Vance Norgaard

I have talked at length about the absolute need for a long-term plan to transition from a high fossil fuel consuming state to low fossil fuel consuming state as peak oil occurs and oil, as we know it, diminishes in supply on a world-wide basis. Let me give you an example of what one part of this plan could entail. First I would start with what I call “Minnesota’s agriculture support backup plan.”

Even though peak oil and oil depletion are going to be a somewhat gradual process, there are situations that could disrupt production and delivery, leading to short- and long-term shortages which can have all kinds of ramifications. What could cause disruptions? Well, let’s start with hurricanes, and how Katrina impacted the price and supply of oil. What if one of our suppliers finds a new buyer? What if another country can pay more than the U.S. can pay? What if something really nasty happens in the Middle East? There are many more “what if’s” and they are all real possibilities.

Now getting back to my point. The agriculture (ag) industry in our district and state is a very important and necessary part of our lives and our economy. IT IS OUR FOOD SUPPLY! In order for the ag industry to function there is a window of time in the spring when the farmers absolutely need fuel and gasoline to plant crops. This time period lasts from about mid April to mid June. If there are not seeds in the ground during this time period, the planting opportunity is missed, and crop production in the state will be greatly reduced. The same applies to the fall harvest. A fuel shortage during a crop cycle could be disastrous. So how can we protect ourselves from this situation?

With all of Minnesota in mind, we should store (in strategic agricultural areas around the state) a one-year reserve stock of all of the petroleum products it takes for a one-year crop cycle. I am unsure if this type of plan currently exists in the state. Maybe all current suppliers could expand their storage for more inventory, and the plan dovetails into the current supply system. All of these stocks could be consumed in the normal manner, using a “first in, first out system” with a one-year inventory. Costs of the system would include storage and the carrying costs for a large inventory. Even though this system could be very expensive, consider the cost of one year’s lost crop to the district and state. Who would ultimately pay for this critical carrying cost? More than likely, the consumers of the food supply. Where will the money come from? We need to change our thinking to match the new realities. Once life’s true necessities are separated from the non-essentials, the answers will become clear, and the money will be available.

This is just one of many scenarios that will be played out in the future as oil supplies tighten, prices increase, and competition for oil increases. We need to start planning and acting now. The example I have just given you does not include reducing oil consumption. The example functions as a safety net within the long-term transitional plan.

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We are all on the trip of a lifetime. Let’s make it the best we can for everyone and not deny future generations the same experience.

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A constant reminder during flight training is “fly the airplane.” This means that, above all else, one must continue to fly the airplane through all distractions and events which might tend to divert one’s attention away from flying the airplane. Here is an example. A somewhat common occurrence in a small single or twin engine aircraft is to have a door unlatch during take-off or in flight. When a door is not properly latched, any pressure change, bump or vibration will pop the door open a crack. Although not a serious situation, it can be an unexpected and scary diversion. Some pilots focus on correcting the problem immediately, only to lose control of the airplane. The best thing to do is ignore this problem for the moment, “fly the airplane,” and keep control of the aircraft until you land. Once you have landed, it is safe to focus your attention on properly latching the door.

Once when former astronaut Frank Borman was leading Eastern Airlines, one of their large airliners crashed in the Florida Everglades. The airplane was expected to land in Miami, but the air traffic was delayed, and the plane was directed to a holding pattern. The plane was programmed for autopilot. At some point, one of the three-member crew noticed that a light bulb was out on the instrument panel. This was absolutely a minor problem; however, it became an obsession with the crew, each one of them trying to fix the bulb. Their attention was diverted. During the distraction, the autopilot switch was bumped, and the plane began to lose altitude.

Immersed in a totally black sky and having no access to ground references, the crew weren’t aware of what was happening. They continued to be distracted. The plane entered a downward spiral, crashing. I do not remember how many people were hurt or killed, but it was a terrible disaster–all because the entire crew forgot to “fly the airplane.” This crash was just one part of what led to developing a regulation known as Cockpit Resource Management (CRM). It mandated that a crew manage its workload so that someone is always “flying the airplane.”

I give you these examples because I believe much of the time, no one is at the main controls of the state government. One example of this is the 35W bridge incident. The Governor and lieutenant governor each took oaths to uphold the constitution and the safety of the public. To keep the foundation of the economy in place and for the safety of the traveling public, it is imperative to maintain our roads, including bridges. Many people were aware of the “failing report” of this bridge. Why was it that the bridge was not shut down a year before it collapsed? I believe this happened because our Governor and lieutenant governor were not “flying the airplane.” The person in charge of the DOT was distracted from her responsibility by a Governor who was penny wise and dollar foolish.

