizing force of present. The view
from a restaurant roof top table provided
me with an understanding of Nepal.
Heavens became mountains, mountains
became terrace farms, terrace farms
became roads, roads became arteries and
veins of a civilization. And in the center
of Nepal’s living society was a Buddhist
temple serving as a heart of a nation.”
Lesson: Economic Potential
There are complaints about the
burdensome regulatory environment
in California, but India arguably has
a much more oppressive regulatory
environment – although only in some
traditional sectors such as mining and
manufacturing. Regulations have not
caught up to newer growth areas such as
technology and biotechnology. There was
also evidence that corruption is a problem
that restrains economic development.
But Indians are prospering in many areas
due in large part to their innovative spirit
and make-do attitude, allowing them to
creatively find work-around answers. India
can become a major economic power if
some infrastructure problems, regulatory
restrictions and corruption do not hinder
progress.
Anne Coates: “The air and water
pollution was so prevalent that many
fellows mentioned how surprisingly
appreciative they are of regulations
in California. I agreed. I call myself a
‘recovering regulator’ – having played a
role in the sometimes overly oppressive
regulatory environment here at home. I
hope that as India grows into an economic
powerhouse, the people are able to
harness the ‘jugar’ spirit ingrained in their
culture and find innovative incentivebased
approaches to pollution instead of
solely relying on regulations. The ingenuity
that lies in their human resources could
possibly achieve a far greater positive
outcome if a balanced approach is
recognized and sought as they continue to
grow.”
Robert Grether: “It was clear that
there is a significant gap between where
India’s ag economy is today and where
PAGE >> 8

AG LEADERSHIP >> International Travel Seminar
people would like it to be. From Indian
farmers, we learned that the average farm
is smaller than five acres and family-run,
and so there is limited opportunity for
scale-driven mechanization or overhead
distribution. Government officials
regularly quizzed us about cold storage
and water-distribution best practices, but
admitted that regulations constrain such
infrastructure development. At the same
time, administrators at Punjab Agricultural
University and National Dairy Institute
are driving advances in ag technology,
including successfully raising the world’s
first cloned water buffalo.”
Lesson: Leaders and Leadership
One great object lesson used in many
discussions throughout the trip was the
leadership style of Mahatma Gandhi and
Mother Teresa. The leaders were very
different with vastly different objectives,
but the lesson from them was the power
of a non-aggressive, non-violent approach.
They taught us a lot about patience,
equality for all and servant leadership. We
used Gandhi and Mother Teresa quotes
throughout our journey to inspire us and
to help us reflect on leadership styles that
result in transformational change.
JJ Gross: “Gandhi’s shaping of India
was a common theme throughout our
trip. As a leadership group, we naturally
focused on what Gandhi accomplished,
but also his means for getting there. His
many strengths – not the least of which
was his ability to unite an ethnically and
religiously diverse group from a position
without formal authority – were brought
to life for us in this busy and confusing
nation.”
Karl Lehman: “India is a fascinating
case study for social order and leadership.
Gandhi’s leadership approach of nonviolence
has morphed into non-violent,
but aggressive assertiveness that
pushes our social comfort levels. India’s
massive population and diverse religious
background have created unique social
institutions. India has a social fabric of
what might seem as total chaos and
an assault on the senses, but has an
underlying value system shared by all
parties involved that makes it work
seamlessly from the inside. I wonder if
this is sustainable over the long term with
the age of accessible social information.
A country whose daily interactions revolve
around aggressive assertiveness as a
cultural norm has its breaking points.”
Lesson: Religious Traditions –
Religious Diversity
Our study tour allowed us an up-close
and personal view of several religions –
Islam, Hinduism, Buddhism and Sikhism.
Accompanied by Karm Bains (40), we had
the unique opportunity to visit top leaders
of the Sikh faith, including Jathedar Singh
Sahib Giani Gurbachan Singh, head of
the highest religious seat Akal Takht. We
formed a particular closeness with the
Sikh religion, not only because of Karm’s
excellent guidance and answers to our
questions, but because we had many
similar values to Karm and his faith.
Mike Testa: “Having done research
prior to our trip, we knew that the Sikh
religion is founded on the basic principal
that all people are equal – no caste, no
creed, no country dividing. The practicing
Sikh lives his life through honest work
and devotion to his duty, his family, and
his society. The living evidence of this
philosophy we experienced in India was
overwhelming and inspiring. We saw it in
the Bain family’s devotion to community
and in strangers supporting each other
for a common cause. It was so impressive
to see it at the Golden Temple, where
70,000 people are fed daily entirely by
volunteers!”
Ulash Turkhan: “Visiting the Golden
Temple in Amritsar, Punjab with Karm
Bains; being blessed by the principal
guru, Singh Sahib Jathedar (the high
priest resides at the Golden Temple); and
meeting Didar Bains was a very unique
and welcoming experience. Throughout the
trip in Punjab, where Sikhism was founded,
we always felt the absolute hospitality,
importance of equality regardless of what
religion you belong to, commitment to
community and family, and emphasis on
farming culture.”
