IFA's History

1923 to 1948

Intermountain Farmers Association was formed by men with a vision for the future and a lot of hard work. Organized in 1923 in Gunnison, Utah, IFA began as "Central Utah Poultry Exchange." This was a privately owned egg marketing business. The organization was founded by Albertus Willardson, Benjamin Brown, and Clyde C. Edmonds. With very little capital, they were determined to become a successful distributor of quality products.

After attempting to distribute their surplus eggs in Salt Lake City, it was discovered that Los Angeles would be an even more profitable market.

Their first shipment of eggs to the coast went by express, which was expensive, but the venture paid off when the eggs brought 18 cents per dozen compared to 10 cents in Salt Lake City.

One of the first priorities of the company was to establish the distinctive "Milk White" trademark and label. The brand soon became the symbol of high quality and prestige. Utah's white egg caught the country's eye and taste buds and moved to the top in sales. As more Americans began to prefer the white egg over the brown egg, the Association rapidly expanded with increasing sales from coast to coast.

The Central Utah Poultry Exchange was succeeded by the "Utah Poultry Producers, Inc." with Brown, Edmonds, and Willardson at the helm. George A. Brown of Provo, and Harry H. Metzger of Richfield were also heavily involved in founding the new corporation.

On March 5, 1923, plants were simultaneously opened in Salt Lake City, Ogden, American Fork and Provo. The general office building was located in the McCormick Building in Salt Lake City. The entire staff of the company, including managers, candlers, laborers, truck drivers, clerks, stenos, salesmen and others numbered around 20 people.

By December 27, 1923, the organization had a membership of 500 to 600 producers who were mainly located in Sanpete, Sevier, and Juab counties.

The same year as the egg venture to Los Angeles, the organization shipped several carloads of turkeys to market. This produced plenty of headaches, but had considerable success.

A few years later, the organization purchased refrigeration and cold storage facilities in Gunnison to combat the expensive express charges for shipping eggs to the coast. Candling booths were also set up and eggs were individually cleaned and examined resulting in carload shipments of quality eggs and higher returns.

After establishing an office in California, sales offices were also opened in New York City in 1925 and later in Detroit. In the following years, production went from 17 carloads of eggs to 2,000 cars boosting production to upwards of $14,000,000 per year in eggs alone.

In 1933, sensing the impending bank crisis, Mr. Edmonds and Mr. Brown transferred $150,000 in currency through the Federal Reserve Bank into a safety deposit box. Payments on the farmers checks were stopped and charged to the account of the members so they could bring them to the warehouses and have them turned into cash. It has been said that Mr. Edmonds kept the box of money safely under his bed until the cash could be paid out.

By 1936, a total of 28 plants had been established in strategically located communities, making the complete service of the association easily accessible to all members. Millions of bushels of grain which ordinarily would have been exported were used in Utah markets to feed the increasing number of poultry.

In 1942, World War II was spreading across Europe. The government began purchasing poultry and eggs from the association and shipping them to feed overseas troops. Later, government officials stepped in and commandeered the entire "Milk White" egg production and sent carloads of the high quality eggs to Europe.

Although the association was paid market value for its eggs during the war, they had inevitable lost their largest market — New York City. Other eastern poultry growers had stepped up and taken over. With the war over in 1945, the association had to step back and reevaluate its position and marketing strategies. Not only had other companies become more competitive, but Americans had become more self-sufficient during the war and had chicken coops in their backyards.

For the next seven years, the association struggled with re-identification and growing pains. Management realized that the organization needed to extend its services beyond the poultry market and serve other farmers and producers. They also realized that it was time to "Co-op." Sometime during those few years, the name was changed to "Utah Poultry & Farmers Cooperative." This name was indicative of their new target markets.

At this time, several plants were combined and some were closed. A feed mill was established at 1800 S. West Temple St. in Salt Lake City. Feed was bagged in 100 pound burlap sacks and sent to branches to be sold to members for their livestock and poultry. New products were being brought in to be sold including tires, batteries, paint and fencing.

The association's primary goal was to maintain the trust of its members while making those necessary changes that would keep the company financially viable.

1948 to 1973

The new "Utah Poultry & Farmers Cooperative" was determined to recover from the effects of the war and find opportunities to serve, not only poultry farmers but all those working in agriculture.

Strong-willed men stood shoulder to shoulder to keep the vision of the cooperative going and to maintain the trust of its members. Several plants were combined and some were closed. New feed mills were built in more strategic locations and new products were being offered by Farm Supply.

