E A
GIO
LAIN
1995
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NIAG A
ORLEANS
~---L......
MONROE WAYNE
E
J
Department of Agricultur:al e ouree nd Man gerial Eeonomi ollege of grieultur nd Lifi Sci nee
Cornell Univer._ ity, I ha ,Ne ork 148 -7801

It i the Policy f CorneD Uruversi acti el support equality of educational and employment opportunJlY. No person hall be denIed admission to any educational program or tivity or be denied employment on the basi of legally prohibited discrimmabon involving but not limited to, uch facto lor, creed, Ii on. natlonal or ethnic origin. x, age: or handicap. TIt University j committed to the maintenance of affinnat:ive action programs which . assure the continuation of cll equall of opportunity.
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,~
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1995 DAIRY FARM BUSINESS SUMMARY
Western and Central Plain Region
Table of Contents
INIRODUCfION ,
Program Objectives
Fonnat Features
SUMMARY AND ANALYSIS OF TIlE FARM BUSINESS
Business Characteristics
Income Statement.
Profitability Analysis
Farm and Family Financial Status
Statement of Owner Equity
Cash Flow Statement.
Repayment Analysis
Cropping Analysis
Dairy Analysis
Capital and Labor Efficiency Analysis
COMPARATIVE ANALYSIS OF TIlE FARM BUSINESS
Progress of the Farm Business
Regional Farm Business Chart
New York State Farm Business Chart
. Financial Analysis Chart
Comparisons by Type of Barn and Herd Size
Herd Size Comparisons
IDENTIFY AND SEf GOALS
GLOSSARY AND LOCATION OF COMMON lERMS
INDEX
21
22
23
25
18
20
21
2
2
4
7
1
2
1
1
11
12
14
16
26
26
.32
34
37

1995 DAIRY FARM BUSINESS SUMMARY
WESTERN AND CENTRAL PLAIN REGION*
INTRODUCTION
Dairy farmers throughout New York State have been participating in Cornell Cooperative Extension's farm busi­ ness summary and analysis program since the early 1950's. Managers of each participating farm business receive a com­ prehensive summary and analysis of the farm business. The information in this report represents an average of the data submitted from dairy farms in the Western and Central Plain Region for 1995.
Program Objective
The primary objective of the dairy farm business summary, DFBS, is to help farm managers improve the business and financial management of their business through appropriate use of historical farm data and the application of modern farm business analysis techniques. This information can also be used to establish goals that will enable the business to better meet its objectives. In short, DFBS provides business and financial information needed in identifying and evaluat­ ing strengths and weaknesses of the farm business.
Fonnat Features
This regional report follows the same general format as in the 1995 DFBS individual farm report received by all participating dairy farmers. The analysis tables have an open column or section labeled My Farm. It may be used by any dairy farm manager who wants to compare his or her business with the average data of this region. A DFBS Data Check­ in Form can be used by non-DFBS participants to summarize their businesses.
This report features:
(1) an income statement including accrual adjustments for farm business expenses and receipts, as well as measures of profitability with and without appreciation,
(2) a complete balance sheet with analytical ratios;
(3) a statement of owner equity which shows the sources of the change in owner equity during the year;
(4) a cash flow statement and debt repayment ability analysis;
(5) an analysis of crop acreage. yields. and expenses;
(6) an analysis of dairy livestock numbers. production. and expenses; and
(7) a capital and labor efficiency analysis.
*The Western and Central Plain Region of New York State, with the number of participating farms in parentheses, is comprised of Cayuga (10), Erie (8), Genesee (7), Livingston (5), Niagara (1), Ontario (1), Orleans (2), and Wyoming (45) counties. This report was written by Wayne A. Knoblauch, Professor, Farm Management and Stuart F. Smith, Senior
Extension Associate, Farm Management. Linda Putnam was in charge of data preparation. Melody Clark prepared the publication. Farm business data were collected by Cooperative Extension Agents Jason Karszes, David Thorp, Jim Hil­ son, and Regional Specialist Michael Stratton, and Farm Consultant George Allhusen.
..

