Huck Boyd National Institute
for Rural Development

KANSAS PROFILES 1994

Larry Williams
Norma Daniels
High Plains Corridor
Frank Chvatal
Roberta Donohue
Charles Phillips
Sharon Schwartz
Jan Lyons
Joe Steineger
Dan Barker
Gail Boller
Deb Ohlde
Tim Ohlde
Bill Reece
David Cross
Bud Newell
Dwight Johnson
Bill Acree
Kent Johnston
Christy Cobb
Art Teichgraeber
Kreonite
Tom Krauss
Vail Fruechting
Holly Stannard Young
Rick Heiniiger
John Taylor
Gene Merry
Maggie Riggs
John Hachmeister
Mark Werner
Big Brutus
Bud Mackie
Carole Hendrix
J. Harold Johnson
Michael Gibson
Bud Strawder
Steve Strawder
Doug Brush
Ray Morris
Corridor Travel
Kevin Saunders
Thomas Pyle
Clark Balderson
Jeff Peterson
Courtney Riley
Bill Clarke
Cecil Pearce
Carissa McKenzie

Larry Williams

Did you know there is a brain drain affecting rural Kansas? There is. Not only is much of rural Kansas experiencing a population loss, the rate of out-migration is higher among those with higher levels of education.

Now, a person shouldn't necessarily equate more brains with higher degrees of education, but the point is that rural Kansas is at risk of losing our best students.

How do we counter a brain drain? Today we will meet someone who is doing so, through community leadership and a long-time commitment to rural Kansas.

I'm talking about Larry Williams. Larry is Chairman of the Board of the Halstead Bank in Halstead, Kansas. Halstead is a town of 2,015 people in Harvey County, in south central Kansas.

Did I say Larry has a long-time commitment to rural Kansas? Well, listen to this: He has a cancelled check which his great-grandfather wrote to purchase a bank in Bentley, Kansas. The check is dated 1909. Now that's a long-time commitment.

Bentley is where the Williams family first got started in the banking business. It is a town in Sedgwick County with a population of 360 -- now that's rural!

Bentley is also where Larry Williams grew up. The original bank building in Bentley is still in use.

Larry says with quiet pride that there have been five generations of his family working in that same bank building. Then he laughs, "My wife says all that proves is that we don't build a new building very often!"

But in fact the Williams family has been quite progressive. The family updated and modernized the bank, while retaining the community flavor of it. The family also acquired the bank in Halstead.

Larry graduated from K-State with a degree in business and returned to the family banking business. He met his wife at K-State and they had four children. One is a junior at K-State today.

Larry speaks very modestly of his achievements. But one measure of the respect he has earned among his peers is this: Among all the bankers of Kansas, in small towns and large, he has been elected President-elect of the Kansas Bankers Association.

That's quite an honor. But Larry is quick to give credit to his staff and family. He also speaks proudly of the community.

He says, "We are quite fortunate in Halstead. We have a medical center with 40 doctors which provides service to a large part of our region."

That provides a good economic base for the town. It includes Halstead Hospital and Hertzler Clinic.

There is also the fact of proximity to Wichita. The urban center is close enough that people can commute in to jobs in the city while enjoying the smaller town lifestyle.

Larry says, "It is a very good life here. We had a flooding problem, and now that is solved. There is also a new access road to Highway 96, which will help traffic to Wichita."

But what about this brain drain? Well, Larry Williams is modest about his many achievements. But he does point with pride to the fact that his son and daughter are back in rural Kansas.

The son is managing an insurance agency in Halstead. The daughter is living on the site of the original family homestead.

Larry says, "My daughter and her husband graduated from KU and could have gone anywhere. But she has chosen to come back to Halstead and serve as an officer in the bank."

Her husband is an outdoorsman, and he likes the wildlife and hunting along the river. It's a part of that quality of life which Larry Williams believes in.

Larry says, "In our town, kids can ride their bikes downtown, ride their bikes to the park, and their parents know that they will be safe. It makes rural Kansas an attractive place for raising a family."

Yes, rural Kansas is experiencing a brain drain. But through the efforts of leaders like Larry Williams, the rural quality of life can be enhanced. That will make a difference by attracting our best and brightest back to rural Kansas, and turning a brain drain into a brain gain.

Norma Daniels

Today let's meet a woman with several titles. You could call her "Woman of the year" -- she recently received that award. You could call her Madam Chairperson -- she is the chair of the Kansas Rural Development Council. You could call her "Nurse" -- that was her original occupation. Thousands of people call her "Senator" -- and 7 young people call her "Mother."

I'm speaking of Norma Daniels, a wife, mother and community and state leader. Norma lives in Valley Center, a town of 4,000 people in Sedgwick County, in south central Kansas.

Norma was born in Yates Center, a town of 1815 people in Woodson County -- and that's rural. She was raised in Kansas City, Missouri and did her undergraduate work at St. Louis University. After becoming an RN, she met a young medical student at a hospital in Kansas City. He went on for an internship at St. Francis Hospital in Wichita, and while there, the two were married.

Upon graduation, the young doctor and his bride looked for a community to start in family practice. The place they chose was Valley Center, near Wichita.

Norma says, "I've been here since and I love it." She and Bob have raised 6 daughters and one son. At one point, they had five children at K-State in the same year! Norma says, "We own a piece of the rock!"

Their son, by the way, played football for K-State. He won the academic trophy from the Independence Bowl, the last time K-State went to a bowl game.

Norma tells of the day that her husband said to her, "You have a lot of talents that you should share with the community." She said, "Oh Bob, I've already been involved with all the volunteer activities; PTA, PTO, Girl Scouts, Boy Scouts." He said, "That's not what I mean: I think you should run for city council."

Norma says, "I was shocked. I didn't know anything about it and didn't care for politics."

Sometime later, she was paying her city water bill and somewhat timidly asked the city clerk what it would take to run for city council. The city clerk asked who wanted to know. He said, "Certainly not you, Norma." She answered, "Why not?" He said, "City business is like big business, and women just don't understand it."

That did it. It was the motivation that she needed. Norma said, "Where do I sign?"

The rest is history. She won that first election and has never lost one since.

She says, "I knew I was a novice, so I became a student of government." She read the ordinance book and pored over the state laws. She went to every educational meeting possible and visited the police station and fire department and dispatch office.

The work paid off. Her career as a city council member was so successful that people encouraged her to run for the State Senate. She said, "I knew I couldn't win, since my opponent was a millionaire and a senior senator, but I gave it a try." She won by 176 votes out of nearly 23,000 cast.

She says, "The media called it a fluke." But she was re-elected in `84 and `88. In January 1993, she retired from the Senate but remains very active with the state rural development council.

The list of her honors and activities is remarkable, but she keeps it all in perspective. She was one of seven Kansans selected to represent Kansas in Tokyo at the first Japan - America Grassroots Summit -- but she was also founder of the Valley Center Swim Club and a co-leader of the Girl Scouts.

Through it all, she is a believer in rural Kansas. She says, "That's where the real diamonds of family life are found."

Yes, she is a woman of many titles. But she says, "I find greatest happiness in serving my family and serving others, and in making life a little better for those who need a hand." That is making a difference in rural America.

High Plains Corridor

Today, for a change, we're not going to meet a person. We're going to meet an idea.

It's an interesting idea, and it has to do with north-south trade.

On January 1, 1994, a sweeping new trade treaty took effect. It's the North American Free Trade Agreement. It means that tariff barriers between the U.S. and Mexico are coming down.

What will this treaty really mean to Kansas? Well, I don't think experts expect an immediate impact. But there are those who have been thinking about an idea which could support and expand such trade in the long-term.

It's called the High Plains Corridor. The idea is a trade and business development zone running from Canada to Mexico through the central plains states.

This concept was brought to the Huck Boyd National Institute for Rural Development by a member of our Board of Directors. He asked the Institute to study it. The more we studied it, the more we liked it.

First, we looked at the six High Plains states: North Dakota, South Dakota, Nebraska, Kansas, Oklahoma, and Texas. Those six states by themselves produce 53 percent of the nation's cattle slaughter, 22 percent of the nation's corn, 80 percent of the nation's grain sorghum, 80 percent of the nation's sunflowers, and 55 percent of the nation's cattle slaughter.

Much of that cattle slaughter is found in southwest Kansas, where beef is processed and shipped out on semi trucks. This led us to look at traffic counts in that region. We found that the count of heavy trucks in the Garden City/Dodge City region has gone up by nearly 200 percent over twenty years.

That led us to think about highways. Are new highways needed, and what would they cost? Then we learned of other proposals which have been made, such as a Rocky Mountain Trade Corridor. But when you compare the cost of building through mountainous areas or urban areas, you find that what you would logically expect holds true: it is less expensive to build highways through rural, flatland or rolling areas than it would be to do so through mountains or cities.

Let's take a look at the market. Our study shows that the Mexican economy is booming. In the last five years, U.S. exports to Mexico increased from $12.4 billion to $33.3 billion, twice as fast as U.S. exports to the rest of the world. U.S. ag exports rose 173 percent to $3 billion. Consumer goods tripled to $3.4 billion. Capital goods surged from $5 billion to $11.3 billion.

Not only are Mexican consumers buying more, they are very interested in things American. USDA studies show that as the Mexican economy improves, just as in any developing country, there are two food items which their consumers want more of: more meat in their diet, and more processed foods.

That got me excited. Here in the High Plains, we produce more of that meat than anyone. And we produce bulk goods: Now we need to add value and process those goods to respond to this market opportunity.

So what would be involved in this High Plains Corridor? That remains to be seen, but it could include an improved, intermodal north-south transportation system, including a high-speed, high-capacity highway. It would involve development of industrial processing facilities throughout this zone, and technical assistance from land-grant universities and others.

I don't want people to think of this corridor only in terms of a highway. There may be benefits in developing north-south linkages in terms of telecommunications and educational partnerships.

In 1993, the Board wanted to gain a first-hand look at the economy and the transportation needs of the High Plains region. Their solution was a set of car keys. The High Plains Journal sponsored the trip. They provided me a car and put me on the road.

I drove every mile from Kansas into Mexico and then up into Canada and back. It took 34 days and 9,257 miles. My saddle-sores were more than offset by the great hospitality I encountered. And I came away believing there are exciting possibilities for a High Plains Corridor.

Now, you have been introduced to an idea. It's a very timely one, with NAFTA newly in effect, but it is long-term in nature. If Kansas wants to pursue this idea, it is one which can make a difference in the future for trade and our state.

Frank Chvatal

Today let's meet an international business. This business is importing goods from Italy, Spain and Denmark. They are selling products from Texas to Utah.

And where is the headquarters? Not Wichita or Kansas City. The company headquarters is Atwood, Kansas.

Atwood is a town of 1,388 people in Rawlins County, in northwest Kansas. It is the home base for Beaver Valley Supply Company. The owner of Beaver Valley Supply is Frank Chvatal.

Frank is a native son, born and bred in Atwood. Over the years, he has seen his company grow and change.

It may seem unlikely to find an international company based in Atwood, but upon further study, you find this company fits with the region in which it is located.

Beaver Valley Supply is a wholesale farm and ranch equipment distribution company. They sell short-line equipment, such as the various attachments which go on tractors. In other words, they don't sell the tractors, but they sell the dozer blades and other things that go on them.

They also sell grain augers, cattle chutes, combine sieves (for cleaning grain), combine headers, and header trailers. These are the necessary, smaller pieces of equipment, not the big, very expensive main items.

It's a niche market. It's like hitting lots of singles, rather than going for one home run.

Those singles have added up to a winning business for Frank Chvatal.

