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Made in TF country: Linked to history

Outfitting wagon-train travelers was big business in St. Louis in the mid-19th century. The bustling Mississippi River town was the launching point for many adventurers who were headed west to unsettled areas of America. Blacksmiths were essential for repairing and equipping the covered wagons that would carry these pioneers and their possessions into un­known, often untrodden, territories.

This historical setting marks the beginning of Laclede Chain, which has origins dating back to 1854, making the company the oldest chain manufacturer in the U.S. The business started in a St. Louis blacksmith shop, where skilled craftsmen produced breast chain, trace chain and anti-spreader chains to support those loaded, westward-bound wagons. The chain was all formed by hand with a blacksmith’s hammer and individually welded links that were joined over a hearth and bellows.

Some 166 years later, transportation chains are still a mainstay of Laclede Chain’s operations, but the manufacturing methods have been modernized and the product line has greatly expanded. Around 1 million links of chain are produced every day by La­clede employees, who churn out dozens of different types, grades and sizes of chain for all kinds of uses.

Laclede products, many of which are available through MFA, include chains for transportation, cargo control, agriculture safety, trailers, overhead lifting, construction and even marine applica­tions, along with the appropriate fittings and accessories such as hooks, snaps and connectors. No matter the chain, the process begins the same—with raw, American-made steel, which arrives at the factory in rolls of wire rods in various diameters to accommo­date Laclede’s wide variety of chain products and sizes.

“We take great pride in the fact that we manufacture in the U.S. and are part of the backbone of our economy,” said Tim Riley, Laclede president and CEO. “We’re also proud to supply a lot of product to others who make up the backbone of America, like truckers and farmers and construction workers. This country can’t run without them.”

Riley has been at the helm of the Laclede since 2019, taking over the job when his father, Jim Riley, stepped into the role of chairman of the board. The elder Riley, who had a background in manufacturing steel tubing, and a group of investors bought the chain company from bankrupt Laclede Steel in 2001 and began operating it as a separate entity. Jim became majority owner in 2010, along with partner Steve Heuett.

“The chain side of Laclede Steel was a small but profitable part of that company,” Tim Riley said. “My dad, together with some equity funding and some private partnership, was able to pull that out and create a new company, keeping the name, La­clede. He recognized this kind of diamond that was inside of this large corporation, and it’s been a great relationship ever since.”

Today, Laclede employs 200 people and operates four facilities, including a 160,000-square-foot factory in Maryville, Mo., where most of the prod­ucts are manufactured. A smaller plant in Vicksburg, Miss., opened in 2011 to make some of Laclede’s traction chains. A warehouse in Vancouver, Wash., distributes the traction products, which include tire chains for all types of vehicles. The management, administration, accounting and sales teams operate from Laclede’s main offices in St. Louis.

“We’re the only chain manufacturer that’s not part of a larger corporation,” Riley said. “As a privately owned company, we’re very family oriented, and we encourage an entrepreneurial spirit among our employees. We like working with customers such as MFA who also have that mindset.”

That familial atmosphere, combined with the company’s focus on quality and service, help set Laclede apart in the marketplace, said Tim Catlett, director of materials at the Maryville facility.

“I suppose that’s a popular answer, but we really do focus on making sure we have a quality product and are able to provide exceptional service to our customers,” Catlett said. “If I look at all of the con­versations we have and the things we do here every day, that’s what consumes most of our time.”

In all aspects of its operations, Laclede emphasizes continual improvement, said Chief Operating Offi­cer Robert Nupp, who’s been with the company for 14 years. Recently, he’s been working with manage­ment at the Maryville and Vicksburg facilities to help implement a program called the “2 Second Lean,” which emphasizes small improvements to make big differences.

“It’s a concept where all of our employees try to improve what they do by two seconds every day,” Nupp said. “Those small improvements add up over time, and we get to be a much better organization by doing that. It’s also about unlocking untapped potential of employees who have great ideas that perhaps haven’t been heard. The best way to grow is to inno­vate, be creative with what you’re doing and find ways to do things better.”