2
SUMMARY AND ANALYSIS OF THE FARM BUSINESS
Business Characteristics
Planning the optimal management strategies is a crucial component of operating a successful farm. Various combinations of farm resources, enterprises, business arrangements, and management techniques are used by the dairy farmers in this region. The following table shows important farm business characteristics and the number of farms with each characteristic.
BUSINESS CHARACTERISTICS
79 Western & Central Plain Region Dairy Farms, 1995
Type of Farm
Dairy
Part-time dairy
Dairy cash-crop
Part-time cash-crop dairy
Type of Ownership
Owner
Renter
Type of Business
Single Proprietorship
Partnership
Corporation
Type of Barn
StanchionfTie-StaIl
FreestaIl
Combination
Milking Frequency
2x/day
3x/day
Other
Number
73
0
6
0
Number
71
8
Number
41
24
14
Number
12
57
10
Number
39
27
13
Milking System
Bucket & carry
Dumping station
Pipeline
Herringbone parlor
Other parlor
Production Records
DillC
Owner-Sampler
Other
None bSTUsage
Used on <25% of herd
Used on 25-75% of herd
Used on >75% of herd
Stopped using in 1995
Not used in 1995
Business Record System
Account Book
Agrifax (mail-in only)
On-farm computer
Other
Number
0
0
19
43
17
Number
54
8
16
1
Number
14
43
4
8
10
Number
21
12
39
7
The averages used in this report were compiled using data from all the participating dairy farms in this region unless noted otherwise. There are full-time dairy farms, part-time farms, dairy cash-crop farms, farm renters, partner­ ships, and corporations included in the average. Average data for these specific types of farms are presented in the State
Business Summary.
Income Statement
In order for an income statement to accurately measure farm income, it must include cash transactions and ac­ crual adjustments (changes in accounts payable, accounts receivable, inventories, and prepaid expenses).
Cash paid is the actual cash outlay during the year and does not necessarily represent the cost of goods and services ac­ tually used in 1995.
Change in inventory: Increases in inventories of supplies and other purchased inputs are subtracted in computing accrual expenses because they represent purchased inputs not actually used during the year. Decreases in purchased inventories are added to expenses because they represent inputs purchased in a prior year and used this year.

Expense Item
Hired Labor
Feed
Dairy grain & concentrate
Dairy roughage
Nondairy
Machinery
Machinery hire, rentJIease
Machinery repairs & farm vehicle expo
Fuel, oil & grease
Livestock
Replacement livestock
Breeding
Veterinary & medicine
Milk marketing
Bedding
Milking supplies
Cattle lease/rent
Custom boarding
Other livestock expense
Crops
Fertilizer & lime
Seeds & plants
Spray, other crop expense
Real Estate
Landlbuilding/fence repair
Taxes
Rent & lease
Other
Insurance
Utilities (farm share)
Interest paid
Miscellaneous
Cash
Paid
$118,944
208,642
8,072
27
11,797
34,084
14,124
16,392
10,256
13,699
8,515
11,657
15,828
8,086
19,658
57,241
10,085
13,451
7,877
24,447
37,863
13,028
16,874
2,281
6,242
24,948
Total Operating
Expansion livestock
Machinery depreciation
Building depreciation
TOTAL ACCRUAL EXPENSES
$714,118
$ 27,168
3
CASH AND ACCRUAL FARM EXPENSES
79 Western & Central Plain Region Dairy Farms, 1995
$
Change in
Inventory or Prepaid
Expense
-435
«
+
-563
195
0
265
147
41
«
0
-1
184
-94
370
187
0
0
446
«
«
«
«
1,163
-476
1,508
8
-8
116
«
«
109
128
0
12
«
«
«
$ 3,382
0 «
534
141
610
11
-363
203
21
252
452
67
609
984
142
-53
123
2
8
206
220
-32
71
-88
Change in
Accounts
Payable
$ 903
3,288
324
0
= Accrual
Expenses
$ 120,282
212,493
8,201
27
12,141
34,921
14,225
13,398
8,001
24,265
37,965
12,864
16,907
2,249
6,313
24,414
15,763
10,873
12,801
8,438
11,302
15,915
7,998
19,782
57,693
10,140
$ 8,635
2
$ 719,371
$ 27,170
$ 30,981
$ 25,810
$ 803,332
Change in prepaid expenses (noted above by « ) is a net change in non-inventory expenses that have been paid in ad­ vance of their use. If 1995 funds used to prepay 1996 leases exceed the amount of 1995 leases prepaid in 1994, the amount of this excess is excluded from 1995 accrual lease expenses. The excess prepaid lease is charged against the fu­ ture year's business operation. A decrease in prepaid lease is added to accrual expenses because it represents use of re­ sources during this year that were paid for in past years.
Change in accounts payable: An increase in accounts payable from beginning to end of year is added when calculating accrual expenses because these expenses were incurred (resources used) in 1995 but not paid for. A decrease is subtracted because the resource was used before 1995.
Accrual expenses are the costs of inputs actually used in this year's production. They are the cash paid, less changes in inventory and prepaid expenses, plus accounts payable.