Frank started with the company in 1952 as a high school student. After a stint in Korea with the service, he returned to the company and worked his way up the ranks.

The business had started as a feed company and then diversified. In 1974, Frank and a partner bought the company from the retiring owner. Frank's partner passed away in 1983, and now Frank and his sons run the company.

Today what started as a little feed company is serving equipment needs in nine states. Frank Chvatal owns some or all of similar stores in Atwood, Denver, Salt Lake City, Clinton, Oklahoma, and Waco, Texas. He also has the territory for the Snapper lawnmower company in some of those states.

"In Atwood, during the last ten years, business has really grown," Frank says. And what is the reason for success?

"Everybody works," Frank answers. Two sons are in Atwood and one is in Denver. Two partners are in the out-of-state stores. Each store has a sales staff. But they all go on the road as necessary to make sales and serve customers.

Frank's company sells through a dealer's organization. Lots of John Deere and Case IH dealers offer Frank's equipment.

It's a big business. Frank's company has 25 acres of equipment storage at Atwood. They load out three trucks a day to take equipment to customers in the High Plains.

He says, "Our biggest problem is we can't get direct truck service from, say, Bismarck to Atwood. It has to go through Omaha."

Given the international nature of the business, I always ask a business like this if it would be easier to relocate to an urban area.

Frank says, "With the way we do things, it would be a detriment to be in a city. We deliver 95 percent of what we sell anyway. And in Atwood, we can enjoy the lower cost of living and don't have to fight the city crowd."

Frank says, "We can go hunting or play golf in five minutes. We're happy here."

Today we've met an international business. Yes, it's involved in lots of trade, but it's maintained its heart in Atwood. That's where the hard work and commitment of Frank Chvatal is making a difference.

Roberta Donohue

Remember how 1992 was ballyhooed as the "year of the woman?" Well, with all due respect to the media, I think they missed it by a couple of years. 1994 is the year of the woman, at least in one sense.

Take Kansas agricultural organizations, for example. Agriculture is big business in Kansas. It's also been a male-dominated business. So, it's big news when a woman gets elected as president of one of these statewide organizations.

And that is happening in 1994. Not just once, not just twice, but would you believe that there are three statewide agricultural organizations that are being headed up by women in 1994?

Well, it's true. Today we begin a series on the three women presidents of these Kansas organizations.

We will start in Greeley, Kansas. Greeley is a town of 339 people -- and that's rural. It's located in Anderson County, in east central Kansas.

There we will find Roberta Donohue. Roberta is manager and co-owner of Greeley Seed Company. And in late January 1994, Roberta will assume the presidency of the Kansas Seed Industry Association, or KSIA. KSIA is the trade association of the seed business in Kansas.

Roberta is a native of Anderson County. She came from Garnett originally and graduated from K-State in 1965. She married a young man from her home county and returned there to his family farm. For two years, she was a news editor in Garnett, and then along came a pair of twins. So, she stayed home for 10 years to raise their boy and girl before returning to the business world.

Roberta says, "My husband is a life-long rancher and farmer, but he also likes to try new things." The new thing they tried was the seed business.

Greeley Seed Company had existed since the 1940s, but it closed after tough times in the 1970s. The business' buildings had been abandoned for two years when Roberta and her husband bought them.

Roberta says, "The place had cobwebs, a card table, a lightbulb, and a hand-crank adding machine -- and no business."

So they started from scratch. They cleaned up the facility and reopened the seed plant. The plant purchases lespedeza, brome, and red clover seed grown by local producers.

And then the business began to grow and diversify. Roberta says, "There were times when the business grew by leaps and bounds -- but then, we were starting from zero, or below!"

The business grew by responding to demand from customers. She says, "For example, ten years ago we didn't stock birdseed. Now we sell tons of it."

Today Greeley Seed Company includes seed purchasing as well as warehousing. The company wholesales and retails all kinds of seed, from native grass to small grains to lawn seed. They also own a truck line, plus her husband's cattle operation.

Roberta says, "My husband has supported me all along the way. And we've had the good fortune to have great employees."

So why not move the business to a larger city with more population? Roberta says, "It's easier to do business here than it would be in a city. Being in a rural place is a plus, not a minus. We have good, competitively-priced labor, good transportation, and generally lower overhead."

And how did Roberta get involved with the Kansas Seed Industry Association? She says, "Getting involved with the trade organization was one of the things we did immediately. And women were scarce. In fact, some of the older men weren't quite sure about trading seed with a woman. Now, it's common acceptance."

Roberta believes strongly in the benefits of KSIA. She says, "Without it, we wouldn't do half the business we do. It builds contacts within the industry. And it's been fun. People in the seed business are first class, and the friendships are a bonus."

Yes, I think 1994 is the year of the woman. In Kansas, we're seeing women in leadership positions like never before. And they are leaders and entrepreneurs like Roberta Donohue, who are making a difference in rural Kansas.

Charles Phillips

Today let's go to Hollywood, to the president of Warner Brothers. Here we pass Mel Gibson and Harrison Ford. And there in the executive suite, hanging on the wall, is the most incredible black-and-white print of a wilderness scene that you've ever laid eyes on.

It's a beautiful print, valued at several thousands of dollars. Prints like these are found in LA or on Wall Street in New York. And how would you contact the artist who produces these exclusive works? Well, don't go looking for him in New York or Hollywood: instead, try Caldwell, Kansas.

Caldwell is a town of 1,351 people in Sumner County, just north of the Oklahoma line.

And in Caldwell we find R. Charles Phillips. To say that Charles is a photographer is like saying that Joe Montana plays ball. Charles is a nationally renowned fine-arts photographer.

He was born in Phoenix, but was raised in Kansas on his grandparent's farm near Syracuse. When he turned eight years old, he received a special birthday gift: a camera. That simple little camera was to change a life.

His interest in photography grew and grew. At age 19, he knew he wanted to be a fine arts photographer. So he loaded up in a 1948 Willis jeep and drove to California, where he studied under the legendary Ansel Adams. Then he worked in photo labs and in sales, developing the craft of black and white photography.

He envisioned a new frontier of high tech photo art, using sophisticated equipment. But this equipment was expensive. For several years, he worked on oil rigs 100 miles from land in the Gulf of Mexico. With the money he made, he purchased the photo equipment he needed.

Meanwhile, Charles' brother had graduated from K-State with a degree in Animal Science and taken a job as manager of a ranch in Wyoming. Charles went there for a visit. His brother said, "What do you want to take pictures of?" Charles replied, "Well, I'd like to get up into those mountains, but I don't know how." His brother said, "Grab your checkbook and follow me."

The next thing you know, Charles had bought a packmule named Missy and the rig to go with her. And Charles packed his photo equipment up into the remote mountains, where he found the most beautiful natural scenery. He captured it on film.

And people began to buy. His main customers were sophisticated art collectors in LA and New York.

Charles lived in Wichita for three years, but his business outgrew his facility. He needed large buildings for his large equipment, and he found his way to Caldwell.

Today Charles is operating in four buildings in downtown Caldwell, where his business has created jobs for five people. He has a lab, a finishing area, a shop in which he and his staff adapt or develop the equipment they need, and another building which will, in the future, be a gallery to display his works.

Charles uses special cameras with computer-designed lenses to take these photos. Then he produces huge prints, in the 32 by 40 or 56 by 72 inch range, and uses computer-controlled enlargers to produce these striking images from the wilderness. The technology is borrowed from aerial surveillance techniques.

And art collectors want to buy.

Charles continues to market his works to art collectors on the coasts and in between. He has sold to CEOs of such companies as Tektronix, Rothschilds, Goldman Sachs, Dreyfuss, and J.P. Morgan. You will understand why when I tell you that his prints sell for 1,100 to ten thousand dollars apiece.

So why remain in Caldwell? Charles says, "It is handy because I do need to market to both coasts. I needed big buildings that I could afford, and I really like the rural atmosphere. We have a nice clean environment, no crime to speak of, and a high quality of life."

Yes, we can go to Hollywood to the president of Warner Brothers and there we will find prints from Charles Phillips on display, just as we can find them on Wall Street. But where we find the artist himself is in Caldwell, Kansas, where he's using his talents and entrepreneurial spirit to make a difference.

Sharon Schwartz

Today we'll have the Number 2 program in our three-part series about Number Ones....Did you catch all that math? I'll translate.

Today is the second program in our three-part series. The series is about Number Ones; that is, the presidents of certain statewide organizations.

The organizations I'm speaking of are Kansas agricultural associations. Their presidents are remarkable people in their own right, but the following facts make 1994 especially significant: each of these presidents is a woman, each is the first woman president that their organization has had, and there are three such organizations with women presidents all in the same year.

It must be a good year for Kansas women. Today, we'll meet Sharon Schwartz. She and her husband farm near Washington, a town of 1304 people in north central Kansas. Sharon grew up on a dairy farm near Hanover, just 15 miles away. Hanover is a town of 696 people -- now that's rural.

Sharon's husband Leo came from a dairy farm too. So when they married and started farming, they started milking cows. But when they looked at the potential cost of upgrading the dairy, they decided to sell the cows and invest in feeder pigs. What a decision that would turn out to be.

Today, thirty years later, the Schwartz' are successful farmers and Sharon is President of the Kansas Pork Producers Council, called KPPC.

Their two children both attended K-State, which brings up an interesting story. Daughter Cheri was involved with the K-State chapter of the National Agri-Marketing Association, or NAMA. Each year NAMA has teams of students put together marketing presentations that are judged in national competition in Washington DC.

One year Cheri Schwartz was on the K-State team that placed number 1 in the nation. The second place team was from Oregon State. A young man from Oregon State approached Cheri to see what secrets of success he could learn. He got more than he bargained for: today that young man and Cheri are husband and wife in Oregon.

It sounds to me that Oregon turned out to be a winner too.

Meanwhile, the Schwartz' son has returned to the farm and is managing the finishing hog operation as well as all the responsibility of planting and grain handling. The family farms 3,300 acres of grain and runs a 400 sow farrow-to-finish hog operation, called Porkchop Acres.

As one example of innovation, the family raises sunflowers in addition to the traditional crops of corn, beans, and wheat. In fact, they are thinking about trying some striped sunflowers for birdseed as a way of expanding demand.

Sharon says, "I farmed here along with everybody else. But as farming has become a business, it demands more time in the office with marketing and record-keeping. So I ended up as the business manager."

She says, "Leo was always a member of KPPC. Since I was involved in the business too, I went to every meeting. When our daughter became state pork queen, I got involved in the promotional side of the activities."

She got so involved that she was elected as a director from Kansas to the National Live Stock and Meat Board. That meant she also served on the executive board of the KPPC.

Two years ago, she was elected president-elect of KPPC, followed by a year as president. In fact, in November 1993, she was re-elected for a second term.

She says, "Our organization is becoming more producer-focused. That means we're emphasizing service to members."

She says, "The reason I love being involved with agriculture is the many things Kansas has to offer. I like our diversified climate, the interaction with our members, and the less dense population."

Today we've heard about our second Number One. She has become number one through her commitment and service to her industry and her organization. For men and women, that leadership is making a difference in rural Kansas.

Jan Lyons

Lightning may strike once. Lightning may strike twice. But what are the odds of lightning striking three times?

Well, it's highly unusual. And it's highly unusual for Kansas agricultural organizations to elect women as their presidents. Historically, it's the men who have been in leadership positions.

But this year, you do find women as presidents of these organizations: Not once, not twice, but three times.

Today is the third and final program in our series on these women in leadership positions. And the one we will visit today represents the oldest and largest of the organizations we have discussed.