Branches were now stocking tires, batteries, paint and fencing. Managers worked hard to make the new adjustments and catch the vision of becoming a retail store. One new challenge was that some managers did not realize sales opportunities and ended up stocking new merchandise in back rooms or high on feed bags, out of customers attention and reach.

The chain of command was also changing with the times. Mr. Edmonds who had led the association from the beginning, 1923-1955, passed the leadership on to his partner, H. M. Blackhurst, who served from 1955-1960.

Mr. Blackhurst had a vision of the potential of both the Feed and Fertilizer Departments and worked hard to expand their products lines.

In 1960, Mr. C. K. Ferre took over the leadership of the association. He served for five years. During his tenure, on February 25, 1961, the name of "Utah Poultry & Farmers Cooperative" was changed to "Intermountain Farmers Association." This new name represented the merger of several small organizations with the co-op. Groups like Draper Egg Producers and Draper Poultrymen, Inc. joined the association in 1963 and proved to be very profitable additions.

Mr. John Roghaar became General Manager of IFA in 1965. He immediately began reorganizing and rebuilding the association. Some of the existing branches were either eliminated or consolidated according to their location and profitability.

The egg receiving plants were the first to be closed as well as the poultry and turkey processing plants. The Olsen Egg Company took over all remaining poultry segments of the business. Many employees were transferred to different stores with new responsibilities.

In Spanish Fork, IFA implemented a "corn for grain" program and installed a corn dryer and storage bins which are still in operation at the Spanish Fork branch. This venture provided a whole new cash crop opportunity for farmers in the Spanish Fork area.

Starting in Logan, Mr. Roghaar made plans for many older buildings to be replaced with newer structures that would have a consistent design. Branches were now selling all types of feed, seeds, fertilizers and expanded farm supplies.

The Draper Feed Mill and Warehouse was expanded and made to replace the Salt Lake mill. In March 1967, a fire completely consumed the Draper buildings. The mill was rebuilt and back in business by the first of the next year. A Grand Opening for the entire facility was held on September 6, 1968.

The new mill became one of the most modern feed mixing and storing plants in the state, making it possible to furnish uniform feed in any volume. The huge mixing facilities produced custom-mixed feed in a matter of minutes. The grinder produced feed to any coarseness and the pelleting machine could process eight tons of feed per hour. The sacking facilities packaged feed in 50 pound paper bags at the rate of 600 per hour. Feed ingredients were brought to the mill by rail and trucks.

By 1974, IFA had five completely new satellite mills complementing the major mill at the Draper facility. Draper became the center for all bagged feeds that were distributed through IFA branches.

A feed lot was also constructed in Delta which supplied quality feed and experienced supervision for 3,000 head of livestock at a time.

During this period, dairies became a very important part of the cooperative. A Dairy Service Program was developed and serviced members in Utah, Idaho, and parts of Nevada. A qualified serviceman visited dairies and would leave detergents and replacement goods. He would also check their equipment to be sure it was in good working order. These new operations received accolades from the dairy industry and were dubbed the best in the nation.

Several years earlier, Utah Poultry had held ownership in a group called Western Fertilizer Association which owned a phosphate mine in Georgetown, Idaho. When the company was bought out by Central Farmers Fertilizer, IFA had to make the difficult decision of selling its shares or making additional investments.

IFA's Board of Directors approved the investment which at the time seemed risky, but has proven to help IFA expand its fertilizer operations and services to the extent we see today.

During this period in IFA's history, expansion was a priority. Several decisions were made that seemed drastic at the time, but have instead guided IFA down a path of success and stability. The association reached out to more and more segments of the agricultural market and looked for opportunities to provide specialized services. It was also a time for the company to step up and provide better service in better facilities and to prepare for its bright future.

1973 to 1998

Under the direction of Mr. John Roghaar, IFA experienced tremendous growth during the 1970's. An irrigation department was created beginning with a branch in Salina. Delta added a seed cleaning plant and storage bins to offer farmers the highest quality grain seed possible. Bulk fertilizer blending plants were built in Spanish Fork, Tremonton, Price, Richfield and Cedar City. Bulk storage bins were constructed adjacent to several existing branches. Improvements to the retail stores were implemented in almost all of the Utah branches.

At this time, IFA adopted new marketing strategies for the retail stores to make them more convenient and attractive for customers. During the remodeling of several branches, bays were added for mounting tires.