PAGE >> 9

AG LEADERSHIP >> Commencement
Congratulations
Class 42
Class 42 fellows celebrated an
important and emotional achievement
on June 5 when they graduated
from the Ag Leadership Program.
The 23 fellows first came together in
November 2010 for their inaugural
seminar – eager to learn more
about leadership and themselves to
become better and stronger leaders.
Over the course of 20 months, they
experienced enlightening university
seminars and thought-provoking
national and international trips.
The fellows also gave back through
several service projects. All of the
fellows should be extremely proud
for their hard work, commitment
and accomplishment. These leaders
will continue to learn and grow,
take on new challenges, and assume
leadership roles. We are excited about
the meaningful ways they will make
a difference in the months and years
ahead.
PAGE >> 10
Joe Ange
Rachelle Antinetti
Carol Arnold
Ara Azhderian
Paul Basila
Cameron Boswell
Anne Coates
Jason Cole
Nathan Dorn
Brenda Farias
Ashley Gill
Robert Grether
Jared Gross
Cade Johnson
Denise Junqueiro
Karl Lehman
Justin Micheli
Christopher Nichols
Elisa Noble
Ryan Person
Sonny Pulido
Michael Testa
Ulash Turkhan

AG LEADERSHIP >> National Travel Seminar
Lessons
Learned
in D.C. & Maryland
The national travel seminar in
March delivered a compelling
experiential learning
opportunity to Class 43
fellows that deepened their
leadership skills. Over the course of eight
days, they met with government, business,
nonprofit, community and educational
leaders; explored the historic Gettysburg
Battlefield; and learned more about
Chesapeake Bay issues and projects. Some
fellows share their perspectives about
specific lessons during the trip.
Lesson: Political Polarization
Polarization is the separation into diametrically opposed, often
antagonistic, groups or viewpoints. The class learned about the political
process and saw divergent attitudes and approaches to dealing with
critical issues.
Manpreet Bains: “Over the past decade, we’ve seen a dramatic
increase in political polarization in the U.S. With political divisions in
Congress reaching levels not seen since the Civil War and the public
following suit with their opinions about government, we are at a critical
moment in our nation’s history. When talking with political leaders in D.C.,
it was clear that there are more areas of intersection than divergence. It is
up to leaders like those that CALF is growing to seize on opportunities to
“think outside the box” and build bridges, rather than deepen the chasms
that divide us.”
Lesson: The Importance of Understanding
the Judicial System
The class learned about Supreme Court legal debates and the perspectives
of Justice Stephen Breyer.
Tricia Geringer: “Justice Breyer discussed the challenging and
often polarizing nomination process for justices. He said the nomination
process, though difficult, is necessary and something he respects. Given
that justices are appointed for life, he conveyed that it is critical for
Americans to learn as much as possible about the views of the person
being nominated to the court. This vetting process in the U.S. Senate is the
only opportunity to evaluate the nominee, and he believes it is vital. Justice
Breyer’s humility and patience as he answered our questions was striking
and demonstrates the value of these virtues. His unassuming nature is a
powerful lesson in emotional intelligence.”
Vance Ahlem: “While visiting with representatives from California,
we heard over and over again how they try to work with their colleagues
across the aisle, but could never get anything done because the other
party wouldn’t bend to the will of the person reaching out. As I think
back on the dysfunction I observed while in Washington, it brings to mind
a message that I learned in our meeting with Mr. Marshall Matz. When
dealing with politics it is time to reach out and find a common cause that
you can build upon with those who are traditionally aligned against you.”
Danielle Dupree: “Hire smart, passionate, hardworking people with
a lot of energy. Great advice from Justice Breyer and understandable
considering the amount of effort that goes into choosing and researching
cases heard in the Supreme Court. Justice Breyer explained the complex
process prior to the very short trial, including the debate and discussion
between the differing opinions in our land’s highest court. The amount of
respect for differing opinions was apparent and expressed as valuable to
the process. It reminded me that conflicting opinions often bring important
details to the issue at hand.”
PAGE >> 11
Photo: Architect of the Capitol

AG LEADERSHIP >> National Travel Seminar
Lesson: Political Ideology vs.
Solving Problems
Lesson: Leadership Lessons
From the Battlefield
Lesson: Dealing with Conflicting
Perspectives
PAGE >> 12
In meeting with the chief of staff for Sen. Dianne
Feinstein, the class learned about the differences
between those who are in D.C. to advance their
political ideology versus those who focus on
trying to solve problems.
Bill Lewis: “While in D.C., it was confirmed
that ideology is winning over solving real
problems. This conflict and struggle was
very evident from our visits with several
representatives. Each described an environment
of struggle that is being displayed from the
top of our political leadership – including the
president, Senate leader and House leader. The
problem is impacting the debate conversations
of both big issues and day-to-day work in
Congress. The lessons we are processing with
personal development involve understanding
oneself, listening to others with dialog, resulting
in trust and relationship – lessons needed in
Washington for problem resolution.”
