AgNet News Hour

The future of California agriculture may depend on solving some problems that farmers simply cannot solve on their own. In Part 2 of his conversation on the AgNet News Hour, Cannon Michael, president and CEO of Bowles Farming Company, discusses the need for a reliable agricultural workforce, the growing role of automation and his concerns about California's long-term water future.
Labor remains one of the biggest issues. Michael said policymakers need to recognize that agriculture depends on workers willing to perform difficult jobs that many Americans simply aren't interested in doing. Rather than allowing the issue to continually become entangled in the larger immigration debate, he believes the country needs a reasonable legal pathway for people who want to work.
"We need to find ways that people can...have the same opportunities that many of our ancestors came to the United States for," Michael said, while emphasizing the need to maintain border security and keep bad actors out.
Technology is helping Bowles Farming Company respond to rising costs. The operation is already using AI-enabled sprayers that identify weeds, while also incorporating AI into office operations. Michael expects autonomous tractors and other technologies to play an increasingly important role.
But technology can't replace everyone. Experienced workers can determine by sight which watermelon is ready to harvest or carefully pick a fresh-market tomato without damaging it—skills that remain difficult to automate.
Perhaps Michael's greatest concern is water. With projects such as Sites Reservoir and Delta conveyance taking years to move forward, he worries California agriculture could lose productive farmland before adequate infrastructure is built.
"We have to have water to do what we're doing," Michael said. "You can't just get water one year and then...not have water for two years."
Despite those challenges, Michael isn't giving up on California agriculture. He believes farmers will continue adapting through technology and innovation, although agriculture's footprint could become smaller if current pressures continue.
"None of us are the faint of heart," Michael said. "We're not giving up."
Listen to Part 2 of the full interview with Cannon Michael on the AgNet News Hour.

Farming in California has never been simple, but for Cannon Michael of Bowles Farming Company, adapting to changing conditions has become a fundamental part of keeping a sixth-generation operation moving forward. In the latest AgNet News Hour, Michael discusses everything from extreme heat and limited water supplies to labor, regulation and the future of farming on California's West Side.
Bowles Farming Company manages roughly 11,000 acres near Los Banos and across the western San Joaquin Valley. The operation is remarkably diverse, producing carrots, sweet corn, garlic, onions, watermelons, cantaloupes, honeydew, tomatoes, almonds, pistachios and other crops throughout the year.
That diversity has become one way the farm continues adapting. Michael said Bowles expanded significantly into additional crops beginning around 2016, helping transform the operation into essentially a year-round business.
But water remains one of the biggest challenges. Michael discussed the frustration of receiving only a 25 percent water allocation despite relatively full reservoirs, pointing to aging infrastructure and regulations that have made moving water through California increasingly difficult.
"We keep delivering food to the markets," Michael said, noting that agriculture continues finding ways to remain productive despite the challenges.
Michael also addressed another concern facing California agriculture: whether the next generation will still see farming as a worthwhile future. He said increasing costs and regulatory pressure can discourage younger family members from returning to agricultural businesses that previous generations worked to build.
Still, Bowles Farming Company continues investing in its future. Michael highlighted drip irrigation, solar energy and conservation efforts, including 650 acres the family placed into a permanent federal easement for wetland habitat along the Pacific Flyway.
The conversation offers a look inside one of the West Side's major farming operations—and the constant balancing act required to grow food in California today.
Listen to Part 1 of the full interview with Cannon Michael on the AgNet News Hour.

A California olive oil company that began as a way for a longtime farming family to reinvent its operation is now growing into something much bigger. In Part 2 of his interview on the AgNet News Hour, Vincent Ricchiuti explains how Enzo Olive Oil is using direct-to-consumer marketing, new products and technology on the farm to build the next chapter of the family business.
For Ricchiuti, producing high-quality California olive oil is only half the equation. The other challenge is convincing consumers why they should choose it over lower-priced imports.
Ricchiuti said imported oils can contain blends sourced from several countries, while California producers face a considerably different cost structure. His strategy is to emphasize freshness, quality and the connection consumers have with the farm producing their food.
That relationship with consumers has become increasingly important to Enzo's business model.
"We're really going after direct to consumer," Ricchiuti said. "Cut out the middlemen, cut out the grocery store, cut out the brokers and the distributors."
The approach appears to be gaining traction. Enzo mails eight catalogs annually, and Ricchiuti said an extraordinary 60 percent of the company's revenue comes between Thanksgiving and Christmas, fueled heavily by holiday gifting.
Olive oil also isn't the only thing Enzo is selling anymore. The family has expanded into balsamic vinegars, pesto, biscotti, granola and other specialty foods, many produced using ingredients grown on the family's own farms.
Innovation continues in the orchard as well. Ricchiuti described using soil sensors, flyovers and olive sampling to closely manage irrigation and determine the optimal time to harvest for oil production. He said California's willingness to embrace technology is one way producers can compete with the centuries-old European olive oil industry.
And for Ricchiuti, that growth ultimately comes back to family. He hopes his three young children will someday find their own place in the operation and become the family's fifth generation in agriculture.
It's a conversation about much more than olive oil—it's about how a California farm can adapt, build a brand and create opportunities for another generation.
Listen to Part 2 of the full interview with Vincent Ricchiuti on the AgNet News Hour.