One of the newest innovations for Laclede is the introduction of a Grade 120 chain, which is 20% stronger than the next strongest chain on the market, Nupp said. Another recent addi­tion, inspired by an employee suggestion, is a powder-coating process to finish chains and accessories for ATVs in the same paint color as the vehicle’s manufacturer. Laclede has also creat­ed a line of high-visibility painted chains, specifically targeted to the construction industry.

“Having these bright colors is absolutely critical on a con­struction site where there’s a lot of equipment moving around and things being lifted overhead,” Riley said. “We’ve been using the tagline, ‘Safety you can see.’ We’re very focused on that. No matter what industry you’re working in, it’s vital to be able to get home to your family each night.”

The company’s successes don’t come without challeng­es, Riley said. Sourcing steel is one of the toughest tasks, he explained. Laclede is at the mercy of fluctuating commodity markets in acquiring its domestic-made materials.

“We always have to play the steel markets, which go up and down, up and down,” he said. “With steel rod, especially, there are only a few suppliers, so we’re really limited in our choices.”

Finding new employees is another perpetual struggle, Riley continued, with Laclede competing with other manufacturing industries for a limited labor pool in Maryville’s rural setting. The company recruits from area schools and participates in national Manufacturing Day activities each year, giving students a glimpse into Laclede’s operations and job opportunities.

For those who do find careers at Laclede, longevity and dedication are common denominators. Many of the company’s employees have an agricultural background, Nupp said, bring­ing with them a work ethic and mechanical aptitude that are advantageous for the chain manufacturer.

“We have a lot of people who have worked with us for 10, 20, 30 years or more, which you don’t always see in manufactur­ing,” Nupp said. “A lot of them are currently farmers or previous farmers, which is a huge plus for us. They’re part of the com­munity, and so is Laclede, which is important to the culture that we’re trying to build within the organization.”

For more information about Laclede Chain Manufacturing Company and to see a video of the chain-making process, visit online at lacledechain.com. To learn more about Laclede prod­ucts available through MFA, visit with the personnel at your Agri Services or AGChoice location.

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In this October 2020 TF magazine


Inviting opportunity
Agritourism offers another way to add value to the farm - Photo Gallery
by Kerri Lotven

Answering the call
MFA Volunteer Fire Grant program helps equip first responders in rural communities - Photo Gallery
by Allison Jenkins

Rural revitalization
Is your community growing or shrinking smart? Photo Gallery 
by Nancy Jorgensen

The grass isn’t always greenest in Missouri
Manage risk with insurance products to protect forages, livestock

Blake Thomas, MFA Crop Insurance Agent

Q&A with MFA
Learn more about your cooperative leaders
An interview with Doyle Oehl, MFA Board Member

Take half, leave half
Upcoming grazing schools help cattle producers improve farms from the grass up
by Landry Jones, MFA Conservation Grazing Specialist

Cover crops add flexibility to grazing
Extend your season, produce high-quality forage, protect the land
by Dr. Jim White, MFA Director of Nutrition

Seed treatments advance beyond the basics
New options provide more choices, better protection than ever before
by Kevin Moore, MFA Agronomist

Pawpaw law comes to fruition
Student campaign raises recognition of Missouri’s own tropical treat
by Allison Jenkins


Country Corner
Agriculture ranks No. 1 in public opinion
by Allison Jenkins

Crop residue decisions affect soil life
Dr. Deanna Smith is CropLife Ambassador of the Year
Centennial celebrations for MFA cooperatives

Corn: Large production may limit late-season prices
Soybeans: Lower acreage could mean tighter supplies
Cattle: COVID-19 disruptions drive beef prices
Wheat: Reduced global crops may boost U.S. exports

Going Dutch - As printed via Flip Book

BUY, sell, trade - As printed via Flip Book

We evolve but honor our founding principles
by Ernie Verslues, MFA President and CEO

Closing Thought for October TF 2020
Each month our photographer and poet team up for a unique last page for the magazine.

Click below to view the magazine as printed in a digital Flip book format.