Helen McGrath: “Our national seminar
taught us every step of the way how complex
issues cannot be addressed by constricted
thinking or politics – from our visit with the EPA,
meeting elected officials from our own state,
farmers in Maryland dealing with TMDLs that
will be referenced here in CA, to a personal
conversation with Justice Breyer. There was
an ongoing dialogue during the trip about a
broad, engaging and unprecedented approach
that is needed to keep agriculture, and the well
being of our communities, vibrant and viable. As
future leaders, we must always keep this at the
forefront of our minds.”
With Gettysburg as the setting, the class learned
about differences in communications style,
lack of sufficient information, stifling or lack of
productive debate, and not sharing a common
vision – and how these could affect the success
of almost any venture.
Carson Britz: “Gettysburg provided a
glimpse into a different type of organizational
structure, with similar struggles in business
and everyday life. It’s not just business that
commands strong and effective leadership;
leadership must be a core life skill. Failure
to hone these skills can result in unintended
consequences (loss of life in this case), like that
of Gen. Sickles’ insubordination to Gen. Meade. I
realized how each decision we make, regardless
of positional power or socioeconomic status,
affects people on many levels. This concept
continues to help my development as a leader
with more self-awareness and greater emotional
intelligence.”
Danielle Burk: “There are many leadership
lessons to be learned from Gettysburg. After
being on the battle field you are left with many
“what if” questions, but a lesson is leadership
takes more than the ability to give commands.
Leadership requires courage, trust, empathy and
respect. How well did these men know the styles
and personalities of the men they led? Were the
leaders that had emotional intelligence better
able to command their men? The Gettysburg
lesson for me would be leading yourself under
any circumstance is key to leading others.”
The class learned about the need to reach
out and talk with those who have conflicting
perspectives. Only a small percentage of the
population understands agriculture, and unless
we reach out to others we will not have a voice.
Anthony Laney: “After spending time in
D.C., it became clear that our industry needs
to reach out to those that may not understand
agriculture and what our industry is doing. It’s
easy to talk to folks that support our agriculture.
It’s much more difficult to talk to those that
may have another view of agriculture or that
don’t know much about where their food comes
from. By reaching out and educating others,
our industry will begin to build bridges with
these groups, give them a better understanding
of what we do, and hopefully build common
ground so we may work together in the future.”
Heidi Harris: “If you listen more and talk
less, you will find a common thread. Start small
and work your way up from there. When we
find common threads with people we never
saw compatibility with before, it is likely we are
really listening to them for the first time. It is very
comfortable to talk to people who agree with
you; so be bold and of good courage and talk to
those who don’t! You may find enough common
threads to weave an answer.”

AG LEADERSHIP >> National Travel Seminar
“IT’S EASY TO TALK TO FOLKS THAT
SUPPORT OUR AGRICULTURE. IT’S MUCH
MORE DIFFICULT TO TALK TO THOSE
THAT MAY HAVE ANOTHER VIEW OF
AGRICULTURE OR THAT DON’T KNOW
MUCH ABOUT WHERE THEIR FOOD
COMES FROM.”
Lesson: Critical Thinking for Critical Issues
The class learned about the complexities associated with efforts
to restore the Chesapeake Bay, which provided an opportunity
to practice the critical thinking skills necessary to solve critical
problems in California.
Christopher White: “Our exposure to the efforts to
implement the Chesapeake Bay’s total maximum daily load (TMDL)
for nitrogen, phosphorus and sediment was illuminating. My
take home message was to become very proactive in fashioning
and implementing solutions in early phases before the TMDL
is established. In the San Joaquin Valley we are facing similar
early stage TMDL implementation processes for salt, selenium,
boron and other constituents. We need to: 1) clearly articulate
the problem to our agricultural water users, 2) communicate
consequences, 3) develop local and practical solutions, and 4)
provide the tools to help individual users to implement solutions.”
Shannon Leigh: “It was very interesting to observe how
the Chesapeake Bay Foundation and EPA, two separate interest
groups, work on complex water issues. Despite different
perspectives and interests, there was an inherent message from
both on the significance of agriculture preservation in the pursuit
of bay restoration. Identifying a common goal has aided to some
degree on how they can work together to preserve the best
interests of both groups. This is a simple concept to leverage: find
more common goals in California that align with diverse groups
to create more advocates for our industry that further align with
achieving our goals.”
PAGE >> 13

AG LEADERSHIP >> L4 Seminar
BE A RESONANT LEADER
PAGE >> 14
Today’s world is fast-paced, challenging and
rapidly evolving. According to leadership expert
Dr. Annie McKee, we are at the very edge of a
massive change in what our world looks like –
and leaders need to be ready.
“We have to look deep inside ourselves to
figure out what it will take to lead in a world
full of opportunities, changes, problems and
unpredictability,” said McKee. “What are
we going to do to step into today’s world
with power, influence, and an ability to move
people and face challenges with hope and
optimism? Great leaders move us. Unless
you engage people’s hearts as well as their
minds, then you’re not going to move them
and inspire others.”