4
CASH AND ACCRUAL FARM RECEIPTS
79 Western & Central Plain Region Dairy Farms, 1995
Receipt Item
Milk sales
Dairy cattle
Dairy calves
Other livestock
Crops
Government receipts
Custom machine work
Gas tax refund
Other
Less nonfarm noncash capital**
Total Receipts $
Cash
Receipts
$ 768,081
35,162
8,650
632
9,049
8,538
885
354
6,055
837,406
+
(-)
$
Change in
Inventory
37,151
70
17,133
-233*
0
$ 54,121
+
Change in
Accounts
Receivable
$ 10,957
82
0
0
248
-384
69
1
525
$ 11,498
= Accrual
Receipts
(-)
$
$
779,038
72,395
8,650
720
26,430
7,921
954
355
6,580
0
903,025
*Change in advanced government receipts.
**Gifts or inheritances of cattle or crops inCluded in inventory.
Cash receipts include the gross value of milk checks received during the year plus all other payments received from the sale of farm products, services, and government programs. Nonfarm income is not included in calculating farm profit­ ability.
Changes in inventory of assets produced by the business are calculated by subtracting beginning of year values from end of year values excluding appreciation. Increases in livestock inventory caused by herd growth and/or quality are added, and decreases caused by herd reduction and/or quality are subtracted. Changes in inventories of crops grown are also in­ cluded. An annual increase in advanced government receipts is subtracted from cash income because it represents income received in 1995 for the 1996 crop year in excess offunds earned for 1995. Likewise, a decrease is added to cash gov­ ernment receipts because it represents funds earned for 1995 but received in 1994.
Changes in accounts receivable are calculated by subtracting beginning year balances from end year balances. The Janu­ ary milk check for this December's marketings compared with the previous January's check is included as a change in accounts recei vable.
Accrual receipts represent the value of all farm commodities produced and services actually generated by the farm busi­ ness during the year.
Profitability Analysis
Farm operators· contribute labor, management, and equity capital to their businesses and the combination of these resources, and the other resources used in the business, determines profitability. Farm profitability can be measured as the return to all family resources or as the return to one or more individual resources such as labor and management.
• Operators are the individuals who are integrally involved in the operation and management of the farm business. They are not limited to those who are the owner of a sole proprietorship or are formally a member of the partnership or corpo­ ration.

5
Net farm income is the return to the farm operators and other unpaid family members for their labor, management, and equity capital. It is the farm family's net annual return from working, managing, financing, and owning the farm busi­ ness. This is not a measure of cash available from the year's business operation. Cash flow is evaluated later in this re­ port.
Net farm income is computed both with and without appreciation. Appreciation represents the change in values caused by annual changes in prices of livestock, machinery, real estate inventory, and stocks and certificates (other than Farm
Credit). Appreciation is a major factor contributing to changes in farm net worth and must be included for a complete profitability analysis.
Item
NET FARM INCOME
79 Western & Central Plain Region Dairy Farms, 1995
Total
Average
Per Cow Total
My Farm
Per Cow
Total accrual receipts
Appreciation: Livestock
Machinery
Real Estate
Other Stock/Certificates
Total Including Appreciation
Total accrual expenses
Net Farm Income (with appreciation)
Net Farm Income (w/o appreciation)
$ 903,025
-3,331.
1,863
19,012
$
1.376
921,945
803,332
$
$
118,613
99,693
$ 423
$ 356
$ - - ­
$ - - ­
$ - - ­
$ - - -
$ - - ­
$ - - ­
The chart below shows the relationship between net farm income per cow (with appreciation) and pounds of milk sold per cow. Generally, farms with a higher production per cow have higher profitability per cow.
1600
1400
1200
Z
~
.. = e r...~
~....,
..
1000 i~ 800
600
8:
400
200 iIt
.. ..
0
-200
-400
~
•
:!;
Net Farm Income/Cow and Milk/Cow
79 Wes tern & Cen tral Plain Farm;, 1995
•
~
•
• •
•
•
•
•
•
•
•
4&
• •
..
.
•
•
• •
•
•
•
•
':
•
•
•
•
•
•
..
• •
•
•
•
•
•
~
M
Pounds Milk Sold Per Cow
l=:l
~
M
~
r.

6
Labor and management income is the return which farm operators receive for their labor and management used in operat­ ing the farm business. Appreciation is not included as part of the return to labor and management because it results from ownership of assets rather than management of the farm business. Labor and management income is calculated by de­ ducting a charge for family labor unpaid and the opportunity cost of using equity capital, at a real interest rate of five per­ cent, from net farm income excluding appreciation. The interest charge of five percent reflects the long-term average rate of return above inflation that a farmer might expect to earn in comparable risk investments.
Item
LABOR AND MANAGEMENT INCOME
79 Western & Central Plain Region Dairy Farms, 1995
Average
Net farm income without appreciation
Family labor unpaid @ $1,450 per month
Interest on $875,636 average equity capital @ 5% real rate
Labor & Management Income per farm (1.54 Operators/farm)
Labor & Management Income per OperatorlManager
$99,693
- 3,219
-43,782
$52,692
$34,183
My Farm
$ - - - ­
$ - - - ­
$ - - - ­
25
20
CIl
~
'0 ... i=:
~ c..
15
10
5
Labor and management income per operator averaged $34,183 on these 79 farms in 1995. The range in labor and management income per operator was from less than $-84,000 to more than $445,000. Returns to labor and man­ agement were negative on 28% of the farms. Labor and mangement income per operator ranged from $0 to $20,000 on
24% of the farms while 48% showed labor and mangement incomes of $20,000 or more per operator.
Distribution of Labor & Management Incomes per Operator
79 Western & Central Plain Region Dairy Farms, 1995
24
19 19
8
7
14
<-20 -20 to 0 Ot020 20 to 40 40
Income (thousand dollars) to 60 60 to 80 >80