A fourth-generation California farming family made a major decision nearly two decades ago: move away from thousands of acres of stone fruit and bet on a crop that could offer a different future. On the latest AgNet News Hour, Vincent Ricchiuti shares how that decision ultimately led to Enzo Olive Oil and a California olive oil operation now competing on the world stage.
Ricchiuti's family has deep roots in Central Valley agriculture. His great-grandfather came to the United States from Italy in 1914, and subsequent generations built the operation around crops including peaches, plums, nectarines and almonds.
But by 2008, the economics of stone fruit were changing.
Ricchiuti said declining consumption, increasing competition from year-round imported produce and the labor-intensive nature of stone fruit led the family to reconsider its crop mix. Ultimately, they removed roughly 2,500 acres of stone fruit, expanded their almond acreage and dedicated several hundred acres to something new: olives for olive oil.
"We were able to rechart the course of the business," Ricchiuti said. "You don't get a lot of opportunities to be able to do that."
The family didn't enter the olive oil business casually. Ricchiuti traveled to Italy with his grandfather to study olive mills, equipment and production methods before the operation's first harvest in 2011.
Today, Enzo uses a distinctly California approach. Instead of the widely spaced, traditionally hand-harvested orchards common in Europe, its olives are planted densely and mechanically harvested, allowing fruit to move quickly from the tree to the mill.
The results have gained international recognition. Ricchiuti said Enzo has earned more than 500 awards for taste and quality since 2012, including honors in Italy.
Yet Ricchiuti sees an enormous opportunity still ahead. He said roughly 96 percent of olive oil consumed in the United States is imported, making one of the industry's biggest challenges convincing American consumers to reach for California-grown oil instead.
From changing crops to studying production in Italy and building a vertically integrated brand, Ricchiuti's story offers a fascinating example of how a multigenerational California farm can adapt without walking away from agriculture.
Listen to Part 1 of the full interview with Vincent Ricchiuti on the AgNet News Hour.

Rosa Brothers Milk Company has turned a family dairy into a recognizable California brand, and in Part 2 of his AgNet News Hour interview, president Noel Rosa explained how innovation, sustainability and value-added products are helping the Tulare-based operation continue to grow.
One opportunity Rosa is particularly excited about is renewed interest in whole milk in schools. He believes giving students better-tasting milk could help introduce a new generation to dairy products and potentially create lifelong consumers.
Rosa Brothers has also built its identity around its distinctive glass bottles. Approximately 75 percent of the company's refillable bottles are returned, allowing them to be washed, sanitized and used again. Rosa believes glass could become increasingly valuable as California looks for ways to reduce plastic packaging.
But the company isn't relying on bottled milk alone.
Rosa Brothers continues experimenting with new products and flavors based on consumer demand. Rosa discussed the company's growing ice cream business, including a new Lemon Cream Pie flavor and a line of artisan ice cream sandwiches. The company also produces flavored milk, lactose-free milk, heavy cream and flavored coffee creamers.
That growth is creating an unusual challenge: Rosa said the dairy has enough milk and enough customers, but processing capacity is becoming a limiting factor.
"We're making some tweaks on our facility to accommodate growth," Rosa said.
The future isn't without challenges. Water availability, energy prices, insurance, freight and other rising costs remain concerns for operating a dairy business in California. Still, Rosa Brothers continues expanding while maintaining its focus on producing and processing its products locally.
From bringing whole milk back to younger consumers to developing new products and expanding distribution, Rosa's conversation offers an inside look at how one California dairy is finding ways to grow in a difficult agricultural environment.
Listen to Part 2 of the full interview with Noel Rosa on the AgNet News Hour.