I'm talking about Jan Lyons, president of the Kansas Livestock Association. Jan lives on an Angus ranch on the McDowell Creek Road south of Manhattan.

She is originally from an Angus farm in Ohio. Growing up, she joined 4-H. She got an Angus steer as her livestock project. And that humble beginning was the start of a lifelong interest in the cattle industry.

Her husband Frank was also from Ohio, and was a medical doctor in the military. In 1974, he was transferred to Irwin Army Hospital at Fort Riley.

Jan says, "We came to Manhattan and loved it." After Frank completed his military service, he went into private practice in Manhattan. Meanwhile, Jan's love for the country led her to look for a place to live outside of town. They found the ranch near Manhattan, and started to put together a cattle herd.

Today the nationally-known Lyons Angus herd consists of 175 to 200 mother cows. It is a family operation, with help from the Lyons' two married daughters. In fact, both daughters graduated from K-State in agriculture, and both were state 4-H winners in beef. Sounds like it came naturally.

Jan says, "We are a purebred operation, selling seedstock to the commercial cattle industry." The family conducts a bull sale annually on the first Monday in March.

Jan says, "When we were first getting started in the cattle business, the Kansas Livestock Association (or KLA) was recommended to us highly. We joined, and it was logical for me to go to the meetings since I was the one working with the business day-to-day."

She got involved, and worked her way through the ranks of various beef industry associations. For example, she was president of the Kansas Angus Association, chairman of the KLA purebred council, and chairman of the bull test committee.

Now, to the layman, a "bull test" may sound like something they need in Congress, but it's actually a scientific method of evaluating potential herd sires.

The point is that Jan worked hard to improve her herd and the industry, and her peers took note. In December 1992, she was elected president-elect of KLA, and last December she took the reins as President -- the first time ever that a woman has filled that role.

She says, "Women have been involved in all aspects of the business for many years. In fact, KLA had a woman on the board in the 1920's. I've found the doors to be open."

Jan says, "KLA is 100 years old this year. We are a grass-roots driven organization. That's the strength of it."

She says, "There have been a lot of outstanding leaders in the organization over the years. I'm honored to be chosen to represent the KLA."

And how does this transplanted Ohioan feel about Kansas now? She says, "It's not only the beauty of the Flint Hills, there's something special about Kansans. They are friendly, and vital -- there's creative energy. They are able to pull up resources from within."

Lightning may strike once. It may even strike twice or three times. But for the three women who are presidents of Kansas agricultural organizations, this is no lightning strike. Their achievements are no accident of luck. These are strong and capable individuals, who have earned their accomplishments through hard work and commitment. Like Jan Lyons, they are making a difference for men and women all across rural Kansas.

Joe Steineger

Here we are at a meeting of the Governor's Task Force on Rural Kansas. The task force members are the type of people you would expect: an extension agent, a rural doctor, a small-town businessman, and the mayor of Kansas City.

Wait a minute. Did I say the mayor of Kansas City? How did a big-city mayor get on a rural task force?

The answer to that question is a very interesting one. It turns out that this mayor of Kansas City is right at home on a rural task force.

Meet Joe Steineger. Joe is mayor of Kansas City, Kansas, in Wyandotte County. Kansas City is the second largest city in the state of Kansas, after Wichita.

Now, on this program, we often talk about towns with 150 people or 1500 people. Today, we're talking about the leader of a city of more than 150,000 people.

But even though Joe Steineger is a big-city mayor, he has genuine rural roots.

Joe and his family still live on land that his grandfather came to from Switzerland in 1860. The land is within the Kansas City boundary, and is still being farmed. Joe now leases out the farmland, which his youngest son is farming in partnership.

After growing up there, Joe attended Wyandotte Community College, got married, and started farming and raising a family.

Joe comes across as quite a caring person. And so as he raised a family and saw changes in his community, it was only natural that he would serve on the local school board. He served in that capacity for a time, and then along came the C-word: consolidation.

When it was all said and done, Joe's school was consolidated with a larger system nearby. Joe served on the consolidated school board. He did so well that he later served on the state board of education. In all, he put in 30 years of service on various boards supporting education.

But with his caring nature, he saw a phenomenon that caused him concern.

Joe says, "As a school board member, I saw lots of wonderful young people. At the end of the year, I would give diplomas to these wonderful young people -- and then I never saw them again."

Joe saw the brain drain first-hand. He saw these outstanding students, but then he saw them move away for jobs elsewhere. And he was concerned about the people his area was losing. Kansas City had lost 30,000 people during the past 30 years.

So he decided to run for mayor. But everyone knows that takes a lot of money, especially in a city.

Joe says, "Everybody I talked to told me "no way," but I felt destined to do it. I put $400 in a campaign account, and started walkin' and talkin'."

He says he started knocking on doors, talking to anyone who would talk to him.

And the grass-roots approach paid off. He raised $43,000 in private, voluntary contributions for his campaign. In 1987, he was elected mayor of Kansas City and was re-elected in 1991.

Now Kansas City is building 200 houses a year. And Joe says with pride that in 1992, Kansas City, Kansas was recognized as one of the nation's 10 All-American cities. That award took Joe to the Rose Garden at the White House for a special ceremony.

So why does this big-city mayor care about rural Kansas? Joe says, "It's my personal background, but it's also important to our city and state. Our city was built on agriculture. Our industry started with the packing plants, and now they're all gone. The declining ag base has had a devastating effect. We have just a few farmers left in Wyandotte County, but they are successful family farmers. We need to find new ways to raise and sell our crops profitably."

Now Joe's efforts to help the city are paying off. He says, "We're now building about 200 houses a year. And we're emphasizing tourism. We have the Woodlands. We're also working on a Wizard of Oz theme park, which would be a $460 million project."

Joe's caring concern continues to expand. In 1993, he was elected president of the League of Kansas Municipalities.

Well, it's time to leave this meeting of the Governor's Task Force on Rural Kansas. We now know that this big-city mayor fits right in. Joe Steineger is mayor of a big city, and he also has a big heart. That caring makes a difference as it extends to communities across the state of Kansas.

Dan Barker

Look, up in the sky. It's a bird. It's a plane. Well, this isn't a Superman show, so it is a plane.

When you see a plane flying over rural Kansas, it could be the man we will meet today. His name is Dan Barker. His home base is Brewster, Kansas.

Brewster is a town in northwest Kansas of 296 people. Now, that's rural. It is located on the west side of Thomas county. I don't mean to suggest that it's a long way out there, but it's located about two miles from mountain time.

Here in Brewster is the office of Barker Farm Services. The specific farm service which the company provides is custom aerial application of pest controls onto farmer's crops. In other words, they fly the planes which spray the fields to keep bugs and worms from eating the grain that makes your breakfast cereal.

The owner and manager of this company is Dan Barker.

Dan was raised on a farm near Morton in the panhandle of Texas. When he was six years old, his daddy's cotton crop was threatened by an infestation of insects. His father brought in a pilot to spray the cotton and save the crop. And Dan Barker told his daddy, "That's what I want to do."

By the age of 19, he was doing it. A friend of Dan's parents by the name of N. H. Steed was a pilot and instructor. He gave Dan flying lessons before and after school, and two or three on weekends, plus ground school two nights a week. Today, N.H. says, "Dan has a natural ability -- one of the best. He was the youngest ag pilot in all of west Texas."

Dan went through training and got his commercial pilot's license. He then got more specific training for ag needs.

N.H. and then Dan flew for the same company. Then in 1979, Dan started his own aerial application business.

In the spring of 1981, a call came from Oklahoma. The greenbugs were damaging the wheat crop there. N.H. and Dan flew up to help, and then into Kansas. They worked around Haven, and then around Brewster.

In the process, Dan got acquainted with the owner of the aerial application business there in Brewster. And in 1991 when the owner was ready to sell the company, Dan and his wife decided to buy it. They made the move from Texas to Kansas.

Dan says, "People here jumped right in. Immediately we had lots of good support. They were encouraging and gave us business." Crops were good and the business grew.

Then came May 26, 1992. In the space of a few hours, the temperature plummeted to 23 degrees. It killed the growing corn and the wheat crop that was ripening in the fields. And the weather service said the coldest spot in the whole region was Brewster, Kansas.

Dan says, "Ninety-nine percent of the crop was lost." And without a crop, there was no reason to spray for pests.

Dan says, "We wouldn't have made it if not for the community telling us to hang in there." Dan broadened his base, and found business in eastern Kansas. He persevered through the hard times, built relations with customers, and the result was success.

In 1993, his business increased from 25,000 acres of coverage to 45,000 acres. And Dan is responding. Like a farmer after a good year, he is buying a new tractor. The difference is,

this is a high-powered airplane called an "air tractor." I wonder if Michael Jordan will be doing ads for those...

In the old days, we called people in this business cropdusters. Today we call them aerial applicators. And if your vision of these people is of a daredevil pilot in goggles and a muffler, think again.

Dan says, "We've come a long way from the early cropdusters. There have been leaps in technology. Safety has been improved more than ten-fold. And if you're not a professional, you just won't be in the business." Some aerial applicators even use technology derived from satellite surveillance..

So how does this transplanted Texan feel about Kansas now? He says, "Brewster is a great place to live. It has everything you need there, and it doesn't have the things you don't want. There's no metal detectors at our school; we don't need `em. And the people are closeknit. If someone has an illness, people rally around and help. I wouldn't trade it for Wichita or Kansas City."

Look, up in the sky. It's not a bird, but it's a plane, and maybe it's a Super man too. Dan Barker has a commitment to small-town America that is super in my book, and it's making a difference in rural Kansas.

Gail BollerToday let's visit a facility with high-tech equipment. On the shop floor, we see precision equipment worth tens of thousands of dollars. And up on the wall, above our heads, we see -- a basketball goal?

What is a basketball goal doing in the middle of this high-tech facility? It's not exactly your typical wall-hanging.

The answer is simple. It was originally put up outside on what used to be the back of the building -- just like the goal over your garage door at home. But as the business grew, more space was needed. A new building was added on to the back of the old building, and the basketball goal remained in place.

The point is that the business grew around it. Today we'll hear about that growth.

Let's meet Gail Boller. He is president of Natoma Corporation in Norton, Kansas. Norton is a town of 3,017 people in Norton County in northwest Kansas.

The corporation name, however, comes from Natoma, the original hometown of Gail Boller. Natoma is an Osborne County town of 392 people. Now, that's rural.

After growing up at Natoma, Gail went to Fort Hays State University. In 1977, he moved to Florida where his brother lived and went to work for the Piper company. After a few years, he decided he wanted to get his son out of the schools in Florida so they moved back to Kansas.

He set up his own machine shop in Natoma in 1982. And in 1984, he made the move to Norton.

Did I say that this company experienced growth? This company which started with two guys now employs 20. And annual gross revenues have gone from $100,000 to $600,000.

Today the Natoma Corporation is a contract manufacturer of precision machined parts. The company primarily serves the aerospace, medical, and laboratory instrument industries. 75 percent of their business is outside the state of Kansas.

Their customers range from California to Florida. One of their customers is the largest maker of disposable hypodermic needles and syringes in the world.

This requires the highest quality work. Let me give you an idea. On one of their typical jobs, the tolerance of precision on a milled metal product is plus-or-minus one-thousandth of one inch. And on a grinding project, the tolerance is one ten-thousandth of an inch. Meanwhile, most of us still can't hit an eight-foot wide parking place just right...

Because of this high precision, 90 percent of their work is computer-controlled milling and turning. Much of it is in stainless steel and aluminum, but they work in plastics as well.

