Moving Memories

Written by Kerri Lotven on .

After Sam Gosche passed away in 1985, the general store he owned and operated sat uninhabited and unused, except for storage, for nearly 30 years. While walking 

out of church one Sunday in early April 2014, now retired MFA precision account sales manager Kenny Schlitt heard rumors of its demolition.

“My brother and neighbor were talking about getting together before they tore the building down,” Schlitt said. “So being nosy, I asked them, ‘What building?’ and they told me it was the store.”

The Gosche General store (formerly Caney General Store) was built in the early 1900s by Frank Amrhein in Oran, Mo., where Schlitt grew up and still resides on three acres. Amrhein was a logger by trade, and the nearby Caney Creek Station was a small railroad depot on the route to St. Louis.

“Amrhein built a two-story originally,” Schlitt said. “The bottom floor was half-store and half-living quarters for the Amrhein family. The second story was bedrooms and a dance hall. The story goes when they danced, the whole building shook, and I can believe it.”

According to Schlitt, the store caught fire sometime in the 1920s. Amrhein salvaged what he could from the structure and separated the living quarters from the store when he rebuilt. Roughly 20 years later, Amrhein sold the store to Sam Gosche, just before the start of World War II.

Gosche went into the military but struck a deal with Amrhein before he left.

“Sam told Frank he wanted to sell the store to him for $1,” Schlitt said. “If he made it home from the war, Frank agreed he would sell it back to him. And that’s what happened. Sam went to war and came back. He got malaria during the war, but still came back and took over the store.”

According to the Missouri Census Data Center, the population of Oran hovered around 1,100 people throughout the 1940s and ’50s. Part polling place, grocery and feed store, event center and Sunday afternoon respite, the general store functioned as the community gathering place for decades. That’s how Schlitt remembers the general store best.

“My grandpa’s farm and house were about an eighth of a mile east from where the store was located,” Schlitt said. “So my dad, my aunts and uncles, my neighbors and friends all went by that store. It’s hard telling how many times they put their hand on this old counter.”

So that day in April after church when Schlitt overheard his brother and his neighbor talking about demolishing the old, dilapidated building, he thought about the significance it held.

“My wife [Mary] had never seen it,” Schlitt said. “So we asked if we could come down and take a look. When we walked in, you could just feel all the emotion from years ago and all the people who were there.”
Schlitt spent some time reflecting on the memories inside the store, even contemplating moving the old counter to his place, but ultimately he and Mary left that day without giving it further thought.

But Schlitt was struck with another idea on his way to Farmington, Mo., for work one day.

“I started seeing all of these houses and old barns on rock foundations,” Schlitt said. “Then I started thinking about a house we had moved in ’69 off the farm and into town. I thought, ‘We can move that thing.’ On my way home, I stopped at the neighbors’ and asked him, ‘What would you say if I were to move that store out to my house?’ And he said, ‘Today, it’d be free.’”

Schlitt called Johnson House Movers in Senath, Mo., and they were willing to take on the job. Preparation for the move took about 12 days total once the foundation on Schlitt’s property was finished. The actual move only took about 30-40 minutes.
“The store only moved 1.25 miles from its original location,” Schlitt said. “We started about 8:15 in the morning, and it was sitting over here on the foundation about 8:45. They came down the road at 15 miles per hour.”

Once the movers left, restoration began.

Click to view videoSchlitt wanted to restore the building to its 1940s condition—back to the way he and so many others remember it. The store was moved July 22, 2014, and by January 2015, Schlitt completed most of the renovations, which included repairing and repainting the siding and sealing the roof. He also installed exterior doors from his great-grandfather’s house built in 1912. All of the windows were fixed or replaced. It continues to be a work in progress as Schlitt adds farming and local memorabilia to the interior.

Eventually, Schlitt plans to hold monthly events at the store with the proceeds going to Alzheimer’s research, he said.

“My grandmother and a few other family members have had Alzheimer’s,” Schlitt explained. “Victims of Alzheimer’s might not remember seeing you today, but they might remember something that happened 40 years ago.”

Though the store is not open to the public, tours can be arranged by contacting Schlitt at 573-887-1900 or This email address is being protected from spambots. You need JavaScript enabled to view it..

“It’s kind of like we’re just going back in time to a much simpler life,” he said.

Click here to SEE Kenny tell the story himself. 


In the March 2017 Today's Farmer

Written by webadmin on .

Smarter water

Written by Kerri Lotven on .

Technology can connect virtually anything these days. Computers are connected to tablets, which are connected to phones, which are connected to numerous other devices. Now, that connectivity extends to irrigation equipment in the field.

In January, Valley Irrigation, based in Valley, Neb., unveiled a smart panel for center pivot irrigators that could change the game for growers like Scott Everidge, who operates a 3,000-acre farm in Dooley County, Ga. The cotton, peanut, corn, wheat and soybean grower was one of the pilot testers for Valley’s new ICON series, which allows for app-based remote management of center pivots.