IFA's transportation department continued to grow and improve and included 15 diesel tractors and 38 trailers which all displayed the new IFA logo. John Roghaar had great faith in the transportation department and often called it the bloodline of the whole organization. He knew that unless IFA's products could be moved when and where they were needed, the whole purpose of the cooperative would be frustrated.

By 1975, IFA's product lines were numerous and new product managers were assigned to help the branches stock their stores with the right quantity of quality products.

IFA's advertising efforts also increased and carried the slogan, "If IFA sells it, you can depend on it".

In 1978, property was purchased for the new general offices and store location at 1147 West 2100 South in Salt Lake City. All general office operations for the organization were moved to this location and the offices on 1800 South and West Temple were closed.

By 1979, feed manufacturing had become a computerized operation and was capable of providing an up-to-date, daily review of feed ingredient costs. Fourteen bulk fertilizer storage plants were scattered throughout IFA's service area, and new spreader trucks and carts were purchased to keep up with the farmers' demand. Farm supply's inventory was expanded at this time and now included chemicals, a complete line of tillers and mowers, fencing and livestock equipment.

The animal health product lines were also expanded and two veterinarians were hired to answer questions and give customers a full range of service and supplies.

At this time, IFA worked with the Utah Crop Improvement Association to supply farmers with large quantities of certified grains. IFA's fleet of trucks kept widespread stores supplied with quality seed.

Chemical use by farmers was steadily increasing and as a result, the Environmental Protection Agency implemented many new regulations. IFA provided personnel who were highly trained to assist farmers in the use of these chemicals and to keep everyone in line with the new safety standards and regulations. Sales of garden chemicals also took a large upswing and all store employees were trained to share expert knowledge of IFA's product lines.

On December 31, 1979, John Roghaar retired after 18 years of dedicated service to the association. He passed the reins of his successful tenure over to Mr. Robert Turley.

With the advent of a new decade came the beginning of a new era for IFA. Robert Turley took over as President and Manager on January 1, 1980. Tremendous growth took place under Mr. Turley's leadership. IFA's revenue grew from $26 million to more than $110 million per year.

By 1984, the number of branches was expanded to 29 and included three new irrigation branches. IFA's priorities were not only to improve its retail branches but also to provide the emerging technologies and expert services that would help members improve their production.

During the 1980's, IFA purchased ten farm service centers in Idaho and Oregon. These facilities helped IFA develop expertise and confidence in providing fertilizer, seed and crop protection products. Farm supply expanded its inventory to include new clothing lines, farm & home items, and western tack. IFA established relations with outside commodity feed companies to compliment its pet food and feed product lines.

By 1993, the association included 58 operating units and stretched from Ontario, Oregon to Las Vegas; from Yerington, Nevada to Cortez, Colorado; and from Riverton, Wyoming; to Farmington, New Mexico.

July of 1995 brought another change in IFA general management. Robert Turley retired and Steven Palmer was named to succeed him as president. Mr. Palmer was well qualified to lead the association as he had spent his entire professional life working for IFA. Starting as a part-time employee at the Provo store while attending BYU, he next moved to Spanish Fork as assistant manager. Under the leadership of Blaine Loveless, Steve spent time working the retail floor, working in the feed mill and fertilizer plant and calling on farmers. Shortly before graduating from college, he was asked to become branch manager in Salina. Steve accepted this challenge while finishing his education. Next, Steve became the automotive product manager and later the Farm Supply Department head. This position was expanded in 1984 to become the Vice President of IFA Marketing.

Under Steve's direction, the Farm Supply division in particular, and the Marketing department in general, had tremendous growth. The Farm Supply division has growth from $7 million in sales to more than $34 million. The Clothing department was added to the product line and has become the second leading department accounting for more than $6 million in sales per year. The fencing and livestock handling equipment department has grown to more than $7 million in sales and has become the top department in Farm Supply. Home and garden has grown to more than $6 million in sales. Steve also moved the advertising department from an outside agency to become an in-house agency.

In the years following Mr. Palmer's appointment as president, the farm supply division in particular, and the marketing department in general, had tremendous growth. The farm supply division grew from $7 million in sales to more than $34 million. Clothing became a leading department, accounting for more than $6 million in sales per year. The fencing and livestock handling equipment department grew to more than $7 million in sales and became the top department in farm supply. Home and garden brought in more than $6 million in sales.