A typical piece of equipment in Gail Boller's shop would be valued at $80,000 new. In fact, he just bought a $30,000 inspection tool which produces a computer printout of the findings.

Most recently, Gail Boller purchased the tool company up the street where they design and build automated assembly equipment.

Even now, the challenge is getting in the door to potential customers. Gail says, "Urban buyers want somebody down the street." Getting skilled employees is another issue, which Gail is addressing. He says, "Every employee here over two years owns a piece of the company."

And in the corporation brochure, there is a message from Gail. It says, "The key to our growth and success...is shown in the picture above." And above it on the page is a group photo of all the company's employees.

So why would this company remain in Norton, Kansas? Gail Boller says, "We have better labor costs and quality of labor than in a city. Just the cost of real estate is one-tenth of what it would be in Denver."

He says, "We can compete with any shop in the country from here. The Japanese can't even compete with us."

Gail says, "The key is doing what the customer wanted -- even if it means working 7 days a week."

The hard work has paid off. Gail gives the example of a company in Florida which started by ordering three different parts from them. Now they order more than 400.

Yes, in the middle of this high-tech facility we find a basketball goal. It's a sign of the way this business has grown around it, through the vision and effort of Gail Boller who is making a difference in rural Kansas.

Deb OhldeToday let's meet an interesting young couple in north central Kansas. Listen carefully to their career tracks. One graduated from college with a degree in ag economics, the other in ag education. Now one is working in a bank, and the other at a college. But don't assume anything: the one who is an economist is at the college, and the one whose degree was in education is the banker.

Perhaps that's a reverse of what you might expect. It's just another example of the versatility of these two remarkable people. I'm speaking of Deb and Tim Ohlde.

Deb works in Concordia. That's a town of 6,167 people. Tim, however, works in Clyde. That's a town of 793 people. They both went to high school in Linn. That's a town of 472 people. Currently they live near Palmer. That's a town of 121 people. Now, that's rural.

Today we'll meet Deb Carlson Ohlde. She grew up on a farm near Palmer. She was active in school activities, such as Future Homemakers of America, called FHA. In those days, she was starting to think about seeking a state or national office in FHA. And at the same time, there was a young man from Linn High School who was seeking a national office in Future Farmers of America, or FFA. She wrote him a note to wish him well.

It was just like in the movies. That note led to a relationship. Both of them ended up serving as state officers of their respective organizations. In fact, Deb was elected to a national office in FHA. And on Valentine's Day 1987, Deb and Tim were married.

Deb graduated from K-State in ag economics and is now pursuing her masters in public administration. Meanwhile, she worked in Clay Center before taking a position with Cloud County Community College.

In September 1990, she became the college's Community Development Resource Coordinator. In this role, she serves as a liaison between the college resources and economic development entities in their 12 county service area.

The years since have produced several achievements. One was the formation of the first-ever, North Central Kansas Rural Development Council. It is one of a kind in Kansas.

It began with 9 county representatives meeting informally. Now it has grown to having 11 counties contributing to a budget.

The Council has a regional marketing and promotion brochure which includes information on communities throughout the region. The Council is building a regional identity. It has letterhead. It sponsors speakers. It meets monthly.

Deb says, "The best part is in simply getting together for problem-solving."

In February, a business relocation conference was held in California. Through the Council, two individuals attended from the region. The leads they bring back will be shared with the other members.

Deb says, "That's something they would not have been able to do on their own." I think it's an excellent example of regional, multi-community cooperation, which is especially important now as we seek to get the most of our limited dollars.

Another success story is the assistance which Deb organized for small business people. This took the form of a one-hour class which was structured so as to respond to local input and needs. Typically this included management assistance.

Deb says, "We had enrollments of 25 to 30 a class. The classes have been offered in nine of the twelve counties in the service area."

Again, a partnership with the private sector was vital. Local lenders helped market the class to their customers and others.

Deb is an outstanding leader and student. She is helping reverse the rural brain drain through her commitment to Kansas.

She says, "I know I could work on Wall Street if I wanted to, but I choose not to. I prefer safety, wide open spaces, nature, and family. In an urban area, it's harder to get involved and make a difference."

She took the words right out of my mouth. Regardless of whether her degree was in education or economics, she is involved and committed to making her rural region even better. And next time, we'll meet the young man who is the other half of this husband-and-wife team that is building rural Kansas.

Tim OhldeToday is the second in our two-part series about a husband-and-wife team that is building rural Kansas. Last time, we heard about the wife. Today we'll hear about the husband.

Tim Ohlde grew up on a dairy farm near Linn. Linn is a town of 472 people in Washington County, in north central Kansas.

After graduating from K-State, Tim returned to his home area. The truth is, he wanted to farm. The Linn State Bank had an opening and hired Tim on a part-time basis.

It was meant to be. Tim took to banking. In five months, he was working at the bank full-time. And in 1986, he helped some stockholders put together the purchase of the Elk State Bank in Clyde, Kansas. Today Tim is an officer of that bank.

Often what happens with these Kansas farm-boys is that they go off to college and get their education, and then go off for a job in the big city. Sure enough, this happened with Tim Ohlde. He left Linn, a town of 400-plus, and went off to the big city of Clyde, a town of 793 people. I suppose New York City is next...

Clyde is located in Cloud County, where Tim's wife Deb also works. She does economic and rural development for the community college. And in Clyde, Tim's involvement in that community started to make a difference.

He put together a group of volunteers called the Clyde Community Development Resource Committee or CCDRC. He says, "A bunch of us got together. We didn't know what we were doing, but we were concerned about our community."

The group grew. Three years ago, it was given official status by the Clyde city council.

More importantly, the group accomplished a lot of things. They did a community profile. They surveyed the alumni of the school. They did a strategic plan. They raised money for a brochure. They met with the high school graduating classes. They helped to establish a housing committee to clean up uninhabitable housing. They assisted in the formation of a community foundation, which collects money for community needs.

One issue facing the community had to do with medical service. There was only one doctor in Clyde, and he did business from an office in a house. When he retired, he recruited a doctor from Clay Center who was willing to offer service. Soon, the new doctor outgrew the existing facility.

Meanwhile, through CCDRC's efforts, a team of college students came to Clyde as part of the K-State Community Service Program. They were to do a study and to work on solving this problem.

One of the students asked, "What's that big building next to the Catholic church used for?" "Oh," the answer was, "that's the old convent. It's been closed for several years." "Well," the student said, "can we go see it?"

And they did. What they found is that the numerous little rooms where the nuns lived were perfect for a professional services building. Today that convent has been remodeled and is a full-time medical clinic employing two doctors, one physician's assistant and four full-time support staff.

Clyde's community spirit and grass-roots commitment is evident in a remarkably strong retail sector. How many towns of less than 800 still have two banks, two car dealerships, two grocery stores, two gas stations, a historic hotel, a day care center, a nursing home, restaurants, a lumberyard, hardware store, clothing store, and a jewelry store? The answer is, not many.

Now, there are those who have given up on rural America. They say the land should be taken by the government and turned into a Buffalo Commons. A very good argument against that idea can be found in Clyde.

What is the secret of Clyde's success? Is it an inflow of government money? Far from it. The politicians hardly notice a town this size. Instead, the answer came from within. It came from the grass-roots. It came from a community with self-reliance, determination, and pride. It came from people who care enough about their community to keep it up and make it even better.

One of those people is Tim Ohlde. He says, "If we want something more, we're an hour and fifteen minutes from Manhattan, Salina, or Lincoln, Nebraska. So why should I fight the traffic every day? We want to live in a rural area."

This concludes our two-part series on a husband-and-wife team that is building rural Kansas. Like his wife Deb, Tim Ohlde is committed to making these rural communities better, and in so doing, he is making a difference for the future.

Bill ReeceDo you ever complain about the weather? Well, I do. But sometimes this crazy Kansas weather can turn into a blessing. And would you believe that a Kansas snowstorm could change a family's history?

Well, it did. And it happened in Scandia, Kansas.

Scandia is a town in Republic County in north central Kansas. It has 421 residents. Now, that's rural. And in that town, a snowstorm occurred with far-reaching consequences.

The resident of Scandia who told me this story is Mister H.W. "Bill" Reece. The story is about his father. Mr. Reece's dad was from Iowa, and he attended barber college there before World War I. Then he decided to go to Arizona to find business among the mining camps there. One winter, he was headed back to Iowa for Christmas. He was enroute when suddenly a blizzard hit and he got snowed in.

Do you want to guess where? That's right. Scandia, Kansas. While he was stuck there, he met a young lady -- Emily Loring. Emily was a farmer's daughter working in the post office. Well, you can guess the rest of this story. He went on to Iowa but returned to Kansas to make this young lady his bride. And the young couple settled in Scandia.

Mr. Reece practiced his barber trade in Scandia and did other business too. He even got into the construction business. Then in 1926, he formed a partnership to do road-building. The company's first work was a six mile stretch of road to be graded in Brown County. The work was done with slips and fresnos, whatever those are, and horses and mules.

Shortly after that, Mr. Reece made a strategic decision: He would concentrate on people and their potential for building roads and structures rather than on mules. And that was the beginning of the growth of Reece Construction Company.

These construction jobs took the Reece family, with four children, all over Kansas. Bill Reece says, "I was in 12 different schools before the fourth grade." But they came back to Scandia where he finished school.

Bill went to KU, served in the Navy, and returned to the family business. In 1955, the partnership was re-formed into a corporation. And the new president of the company was Bill Reece.

Today Reece Construction Company is diversified, providing rental equipment as well as road and concrete construction services. The company has offices in Salina, Grand Island and Kearny, Nebraska, and North Texas. But the home office of the company remains in Scandia.

Bill Reece is a remarkable individual. His wife is as well. For fourteen years, Mary Nell Reece served as the Republican National Committeewoman from Kansas.

Bill is very involved, having served as president of the Kansas chapter of the Associated General Contractors of America. He has been on the national board and served as chair of its national highway division.

He is an innovator too. His latest product is called Chempruf concrete. It is a new and improved concrete material.

Specifically, it is a sulfur-based concrete, and thus is different from the Portland cement concrete widely used today. It is relatively twice as strong as typical concrete, and will not deteriorate from salts or most mineral acids.

The benefits of such an innovative product to safety and the environment are obvious. Bill was instrumental in putting together a consortium to form a national company to advance the idea. Other participants are from Pennsylvania, Indiana, Tennessee, Washington state, and Copenhagen, Denmark.

Even with this international vision, Bill Reece continues to live in Scandia. And why? One obvious reason is family. Bill's mother -- the postmaster's employee -- still lives there. She is now 96 and still driving a car.

And Bill adds, "For our business, it doesn't matter where the office is. This is an inexpensive place to live and keep the office."

And Bill is committed to high ideals and private enterprise. As their materials say, "A company is only as good as its people. A nation is only as good as its citizens."

Well, the next time you complain about the weather, remember that it can be a blessing. Remember that Kansas snowstorm, which changed Mr. Reece's life in Scandia. And remember Bill Reece, whose entrepreneurial spirit is making a difference in rural Kansas.

David Cross

Burn-out. It's a fact of life in rural Kansas.

No, I'm not referring to the end of pasture-burning season, or the old building that burned down on Main Street. I'm talking about the burn-out of our community leaders in smaller towns.

Many professions experience burn-out. It's that phenomenon of working so hard for so long that you just run out of energy to keep going. It's a real problem in rural America, where volunteers are so important but there are fewer people to do the work.

So how do we keep the fire going? How do we replenish the ranks of leaders in our state -- particularly in a rural setting?