Click to view the magazine as printed via a flip book

Read more: In this October 2020 TF magazine

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Rural revitalization

Small towns and rural communities are continually looking for ways to strengthen their economies, provide better quality of life and build on local assets. Agriculture forms the foundation in many of these communities, and farm profitability has declined over the past few years, presenting even more challenges. But we found three towns—Allerton, Iowa, and Chillicothe and Maryville, Mo.—that are not only holding their own but also finding ways to thrive.

Twelve years ago, the people of Allerton, Iowa, population 550, restored what is now the Old Time Soda Fountain.

“Once the town decided the soda fountain was worth saving, everyone got behind it,” said Lorena Blount, a retired English teacher. The restoration is just one example of how Allerton residents have worked togeth­er to improve quality of life, as measured by an Iowa State University research project.

It took a few years for volunteers to restore the former drug store and malt shop building, which features a 1952 soda fountain fronted by a classic red counter, padded round stools and a few tables.

Since it opened in 2008, volunteers young and old have served customers every summer Saturday night. The place was hopping until this year, when it remained closed because of COVID-19 concerns. The Blounts and other volunteers are committed to reopening when the pandemic subsides.

“Something about the space encourages sociability,” Lorena said.

She and her husband, Ross, began working with commu­nities as Peace Corps volunteers in West Africa decades ago. Ross, a retired minister and farmer, rents out his cropland these days but continues to raise cattle and hay and is a member of MFA Agri Services in Corydon. He’s also pres­ident of the board of directors of the non-profit Old Time Soda Fountain. Supporters contributed more than $40,000 and countless hours of elbow grease to restore the building. A retired druggist filled the shelves with his collection of old medicines, and an Allerton school alumnus donated an automated red-and-white awning for the storefront.

When Allerton schools closed in 1966, students trans­ferred to Corydon, six miles away, and many young people have moved away to find jobs. But Allerton roots run deep.

“Allerton school alumni have been generous in donating as a monument to their youth, when they hung out at the soda fountain,” Lorena said. Last year, eight students from Corydon High School volunteered to work at the fountain alongside the usual older cadre.

This isn’t the only example of how Allerton citizens—cur­rent and former—keep the town going. In the 1980s, locals dismantled a large building in Ames, free for the taking, and reassembled it in Allerton. The Centennial Building now hosts events for up to 400 people. Lorena co-directs a community play that draws 1,000 people at three perfor­mances each spring.

Allerton is shrinking smart

David Peters, who has authored research on 99 towns in Iowa, cites Allerton as an example of a small town that’s “shrinking smart.”

“Allerton’s population dropped by over 15% in the last decade,” said Peters, a University of Missouri graduate and associate professor of sociology at Iowa State University. “However, it also experienced a large rise in quality of life over the same period.”

In his role as an Extension rural sociologist at Iowa State’s College of Agriculture and Life Sciences, Peters works with colleagues to survey one town in each Iowa county every five years. They ask residents to rate their hometown’s quality of jobs, medical ser­vices, schools, housing, government, and child and senior services—subjective issues compared to wage and employment data that economists usually gather.

“We were surprised to discover that a strong social infrastructure, rather than economic or physical factors, determines whether resi­dents report greater quality of life,” Peters said.

As he explained, some thriving towns in the study are growing be­cause of natural amenities such as lakes, rivers or woods, or because they’re near large cities. Other places, like Allerton, are shrinking in population, but residents are committed to building quality of life. The Blounts call it “social capital.”

“The good thing about social infrastructure is that it’s inexpensive to create,” Peters said. “For example, the odds of recruiting a manu­facturer are pretty slim. By contrast, investing in social infrastructure almost always pays a dividend, making your town more attractive to new residents and businesses.”

Ross Blount agrees with that conclusion, pointing to Allerton Mayor Doug Downs, who serves with young people on the town council and welcomes everyone to voice their opinions. The same is true with Fire Chief Greg Fortune, who drew in young volunteers to bring new life to the fire department.

“I like what Dr. Peters says,” Ross added. “It doesn’t take a lot of money to build quality of life. In Allerton, it has also required a balance of young and older volunteers.”

Allerton isn’t perfect, Downs admits. “We have some old houses and buildings that need to be torn down,” he said. “But we make everyone feel welcome.”