7
Return on equity capital measures the net return remaining for the farmer's equity or owned capital after a charge has been made for the owner-operator's labor and management. The earnings or amount of net farm income allocated to labor and management is the opportunity cost of operators' labor and management estimated by the cooperators. Return on equity capital is calculated with and without appreciation. The rate of return on equity capital is determined by dividing the amount returned by the average farm net worth or equity capital. Return on total capital is calculated by adding inter­ est paid to the return on equity capital and then dividing by average farm assets to calculate the rate of return on total capital.
RETURN ON EQUITY CAPITAL AND RETURN ON TOTAL CAPITAL
79 Western & Central Plain Region Dairy Farms, 1995
Item
Net farm income with appreciation
Family labor unpaid @$1,450permonth
Value of operators' labor & management
Return on equity capital with appreciation
Interest paid
Return on total capital with appreciation
$ 118,613
$
3,219
52.439
62,955
+
$
Average
57,693
120,648
My Farm
$ - - - ­
$ - - - ­
+ - - - ­
$ - - - ­
Return on equity capital without appreciation
Return on total capital without appreciation
Rate of return on average equity capital: with appreciation without appreciation
Rate of return on average total capital: with appreciation without appreciation
$ 44,035
$ 101,728
7.2%
5.0%
$ - - - ­
$ - - - ­
- - - - _ %
- - - - _ %
7.6%
6.4%
- - - - _ %
- - - - _ %
Farm and Family Financial Status
The ftrst step in evaluating the ftnancial position of the farm is to construct a balance sheet which identiftes all the assets and liabilities of the business. The second step is to evaluate the relationship between assets, liabilities, and net worth and changes that occurred during the year.
Financial lease obligations are included in the balance sheet. The present value of all future payments is listed as a liabil­ ity since the farmer is committed to make the payments by signing the lease. The present value is also listed as an asset, representing the future value the item has to the business. For 1995, lease payments were discounted by 9.25 percent to obtain their present value.
Advanced government receipts are included as current liabilities. Government payments received in 1995 that are for participation in the 1996 program are the end year balance and payments received in 1994 for participation in the 1995 program are the beginning year balance.
Current Portion or principal due in the next year for intennediate and long tenn debt is included as a current liability.

8
1995 FARM BUSINESS & NONFARM BALANCE SHEET
79 Western & Central Plain Region Dairy Farms, 1995
Farm Assets
Current
Farm cash, checking
&savmgf>
Accounts receivable
Prepaid expenses
Feed & supplies
Total Current
$ 15,313
53,505
2,208
154.489
Internediate
Dairy cows: owned leased
Heifers
Bulls/other livestock
Mach.lequipment owned
MachJequipment leased
Farm Credit stock
Other stock/certificate
Total Internediate
$ 264,902
2,377
113,527
2,373
242,349
20,197
8,506
33,310
$ 687,541
Long TeIlll
Land/buildings: owned leased
Total Long TeIlll
Jan. 1
$ 225,515
$ 612,743
674
$ 613,417
Assets
Personal cash, checking
& savings
Cash value life insurance
Nonfarm real estate
Auto (personal share)
Stocks & bonds
Household furnishings
All other nonfarm assets
Total Nonfarm Assets
Jan. 1
$ 14,590
8,893
8,630
5,598
4,222
8,338
15,878
$ 66,149
$
$
$
Dec. 31
16,856
65,002
2,290
174,922
259,070
$ 295,558
5,557
116,713
2,420
258,450
23,065
8,848
36,425
$ 747,036
$ 651,957
571
$ 652,528
Dec. 31
$ 7,282
10,293
8,630
4,839
5,241
8,459
12,015
56,759
Farm Liabilities
& Net Worth
Current
Accounts payable
Operating debt
Short TeIlll
Advanced govt. receipts
Current Portion:
InteIlllediate
Long Tern
Total Current
Internediate
Structured debt
1-10 years
Financial lease
(cattle/machinery)
Farm Credit stock
Total InteIlllediate
Long Tern
Structured debt
>10 years
Financial lease
(structures)
Total Long TeIlll
Total Farm Assets $1,526,473 $1,658,634
Total Farm Liab.
FARM NET WORTH
Nonfarm Assets, Liabilities & Net Worth (Average of 33 farms reporting)
Liabilities & Net Worth
Nonfarm Liabilities
NONFARM NET WORTH
Jan. 1
$ 24,002
41,009
2,862
155
43,715
14,583
$126,326
$247,322
22,574
8,506
$278,402
$270,485
674
$271,159
$675,887
$850,586
$
Jan. 1
883
$ 65,267
Dec. 31
$ 32,637
45,523
5,696
388
46,468
16.430
$ 147,142
$ 274,173
28,622
8,848
$ 311,643
$ 298,593
571
$ 299,164
$ 757,949
$ 900,685
$
Dec. 31
633
$ 56,126
Farm & Nonfarm Assets, Liabilities, and Net Worth* Jan. 1 Dec. 31
Total Assets
Total Liabilities
$ 1,592,622
676,770
$ 1,715,393
758,582
TOTAL FARM & NONFARM NET WORTH 915,852 956,811
*
Assumes that average nonfarm assets and liabilities for the nonreporting farms were the same as for those reporting.