Everidge says connectivity and ease of use are what sets this new product apart and offers advantages for his 2,500 acres that are under pivots.

“We do a lot of multi-cropping, so we do a lot of pivot moving—picking cotton, mowing stalks, putting in cover crops,” Everidge said. “When you have 40 pivots, the ease of not getting in and out of a tractor all day long made my job just a little bit easier. I think back to my dad in the ’70s; everything was diesel-operated with generators at the pivot point. We had 10 pivots and a flying service, and my dad worked seven days a week. Now I’m 45 years old. I’m running 40 irrigation pivots, a flying service, bookkeeping and three trucks, and I have five hired guys. All this system is going to do is make my life easier.”

After on-farm pilot testing, Valley released four models of these smart irrigation panels for sale to the public: the ICON 10, the ICON 5, the ICON 1 and the ICON X. The smart technology is based on the idea that better control remotely allows for better water and fertilizer management practices, according to Len Adams, president of global irrigation at Valmont Industries, parent company of Valley Irrigation.

“Fresh water availability is very limited,” Adams said. “Of all the water in the world, only 3 percent is fresh water, and of that 3 percent, two-thirds is in the ice caps. Of the last one-third, agriculture uses two-thirds. With limited water and expected population growth, the issue is how we continue to feed the world. What we provide is a way to achieve this while using every precious drop of water in the most efficient way.”

In 2014, Valmont acquired 51-percent ownership of AgSense, a technology company based in South Dakota. Through this partnership, Valley extended its connectivity and data-gathering capabilities. AgSense offers a cloud-based app that allows growers to monitor field conditions and farming operations through smart devices, much like Valley’s own BaseStation 3, also a remote-operated irrigation management system. By teaming up, both companies cornered more of the market share. The ICON panels are compatible with both AgSense and BaseStation 3 telemetry and offer “edge-of-field WiFi” technology, meaning that a grower can connect to the machine based on proximity without needing a cellular connection or transmitting data radio signals.

Operated with touchscreen controls, the ICON app’s interface is simple with customizable screens giving growers preference options and varying data collection abilities, including soil moisture, soil chemistry, as-applied water and weather history. The ability to set variable-rate irrigation prescriptions also comes standard on the new ICON models. The panels’ modular design allows older Valley analog equipment to be upgraded and lends compatibility with other center pivot brands.

“It’s the only product that sits on a field almost year-round,” Steve Kaniewski, Valmont’s president and chief operating officer, said. “So, we have a unique ability to provide data from the fields, but to do that we have get the analog equipment to now move into the new millennium.”

Valley products are distributed all over the world, including places like South Africa, Dubai, New Zealand, Australia, Argentina and Brazil, Kaniewski added.

“We’re in 23 countries,” he said. “In the irrigation space, anywhere that it makes sense for agriculture, you’ll find us.”

Such global distribution is important because water consumption is a global issue, said John Campbell, Valmont’s manager of technology advancement and adoption, pointing out that the world’s population is estimated to reach 8.5 billion within the next 15 years and 9.7 billion before 2050.

“Even though they’re already impressively efficient, the world’s farmers are going to be tasked with becoming even more so,” Campbell said. “They’re going to be asked to produce higher yields with fewer inputs, including water. The key to that efficiency is technology.”

Making an impact on precision ag

Written by Allison Jenkins on .

From a handful of early-adopting growers in 1999 to widespread use across its entire trade territory, MFA Agri Services in Bernie, Mo., has grown its precision agriculture program exponentially over the past 18 years.

Now, the program has not only gained the attention of growers who see the value in these high-tech services, but Bernie MFA has also captured national recognition as one of three retailers that received the 2016 Precision Impact Award.

The award, sponsored by the Agricultural Retailers Association (ARA), SST Software and AgPro Magazine, recognizes local retail operations for their use of technology, input efficiency, grower engagement, environmental stewardship, innovation and profitability. A panel of precision technology experts and AgPro staff evaluated the nominations and determined the winners, who were honored during the annual ARA meeting Dec. 1 in Orlando.

“This award shows how committed MFA is to stewardship and improving growers’ efficiency in all parts of their operation,” said Thad Becker, MFA Incorporated precision agronomy manager. “I know all of the Bernie employees work hard to deliver the best product possible for their customers. Whether it’s collecting data from the producer, pulling soil samples, advising the grower on the results or making careful application of product, the Bernie team strives to put the ‘4Rs’ into practice—the Right Source, Right Rate, Right Time and Right Place.” 

MFA Agri Services in Bernie was the South Region winner, joining the West-Plains Region honoree, Simplot Grower Solutions of Wray, Colo., and North Region’s Southern States of Richmond, Va.