McKee is a leading authority on leadership
and a bestselling business book author. She
advises global leaders from CEOs of Fortune 50
companies to government officials to nonprofit
board members. She helps people become
better leaders and helps corporations become
more successful. McKee has written extensively
on leadership, including “Primal Leadership”
(required reading for fellows), “Resonant
Leadership,” and “Becoming a Resonant Leader.”
McKee’s newest book is “Management: A Focus
on Leaders,” a textbook used in universities
across the globe.
In March, McKee spoke to Ag Leadership alumni
and friends at a Life-Long Leadership Learning
(L4) seminar at UC Davis. She shared personal
stories, research and valuable advice about
leadership, and she engaged audience members
in interactive breakout sessions.
Resonant Leadership
McKee emphasized that the best leaders create
resonance – “a reservoir of positivity that inspires
passion and motivates people to perform at their
best.” Resonant leaders foster an environment
where people can achieve at their highest level
in a climate that is characterized by hope and a
shared belief in a compelling vision.
“Resonant leadership is a catchy phrase,
but it really means something,” said McKee.
“Resonance in music is when everything comes
together to make a beautiful sound. Resonance
between humans is that sense of harmony and
power, and the whole is more than the sum
of its parts. We look at leadership as a holistic
experience: bringing mind, body, heart and
spirit together allows you to create resonance in
yourself and resonance with other people.”
According to McKee, what differentiates
outstanding leaders from average leaders is
that they understand and develop emotional
intelligence. Emotional intelligence can be
understood as interpersonal competencies of selfawareness,
self-management, social awareness
and relationship management. “When you
look at results – organizational, institutional,
community, political – in terms of getting things
done, the skills that make a difference are related
to emotional intelligence.”
The Importance of Emotions
Emotions are part of being a resonant leader,
explained McKee. Emotions are contagious and
can have an impact on relationships. “If you’re
in a position of power, you have to pay attention
to your emotions,” she said. “The mood you’re
in is transferable to other people. When we are
in a state of positive emotions – enthusiasm,
optimism, hope and happiness – we are
smarter and we function better cognitively and
physically.”
If emotions and emotional intelligence are at
the heart of great leadership, then we each have
a part to play, said McKee. “The smallest act in
the spirit of ‘pay it forward’ can make a huge
difference, not only in individuals’ lives, but also
in the outcomes we’re seeking to achieve in our
communities and companies. A leader’s behavior
– and the creation of a climate and culture that
allows people to be at their best – accounts for a
huge amount of an organization’s performance.”
Renewal: Mindfulness, Hope and
Compassion
Key to sustaining resonance is renewal – bringing
yourself back into a state of well being and
existing as a fully functional person. McKee
cautioned that leaders shouldn’t try to “do it all”
in today’s world, as that can be exhausting and
stressful and lead to dissonance.
“We talk about the ‘sacrifice syndrome’ – we
give and give and have stress and pressure.
People can get trapped in their personal and
professional lives and they’re no longer the leader
they want to be. There are simple, everyday,
straightforward practices that everybody can do
related to mindfulness, hope and compassion.”
Mindfulness is being aware of what is
happening within your body, mind, heart and
spirit. Whatever the path is – prayer, exercise,
meditation, gardening, being in nature – McKee
recommends reflective breathing and thinking
about experiences of gratitude or hope. “It’s a
state of serenity that may help you deal with
stress better.”
With hope and compassion, “it’s simple care
and concern for self and others, and acting on
that care and concern. That’s what we do as
leaders. When people believe we are awake and
aware, hopeful and optimistic, and that we are
compassionate and care about them, they will
walk through a wall for you and with you.”
McKee ended with one of her favorite quotes
from Gandhi (Be the change you want to
see in the world) and asked, “If we each did
just a little bit more of that, wouldn’t we have a
wonderful world?”

AG LEADERSHIP >> Alumni Council
Alumni Council Welcomes
Directors, Shares Goals
The Alumni Council announced in May the
newly elected directors for regions 1, 3, 5, 7
and 9. They will serve a two-year term (2013-
2015). Even-numbered region directors will be
elected in 2014.
“We extend our appreciation to the alumni who
stepped up to serve as regional directors,” said
new Alumni Council chair Melissa Duflock (40).
“We also recognize the departing directors for
their years of service. These dedicated alumni
have put in an enormous amount of time and
effort for Alumni Council and CALF activities.”
The directors convened on June 5 at Cal Poly
Pomona. One of their top goals is to encourage
more alumni to be connected and to give their
“time, talent and treasure” to alumni activities
and the foundation. The Alumni Council
will also focus more effort and attention
to maintaining the excellence of the D.C.
Exchange, as well as reintroduce the California
Exchange in fall 2013. Another goal is to
ensure the blueprint for the Alumni Council is
completed in a way for alumni to understand.
“Our new team is excited to move forward,
generate ideas, and continue to support and
enhance our alumni events,” said Duflock.