9
The following condensed balance sheet,. including deferred taxes, contains average data from only those farmers who elected to provide the additional information required to compute deferred taxes.
Deferred taxes represent an estimate of the taxes that would be paid if the farm were sold at year end fair market values and date on the balance sheet. Accuracy is dependent on the accuracy of the market values and the tax basis data pro­ vided. Any tax liability for assets other than livestock, machinery, land, buildings and nonfarm assets is excluded. It is assumed that all gain on purchased livestock and machinery is ordinary gain and that listed market values are net of sell­ ing costs. The effects of investment tax credit carryover and recapture, carryover of operating losses, alternative minimum taxes and other than average exemptions and deductions are excluded because they have only minor influence on the taxes of most farms. However, they could be important
Assets
Total Current Assets
Total Inter. Assets
Total Long Term Assets
TOT AI.. FARM ASSETS
CONDENSED BALANCE SHEET INCLUDING DEFERRED TAXES
December 31,1995
4 New York Dairy Farms, 1995
Liabilities & Net Worth
$
$
$
146,288
554,943
467,311
$ 1,168,542
Current debts & payables
Current deferred taxes
Total Current Liabilities
Intermediate debts & leases
Intermediate deferred taxes
Total Intermediate Liabilities
Long term debts & leases
Long term deferred taxes
Total Long Term Liab.
TOT AI.. FARM LIABILITIES
Farm Net Worth
Percent Equity (Farm)
$
$
$
$
$
$
$
$
112,358
39,706
152,064
80,076
170,600
250,676
177,962
81,953
259,915
662,655
505,887
43%
Total Nonfarm Assets
TOT AI.. ASSETS
$
$
73,983
1,242,525
Nonfarm debts
Nonfarm deferred taxes
Total Nonfarm Liabilities
TOT AI.. LIABILITIES
Total Net Worth
Percent Equity (Total)
$
$
1,525
16,029
17,554
$
$
680,209
562,316
45%

10
Balance sheet analysis involves examination of relative asset and debt levels for the business. Percent equity is calculated by dividing end of year net worth by end of year assets and multiplying by 100. The debt to asset ratio is compiled by di­ viding liabilities by assets. Low debt to asset ratios reflect business solvency and the potential capacity to borrow. Debt levels per productive unit represent old standards that are still useful if used with measures of cash flow and repayment ability.
BALANCESHEETANALYS~
79 Western & Central Plain Region Dairy Farms, 1995
Average Item
Financial Ratios - Farm:
Percent equity
Debt/asset ratio: total long-term intermediate/current
Farm Debt Analysis:
Accounts payable as % of total debt
Long-term liabilities as a % of total debt
Current & inter. liabilities as a % of total debt
54%
0.46
0.46
0.46
Farm Debt Levels:
Total farm debt
Long-term debt
Intermediate & long term
Intermediate & current debt
Per Cow
$2,518
994
2,029
1,524
4%
39%
61%
Per Tillable
Acre Owned
$2,453
968
1,977
1,485
Per Cow
$ - - - -
My Farm
%
Per Tillable
Acre Owned
$ - - - ­
%
%
%
Farm inventory balance is an accounting of the value of assets used on the balance sheet and the changes that occur from the beginning to end of year. Changes in the livestock inventory are included in the dairy analysis. Net investment indi­ cates whether the capital stock is being expanded (positive) or depleted (negative).
FARM INVENTORY BALANCE
79 Western & Central Plain Region Dairy Farms, 1995
Item
Value beginning of year
Purchases
Gift/inheritance
Lost capital
Sales
Depreciation
$
+
Real Estate
$
Average of Region's Fanus
612,743
Machinery & Equipment
$ 242,349
73,319*
186
25,138
2,355
25,810
Net investment
Appreciation
=
+
20,202
19,012
$ 651,957 Value end of year
*$10,690 land and $62,629 buildings andlor depreciable improvements.
$ 47,189
+ 0
1,971
30,981
+
14,237
1,863
$ 258,450