Jarrod Smith, manager, and Tayler McLane, precision agronomist for the Bernie MFA location, received a complimentary trip to the meeting to accept the award on behalf of MFA. McLane is one of the first two women to be part of a Precision Impact Award-winning team, according to AgPro Editor Rhonda Brooks. Simplot’s Amanda Krebs is the other.

“It’s a big honor—I didn’t realize how big until I got there,” McLane said. “It’s good for us, good for MFA and good for the growers who have supported our precision ag program. We couldn’t have done this without them.”

Retailers who want to compete for the award submit an extensive entry that explains how they work with farmers, what technologies they use, how they invest in employees’ knowledge, how they maximize input efficiency and how they follow the “4R” philosophy.

“The main factor that caught the judges’ attention was how Bernie MFA has helped farmers save money and make money by using precision technology,” Brooks said. “And they have the data and expertise to demonstrate it.”

Bernie MFA’s precision program offers grid soil-sampling, variable-rate applications of fertilizer and lime and custom spraying for the region’s corn, soybeans, cotton, wheat, rice and cover crops. McLane handles the precision sampling, conducted on 2.5-acre grids to cover the widely varying soil types in southeast Missouri. She then makes input recommendations based on the results.

She sampled some 8,500 acres last fall and provided growers with variable-rate prescriptions for crop nutrients, crop protection and planting rates and assistance with seed selection based on management zones within the field.

“Tradition runs deep in the Bootheel, and we had some guys who were slow to get on board,” McLane explained. “At first, they’d only let us do one field here and there, but as soon as they saw how much they could save by allocating their input dollars where they should go through precision sampling and variable-rate applications, they changed their whole farm over to the technology.”

Overall, the Bernie MFA team custom-applied fertilizer on more than 75,000 acres and custom-sprayed around 35,000 acres last year. The staff is continually trained and equipment updated regularly to stay current with the latest technology and satisfy customer needs.

“We put a lot of emphasis on precision ag at Bernie MFA,” Smith said. “We feel like if you’re not on the precision train, you’re going to be left behind.”

Along with cost savings from input efficiency, yield increases have also helped drive adoption among growers, he added. In some instances, precision ag practices have helped customers boost corn yields from averages of 170 bushels per acre to 230 bushels per acre and increase soybean yields by 15 to 20 percent.

“We have landlords calling us now—not just farmers—wanting us to sample their fields because of the yield increases we’ve seen,” Smith said. “We’re not just providing a service here. We’re building farms.”

Time to roll

Written by Nancy Jorgensen on .

While producers are planning their 2017 crops, purchasing inputs and preparing equipment with the inherent optimism a new growing season brings, they’re also feeling the pinch from lower commodity prices and looking for ways to succeed, or at least survive, in the coming marketing year.

During this preseason prep, take some advice from three top farm financial experts—Kevin Gabbert, vice president of commercial lending, FCS Financial; Danny Klinefelter, Extension economist, Texas A&M University; and Raymond Massey, Extension economist, University of Missouri—who offer practical, real-world guidance based on what they’re hearing in the field. All three meet with farmers and farm bankers regularly, positioning them to provide sound business strategies for the challenging times ahead.

Lower your costs—including living expenses.

Massey: The Kansas City Federal Reserve recently asked bankers in our region how much their farm borrowers have increased or decreased capital and household spending. The survey reveals that farmers have cut farm capital expenditures substantially, but lowered household expenses by a much smaller percentage. For example, you might have a tough time telling your college-bound child that while older siblings were given a new car, the younger student will drive an older model. My advice: Get buy-in from your family on the need to reduce household spending.

Gabbert: During the prosperity of the recent past, some producers built a cost structure that may not be sustainable in a lower-margin environment. These overhead costs fall into three categories: land, equipment and labor. You can adjust land costs by reducing rents or stretching out amortizations on real estate notes. You can renegotiate equipment loan terms and liquidate nonessential equipment. Labor costs, including family living draws, have increased significantly in some operations; adjustments in this area can be challenging but necessary.

Sell when you can at least break even.

Massey: A lot of farmers failed to lock in prices when corn hit $4.50 a bushel last year. They wanted $6 like they got a few years ago and were disappointed when corn fell to $3 in the fall. In the coming year, lock in when the market reaches a price that covers your costs.

Gabbert: As margins are squeezed, marketing discipline becomes essential. Know your cost of production and pull the trigger when the market offers a profit. Price rallies in recent years have been short lived, making a defined marketing plan more critical than ever.

Build working capital.

Gabbert: Working capital is king. It provides the first line of defense against low profit margins and positions you to take advantage of marketplace opportunities. Ideally, you should build working capital through retained earnings, but you can enhance it by restructuring debt to longer terms or selling nonessential assets. In this environment, it is critical to weigh the risk/reward of any decision that draws down working capital.