For one answer, let's meet David Cross in Edwards County, Kansas. Edwards County is located in western, south central Kansas. Did you catch all that? It is due west of Hutchinson, close to Dodge City.

David farms and ranches near Lewis along with his brother, Rob. Lewis is a town of 451 people. Now, that's rural.

He was born and raised in Edwards County, graduated from Fort Hays State in Agriculture, and returned to the farm. He and his wife have three children. They farm 3,500 acres of various crops, own 225 cows, and run a stocker/feeder operation.

One day he was at his mother's house and was reading her newspaper. There was an article about a brand new program getting started in the state, called KARL: K-A-R-L. That stands for Kansas Agriculture and Rural Leadership.

KARL is an educational, leadership development program for individuals committed to Kansas agriculture and rural communities. KARL consists of a two-year state, national, and international training program. Every two years, approximately thirty individuals ages 25 through 45 are selected to go through the program.

David Cross told his mother, "That sounds neat." Sure enough, he applied for the very first class of KARL and was selected. I'd say he got his money's worth out of that newspaper...

The KARL class members attended several seminars around the state, including trips to the statehouse and Washington DC. They even spent two weeks going to Europe.

David says, "KARL was one of the best experiences of my life. I met terrific people in the class and interacted with proven, successful leaders."

But what happens next? For some people, success in leadership means running for office. But what David Cross did was even more valuable. He returned home and sought to bring out other leaders within his home county.

David says, "As chairman of the bank board at the time, I saw there was a handful of people who were called upon to do a lot. In a small community, these people can burn out. KARL gave me a greater awareness of the individual's responsibility to their community."

David talked to the local PRIDE committee, all the banks, the extension office, and more. The result was a county-wide leadership program within Edwards County.

I asked him, Why not a leadership program just for his town? He said, "The steering committee felt we should look at the county as a total community. There are differences between towns and on different sides of the river, but we think we need to stick together." Now that's leadership.

And how does David feel about living in rural Kansas? He says, "We've got the best kept secret around. We have a better learning environment in our schools, a low crime rate, and downright friendly people. I think it's the best place to live."

The Edwards County leadership program is a success, and so is KARL. People who are interested in the KARL program can call 913-532-6300 for more information.

Yes, burn-out can be a problem. But through people like David Cross, there will be more leaders -- and more help for leaders -- who can make a difference in rural Kansas.

Bud NewellLet's take a drive down Highway 40 east of Topeka. Admire the scenic, rolling hills. As you enter the community of Big Springs, look to the north. Do you see that old barn sitting there?

Well, look again. A closer look reveals that this is a modern building designed with the rustic appearance of a barn. And inside you would find a state-of-the-art office complex with all the conveniences, the headquarters of a ten-million dollar business.

It's true. And it's there because of one Bud Newell.

Bud is president and CEO of Bud Newell and Associates, which is an umbrella for several different enterprises. Among other things, his company distributes high-tech orthopedic instruments and products, and internal surgical implants such as total hip and knee replacements.

In other words, if your Grandma had her hip replaced last year, it is likely that the new one came from Bud Newell.

Bud was born in Topeka and raised on his grandfather's dairy farm. He attended K-State, served in the Army, and then took a position in pharmaceutical sales. One thing led to another. Today, he is a major distributor for Zimmer, the world-wide orthopedic equipment corporation.

In Bud's first year, he had $18,000 in sales. This year, sales will top ten million dollars.

Bud's wife Marti is president and founder of a related company called Orthequip, Inc. This company assembles implants and rents the necessary surgical instruments for doctors to do total joint replacement surgery. We're not talking about any old hacksaw here. This is highly specialized, top quality equipment.

A set of instruments might be valued at $30,000, and one case of the hip or knee implants might be worth half a million dollars.

Bud is determined to get these to the customer. On occasion, he has chartered a plane and flown the needed items to the hospital himself.

Marti, by the way, was recently named one of the top 10 businesswomen in America by the American Business Women's Association.

Bud is an entrepreneur in other ways too. He designs other related medical products and holds several patents.

Bud says, "I like solving problems. The thing that drives me is when somebody says it can't be done."

In 1981, Bud and Marti bought an old farm near the unincorporated town of Big Springs. Big Springs is on Highway 40 southwest of Lecompton, population 619 people. Now, that's rural.

In that rural setting, the Newell's bought 80 acres, and have increased their acreage over the years. They invested in Arabian horses. They restored the old house on the farmstead. Did I say "old?" While restoring the farmhouse, they found a newspaper dated 1904.

Bud's business had grown so fast that they needed new office facilities. So they decided to build a new office complex there on the site of the old horse barn. The rural flavor of the place is maintained, and horses still roam in those pastures. In fact, Bud is president of the Kansas Horse Council.

Historic covered wagon wheel ruts can still be found where the Oregon Trail crosses Bud Newell's place. In 1993 Bud's group started offering historic Oregon Trail expeditions. These include re-enactors in period clothing, chuckwagon rides, campfires, native American story tellers, music, and folklore. People have come from as far away as Florida, Illinois, and Indiana.

There is another side to this remarkable CEO and entrepreneur. He has a soft spot in his heart for handicapped children and horses. His current vision is to build a new training facility at the farm which could be used for handicapped children to go horseback riding.

Bud says, "We could take youngsters with mental or physical disabilities and help them learn what movement feels like. My daughter-in-law has taken this on as a project. It means so much to these kids. We have seen them sit tall in the saddle, enjoying their new-found freedom."

Bud says, "It's fun making people smile. I think you need to reach out and make a difference in people's lives -- even one person at a time."

Yes, as you take Highway 40 east of Topeka, you'll see what looks like a barn. But it's just a symbol of what Bud and Marti Newell are doing in rural Kansas: making the world around them a little better place to live.

Dwight Johnson

Do you ever read the label on a consumer product and find it says something like, "From the Johnson family of companies?" Well, that's a nice way of saying that there's been some mergers and acquisitions, and the Johnson Corporation owns the others.

But today we will look at a product where the label says it comes from the Johnson family. And when it says family, it means family.

This product comes from Dwight Johnson and his wife Roberta and their two daughters and a son. Don't go looking for him in a corporate bureaucracy -- he's both management and labor.

The product is a tasty snack food called "Crispy Corn." The location is southeast Riley County.

Dwight Johnson grew up on a farm near Manhattan. He got his degree in Ag Economics from K-State and went to work for the DeKalb company. The job took him to Ulysses and Topeka before he returned to the family farm in 1981.

Dwight says, "In my economics classes, I learned the value of moving products closer to the consumer in the economic chain. So I got this wild whim to apply the idea to the seed business."

Today Johnson Seed Farms produces field corn, grain sorghum, soybeans, and wheat. And to add value further, he produces, processes, packages and markets Crispy Corn.

Crispy Corn is a tasty, bite-size snack food. It is found in small, consumer-sized packages.

In the late 1980's, Dwight was looking for value-added opportunities. He found a recipe for Crispy Corn and set up a pilot plant. Focus groups were used to get consumer input.

It requires a certain variety of corn and special handling. Dwight says, "The corn is produced from special genetic material and the identity of the crop must be preserved. No contamination is allowed." The corn is soaked in water and fried with a special recipe. Members of the family help with packaging and taking orders.

Asked where the product goes, Dwight says with a smile, "Anywhere UPS will take it." To date, it has gone as far away as Florida and Texas. Probably 75 percent of the business, however, is in Kansas. Dwight is targeting vending machines as the market segment to pursue.

Dwight is very involved in various organizations. He is chairman of the board of the Kansas Soybean Association and past chair of the state Farm-City Council. He serves on the Board of Kansas Agriculture and Rural Leadership and the Crop & Soils Council.

In his entrepreneurial efforts, he has received assistance from the Kansas Value-Added Center, state department of agriculture, and the KSU College of Human Ecology.

Dwight says even more information is needed on value-added processing, besides the major industries of flour milling and beef packing. He points out that it is tough for a small business to succeed. He believes a value-added strategy will be difficult, but necessary.

Dwight says, "As an industry, we're very good at producing farm products, but many don't know what it takes to reach the consumer. It's very challenging and competitive, it takes knowledge of the market day-to-day, and it takes a long time to make it happen."

And what does Dwight think about the rural lifestyle? He says, "With my background, I see major positives. Someone from an urban area might miss the benefits. We don't have the newest art shows or the latest BMWs, but we have a comfortable lifestyle, personal involvement, and true neighborliness."

So, check the label on a product sometime. If it says this product is from the Johnson family, then you can be sure it is a family operation. And it's a product of Dwight Johnson's vision for a value-added economy, a strategy which can make a difference in rural Kansas.

Bill Acree

It's graduation day. Happy family members line the room. The graduates are ready to go, prepared for the next stage of their lives. They're happily sitting there, neatly groomed, with their fur brushed and their tails wagging...

What was that last part? Oh, this isn't a people graduation, it's a dog graduation. But they're not graduating from any old obedience school either.

This is graduation day at the Kansas Specialty Dog Service, or KSDS.

These graduates won't have to fight the job market. They already have a job -- and it's a very important one. These dogs provide assistance to persons with disabilities.

In other words, one of them might be a guide dog for a blind person, or an assistance dog to someone who is wheelchair bound. Maybe they are social dogs, which provide companionship in a nursing home or hospital.

In any event, they must receive training. That training is available through a non-profit company, Kansas Specialty Dog Service, Inc. And at the end of the training, it's graduation day.

Now where do you suppose KSDS is found? Well, it's in Washington. No, not Washington DC, Washington, Kansas -- population 1,304 people. Now, that's rural.

The president of KSDS is Bill Acree. Bill and his wife are natives of Washington. In fact, Kansas Profile first featured Bill three years ago when KSDS had just begun.

So what has happened in the three years since we last visited KSDS? Listen to this.

KSDS started with three employees. Now there are six full-time employees and one part-time. New facilities have been built. Today there have been more than 70 dogs placed with disabled individuals. And the puppy raiser list has grown to more than 100 families in seven states. And what about their achievements? Listen to this.

KSDS became the first school in the nation to train both guide dogs and service dogs in the same facility. KSDS placed its first three service dogs with families in November 1991, nine months ahead of schedule. KSDS implemented the first canine health care program endorsed by a state veterinary medical association.

KSDS was the first organization to receive donated readings of radiographs of all the dog's hips and elbows from the Orthopedic Foundation for Animals. KSDS was first to receive corporate sponsorship of a "cradle to grave" feeding program. In other words, the Iams pet food company has donated free dog food for the entire working life of these dogs.

The list of firsts goes on and on. But to me the most amazing thing is still how these dogs interact with and assist their disabled human partner.

You say your pet dog can fetch a stick? Well, you ain't seen nothin' yet.

The KSDS trained dogs provide the most amazing assistance to their disabled companions. They can retrieve. They can pick up something that is dropped. They can pull the wheelchair. They can open doors. They can even turn on and off lights -- all based on the verbal commands of their disabled owner.

I think it's just incredible. And there's another amazing component to this service.

How much do you think KSDS charges a disabled person for one of these highly trained animals? Would you believe: zero? That's right. Absolutely nothing.

So how can Bill Acree give these animals away? The answer is, with a lot of help.

KSDS began with a state grant. Now that grant has expired. KSDS operates with donated financial support from foundations, corporations, schools, 4-H clubs, individuals, and such organizations as the K-State Pre-Vet Club and the Wichita Veterinary Medical Association.

It's a heartwarming story. If you know of someone who is need of such a dog, or if you're willing to be a puppy raiser, or if you're willing to give financial support, contact KSDS at 913-325-2256. That number again is 913-325-2256.