Trade pressure on American specialty crop growers and an innovative approach to California dairy production highlight the latest AgNet News Hour. Mike Joyner of the Florida Fruit and Vegetable Association discussed the stakes surrounding USMCA and the Farm Bill, while Noel Rosa of Rosa Brothers Milk Company shared how his family's Tulare dairy transformed from a commodity operation into a growing value-added business.
Joyner, who also serves as co-chair of the Specialty Crop Farm Bill Alliance, offered a stark assessment of competition from imported produce.
"I don't think it's an exaggeration to say that the survival of the Southeast specialty crop industry is at stake," Joyner said.
He pointed specifically to low-priced Mexican fruits and vegetables entering the United States during domestic production seasons. One potential solution being advocated by the industry is the use of tariff-rate quotas on vulnerable commodities, allowing a certain volume of imports before additional duties take effect.
Joyner also discussed efforts to complete a new Farm Bill. Specialty crop priorities include improved crop insurance, a more consistent disaster relief framework, stronger Buy American provisions and additional research into automation and mechanization. Despite recent setbacks, Joyner said he remains optimistic Congress could complete a Farm Bill late this year.
The program then headed to Tulare, California, where Noel Rosa explained how Rosa Brothers Milk Company took a different approach to surviving the ups and downs of dairy.
Rosa and his brother Roland began as commodity milk producers before deciding to process and market their own products. In 2012, they made the jump into value-added production and built their own processing facility, eventually making glass-bottled milk a centerpiece of the business.
The operation now controls much of the process from the ground up—growing feed, caring for and milking the cows, processing and bottling the milk, producing ice cream and distributing products throughout California. Rosa said developing a branded, value-added product has helped provide more predictable income compared to relying entirely on volatile commodity milk prices.
From the future of specialty crop trade to finding new ways to add value on the farm, both conversations provide a look at how American agricultural businesses are working to remain competitive.
Hear the full interviews with Mike Joyner and Noel Rosa on the AgNet News Hour.

On today’s episode of the AgNet News Hour, Jeff Smutny, president and managing director of the Raisin Administrative Committee (RAC), returned for Part 2 of his conversation about the future of California raisins. This time, the focus turned toward rebuilding demand through innovation, modern marketing and reaching a new generation of consumers.
Smutny believes innovation will be critical. Raisins are no longer competing only against other traditional dried fruits. Today's snack aisle is crowded with new products, making packaging, flavors and new uses increasingly important.
He pointed to efforts such as sour-flavored raisins and other product innovations as examples of how the industry can make an established commodity relevant to younger consumers.
"There's room to grow in that space and maybe even expand our category overall," Smutny said.
Schools could also play an important role. Smutny called the school lunch program "huge" for the industry and said introducing children to raisins as an all-natural snack could help develop consumers at an early age.
Meanwhile, California growers themselves may need to continue changing.
Converting older vineyards to newer trellis systems can cost approximately $20,000 to $22,000 per acre, according to Smutny. However, newer varieties and production systems have the potential to dramatically increase yields while reducing dependence on expensive labor. The industry is also researching varieties that mature earlier, resist mildew and produce four to five tons per acre.
Marketing may ultimately be just as important as production.
Smutny said social media offers an opportunity to specifically reach parents and families through chefs, dietitians, nutritionists and other digital creators. He also wants the industry to increase its presence at trade shows to reach food manufacturers, school lunch decision-makers and other major buyers.
California raisins also face growing competition from Turkey, South Africa and South America. Smutny said the industry is examining ways to ensure imported raisins entering the United States face appropriate grades and standards comparable to requirements placed on California producers.
Despite the challenges, Smutny remains optimistic.
His goal is to reverse declining acreage, increase global and domestic demand, encourage adoption of higher-yielding varieties and find new ways to put California raisins in front of consumers.
Listen to Part 2 of the full interview below or on your favorite podcast app.

On today’s episode of the AgNet News Hour, two conversations offered a look at both the opportunities and challenges facing American agriculture. USDA Under Secretary Luke Lindberg discussed agricultural trade and expanding markets for U.S. products, while Jeff Smutny, president and managing director of the Raisin Administrative Committee, shared his outlook for an iconic California specialty crop.
Lindberg, who has now served a year as USDA Under Secretary for Trade and Foreign Agricultural Affairs, said improving America's agricultural trade position has been a major focus.
According to Lindberg, the U.S. agricultural trade deficit has been cut by approximately 50 percent over the past year. He pointed to new trade agreements, expanded market access and an aggressive schedule of international trade missions as important parts of that progress.
Those trade missions aren't simply diplomatic visits. Lindberg said more than 250 companies have participated in missions over the past year, resulting in more than 2,700 business-to-business meetings designed to connect American agriculture directly with buyers.
For California specialty crop producers, Lindberg also discussed opportunities in growing markets such as Vietnam, the upcoming USMCA review and USDA efforts to address technical barriers that can prevent U.S. products from reaching foreign customers.
Later in the program, the conversation turned to California raisins.
Smutny acknowledged that the industry has changed significantly from its peak. California raisin production that once reached roughly 350,000 tons annually is now closer to 220,000 tons, while acreage has declined as vineyards compete with less labor-intensive crops for Central Valley farmland.
But Smutny sees a path forward.
New higher-yielding varieties, dried-on-the-vine production and increased mechanization could help growers remain competitive. He also discussed opportunities to rethink how raisins are marketed and used, including developing raisin pastes and concentrates for products such as snack and protein bars.
Together, the interviews provide an interesting look at what it will take to keep American agriculture competitive—from opening markets overseas to reinventing one of California's most historic crops.
Listen to the full interviews below or on your favorite podcast app.