Massey: Agricultural lenders tell me that some of their customers are running out of operating capital and lines of credit. Many are restructuring loans. Don’t wait until you run out of options—talk to your lender now.

Renegotiate rents.

Massey: We are seeing a visible decrease in land rental rates. Bankers are suggesting that borrowers renegotiate rental prices to reduce operating costs. Farmers are talking to their landlords, and some landowners are reducing rents by $25 to $50 an acre—in a few cases up to $75. On the other hand, a number of landlords are putting their land out to bid rather than lowering rents. For the working farmer, losing rented land can hurt if you’ve been spreading equipment costs over 2,000 acres, and you can now only spread it over 1,800. But if you can’t make a profit, you’re better off letting it go.

Improve communication.

Massey: Most farmers who rent land need to step up their communication with landlords. The farmers most likely to negotiate cash leases downward communicate with landlords on an ongoing basis. Provide regular financial reports to landlords throughout the year—not just when it’s time to negotiate the annual lease.

Gabbert: During adversity, there is a tendency to keep to oneself. But it’s now critical to communicate more frequently with key associates, including business partners, lenders and accountants. This applies to spouses, family members and partners as well. Too often, without good communication, negative assumptions fill the empty space. Financial stress often magnifies interpersonal relationship issues. Broken relationships can be devastating on a personal as well as a business level.

Boost your financial management capacity.

Gabbert: Financial management takes on more importance during times of economic stress. Regardless of your operation’s size, most farmers need more detailed and timely financial reporting to make good management and marketing decisions. The information will also improve communication with business partners, lenders, marketing advisors and accountants. Invest in resources to enhance your financial reporting. Purchase more robust off-the-shelf accounting systems, or ask your accountant for help beyond tax preparation.

Use accrual accounting.

Klinefelter: Every farmer should evaluate his or her business performance using an accrual-adjusted income statement. All it takes is a balance sheet for the beginning and end of the income period you’re evaluating and a cash basis income statement for the period between the balance sheet dates. Then it’s just a matter of making some adjustments to the cash basis income using changes in accrual assets and liabilities from the current section of the balance sheets. Most extension services and the risk management online library at the University of Minnesota have publications that guide you through the process. Cash basis income, while good for tax purposes, can lag behind accrual-adjusted income by two to three years in recognizing downturns or upturns in a business’s true profitability.

Don’t count on last year’s yields.

Massey: In 2016, farmers in Missouri and throughout the U.S. achieved the highest-ever yields for soybeans and the second-highest for corn. Don’t plan on this yield level for your 2017 crop. Base your forecast on average yields over the past five years.

Share costs and pool resources.

Klinefelter: To lower costs, consider joint business arrangements such as pooled input buying or shared machinery. Arrange with several farms to employ accounting or risk management personnel with a higher skill set at a much lower cost per farm. A good accountant can dig deeper than the typical bookkeeper. They can obtain real cost and return data on different enterprises and farms to learn which rental properties are making money and which aren’t. They can also find which zones perform better. Combining this information with soil data, application and seeding rates, you can use variable-rate technology to improve profitability. Too often, aggregated data on the whole operation just provide averages, which don’t differentiate between winners and losers.

Join forces with another operation.

Klinefelter: If your farm is in serious financial difficulty, consider merging with top operations that are looking for additional land and good employees. This helps you preserve what you have left in exchange for a minority interest in a larger operation. It can also preserve jobs for you and your family members. You can trade small or obsolete equipment for upgraded equipment and lease it back to the new entity to avoid the tax consequences of selling. Or, if you operate a traditional small farm with high costs and less up-to-date technology, collaborate with other small farmers. You’ll gain economies of scale while maintaining individual land ownership. Your operations could grow stronger as you better utilize different talents. This new, larger operation can afford to hire more specialized expertise. These arrangements can also be good for a farmer nearing retirement who wants to cut back and get to know potential tenants for when he finally retires. In addition, this approach helps assure the continuation of traditional-sized operators.

Add a second shift.
Klinefelter: Consider double-shifting equipment and labor to improve efficiency and lower overhead during busy seasons. Recruit retired farmers who want to work part time or young people who grew up on a farm but now work an off-farm job. The extra work can help them pay for a new vehicle, Christmas gifts, vacations or credit card debt.

Try something new.

Klinefelter: Do you have tillable land where you haven’t applied chemicals in the last few years because it’s been in pasture? Think outside the box, and try something new such as organic or specialty crops. These can often garner a premium price in the market as as compared to traditional commodity crops.

Limit your risk exposure.

Gabbert: As profit margins are squeezed, the entire industry feels the impact. Be aware of counterparty risk—the risk that the person or institution with whom you’ve entered a financial contract will default on the obligation. Limit your exposure to any one party at a level that your business could sustain the loss if that party does not perform according to your contract.


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