It's graduation day. And as with human graduates, we wish these animal graduates well. We also wish the best to Bill Acree and KSDS. Bill and his staff are making a difference in rural Kansas. Most of all, they're giving disabled boys and girls a new chance and a new friend, a special animal who brings joy and companionship and who makes it possible for them to have a life that's better and brighter.

Kent JohnstonYou probably know that there are many historic sites in Kansas. Today let's talk about one that is pre-historic -- and I mean that literally.

We're talking ice age here. Not Barney or Jurassic Park, but the real thing.

Our story begins in Wellington, Kansas. Wellington is a town of 8,411 people in Sumner County, which is south of Wichita on the Oklahoma border. That's rural. There we will find Kent Johnston.

Kent tells us that one day in 1992, county workers were digging up some fill dirt for the landfill. As the bulldozer dug up some soil, the blade scraped across a section of bone. They took a look, and decided they should stop to check it out.

They brought in university experts to dig up this specimen. What they had found turned out to be the skull of a Columbian mammoth, dating from prehistoric time. The skull is an estimated 12,000 years old. And just to give you an idea how big this animal must have been, the skull - by itself - weighs 1,000 pounds. This skull turned out to be special, because the specimen survived almost intact.

This was exciting, because the museum in Wellington already had a prehistoric animals display based on earlier finds. This skull will make an excellent addition to the museum. The curator of that local museum is Kent Johnston.

Kent grew up in Wellington, went to college on an Air Force scholarship, and spent a career in the service. When the time came to retire, he and his family moved back to Wellington.

More on that decision later. Kent tells that the museum itself has an interesting history.

In 1912, the building opened as the Hatcher Hospital. Years later, it closed and reopened in 1962 as the Chisholm Trail Museum. In the 32 years since, the museum has had three directors. Kent is the third.

But people made fun of those first museum directors. Kent says, "There was a standing joke people said about them. The joke was, stop by the museum on your way to the dump and see if they want anything. The second part of the joke was, they wanted it all. But today, the joke is on them. Because today, many of those things which people were discarding are valuable; even oak furniture, bibles, and antique books."

The museum has 3 floors and 41 rooms. It will attract 3,000 visitors in the course of a summer.

The paleontology or prehistoric animal display is one of the attractions. This display includes some things which are remarkable to find in small town Kansas.

For example, there are specimens of a giant sloth six feet tall. Someone out there is saying, that sounds like my brother-in-law! There's a specimen of a prehistoric bison, standing nine feet tall at the shoulder with a seven foot hornspan. Man, I'd hate to meet him at a rodeo.

Kent says that worldwide, there are only 13 identified skulls of one particular prehistoric animal. One of those 13 is in Wellington, Kansas.

This prehistoric resource has put Wellington on the map -- and I mean that literally too. A couple of years ago, people at the Rand McNally company were noting attractions along the old Chisholm Trail. They learned of the prehistoric animal display and added it to their maps.

After the mammoth skull was found, calls came from as far away as New York, California, and Seattle.

The museum isn't all that Kent Johnston does. He also runs a youth shelter. And with encouragement from his friends, the speaker of the Kansas House Bob Miller and his wife, Kent recently attended the first-ever Kansas Leadership Forum in Salina.

And what about that decision to move back to Wellington? Kent says, "I moved 13 times while I was in the Air Force. We lived in such places as London, Paris, Beirut, and Stuttgart. When I retired, I could go wherever I wanted to go. But I like Wellington. I like the people there."

He says, "When we were thinking about moving back, we looked at the local paper. The big news item that day was whether or not there should be a stoplight by the local Dillons store. And we said, if that's the most serious thing going on, then this must be a good place to live."

Yes, Kansas has many historic sites -- and as we've learned, even some prehistoric sites. But most of all, it has special people like Kent Johnston who are making a difference in rural Kansas.

Christy Cobb

"There's a new kid in town." So go the words of a song. The words seem to strike a chord with us. When there's someone new in a small town it's a cause for excitement, curiosity, and maybe a little fear.

How does your town react when someone new is there? Well, in one Kansas town, the reaction to a visitor was so positive that she stayed, and now is one of the community's own leaders.

Meet Christy Cobb. Christy is a registered investment representative in Conway Springs, Kansas. Conway Springs is a town of 1,384 people. Now, that's rural. It is located in Sumner County, southwest of Wichita.

But Christy isn't from Conway Springs originally. Let me tell you how she got there.

Christy is originally from Ozark, Missouri. Her family moved to Kansas City, Missouri when her father was transferred there. Christy went to K-State to study Architecture and then switched to Agricultural Economics.

Christy says with a smile, "After all those years of paying out-of-state tuition, now my folks have moved across the line into Kansas!" It does seem a little ironic. Her parents now live in Louisburg, in Miami County. Louisburg is a town of 1,964, and that's rural too.

But meanwhile Christy had an opportunity in the big city of Wichita. She had been working part-time with an investment firm while at K-State, and then Waddell & Reed offered her a good position in Wichita.

So she went to the big city for her job and stayed in Wichita with some friends.

Then one day, she heard about a fall festival in a smaller community some twenty miles outside of Wichita. So, she decided to go for some entertainment and a change of pace.

The town was Conway Springs.

Christy says, "The people there were overwhelmingly friendly, even though I was a stranger there." They were so friendly and interested in her that when the time came for her to find a more permanent place to live, she chose Conway Springs.

Now, everyone knows that Wichita has plenty of commuters and plenty of bedroom communities around it. But Christy Cobb's story doesn't stop there.

After one year of working in Wichita, Christy opened a personal office for her company, Waddell & Reed, in Conway Springs. And, she got involved in the community.

She began attending Chamber of Commerce meetings just to get acquainted. Today, she has served as President of the Chamber for two years. She has been elected to the Board of Directors of Sumner County Economic Development. Then she was nominated to chair the Sumner County Leadership Program. Recently she attended the first-ever Kansas Leadership Forum in Salina.

Christy has gone from being a stranger to being a leader. It has happened because of the friendliness and openness of the community.

And how did a stranger get such a prominent role in the Chamber? Christy says, "Well, maybe because I'm not from there, I've been willing to jump in and do things, and I'm not afraid to ask someone to help."

But why would someone with a good job in Wichita come to Conway Springs in the first place? Christy says, "I like the small town quality of life. I can walk to my office or walk to the post office and everyone I meet says hi. Besides, I'm single. If I lived in Wichita, I'd have locks all over my doors."

She says, "I really enjoy it here. And I feel fortunate."

So what advice would Christy have for other rural communities? She says to be open and friendly. "It's important for small towns to attract new people, and young people back from college, for their future."

There's a new kid in town, alright. But Christy Cobb went from being the new kid to opening a business and even becoming a community leader. Her entrepreneurial spirit, and the friendliness of the community which attracted her, are making a difference in rural Kansas.

Art Teichgraeber

Hey, would you like to buy some ocean-front property in Kansas? It sounds a little suspicious, doesn't it. But imagine a company in land-locked Kansas that does millions of dollars of business with overseas customers.

You don't have to imagine it. It's true.

Meet Art Teichgraeber. Art is President and CEO of Cardwell International, Limited. Cardwell is this company in the heart of Kansas which is doing such remarkable business overseas. It is based in El Dorado.

El Dorado is a town of 11,504 people in Butler County, in south central Kansas. That's rural. But Art Teichgraeber commutes to El Dorado from his home in Eureka. Eureka is a town of 2,974. Now, that's rural. But Art was born and raised in the town of Hamilton. Hamilton is a town of 301. Now, that's really rural.

Art Teichgraeber went on to Kansas State University and got a degree in engineering. He returned to the Flint Hills to work in the family oil business in 1978, and in 1989, purchased Cardwell International, Ltd. and the rights to manufacture the complete line of Cardwell equipment.

The Cardwell company was founded in 1926 by H. W. Cardwell, a Wichita businessman. Mr. Cardwell was a distributor for Caterpillar tractors and bulldozers. He had the idea of mounting an oil drilling rig on one of those Caterpillar tractors. The product was popular because it was so mobile.

Over the years, the company changed hands but continued to produce oil drilling equipment. Mr. Cardwell passed away in 1956. In 1969, offices moved from Wichita to El Dorado. But then the downturn in the oil business hit hard. By the late 1980s, Cardwell was down to just over 20 employees.

Then along came Art Teichgraeber. The results since then have been remarkable.

Employment has gone from near 20 to more than 100. And sales have gone from $1 million to over $15 million a year.

How in the world did this happen? Well, the answer might be found in that phrase "in the world." The U.S. oil economy remains hard-pressed, but Cardwell has found excellent opportunities elsewhere in the global market.

Today 95 percent of Cardwell sales are international. Would you believe that Cardwell has exported products to more than 50 countries?

Cardwell's customers aren't named Bill or Joe. They're named Russia, Egypt, Kazakhstan, Syria, Algeria, Indonesia, Argentina, India, Poland, Bangladesh, China, and more.

The company continues to produce oil drilling systems, servicing rigs, and related equipment. One key to success is that Cardwell builds this equipment to the customer's specifications.

Another key to Cardwell's success is a willingness to coproduce this equipment with international interests. In other words, the company has produced many of these products in partnership with its international clientele.

Of course, much of the company's expertise was built in the Kansas oil industry. So that is how this international company came to be here.

But now that the international business is going, why stay in Kansas? Why not move to Houston or New York?

Art Teichgraeber feels strongly that the company should stay in El Dorado. He says the work force is skilled and has oil field experience, the cost of doing business in rural Kansas is generally economical, and the El Dorado/Butler County community is very supportive. There are also the family and quality of life reasons which make Kansas attractive.

When traveling all over the world, people ask me what I like best about Kansas. My answer is the "people."

They are loyal, stable and work hard to produce a quality product. It's the Midwest work ethic -- in my opinion, the best in the world. And, we're fortunate that our people have stayed with Cardwell, through the good times and the bad. Their average years with Cardwell is between 10 and 15 years.

Butler County has been good to us. They have a very aggressive economic development program and have been very helpful to our continued success.

So, don't go buying any ocean-front property in Kansas. Kansas doesn't have it. But Kansas does have entrepreneurs like Art Teichgraeber, who have an international vision and who are using it to make a difference in rural Kansas.

Kreonite

Do you have a photographic memory? I don't either. But photography itself is interesting. Everybody likes pictures. And it's amazing what modern photographers can do.

Did you know that one of the largest manufacturers of photographic equipment in the world is found right here in Kansas? The company is named Kreonite.

The man who founded this company is Dwight Krehbiel. He grew up at Newton, a town of 16,700 in Harvey County.

Mr. Krehbiel was head of the photography department at Boeing in Wichita during World War II. He started experimenting with materials which were new at the time, namely fiberglass and plastic resins, to build large trays for developing photo templates.

After the war, he built several fiberglass sinks for his own darkroom use. Then some friends wanted some. The idea grew. After all, there were several advantages in using a durable substance like fiberglass in making photo processing equipment.

So in 1955, he set up his own company to produce photo processing equipment from a fiberglass-type material.

One question remained. What do you call the stuff? He didn't want to name it fiberglass or plastic. It was a quandary.

Then along came his children. His kids were fans of Superman. In the comic book stories, Superman had lots of super abilities, but the one thing in the world which was even stronger than Superman was Kryptonite.

That's where the idea came from. His kids suggested he take the first three letters of their last name and combine it with the name of the imaginary substance Kryptonite.

The result was the word Kreonite. That's what Dwight Krehbiel decided to name the fiberglass material, which also became the name of the company. The Kreonite company started building photo processing sinks from this strong, easy-to-maintain material.