Welcomes and Goodbyes
New Directors
Region 1:
Holly Dawley (38) *
John Weiler (22)
Region 3:
Michael Campbell (3)
Mica Heilmann (40)
Region 5:
Melissa Duflock (40) *
Jorge Suarez (41)
Region 7:
Lisa Bodrogi (39) *
Dan Sutton (40)
Region 9:
Yissel Barajas (40)
* second term
New Executive Committee
Chair: Melissa Duflock (40)
Vice Chair: Holly Dawley (38)
Secretary/Finance: Matt Fisher (41)
Immediate Past Chair: Rob Geis (35)
Foundation Board Liaison: Deanna van Klaveren (32)
Advisory: Mike Young (35)
Departing Directors
Region 1: Tracy Schohr (39)
Region 3: Jonnalee Henderson (39)
Missy Gable (40)
Region 5: Bill Hammond (40)
Region 7: Lino Bozzano (38)
Region 9: Art Bliss (8)
Leslie Leavens-Crowe (34)
Reuniting in region 9
The 2013 All Class Reunion
at the oceanfront Ventura
County Fairgrounds was
an enjoyable get-together
of alumni, family, friends
and staff. Between 75
and 100 people attended
throughout the weekend,
with a good-sized crowd
at the Saturday reception
and dinner. During the
dinner, Dr. William J. (Bill)
Reckmeyer was honored
with a special award
recognizing his nearly
20 years of service to Ag
Leadership. Dr. Reckmeyer
served as an important
strategic advisor for the
Ag Leadership Program.
He received a plaque
and three large gift bags
filled with California
commodities.
A Sincere Thank You
Wells Fargo for their
generous sponsorship.
PAGE >> 15

AG LEADERSHIP >> Leadership Focus
Full range leadership
By Dr. Sara Daubert
THE IDEA BEHIND FULL RANGE
LEADERSHIP STEMS FROM TWO
LEADERSHIP THEORIES: TRANSACTIONAL
AND TRANSFORMATIONAL LEADERSHIP.
UNDERSTANDING THE DIFFERENCE
BETWEEN THE TWO IS IMPORTANT WHEN
EXAMINING THE ENTIRE CONCEPT OF
FULL RANGE LEADERSHIP.
James MacGregor Burns (1978) first introduced
the concept of “transforming leadership” in
his descriptive research on political leaders.
According to Burns, transforming leadership
is a process in which “leaders and followers
help each other to advance to a higher level
of morale and motivation.” Burns related
to the difficulty in differentiation between
management and leadership and claimed
that the differences are in characteristics
and behaviors. He established two concepts:
“transformational leadership” and
“transactional leadership.” These terms are
commonly used in describing leadership in
organizations today.
The transactional leader approaches everyday
relationships as a series of exchanges, and
the more exchanges equates to the stronger
the relation. For example, in business a
leader may announce a reward in turn for
productivity. The relationship is about the
requirement (exchange), condition and rewards
(or punishment). According to Burns, the
transactional leader approaches followers
with an eye to exchanging one thing for
another for reward or punishment. Rewards
and punishments are “contingent upon” the
performance of the followers.
Behaviors associated with
transactional leadership include:
Laissez-Faire: Hands-off leadership.
Management-by-Exception: Setting
standards, but waiting for problems to arise
before doing anything.
Contingent Reward: Exchanging reward
and recognition for accomplishments.
Transactional leadership can be effective in
some situations, but it generally is considered
insufficient in getting a follower to achieve his/
her full potential.
According to research, leaders are usually most
effective when they use the four behaviors
associated with transformational leadership and
according to Burns, the transforming approach
creates significant change in the life of people
and organizations. It “redesigns perceptions
and values, and changes expectations and
aspirations of employees” (1978). Unlike in
the transactional approach, it is not based
on a “give and take” relationship, but on the
leader’s personality, traits and ability to make
a change through example, articulation of
an energizing vision and challenging goals.
Transforming leaders are idealized in the
sense that they are interested in working
towards the benefit of the team, organization
and/or community. Burns theorized that
transformational and transactional leadership
were mutually exclusive styles.
The extent to which a leader is transformational
is measured first in terms of his/her influence
on the followers. The followers of such a leader
feel trust, admiration, loyalty and respect for the
leader. Because of this, the followers are willing
to work harder than originally expected. These
outcomes occur because the transformational
leader offers followers something more
than just working for self-gain; they provide
followers with an inspiring mission and vision,
which gives them an identity. The leader
transforms and motivates followers through
his or her idealized influence, intellectual
stimulation and individual consideration.
Behaviors associated with
transformational leadership
include:
Intellectual Stimulation –
Transformational leaders not only challenge
the status quo; they also encourage creativity
among followers. The leader encourages
followers to explore new ways of doing things
and new opportunities to learn.
Individualized Consideration –
Transformational leadership also involves
offering support and encouragement to
individual followers. In order to foster
supportive relationships, transformational
leaders keep lines of communication open so
that followers feel free to share ideas and so
that leaders can offer direct recognition of each
follower’s unique contributions.
Inspirational Motivation –
Transformational leaders have a clear vision
that they are able to articulate to followers.
These leaders are also able to help followers
experience the same passion and motivation to
fulfill these goals.
Idealized Influence – The
transformational leader serves as a role model
for followers. Because followers trust and
respect the leader, they emulate this individual
and internalize his or her ideals.