Chillicothe builds strong foundations

With about 9,700 residents, Chillicothe, Mo., has grown by more than 2% since the 2010 census. It’s larger than Allerton, but it’s still a small town in Andrew McCrea’s book.

A farmer, agricultural leader, speaker, broadcaster and author, McCrea published “The Total Town Makeover” in 2019. In the book, he portrays Chillicothe as a place that succeeds in part by raising funds through foundations.

“Chillicothe is known as the birthplace of sliced bread,” McCrea said, referring to Chillicothe Baking Company, the first baker in the world to sell sliced bread to the public. “Perhaps the next best things to sliced bread are Chillicothe’s family foundations.”

McCrea, who raises cattle and row crops in Maysville, Mo., and serves on his local MFA Agri Services board, has spent much of his broadcasting and speaking career visiting rural communities across the United States. He lists steps that towns like Chillicothe often take to succeed:

  • Endowments or foundations provide seed money for projects.
  • Leaders pull together in one direction.
  • Leaders communicate short-term and long-term goals to the community.
  • Leaders build momentum through social media and other efforts that reach out to people who have moved away.
  • Townspeople commit to building a positive culture, includ­ing such simple gestures as smiling more.

Ed Turner, a Chillicothe real estate appraiser, serves as presi­dent of the Chillicothe Industrial Development Corporation and other boards. He remembers attending a 1989 meeting of local bankers, lawyers and accountants where the idea of forming foundations to keep wealth in the community began to blossom.

The leaders decided the community needed a YMCA.

“We went to the national YMCA for help, and they said towns of our size are not usually successful,” Turner said. “They suggested we start as a storefront and use churches, parks and school facilities to host activities.”

Chillicothe surprised the national Y staff by raising $150,000 for the storefront in six weeks. Within two years, five foun­dations formed to support building the Y’s own facilities, and Turner ran a campaign that raised $3 million.

Today, the local YMCA’s 6,000 members enjoy two gyms with weights, exercise machines and a walking track. The Y also built a swimming pool, a football and soccer complex, and branches in two nearby towns.

“The Y was a springboard,” Turner said. “People could see what philanthropy could do for a community.”

Today, McCrea reports, 19 family foundations and trusts support Chillicothe, and additional foundations fund the community, hospital and schools. Farmers, who often have wealth tied up in land, were among those forming family foundations. Federal law re­quires foundations to spend 5% of their assets each year or risk being taxed. “Do the math, and that’s a sizable amount of money that goes back into the community every year,” McCrea said.

In addition to the Y, the community built a 24-lane bowling alley, an 18-hole golf course and the Litton Agri-Science Learning Center. Turner said Chilli­cothe has also revitalized its downtown, attracted a large solar farm and other in­dustries, and commissioned 26 murals that draw in tourists. Sales tax receipts grew by 9% in the first four months of the latest fiscal year, he added.

“A lot of communities have the same opportunities as Chilli­cothe,” Turner said. “But if you don’t have everyone pulling the same wagon, it won’t happen. You have to fight people who say ‘We used to do it this way.’ You need what I call The Big Mo— momentum—and you need to bring young people into leader­ship positions.”

Maryville stands its ground

Many successful towns in McCrea’s The Total Town Makeover benefit from being trading centers for surrounding rural communities and farmers. The author says Maryville, Mo., population 12,000, is one example, describing the town as “a hub for economic activity in northwestern Missouri.”

While Maryville’s population declined slightly in recent years, leaders are working to continue to attract business from the region.

“Surrounding counties and communities are an important part of our economic viability,” said Josh McKim, executive director with Nodaway County Economic Development Corporation, which created a revolving fund to move projects forward throughout northwestern Missouri.

Tenaska recently installed a 100-turbine wind farm near Maryville and contributes $15,000 a year to the community. Another wind farm also cropped up in the area. Kawasaki Motors Manufacturing Corporation’s Maryville plant continues to grow, McKim said.