The result was growth. The company expanded into automatic processing equipment. In 1969 and again in 1975, Dwight Krehbiel was named the SBA small businessperson of the year in Kansas.

Today Kreonite is an internationally known firm in the design and manufacture of photographic processing systems. The company is an innovator. Kreonite has had many firsts. For example, the 85 inch wide print processor which they produce is the widest in the world today.

Meanwhile, Dwight Krehbiel was thinking about international opportunities. In 1972, Kreonite representatives took some sample equipment to the world's largest trade show for the photo industry. This trade show is in Cologne, Germany. The response was so good that a subsidiary named Kreonite Limited was set up in the United Kingdom.

In 1982, Dwight Krehbiel passed away, but the company continues to grow under President Bill Oetting's leadership.

Kreonite has gone global. The company has more than 100 dealer representatives in more than 60 countries around the world. 1992 and 1993 were record years for international sales.

The product is reliable too. Rodd Jones, the vice president of international marketing, says that the first Kreonite print processor outside of the U.S. went to a photo lab outside of London. Today that processor is still in use. Rodd says with a smile, "I've been bugging that guy for years to buy a new one."

Kreonite has come a long way from the old fiberglass sink. Today Kreonite produces an electronic imaging workstation that is utilized for graphic design and presentation graphics, and has typesetting and photo retouching tools. It enables color labs and photographers to quickly and economically combine images and text for a high resolution, high quality final product.

The company has received numerous recognitions, including an award from Senator Bob Dole's Foundation for Employment of People with Disabilities.

In summary, listen to a partial list of Kreonite's customers: Associated Press, Amoco, Chevron, Dupont, Gallo, Eastman Kodak, Fuji, the FBI, General Motors, Hallmark, the Library of Congress, NASA, National Geographic Society, hundreds of universities, Revlon, Sears, Scotland Yard, the Smithsonian Institution, TV Guide, the White House, and Disney World.

You get the idea. Orders from all these places are coming to Kansas. Dwight Krehbiel would be proud.

No, we don't have a photographic memory, but in our state we have a company in the photographic industry which is an international leader and which is making a difference in the Kansas economy.

Dr. Tom Krauss

Today's Kansas Profile is a difficult one. It is the true story of someone who was deeply committed to rural Kansas, but it includes a sudden and tragic turn of events.

We dedicate today's program in memory of Dr. Tom Krauss.

On April 25, 1994, Dr. Krauss lost his life in an accident on his ranch near Phillipsburg, Kansas. Tom was a true friend of rural America, and of the Huck Boyd Institute. In fact, Tom was Huck Boyd's son-in-law. Years ago, Tom married Marcia, the youngest daughter of Huck and Marie Boyd.

There is a side to this story that is quite sad. We were stunned when Marcia Boyd Krauss passed away suddenly from leukemia in 1992. Now we are shocked by the sudden loss of her husband.

But there is another side to this story. It is a happy story, of a family that loved rural life and made a positive difference in their community, state, and nation.

Tom Krauss was an Illinois native. He met Marcia Boyd while she was a student at K-State and he was stationed at Fort Riley. They married and moved to Colorado, where he was in private dental practice. They also raised a daughter and son.

The Krauss family had a heart for animals, whether pets or livestock. In 1967, Tom and Marcia established Bookcliff Herefords, a renowned herd of the red white-face cattle.

In 1977, the family made the big move: from Colorado back to Kansas. They moved to a home near Phillipsburg. This was exciting, as it enabled them to be closer to family.

In the meantime, Tom had developed an interest in forensic dentistry. That's the type of dental work which involves court cases.

For example, not long after moving back to Phillipsburg, Tom was called by Wichita authorities to help with a murder case. Tom linked teeth marks on the victim to the man who was eventually convicted of the crime. It was the first bite mark identification case in state history, and at the time one of the few in the nation.

Tom Krauss went on to become an internationally known expert in forensic dentistry, appearing across the United States and in foreign countries as an expert witness in court cases.

Stop and think about that for a minute. Imagine you're in the headquarters of the FBI building in Washington D.C. The director says, "We need a national expert for this case. Where do we find one?" And the answer comes: "I know: Phillipsburg, Kansas..."

Tom brought that level of recognition to small town Kansas. His was the type of business that could very well have been located in Chicago, New York, or LA. But he chose rural Kansas. Not only was Marcia's family there, he could continue to raise Herefords and enjoy the high quality of rural life.

Tom's commitment to rural Kansas didn't stop there. He was active in his support of the Huck Boyd Foundation and the Huck Boyd National Institute for Rural Development. He was a Kansas Hereford Association director and member of the Kansas Livestock Association and the Phillips County Farm Bureau Board of Directors.

Rural health issues were important to Tom. He served on the Kansas Governor's Commission on Health Care and the Attorney General's Task Force on Missing and Exploited Children.

He was a leader in his profession. He served as president of the American Board of Forensic Odontology and was a member of the American Academy of Forensic Sciences, International College of Dentists, and the American Society of Forensic Odontology.

At the same time, he was committed to his community. He was a member of the Phillipsburg Rotary Club and vice-chair of the Phillips County GOP Central Committee. The list goes on and on.

Through all these activities, he advanced the legacy of his father-in-law, Huck Boyd. Marie Boyd is still active in Phillipsburg. Tom and Marcia's children both attended K-State. Now the son is managing a ranch near Manhattan and the daughter is an editor with the American Polled Hereford Association in Kansas City.

Yes, there is a sad side to this story. We mourn the sudden loss of this remarkable Kansan. He will be sorely missed. But there is another side too, the many accomplishments of his life and times. He and his family have earned our salute and our thanks for making a difference in rural America.

Vail Fruechting

Imagine a bird nine feet tall and weighing 300 pounds. Can't you hear him saying, "I want my birdseed, and I want it RIGHT NOW...?"

Well, you can relax. These birds don't talk, although they are for real. These big birds aren't refugees from Sesame Street, they are ostriches, which are increasingly being raised on the plains of Kansas...and I do mean the plains.

Near the town of Plains, Kansas, in the southwest part of the state, we will find Vail Fruechting. Vail is a farmer and ostrich breeder there. Plains is a town of 957 people in Meade County, which borders Oklahoma.

Vail is one of a growing group of people who are raising ostriches. According to a list of ostrich growers, these are located near such urban centers as Rexford, population 171; Kismet, population 421; Robinson, population 268; Olpe, population 431; Esbon, population 168; Prairie View, population 111; and Brownell, population 44. Now, that's rural.

In all these locations, people have been attracted to the idea of raising ostrich. One of those raising ostrich is Vail Fruechting.

Vail grew up on the family farm near Plains. He graduated from K-State with degrees in Agronomy and Horticulture. He and his lovely wife Pam moved back to Plains where they started raising corn and wheat.

One day another farmer mentioned a good opportunity in ostriches, so Vail and his father began to look into raising them.

These are high value animals. We're not talking chicken feed here, if you'll pardon the phrase. A pair of three-month-old chicks can cost six to seven thousand dollars. A two-year-old, ready to lay eggs, might be valued at 15 to 20,000 dollars.

Currently, it is a breeder's market; that is, people are selling the birds to others for building herd size and reproduction. The ostrich themselves are used for meat, leather, and feathers.

In 1991, Vail bought 8 pairs - a pair being one male and one female - of three-month-old ostrich chicks. Each year since he has kept pairs one year and sold them as young adults, almost ready to be bred.

Ostrich require special facilities and management. For example, the birds are raised in an enclosed area with 5 1/2 foot tall fences. Vail built these fences using cattle panels with boards above them. In the breeding pens, he uses special plastic wire so that the fence is flexible, designed with the safety of the bird in mind.

In 1993, he expanded the enterprise to include buying eggs and incubating them. The volume of one ostrich egg is equal to two dozen chicken eggs. But don't go making a giant omelette: one egg might be priced at a thousand dollars.

And why are these products so valuable? Take ostrich skin, or leather, for example. Ostrich cowboy boots are very popular. Current demand for ostrich leather is estimated to be three to five times the existing supply at current prices.

Ostrich meat is lean and red, low fat and low cholesterol, and similar in flavor to beef. Vail says they fed it to their kids and the kids never noticed the difference.

A third product is ostrich feathers. These aren't used only for Mae West's costume. Ostrich feathers have little or no oil in them and are used to dust sensitive electronic components in the computer industry.

In ancient Egypt, the ostrich feather was adopted as the symbol of justice and truth because the shaft, unlike that of most other birds, divides the plume into two equal portions. In fact, the feather in the emblem of the U.S. Supreme Court is an ostrich feather. Why don't they ask the next Supreme Court nominee that question?...

The result of all this is that ostrich can be a high-value enterprise for an entrepreneurial farmer like Vail Fruechting.

And what does Vail think of life in Plains? He says, "It's the best place to raise a family. With the media, we're not isolated, but it's a much more wholesome environment for the kids."

Yes, we can find giant birds in Kansas, but they're not looking for birdseed. They're being utilized by entrepreneurial farmers like Vail Fruechting. In doing so, Vail and his fellow growers are exploring new worlds and making a difference in the rural economy.

Holly Stannard Young

Today let's tune in to the words of a Nashville recording artist. One of her songs says: "People ask me if I'm missin' the city, people ask me if I'm missin' the rush; but I say don't worry `cause nothin's as pretty as gold Kansas wheatfields in June."

Those words aren't just another songwriter's dream. When this artist sings about Kansas wheatfields in June, she knows exactly what she's talking about. In fact, when she's not in Nashville or on the road, you might even find her on a tractor in a wheat field in Decatur County, Kansas.

This is the story of Holly Stannard Young. Holly is this beautiful young artist from rural America.

Holly spent her early years in North Dakota, where her father farmed. He passed away when she was six. Her mother later remarried and moved to Oberlin, Kansas -- population 2197 people. Now, that's rural.

Holly later moved to Florida. While living in Florida, she was visited by a young man she had met in Oberlin.

You can guess the story. Sure enough, the two were married. They lived in Orlando, Florida where he got a job selling yachts -- sounds like a reasonable occupation for a Kansas farmboy...

Then came the sad news: Holly's father-in-law had passed away. So they decided to make the move back to Kansas to keep the family farm going.

Meanwhile, more and more people were taking note of Holly's tremendous musical talents. Holly said singing was something she always wanted to do, but having a family was something she wanted to do even more. After her first son was born, a producer approached them about recording her singing, and the career was launched.

One day she and her husband went to the local county fair and heard the grandstand show. She told him, "Wouldn't it be great if I could do just one grandstand show like that?"

Today, more than 100 grandstand shows later, Holly Stannard Young is in demand throughout the region and has produced a single that has been distributed to more than 2,000 radio stations coast-to-coast. Yet today, we can find this up-and-coming star in Oberlin, Kansas.

Holly's family shares time between their home in Oberlin and a house in Nashville. She and her husband planted wheat last fall and then spent the winter in Nashville. Then they came back to Oberlin for harvest. He helps her with her shows, and she helps him on the farm. In fact, she says, "There have been times I've driven that four-wheel drive tractor till midnight and then gotten up the next morning to do a show." When was the last time Garth Brooks did that?...

The family approach is only part of Holly's success. Another part is her childhood friend and singing partner Lynn Robideaux, nicknamed Blondie. Lynn now sings with Holly in a duo, which produced the current single. The duo is named "Young and Blond," which turns out to be a description as well as their names.

Holly says, "Next to my marriage and my relationship to the Lord, the best thing is working with my best friend Lynn."