I believe there are two reasons the Governor was distracted: first, lack of experience. He does not understand the gravity of public safety situations. Secondly, he is distracted by lobbyists. For about five years, the polls and public told the state government to stay out of the stadium issues altogether, but the team owners and their lobbyists and media kept pushing. Finally the legislature voted to take the democratic voting rights away from Hennepin County people, and transfer those rights to the county commissioners. Voting in favor of increased taxes, the commissioners paved the way for a new stadium.

All of this time and energy could have gone to many more productive things like properly maintaining the state’s infrastructures. Maybe the Governor, lieutenant governor and those knowledgeable folks in the DOT should resign? I also have considered asking the legislature to send the bill for lawsuits against the state and for the cost of a new bridge to the lobbyists, the team owners and the media.

Send a message: Distraction is costly; vote for someone who can “fly the airplane.”

Vote Norgaard for Senate.

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Many of you may know that I grew up on a farm, have farmed conventionally and have been an organic farmer for 11 years. It has taught me a great deal about patience, understanding processes, and quick, yet educated, decision-making for long-term results. These are the same qualities that I would bring to you as your senator. You should also know about my earlier work history.

The first phase of my professional experience began in 1969, spanning over two decades of background in the natural gas distribution industry. I started work for Northern Pipeline Construction Company (NPL) as a pilot and bookkeeper. In this position, I learned about accounting, invoicing, collecting, balancing accounts/checkbooks, and cash flow—lessons that have proved invaluable throughout my life.

While I was the safety director and equipment superintendent, I set up safety policies and procedures to meet insurance and OSHA requirements. I came to believe that safety is the highest priority and that safety is everyone’s responsibility. Additionally, I set up equipment maintenance programs, purchasing and disposal programs, and yearly equipment appraisals.

I sometimes worked in the field to gain greater understanding of the process and work involved. I believed that all managers should experience field work every so often to better understand the internal workings of the organization and to meet the people who make it all happen.

When I became Vice President of Administration, I was responsible for developing and implementing a cost accounting system, approving all contracts, and managing the accounting department. Along with this, came the task of cleaning up business practices that drove the company into Chapter 11 bankruptcy in 1980, and the task of working out of bankruptcy. This is a ride you want to avoid, if possible! However, if you survive, you will never forget the lessons you learned. Within three years, the company was solvent again and paid off its debts. I am happy to say that every creditor who asked to be paid in full over time was paid in full and, all who asked for a discount to be paid immediately were paid immediately. This was one of the better outcomes of any Chapter 11 filings in the state.

As I continued with NPL, I handled all legal matters of insurance procurement, contract bidding, accounting, audits, financial matters and the local, state, and national union negotiations. Part of my job at that time was traveling throughout the U.S. to ensure safety and execution of the equipment programs at branch sites. Traveling also educated me in the various branch cultures and gave me a broad view of their perspectives and performance.

One of the accomplishments of which I am most proud occurred in the early ’80’s. I set up a profit sharing program for NPL in which the profit was divided in three ways: one-third went to all hourly union workers, one-third went to all salaried supervisors, and one-third went to administrators.

At the end of my 21-year career path in the pipeline industry, I had become a partner in a nationwide company of 600 yearly employees with a total annual income of 46 million dollars.

Phase two of my professional career began in 1989, with the purchase of American Aviation Company at Flying Cloud Field. I installed the first, and I believe to this day, the only self-service aviation gas dispenser on Flying Cloud Field. Even after installing the self-service fuel dispenser, the company was unable to compete with mass marketing of our products. During the time I operated this business, the number of similar businesses in the nation dropped from 5000 to 2000. I was in the aviation business for five years.

Having lost considerable money, I sold the business in 1996; however, I did learn a great deal about the aviation industry in Minnesota and about the Minnesota Airport Commission (MAC). When MAC wanted to raise the tenants’ rental, I was instrumental in setting up a meeting with the Governor. MAC stopped pursuing the increase in rental fees, and the meeting was canceled.

That brings me full circle to the beginning of my organic farming days. Now, 11 years later, I am still a believer in organic farming and am teaching the organic farming process to our two youngest children.

Send a message: My diverse, multi-level work experience and problem-solving aptitude adds strength to YOUR VOICE. Vote Norgaard for Senate!

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Good Morning,

Yes, the race is on, yet along with the daily grind, take time to appreciate what is free to you: a beautiful sunrise, frosted trees, family smiles and conversations, goodwill from friends and neighbors, gratitude, freedom to make choices, and tonight’s debate.

Maybe I will see you tonight to hear your concerns and discuss your issues. I am always willing to listen and welcome your comments through my website–www.vancenorgaard.com and via my blog. Energy and “peak oil” are the foundation of our future. Let’s work together toward awareness of this concept.

Send a message: Consume what’s free and meant for you and me.

Vote Vance Norgaard for Senate! 

www.vancenorgaard.com