As a leader in your organization, incorporating
these four behaviors into your everyday
leadership practices will result in extra effort
from your workers, higher productivity and
morale and ultimately higher organizational
effectiveness.
PAGE >> 16
Laissez-Faire
Transactional
Management
by Exception
FULL RANGE LEADERSHIP
Contingent
Reward
Individualized
Consideration
Transformational
Intellectual
Stimulation
Inspirational
Motivation
Bass, B. M. (1990). Bass’ and Stogdill’s Handbook of Leadership. New York: Free Press.
http://ianrpubs.unl.edu/consumered/g1406.htm
Idealized
Influence

AG LEADERSHIP >> Alumni Spotlight
Local Leaders, National Winners
Jeff Thomson (3) and Greg Wegis (39) share
many things in common: Ag Leadership, Bakersfield,
Kern County Farm Bureau, and
successful family-owned ag operations that go
back more than 100 years. Now something else
has been added to their “things in common”
list: the National Outstanding Young Farmer
(NOYF) award. Thomson was a national winner
in 1981 and Wegis in 2013.
The NOYF program is the oldest farmer recognition
program in the United States, honoring
the outstanding achievements of young agriculturists.
It is managed by the Outstanding Farmers
of America (OFA), which consists of former
OYF state winners – about 1,800 throughout
the country.
After a nationwide application process, 10 state
finalists are invited to the annual NOYF Awards
Congress. They are interviewed by judges and
participate in public speaking sessions about
their farming operations. Four national winners
are chosen based on their progress in an
ag career, extent of soil and water conservation
practice, and contributions to community, state
and nation.
“It was a privilege and honor just to make the
top 10,” said Wegis. “My wife, Gina, and I became
very close with the other finalists because
we were all going through the same experience
at the congress. We were the last winners announced
at the award ceremony. The anticipation
and excitement was incredible. The whole
process was very rewarding.”
Wegis believes his participation in Ag Leadership
was one of the major reasons for winning
the award. “The training, public speaking, personal
development and leadership experiences I
gained through Ag Leadership were definitely
an advantage.”
When Thomson won the award, the selection
process was slightly different. Forty-seven states
were represented at the congress, and the winners
were chosen from those state nominees. “I
remember it being an incredible experience and
we were thrilled to be named national winners,”
he said. “The congress is a wonderful four-day
interactive learning session. There are certain
similarities between OFA and Ag Leadership.”
Thomson has remained involved with OFA
since winning. He became vice president in
2012 after serving two years as secretary/treasurer.
One of his responsibilities is finding OYF
candidates – and Wegis is a successful example.
Both believe that Ag Leadership alumni are
ideal OYF candidates/participants.
“Ag Leadership is the perfect organization to
help shape young agriculturalists to get them
to compete on a national level,” said Wegis.
Thomson agreed. “Ag Leadership and OYF are
mutually beneficial and I encourage alumni to
apply. Both are life changing experiences, but in
different ways.”
Although at different stages in their careers,
Thomson and Wegis are very busy with their ag
operations and volunteer endeavors.
Thomson is chairman of Thomson International,
a grower-packer-shipper of watermelons and
onions, and a grower of potatoes, peppers, carrots
and almonds with other shippers on 2,000
acres. The business has been family-owned and
managed for five generations in Kern County.
His son, Jack, is president and two of his three
daughters hold various positions. “It’s rewarding
to have everyone involved in the family
business.”
In the years since graduating from Ag Leadership
and winning the NOYF award, Thomson
has served numerous industry and conservation
groups, including as Kern County Farm Bureau
(KCFB) president in the 1980s. He currently
serves as chair of the Tulare Basin Wetlands
Association and on the board for Tulare Basin
Wildlife Partners.
Wegis is partner/owner/operator of the 9,000-
acre Wegis Ranch that grows almonds, pistachios,
cherries, tomatoes, corn and wheat. He
is also focused on three other ag businesses –
Water Associates, an irrigation powered assets
and pump company; REDtrac, a GPS tracking
company; and Tanktrac, a tank fluid monitoring
business.
Wegis is KCFB vice president (president in
Nov. 2013) and sits on the California Tomato
Growers Association board. “My plan is to
limit it to these for now in order to focus on
and maintain a successful family business and
further develop my leadership skills.”
A generation apart, these alumni have used and
continue to use their leadership skills to make
a difference.
For more information: http://ofafraternity.org/
On Ag Leadership
Wegis
Ag Leadership is the main reason I’m in leadership
roles. Before the program, I didn’t really serve in
any leadership roles. I didn’t know if I was even
leadership material outside of our business. But Ag
Leadership gave me confidence, it showed me there
are all types of leaders and leadership styles, and it
showed me my strengths and weaknesses. I now
have the passion and the will to want to strengthen
our industry. I can’t thank Ag Leadership enough for
helping me better myself.
Thomson
Ag Leadership was absolutely an amazing experience.
The program changed many of my perspectives.