But can a recording artist make a career work in rural Kansas? Why not move to Nashville or LA? Holly says, "It's been beneficial (to be in Oberlin). There's so many musicians in Nashville. Here, we are more unique and we can serve this region." There are also the quality of life reasons.

Holly says, "I get up in the morning to go jogging, but in Nashville I could only run half a block without being scared. Here in Oberlin my kids can be outside and be safe. And I love having this space around us."

The song says, "People ask me if I'm missin' the city, people ask me if I'm missin' the rush; but I say don't worry `cause nothin's as pretty as gold Kansas wheatfields in June." Those words come from the heart of Holly Stannard Young. And by taking her talents from Kansas wheatfields to Nashville studios, she is making a difference for those around her and for all those who enjoy her music.

Rick Heiniger

Today let's go to Anchorage, Alaska. The temperature is 25 degrees below zero. (Sort of a contrast from Kansas weather, isn't it?) But up north in the wintertime, ice and snow can cause a safety hazard for U.S. jets. Here to the rescue comes a truck equipped with de-icer spray to clear the runway. And where do you suppose that truck was produced?

Well, you're wrong unless you said Hiawatha, Kansas.

This is the remarkable story of the RHS company which produces farm spraying equipment and such innovative products as the de-icer trucks. The president of RHS is Rick Heiniger.

Rick grew up in Nemaha County in northeast Kansas and then relocated to Fairview. Fairview is a town of 306 people. Now, that's rural.

He graduated from K-State in what is now called Agricultural Technology, went to Brazil for three months, and came back to work for a company which produced equipment for applying anhydrous fertilizer on crop fields. After two and 1/2 years, he got married and returned to the farm.

Rick Heiniger's entrepreneurial spirit was at work. As he thought about ways to build income, he looked for an ag engineering niche. With his experience in spray equipment, he set out to build a better model.

He started in his garage, and then set up his own company. In 1985, they moved from the farm and he hired two people.

Today that business has grown to 35 employees, six buildings, 26,000 square feet under roof, and 4 million dollars in sales. And RHS was listed in Inc. magazine for two years in a row as one of the fastest growing companies in America.

So what exactly does RHS do? It produces high quality fertilizing and spraying systems. For example, RHS produces a truck-mounted spray system with fiberglass booms -- the only place in the world which has those.

Some features of their products include foam markers, which leave a temporary strip of foam on the field so the operator knows exactly where he or she has sprayed or planted. They also have a feature called Autoglide, where a sensor on the spray boom watches the terrain underneath and automatically adjusts the height of the sprayer. Why didn't we have that when I was a kid on a tractor?..

Then along came the Air Force which was looking for a way to spray de-icers on runways. Rick was able to transfer the farm technology to make it work for this purpose as well.

Quality appears to be a hallmark for RHS. It is well-expressed by a sign posted at several locations around the RHS plant which says: "If it doesn't make you proud, don't let it go out the door."

That philosophy is part of the reason that the company has grown to cover all of the U.S. and Canada, with orders coming from as far away as Argentina and Australia.

So why not move this company to a larger city? Rick says, "We are centrally located to serve the Canadian and Mexico markets, as well as the east and west coasts. We have a good work force, and we know them."

Rick's wife Debbie says, "This is an area where we don't have to worry a lot about crime and our kids. Our lifestyle is nicer here. We can get to KCI in an hour and fifteen minutes if we want to."

And Rick adds: "People here locally don't know how much they affect our business. So many people here have given us encouragement. This is where we want to be."

Yes, in Anchorage, Alaska, the technology of RHS is protecting planes and people. And it's also providing a tremendous benefit to the economy of Hiawatha, Kansas, where the entrepreneurial spirit of Rick and Debbie Heiniger is making a difference.

John Taylor

Today let's go to Brussels, Belgium. See the rotary mower at work on the lawn? Take a closer look. Would you believe the parts came from Ransom, Kansas?

How in the world did a mower from Ransom, Kansas get to Brussels? For the answer, let's meet John Taylor.

John is president and owner of Deines Manufacturing Corporation in Ransom. Ransom is a town of 386 people -- now that's rural -- in Ness County, in west central Kansas.

John himself grew up on a farm near Woodston, Kansas which is a town of 121 people. Now, that's really rural.

After graduation from Fort Hays State, John served in the Army and worked in financial services. In January 1976, he joined Deines Manufacturing as a purchasing agent.

Within eight months, the board appointed John as general manager of the company. And in 1990, John and his wife purchased 75 percent of the stock.

John says with a smile, "We were just too stupid to know this couldn't be done." Now the company employs 15 to 20 people, depending on the season.

The Deines company produces power turf equipment, such as rotary lawnmowers. The trade name of the mower is Marty J, and the larger model is called the Commander.

Today sales by Deines Manufacturing are nearly three million dollars worldwide. Their equipment is sold through dealers all over the U.S.

John says, "Canada is a great market for us. We ship the parts unassembled and they use Canadian labor to put them together." The product is also sold in such places as France, Brussels and London.

John's company uses computers in nearly every phase of its operation, including computer design. Employees are taught on-site about the work.

John also seeks to foster innovation in his employees. He says, "There isn't a day that one of my employees isn't in my office with an idea. We have a young man who can't read very well, but he has a lot of mechanical ability. He has come up with an idea that will be terrific for us."

John also takes time to meet with young people. He tells high schoolers to always do their best and to have tenacity. He says, "I've done everything from sweep floors to dig ditches." Today, he is president of an international company with multimillion dollar sales.

So why does this advanced, international business remain in rural Kansas?

John says, "We enjoy it here. Property taxes are competitive, the building's paid for, and we're in the center of the U.S. for freight."

And what is his perspective on life in rural Kansas? John says, "We're the best kept secret in the nation. I love it here. We have an extensive road system and a high quality of life."

Well, it's time to take our leave of Brussels, Belgium. Take one more last look at that rotary mower. It's made in America, thanks to the hard work and entrepreneurial spirit of people like John Taylor who are making a difference in the rural economy.

Gene Merry

Today let's meet "a man with a plan." His name is Gene Merry. Gene is a businessman and mayor of Burlington, Kansas. One of the keys to his success has been good planning for his city and his region.

Burlington is in Coffey County in east central Kansas, due south of Topeka. Gene Merry grew up in Olpe, south of Emporia. Olpe is a town of 431 people -- now, that's rural.

He graduated from Emporia State and trained in a bank in Chanute. Then he moved to Burlington to manage the branch there. What followed was remarkable.

At that time, the bank had assets of one million dollars. By the time he left, it had nine million dollars. Gene went into the lumber business with a friend. Then he branched out into apartments and office buildings. Today he is involved with several companies, including Merry Investments, which manages commercial and rental properties in the area.

In 1989, the town of Burlington elected a new mayor. His name was Gene Merry.

Gene says, "When I took office, no department but electric had a plan for the future. Now we have 10 year plans for the electric department, streets, and water and sewer." The city also has a beautiful school, recreation complex, and a new library.

Of course, there's a key factor in all this which can be summarized in two words: Wolf Creek. That's the name of the nuclear power facility located north of Burlington. This plant pays a lot of county taxes, as well as providing lots of good quality jobs.

Gene Merry says, "The power facility has had big benefits. Coffey County probably ranked 104th out of 105 counties before the plant came in."

Of course, Coffey County was the one willing to take some risks when the utilities were looking for a site for the power plant. At that time, 15 to 18 counties turned it down because of concern about the nuclear power.

Now good things are happening in Burlington. Young people are moving in, including two new doctors. And why is that?

Gene says, "It's the quality of life. These doctors don't want to work in a city emergency room dealing with gunshots and stab wounds, when they could be here doing bee stings, stitches, and babies."

And speaking of babies, Gene remembers when only 3 babies were delivered in Burlington in a whole year. This year, there have been 18 born in the first four months!" Hmm, maybe that nuclear power is good for your love life...

Gene says, "It's great to see people want to come to Kansas. Here they can find low crime, low pollution, and less stress."

Gene's vision extends to the region as well. He is involved with the tri-county strategic planning effort which brought together Coffey, Allen, and Woodson Counties. We'll be hearing more about this historic effort in coming weeks.

The counties are actively implementing the plan. Coffey County is working on needed housing and will begin a county leadership program this fall. A tri-county brochure has been developed, along with a directory of businesses in all three counties.

Gene says, "It's amazing how many resources there are in these counties when you bring us all together."

And he continues to look forward. He says, "You've gotta be thinking about the next 10 to 20 years, and then the next 40 to 50 years."

A man with a plan. That's Gene Merry, who is giving leadership to the planning and development of his city and his region. Such leadership -- and such planning -- is making a difference in rural Kansas.

Maggie Riggs

Every gardener knows that a little sprout can grow into something good. Today we will meet someone who had a little sprout of an idea, and it has grown into something very good. And when I say a "sprout" of an idea, I really mean it.

Meet Maggie Riggs, the owner and manager of Sweetwater Sprouts in Hutchinson, Kansas. Her business produces and markets fresh alfalfa sprouts for human consumption. She is also an outstanding entrepreneur.

Maggie is not a native Kansan. She grew up in the San Francisco bay area. She went to college in Colorado and, as she says, "fell in love with the area." When the Colorado economy was depressed, her friends said come to Kansas. And so she and her family moved to Hutchinson.

Being a mother is important to Maggie. She had a son, and wanted to find a way to supplement the family income while remaining at home.

First, she started making denim skirts by hand and selling them. Then one day she met someone with a bulk food buying club who was raising alfalfa sprouts in his closet as a hobby. Maggie was interested in this high quality food, and so she agreed to help him with some marketing.

In no time, the business outgrew the closet. Sales went from 10 pounds a week to 200.

Ultimately, Maggie took over the entire business. She started raising sprouts in her home. In January 1993, she moved her business to a business incubator in Hutchinson called the Quest Center.

The business continues to grow. Today her sales are up to 1,000 pounds per week.

Now think about that. Have you weighed an alfalfa sprout lately? It takes a lot of sprouts to make a pound. Maggie is such an effective marketer that she is producing all she can sell.

It all starts with the seed, which she buys locally to support the local economy. Then water is added to the seeds. As they sprout, they are harvested.

Maggie says, "There were hurdles all along the way." For example, the first place where they grew sprouts was in wood equipment where the wood attracted an airborne mold. The mold turns the sprout to mush in 12 hours.

Like the entrepreneur she is, Maggie found a better way. She found the right way to grow the sprouts and stop the mold. She has designed a special system to grow these sprouts that is unique from coast-to-coast. Now she is working on a new automated system which could increase her efficiency three times.

The primary outlet for the sprouts is Dillon's warehouse in Hutchinson. Sprouts are also being grown "The Sweet Water Way" for commercial distribution in Concordia.

And what about eating alfalfa sprouts? Maggie says they have a nutty flavor and are best served cold. She says they are wonderful on sandwiches, omelettes, and hors doevres.

She also makes special dishes, as her kids will attest. Can you imagine sprout sundaes using sprouts on a Ritz cracker with peanut butter, a slice of fresh strawberry and a dab of whip cream - all the food groups in one sundae? She also puts sprouts on a celery stick and calls them "hairy legs." It's all part of her creativity and effective marketing.

Maggie says, "Alfalfa sprouts are a complete food. They even have an enzyme that burns fat." Now that will get the consumers of the nation flocking to the produce shelves...

Sometime ago the Kansas Value-Added Center was needing to select a new chair of its board of directors. The person who was elected by the board was Maggie Riggs.

Maggie says, "Being a small entrepreneur has its advantages. It doesn't take a lot of investment. And there's a lot in place to help."