“Over the last five years, we’ve had nearly $150 million in commer­cial and public investment beyond the two wind projects, which totaled $600 million,” he said. “We have to invest, and we’ve got to take risks. If we don’t, what’s the point? Small towns won’t be here in a hundred years without those investments.”

Maryville has seen its ups and downs. Some big box stores left town, but McKim says that local retail has seen a resurgence as a result. One such entrepreneur is Stephanie Campbell, who in 2016 opened Blue Willow Boutique, a women’s clothing store, on Main Street across from the historic Nodaway County Courthouse. The Kansas City native relocated to Maryville with her fiancé, Kent Yount, and says she wanted to do more than just reside in the community. She wanted to invest in it.

“Maryville is an awesome place with great people, but we needed more places to shop,” Campbell said. “The downtown is the heart of any community, and Maryville deserves to have a great downtown. Everything else succeeds when the heart is strong.”

Business has far surpassed her expec­tations, Campbell said, and she has since acquired adjacent space to expand her retail shop and storage and opened a second Blue Willow location in nearby St. Joseph. She and Yount, along with other partners, also plan to open a craft brewery on the Maryville square. They’ve purchased a vacant corner building and are in the pro­cess of renovating it into a taphouse with second-story apartments.

“I firmly believe in this community and the potential for small businesses like ours to succeed,” Campbell said. “We can’t compete with the big-box stores, but we can do what they can’t do, and that’s have a relationship. My small business friends and I all invest in this community—schools and ball teams and kids. All of those things are important for a strong, healthy town.”

Compared to other rural places, Maryville has a young population, McKim said, with a median age of 24. Northwest Missouri State University, which has more than 7,000 students, also boosts Maryville’s economy.

“We have actively engaged with young professionals and university students when planning for the future,” McKim says. “We’re doing well with our sales tax and unemployment numbers. Our goal is to see population growth in the region. Hopefully we’re doing things right.”

Coping with COVID-19

The economies of Allerton, Chillicothe and Maryville seem to be stable, despite the COVID-19 pandemic and the agricultural downturn.

Darin Crackenberger, manager of MFA Agri Services of Chillicothe, re­ports that MFA business is steady. “We placed tables in front of checkouts to encourage social distancing,” he said, “and in some cases we bring items out to people who park out front.”

Jared Grimes, assistant manager at MFA Agri Services of Maryville, add­ed that Missouri MFA stores were shut down for 30 days at the beginning of the pandemic, but were then deemed essential businesses and sales mostly returned to normal. “We’ve changed our daily habits, keeping social distance and wiping down surfaces frequently,” he said.

Iowa State’s David Peters confirms that so far, rural places have been more fortunate than urban areas.

“Most of the towns in our study have been largely unaffected by COVID,” Peters said. “Few wear masks, and most think the pandemic will bypass their town. I pray they are right, because if COVID-19 comes, it will hit them hard as most have many older residents. The larger economic impact—a downturn in international trade and commodity prices—would also hit agriculture hard.”

Stephanie Campbell, owner of Blue Willow Boutique in downtown Maryville, said that while the pandemic has hurt many small businesses, it has also caused many consumers to shop closer to home.

“I think you’re seeing a kind of renaissance across the country,” she said. “Especially with the pandemic, people are returning to who they know, like and trust. They want to see us all still be here when this is over.”

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Answering the call

When firefighters are summoned to emergencies in rural Missouri, chances are the crews responding are vol­unteers. They’re not getting paid for putting themselves in harm’s way to save people and property. They simply want to serve their communities.

Funding is usually sparse. Equipment may be lacking. Infrastructure is often inadequate. But these volunteer fire departments are a critical lifeline for rural residents who rely on their services in times of trouble.

“We’re the first line of defense,” said Mike Prigge, fire chief for the Vichy Volunteer Fire Protection Association. “We answer 80 to 100 calls every year, everything from vehicle wrecks to structural fires, flood rescues to brush fires. We’ve even responded to plane crashes because we are the closest fire department to the Rolla National Airport, which is just down the road from our station.”