Under Steve Palmer's leadership, there have also been some difficult decisions to make. IFA's tremendous growth during the late 1980's and early 1990's, coupled with a downturn in the Idaho potato market, caused a major capital drain on the association. Under Mr. Palmer's direction, the association's fertilizer plants in Idaho were sold to Cenex Land O' Lakes, a sister cooperative. This sale gave the association the necessary capital to upgrade the fertilizer facilities in Garland, Utah; Yerington and Fallon, Nevada; and Riverton, Wyoming. A feed mill was built in Lewiston, Utah, and existing mills in Cedar City, Delta, Spanish Fork, Richfield, and Draper, Utah, were expanded and improved. Field sales staff were added in both agronomy and feed nutrition to better serve IFA agriculture patrons.

Present and Future of IFA…

Intermountain Farmers has continued to change and to grow in several areas since its 75th Anniversary. In 1998, a new retail store was built in Las Vegas at a new and more accessible location. A drive-through hay barn at this store highlights IFA's increased involvement in the equine market in southern Utah, Nevada, and Colorado.

In 1999, IFA purchased a new fertilizer storage and blending facility in Roosevelt to better serve customers in the Uintah Basin. This facility has greatly increased IFA's fertilizer storage capacity and improved IFA's service and ability to provide competitive prices to patrons in the area.

To provide better service to dairy farmers in the Intermountain West, IFA began hiring highly trained nutritionists in the early 1990's on a consultant basis. By the beginning of the 21st century, it was clear that nutritionists were needed as full-time staffers. IFA now has two full-time nutritionists who serve our patrons in the north region (Cache Valley and southern Idaho), and in the south region, serving from Salt Lake City through southern Utah.

The IFA retail division has undergone some changes as well as IFA has sought to broaden its customer base to include home and garden consumers as well as farmers. To this end, four stores, one in Hyde Park (Logan), Utah, one in Cortez, Colorado, and one in Spanish Fork, Utah, and one in Riverton, Utah, have been completely remodeled/rebuilt and renamed "IFA Country Store" to reflect this broader customer base.

In 2001, a feed commodities office or branch was opened for the purpose of selling truckload quantities of feed commodities to dairies, cattle feeders, and other animal-raising operations.

Throughout this time some closures have been necessary as well. The Riverton, Wyoming; Layton, Utah; and Salina,Utah, Irrigation branches were sold in 2001. Also in 2001, IFA Trucking was contracted to J.B. Hunt Transport, Inc., freeing up capital for income-producing ventures elsewhere. In 2002, the Payson, Utah, retail store was closed to combine operations with Spanish Fork. The traditional Spanish Fork store became two operations: the Spanish Fork IFA Country Store and the Utah County Agronomy Center. This new organization allows for the larger farmers and fruit growers in southern Utah County to receive more specialized agronomy service through the "ag" center.

For several years, IFA rolled grain at four feed mills throughout central and southern Utah. These mills were built before we knew of the greater nutritional value brought about by steam flaking. While rolled grain is standard in the industry, IFA learned how much better the nutritional value is in steam-flaked grain. New flaking systems were installed in the new North Region Feed Mill built in Lewiston, Utah, just south of the Utah-Idaho border, in 1995. Prior to this time, only blending of commodities was offered out of Tremonton. In 1996, the flaking mill was completed. Dairies in the area that used this flaked corn saw an almost instant increase in milk production.

It wasn't long before dairy and beef producers in the central and southern region wanted this same quality of feed. IFA began looking at building a new mill in central Utah at about the same time that Moroni Feed Company was developing plans to build a new rail receiving facility south of Nephi. This facility would be capable of unloading a full unit train of 100 cars of corn in less than 15 hours. IFA's need for a new mill along with Moroni Feed's need to receive corn in 100-car trains became the basis for a perfect partnership. In June 2002 the rail car facility was finished. Nine months later, in February of 2003, the new IFA South Region Feed Mill began cooking and flaking corn in the most state-of-the-art grain flaking mill in the intermountain region.

In addition, in 2004, IFA acquired the Planters Cottonseed Oil operations in Trenton and Logan, Utah. The feed mill in Trenton now shares production capabilities with the mill in Lewiston to expand IFA's feed services in the north region. Not only will tonnage increase, but a new mineral-mixing facility is now in operation.

The Logan store will give IFA a southern presence again in Logan. (The original Logan IFA was on the south end of town, but was moved north to Hyde Park when the new store was built.) This newly acquired store will continue to sell farm supplies as in the past, with added lines of fencing, equine, pet, home, and garden.

The inspiration for these changes and improvements comes from the IFA vision statement that was developed under Mr. Palmer's leadership in 1996: "IFA will become the preeminent agricultural supplier in our chosen markets." We believe that we are just that, and seek your continued patronage and support as we make our way into the 21st century.