11
The Statement of Owner Eguity has two purposes. It allows (1) verification that the accrual income statement and market value balance sheet are interrelated and consistent (in accountants terms, they reconcile) and (2) identification of the causes of change in equity that occurred on the farm during the year. The Statement of Owner Equity allows you to de­ termine to what degree the change in equity was caused by (1) earnings from the business, and nonfarm income, in excess of withdrawals being retained in the business (called retained earnings), (2) outside capital being invested in the business or farm capital being removed from the business (called contributed/withdrawn capital) and (3) increases or decreases in the value (price) of assets owned by the business (called change in valuation equity).
Retained earnings is an excellent indicator of farm generated financial progress.
STATEMENT OF OWNER EQUITY (RECONCILIATION)
79 Western & Central Plain Region Dairy Farms, 1995
My Farm
$ - - ­
$ - - ­
+ - - - ­
Item
Beginning of year farm net worth
Net farm income w 10 appreciation
+Nonfarm cash income
-Personal withdrawals & family expenditures excluding nonfarm borrowings
RETAlNED EARNINGS
Nonfarm noncash transfers to farm
+Cash used in business from nonfarm capital
-Note/mortgage from farm real estate sold (nonfarm)
CONTRIBlITEDIWITHDRAWN CAPITAL
Appreciation
-Lost capital
CHANGE IN VALUATION EQUIlY
IMBALANCElERROR
End of year net worth*
Change in net worth wlappreciation
Change in Net Worth
Without appreciation
With appreciation
$ 99,693
+ 5,360
Average
$ 850,586
60,410
+ $ 44,643
$ 186
+ 11,741
_ _ _ 0
+ $ 11,927
$ 18,920
25,138
+ $ -6,218
254
=$ 900,685
$ 50,099
$ 31,179
$ 50,099
$ - - ­
+ - - ­
$ - - ­
+ $ - - ­
+ $ - - ­
+ $ - - ­
- $ - - ­
= $ - - ­
$ - - ­
$ - - - - ­
$ - - - - ­
*May not add due to rounding.

12
Cash Flow Statement
Completing an annual cash flow statement is an important step in understanding the sources and uses of funds for the business. Understanding last year's cash flow is the fIrst step toward planning and managing cash flow for the current and future years.
The annual cash flow statement is structured to show net cash provided by operating activities, investing activi­ ties, fInancing activities and from reserves. All cash inflows and outflows, including beginning and end balances, are included. Therefore, the sum of net cash provided from all four activities should be zero. Any imbalance is the error from incorrect accounting of cash inflows/outflows.
ANNUAL CASH FLOW STATEMENT
79 Western & Central Plain Region Dairy Farms, 1995
Average Item
Cash Flow from Operating Activities
Cash farm receipts
Cash farm expenses
Net cash farm income
+
Nonfarm income
Personal withdrawals/family expenses including nonfarm debt payments
Net cash nonfarm income
Net Provided by Operating Activities
Cash Flow From Investing Activities
Sale of assets: machinery
+ real estate
+ other stock/cert
Total asset sales
Capital purchases: expansion livestock
+ machinery
+ real estate
+ other stock/cert
Total invested in farm assets
Net Provided by Investment Activities
Cash Flow From Financing Activities
Money borrowed (intermediate & long term)
+ Money borrowed (short term)
+ Increase in operating debt
+ Cash from nonfarm capital used in business
+ Money borrowed - nonfarm
=
Cash inflow from fmancing
Principal payments (intermediate & long term)
+ Principal payments (short term)
+ Decrease in operating debt
Cash outflow for fInancing
= Net Provided by Financing Activities
Cash Flow From Reserves
Beginning farm cash, checking & savings
Ending farm cash, checking & savings
=
Net Provided from Reserves
Imbalance (error)
$ 837,406
714,118
$
$
$
5,360
60.410
1,971
2,355
1,707
27,168
47,189
73,318
3,446
$ 137,998
4,787
4,514
11,741
0
$ 78,439
1,953
0
$
$
$
$
$
$
$
123,288
-55,050
6,033
151,122
159,040
80,392
15,313
16,856
$
$
$
68,238
$ -145,089
$ 78,648
-1.543
254
- - - - - - - - - -

13
ANNUAL CASH FLOW STATEMENT
Item
Cash Flow from Operating Activities
Cash farm receipts
Cash farm expenses
=
Net cash farm income
Nonfarm income
Personal withdrawals/family expenses including nonfarm debt payments
+ Net cash nonfarm income
= Net Provided by Operating Activities
Cash Flow From Investing Activities
Sale of assets: machinery
+ real estate
+ other stock/cert
= Total asset sales
Capital purchases: expansion livestock
+ machinery
+ real estate
+ other stock/cert
Total invested in farm assets
= Net Provided by Investment Activities
Cash Row From Financing Activities
Money borrowed (intermediate & long term)
+ Money borrowed (short term)
+ Increase in operating debt
+ Cash from nonfarm capital used in business
+ Money borrowed - nonfarm
= Cash inflow from financing
Principal payments (intermediate & long term)
+ Principal payments (short term)
+ Decrease in operating debt
Cash outflow for financing
= Net Provided by Financing Activities
Cash Flow From Reserves
Beginning farm cash, checking & savings
Ending farm cash, checking & savings
= Net Provided from Reserves
Imbalance (error)
$
$
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­
$ - - - ­