Our class was and still is a very close class that meets
every other year or so. Our international trip took
us to Taiwan, Philippines, Thailand, Indonesia, Hong
Kong, China, Singapore, Malaysia and Japan. That
was a major trip for us. It’s been 40 years, but I
remember so much. There were images that I’ll never
forget.
PAGE >> 17

AG LEADERSHIP >> Alum & Fellow News
CLASSES 1-9
Jim Nielsen (5) was inducted
into the Blue and Gold Hall of Fame
by the California FFA on April 21.
The honor recognizes individuals
who have played an integral role in
California FFA’s success, helped advance
ag education and the FFA, and
rendered outstanding service.
CLASSES 10-19
John Ledbetter (12) was honored
by the San Joaquin Historical
Society for being an exemplary leader
and making a difference in the wine
industry. He was honored on June
15 at Notably San Joaquin, an event
celebrating the major contributors to
Valley agriculture and the local community.
CLASSES 20-29
Abel Maldonado (26) has
launched a statewide initiative called
Stop Early Release, which aims to
stop the early release of criminals and
protect California families. He has
also confirmed that he will run for
governor of California in 2014.
Joe Pozzi (28) was elected in
January to represent region 8 on the
American Sheep Industry Association’s
executive board. Region 8 is
comprised of California, Oregon,
Washington, Alaska and Hawaii. He
will serve a two-year term.
CLASSES 30-39
Mat Conant (31) was part of
a 24-member delegation, including
elected officials and business and
community leaders, that went on
a 10-day trade mission to China in
May. The trip was organized by the
California Asian Pacific Chamber of
Commerce.
Dennis Albiani (32) was presented
with an Honorary State Farmer
Degree by the California FFA on
April 21. The honor recognizes those
who are helping to advance ag education
and the FFA and who have rendered
outstanding service.
Mary Kimball (32) was a panelist
at the theatrical release of the
documentary American Meat, a profarmer
look at chicken, hog and cattle
production in America. The event
was held on April 13 in New York
City. Her panel focused on beginning
farmers.
Steve McShane (33) was appointed
to the California Nursery
Advisory Board by CDFA Secretary
Karen Ross. He will serve a four-year
term.
Nicholas Miller (36) was
named to the 40 Under 40: America’s
Tastemakers list by Wine Enthusiast
magazine in April. The list recognizes
rising young stars who are changing
the way the world drinks.
CLASSES 40-43
Elisa Noble (42) was named director
of the Placer County Resource
Conservation District.
MULTIPLE CLASSES
Link Leavens (11) and Leslie
Leavens-Crowe (34) were on
the cover of the Jan/Feb 2013 issue of
Citrograph magazine. The publication
featured a nine-page article about the
Leavens family, their leadership, the
farming operation and its history.
Two agricultural publications featured
several alumni and a fellow as part
of their GenNext segment. Nicholas
Miller (36), Karm Bains
(40), Erik Jertberg (40) and
Eric Genzoli (43) were highlighted
in American Fruit Grower,
and Garrett Patricio (38) was
highlighted in American Vegetable
Grower. The GenNext segment focused
on up-and-coming young leaders
in production agriculture.
Margaret D’Arrigo-Martin
(24) and Steve McIntyre
(21) were named to the 2013-14
board of directors for the Grower-
Shipper Association of Central California.
WHAT’S HAPPENING
IN YOUR
LIFE?
PLEASE SEND ANNOUNCEMENTS
OR NEWS TO:
mritchie@agleaders.org
Donor Support Feb 1, 2013 - June 30, 2013
PAGE >> 18
$500,000
Otis Booth Foundation
$30,000
Wells Fargo Foundation
$25,000
Bank of America Merrill Lynch
Driscoll Strawberry Associates, Inc.
Western Growers Association
$20,000
E. & J. Gallo Winery
$15,000+
Jim and Betsy Hansen
$10,000
C.H. Robinson Worldwide
Capital Insurance Group
Farm Credit Alliance: American
AgCredit, Farm Credit West,
CoBank
Wegis & Young Property
Management, LLC (Mike Young,
Greg Wegis & Rick Wegis)
$8,500
Azzule Systems
$5,000
Saticoy Lemon Association
Supima Cotton
$3,000
R.Gorrill Enterprises
$2,500
Prudential Financial
$2,000
Paul Basila (Basila Farms)
$1,700
Naturipe Berry Growers
$1,000-$1,699
Lori Berger
Carson and Natalie Britz
Fanciful Company
Robert Grether
Robert Hodgen
Tom and Maureen Ikeda
Charles Kosmont
Mid Valley Ag Services
(Todd Hudelson)
John Muller (Trudy Muller)
United Agribusiness League
(Anthony Magno)
Ken Zimmerman
$700-$799
Anne Coates
Sierra Pacific Foundation
$600-$699
Far West Equipment Dealers
Association Services, Inc.
$500-$599
Allied Grape Growers
Norman Antinetti
The Clorox Company Foundation
(Mary-Ann Warmerdam)
Jason Cole
The Driscoll’s Charitable Fund at
Community Foundation
Santa Cruz County
Dole Fresh Vegetables
Howard and Cindy Elmore
William and Kristine Lewis
Wells Fargo Community Support
Campaign (Kenneth McCorkle)
The Nunes Company
Pacific Ag Rentals
Norm Rapp
Valley Fabrication, Inc.