According to the U.S. Fire Administration, Missouri has 775 registered fire departments, and nearly 85% are volunteer or mostly volunteer. These entities are largely dependent on donations, not tax dollars, to run their operations. In the Vichy district, community dinners throughout the year provide about half of its annual bud­get. The rest comes from annual dues paid by residents served by the district, which spreads in a six-mile radius.

“It seems there’s never enough funding for a fire department, but in rural areas, that’s really, truly the case,” said Gail Hagans, educational program coordi­nator for the University of Missouri Extension Fire and Rescue Training Institute (FRTI). “When there isn’t a municipality to pay the bills, even the smallest amount of funding can make a big difference.”

That’s why the MFA Charitable Founda­tion has partnered with the FRTI to offer grants that can be used to equip volunteer fire departments with the training and resources they need to save lives and protect property. Launched last year, this first-of-its-kind program awarded more than $30,000 to 19 fire and rescue entities across the state. MFA’s foundation contributed $26,000 with a donation of $5,000 more from CoBank, a national cooperative bank serving MFA and other member-owned organizations across rural America.

For 2020, the MFA Charitable Founda­tion board of trustees approved $25,000 for the grant program, and CoBank provided an additional $10,000. Each award recip­ient must provide a 50% match for their requested funding. The award maximum is $2,000 and minimum is $500. 

“This program puts structure to MFA’s longstanding commitment of support for fire departments that serve our rural areas,” said Ernie Verslues, MFA Incorporated CEO. “For years, the foun­dation received individual requests and struggled with allocating funds to those departments with the greatest need. The fire and rescue professionals in this organization have an in-depth understanding of the operations and these rural departments and how the funds can be dis­persed to help them better serve their communities.”

In its first year, the grant program received 77 applications, far more than anticipated. The 2019 requests totaled nearly $316,000, well exceeding the grant pool and demonstrating the need, Hagans said.

“Firefighting gear is specialized, so it’s expensive,” she said. “On our grant applications last year, we saw some volunteer fire department budgets that were only $3,000 or $4,000 a year. When it comes to buying what they may need, whether it’s a pair of gloves or a flashlight or a radio or any number of things, these grants will truly impact how they can operate.”

To put the costs into perspective, a pair of structural firefighting gloves can run $75 to $100. It takes more than $2,000 to outfit one firefighter with turnout gear—personal protective equipment that in­cludes a coat, pants, boots, hood, helmet and gloves—and each member of the department needs a complete set. A basic SCBA unit (self-contained breathing appara­tus) with a single mask and cylinder can set a fire department back more than $5,000.

Under last year’s grant program, the Vichy Volunteer Fire Protection Association received a $2,000 award for turnout gear. Matching the grant for a total of $4,000, the department was able to buy two sets of much-needed PPE, each adding up to about $2,100.

“There’s never enough money to go around to pay all the bills, so the MFA grant was a big help,” said Bonnie Prigge, the association’s board president. “Those dollars were used wisely to help benefit and protect our community. We were able to get funding about 10 years ago for new turnout gear, but they only have a 10-year lifespan, and it’s time to start replacing them. Now we have two new sets, and only 15 more to go!”

For 2020, the application period runs from Oct. 1 through Nov. 30, with award notifications expected after Feb. 1, 2021. Depending on the availability of funds, the goal is to provide grants to at least one recipient in each of the nine Fire Mutual Aid Regions in Missouri. Each agency must be registered with the Missouri Division of Fire Safety, Hagans pointed out.

District directors from the Firefighters Association of Mis­souri (FFAM) and MU FRTI regional coordinators will review applications from their jurisdictions and score them accord­ingly, with final review by a committee comprised of FRTI and FFAM members, the Missouri Division of Fire Safety and MFA Incorporated to determine awardees.

“It’s a great program, something that is absolutely needed by fire departments such as ours,” said Chief Prigge, who’s been a Vichy firefighter since the association was formed in 1977. “We’re an all-volunteer organization. We serve because we have a sense of wanting to help people and give back to the commu­nity, and we really appreciate the support we get in return.”

For more information on how to apply for funding, visit on­line at mfa.ag/volunteerfiregrant or email This email address is being protected from spambots. You need JavaScript enabled to view it..

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