14
R.epayment Analysis
A valuable use of cash flow analysis is to compare the debt payments planned for the last year with the amount actually paid. The measures listed below provide a number of different perspectives on the repayment performance of the business. However, the critical question to many farmers and lenders is whether planned payments can be made in 1996.
The cash flow projection worksheet on the next page can be used to estimate repayment ability, which can then be com­ pared to planned 1996 debt payments shown below.
FARM DEBT PAYMENTS PLANNED
Same 66 Western & Central Plain Region Dairy Farms, 1994 & 1995
My Farm
1995 Payments
Planned Made
Planned
1996 Debt Payments
Long term
Intermediate term
Short term
Operating (net reduction)
Accounts payable
(net reduction)
Total
Per cow
Per cwt 1995 milk
Percent of total
1995 farm receipts
Percent of 1995 milk receipts
Average
1995 Payments
Planned Made
Planned
1996
$ 42,897
68,775
2,769
2,078
$ 60,792
79,070
2,041
$ 45,549
70,639
3,181
0 2,761
4,674
$ 121,194
$ 421
$ 1.94
13%
0 1,528
$ 141,903 $ 123,657
$
$
493
2.27
15%
15%
18%
$ - - - ­
$ - - - ­
$ - - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
The cash flow coverage ratio measures the ability of the farm business to meet its planned debt payment schedule.
The ratio shows the percentage of payments planned for 1995 (as of December 31, 1994) that could have been made with the amount available for debt service in 1995. Farmers who did not participate in DFBS in 1994 have their 1995 cash flow coverage ratio based on planned debt payments for 1996.
Item
CASH FLOW COVERAGE RATIO
Same 66 Western & Central Plain Region Dairy Farms, 1994 & 1995
Average My Farm
. Cash farm receipts
Cash farm expenses
+ Interest paid
-
Net personal withdrawals from farm*
(A)
(B)
Amount Available for Debt Service
Debt Payments Planned for 1995
(AlB)
(as of December 31,1994)
Cash Flow Coverage Ratio for 1995
$
$
$
867,135
740,220
58,054
57,196
127,773
121,194
1.05
$
$
$
*Personal withdrawals and family expenditures less nonfarm income and nonfarm money borrowed. If family withdraw­ als are excluded, or inaccurately included, the cash flow coverage ratio will be incorrect.

Item
Average no. of cows
Total cwt of milk sold
Accrual Oper. Receipts
Milk
Dairy cattle
Dairy calves
Other livestock
Crops
Misc. Receipts
Total
15
ANNUAL CASH FLOW WORKSHEET
Regional Average
Per Cow Per Cwt
280
60,374
My Farm
Per Cow/
PerCwt
$2,779
258
31
3
94
56
$3,222
$12.90
1.20
0.14
0.01
0.44
0.26
$14.95
$ - - ­
Expected
Change
1996
Projection
$ - - $ - - ­
Accrual Operating Expenses
Hired labor
Dairy grain & concentrate
Dairy roughage
Nondairy feed
Mach. hire/rent/lease
Mach. repair & vehicle expo
Fuel, oil & grease
Replacement livestock
Breeding
Vet & medicine
Milk marketing
Bedding
Milking supplies
Cattle lease
Custom boarding
Other livestock expo
Fertilizer & lime
Seeds & plants
Spray/other crop expo
Land, bldg., fence repair
Taxes
Real estate rent/lease
Insurance
Utilities
Miscellaneous
Total Less Interest Paid
$429
758
29
0
43
125
51
48
29
87
135
46
60
30
40
57
29
71
36
$2,361
8
23
87
56
39
46
$1.97
3.52
0.14
0.00
0.20
0.58
0.24
0.22
0.13
0.40
0.63
0.21
0.28
0.04
0.10
0.40
0.26
0.18
0.21
0.14
0.19
0.26
0.13
0.33
0.17
$10.96
$ - - $ - - - ­
$ - - $ - - - ­
Net Accrual Operating Income
(without interest paid)
- ChaIige in livestock/crop inventory*
- Change in accounts receivable
- Change in feed/supply inventory**
+ Change in accounts payable***
NET CASH FLOW
- Net family withdrawals
Available for Farm
- Farm debt payments
Available for Farm Investment
- Capital purchases
Additional Capital Needed
Total
$241,348
54,121
11,498
3,382
8,183
$180,530
55,050
$125,480
136,358
$-10,878
$151.122
$162,000
$
$
$
$
$
_
$
$
$
$
_
_
_
*Includes change in advance government receipts. **Includes change in prepaid expenses. ***Excludes change in interest account payable.