John and Teri Zonneveld

AG LEADERSHIP >> Thank You
SPECIAL THANKS
Our Major Contributors
July 1, 2011 - May 31, 2013
Founders’ Leadership Circle
$1,000,000 and above
James G. Boswell Foundation
Otis Booth Foundation
Legacy Leadership Circle
$500,000 and above
Boswell Family Foundation
Pioneer Leadership Circle
$250,000 and above
Susan Dulin (in memory of J.G. Boswell II)
Chairman’s Leadership Circle
$100,000 and above
Grether Farming Company, Inc.
John and Sheila Lake
Taylor Farms California
Wells Fargo
Alumni Leadership Circle
$50,000 and above
Bank of America Merrill Lynch
Justina Borba
Driscoll Strawberry Associates, Inc.
Growers Express
J.F. Maddox Foundation (in memory of
J.G. Boswell II)
Mission Produce, Inc.
Mulholland Citrus
Reiter Affiliated Companies
Western Growers Association
President’s Leadership Circle
$25,000 and above
The Borba Families – Mark and Sharon
Borba
Bowles Farming Company / Philip E. and
Janie N. Bowles
D’Arrigo Bros. Co. of California
Farm Credit Alliance: American AgCredit,
Farm Credit West, CoBank
TMD Creative
The 1970 Leadership Circle
$10,000 and above
Azzule Systems
Booth Ranches
Capital Insurance Group
C.H. Robinson Worldwide
Class 39
Denise Godfrey Family / Olive Hill, LLC
E. & J. Gallo Winery
Jim and Betsy Hansen
Harden Foundation
International Paper Company
The Johannessen Trust
Kevin Grizzle Farms, LLC
The Klassen Corporation
Lagomarsino Group
Charlie and Sheila Mathews
George and Kathleen Myers
Paul and Yvonne Murai
The Norton Foundation
Rabobank, N.A.
Saticoy Lemon Association
Syngenta Corporation
Rick Vorpe and Evelyn Matteucci
Wegis and Young
Fellows Leadership Circle
$5,000 and above
Bank of the West
Rose Marie Burroughs
Craton Capital
Gary Cusumano
Errotabere Ranches
Finch Farms
Greenleaf Farms, Inc.
The James R. Moffett Family Foundation
Bradford and Randall Lange /
LangeTwins Winery & Vineyards
Mann Packing Company
Tom and Brianne McGrath
Benina Montes
Monsanto Company
Person & Son Cattle Co.
Peter Peterson
Vernon and Carol Peterson /
Abundant Harvest Organics
Richard Pidduck
Rolling Ridge Ranch
Prudential Ag Investments
Supima Cotton
Union Bank of California Foundation
Tim York
Fundraising and Special
Events
World Ag Expo Ag Leadership Alumni
Breakfast
Dean Brown Golf Tournament
Region 9 Golf Tournament
Region 6 Golf Tournament
Colusa Farm Show Breakfast
Common Threads, Fresno
$400-$499
John and Carol Gorter
Dan and Joyce Souza
Mary-Ann Warmerdam
$300-$399
American Pistachio Growers
G.K. Machine, Inc.
$200-$299
Carol Arnold
Tom Dimare
Butte Basin Management Co.
Kevin and Diane Herman
Les Heringer
Myron Holdenried
Fidela Irigoyen
Bill Jones ( J & J Farms)
Pioneer Equipment Co.
$100-$199
Arnold Barcellos
Ben Carter (Benden Farms)
Doug and Nancy Brockman
Tom and Kathryn Chandler
Jonnalee Henderson
Henderson Farms, Inc.
Daniel Nelson
Nick Pasculli
Doug and Ann Phillips
Jim and Anna Shekoyan
Squires Ag Consulting, Inc.
Wells Fargo Community Support Campaign
(Thomas Chandler)
Dean Wineman
Woody Yerxa
Up to $100
Woody Barnes
Melissa Varcak
David Viviani
Alumni Fundraising Events
Colusa Farm Show Breakfast: $14,243
World Ag Expo Ag Leadership Alumni
Breakfast: $83,800
In-Kind
TMD Creative – art direction, graphic design,
multiple projects: $8,455
Quiedan Company (Dan McNamara)
– black shade cloth: $120
San Bernardo Rancho (Melissa Duflock) – finale
dinner, DCX book, recruiting event: $5,310
Ocean Mist Farms ( Joe Pezzini) – produce: $100
Joan and Rick Little – wine: $360
Jim Stollberg – wine for D.C. reception: $220.10
PAGE >> 19

P.O. BOX 479
SALINAS, CA 93902
Return Service Requested
NON PROFIT ORG.
U.S. POSTAGE
PAID
Salinas, CA
Permit No.61
HORIZONS MAGAZINE
is published quarterly by
the California Agricultural
Leadership Foundation for
alumni, donors, supporters
and friends.
Phone: 831-585-1030
www.agleaders.org