16
Cropping Analysk
The cropping program is an important part of the dairy fann business and often represents opportunities for im­ proved productivity and profitability. A complete evaluation of what the available land resources are, how they are being used, how well crops are producing, and what it costs to produce them is important to evaluating alternative cropping and feed purchasing alternatives.
LAND RESOURCES AND CROP PRODUCfION
79 Western & Central Plain Region Dairy Fanns, 1995
Item
.YlliI
Tillable
Nontillable
Other nontillable
Total
Crop Yields
Hay crop
Com silage
Other forage
Total forage
Corn grain
Oats
Wheat
Other crops
Tillable pasture
Idle
Total Tillable Acres
Average
Fanns
75
72
16
31
21
29
10
76
52
17
79
Owned
309
27
86
422
Rented
288
5
10
303
Acres*
255
216
43
462
106
26
53
90
56
44
597
Total
597
32
96
725
Prod/Acre
3.9 tn DM
18.6 tn
6.3 tn DM
1.6 tn DM
4.8 tn DM
125 bu
59 bu
59 bu
Owned
- - -
- - -
- - -
- - -
Acres
MyFann
Rented ThW
- - -
Prod/Acre tnDM tn tnDM tnDM tnDM bu bu bu
*This column represents the average acreage for the fanns producing that crop. Average acreages including those fanns not producing were hay crop 242, corn silage 197, corn grain 70, oats 6, tillable pasture 15, and idle 16.
Average crop acres and yields compiled for the region are for the fanns reporting each crop. Yields of forage crops have been converted to tons of dry matter using dry matter coefficients reported by the fanners. Grain production bas been converted to bushels of dry grain equivalent based on dry matter infonnation provided.
The following crop/dairy ratios indicate the relationship between forage production, forage production resources, and the dairy herd.
CROPIDAIRY RATIOS
79 Western & Central Plain Region Dairy Fanns, 1995
Item
Total tillable acres per cow
Total forage acres per cow
Harvested forage dry matter, tons per cow
Average
2.13
1.58
7.65
MyFann

17
Cropping Analysis (continued)
A number of cooperators have allocated crop expenses among the hay crop, corn, and other crops produced.
Fertilizer and lime, seeds and plants, and spray and other crop expenses have been computed per acre and per production unit for hay and com. Additional expense items such as fuels, labor, and machinery repairs are not included. Rotational grazing was used on 1 farm in the region.
CROP RELATED ACCRUAL EXPENSES
79 Western & Central Plain Region Dairy Farms Reporting, 1995
Total
Per
Till.
Acre
All
Corn
Per
Acre
Com
Silage
Per
TonDM
Com
Grain
Per Dry
Sh. Bu.
Hay Crop
Per
Acre
Per
TonDM
Per
Till
Acre
Pasture
Per
Total
Acre Item
No. of farms reporting
Ave. number of acres
Fert./lime
Seeds/plants
Spray/other crop expo
TOTAL
My Farm
Fert./lime
Seeds/plants
Spray/other crop expo
TOTAL
79
597
$ 26.41
18.21
21.44
$ 66.06
$ - ­
$ - ­
$ - ­
$ - ­
27
274
$ 38.64
30.21
$ 6.31
4.93
41.73
$ 110.58
6.81
$ 18.05
$ - ­
$ . _ ­
$
$ - - ­
$ - ­
$ - ­
26 3
$ 0.30
0.23
244
$ 16.67
9.85
$ 4.32
2.56
80 148
$ 41.23 $ 22.23
0.78 0.42
0.32
$ 0.85
6.84
$ 33.36
1.77
$ 8.65
3.14 1.69
$ 45.15 $ 24.34
$ - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
$ - - ­
Most machinery costs are associated with crop production and should be analyzed with the crop enterprise. Total machinery expenses include the major ftxed costs (interest and depreciation), as well as the accrual operating costs. Al­ though machinery costs have not been allocated to individual crops, they are shown below per total tillable acre.
ACCRUAL MACHINERY EXPENSES
79 Western & Central Plain Region Dairy Farms, 1995
Machinery
Expense
Fuel, oil & grease
Mach. repair & vehicle expo
Machine hire, rent & lease
Interest (5%)
Depreciation
Total
Total
Expenses
Average
Per Till.
Acre
$ 14,225
34,920
12,141
12,520
30,981
$ 104,787
$ 23.83
58.49
20.34
20.97
51.89
$ 175.52
$
Total
Expenses
My Farm
Per Till.
Acre
$
$ $
- .

18
Dairy Analysis
Analysis of the dairy enterprise can reveal a great deal about the strengths and weaknesses of the dairy fann business. Information on this page should be used in conjunction with Dill and other dairy production information.
Changes in dairy herd size and market values that occur during the year are identified in the table below. The change in inventory value without appreciation is attributed to physical changes in herd size and quality. Any change in inventory is included as an accrual fann receipt when calculating all of the profitability measures on pages 6 and 7.
DAIRY HERD INVENTORY
79 Western & Central Plain Region Dairy Fanns, 1995
Dairy Cows
Item
Beg. year (owned)
+ Change w/o apprec.
+ Appreciation
End year (owned)
End including leased
Average number
No. Value
259 $ 264,902
32,726
-2,070
291 $ 295,558
301
280
No.
Bred
Value
74 $ 65,869
2,020
-569
77 $ 67,320
196 (all age groups)
64
68
No.
Heifer
Open
Value
$ 32,818
1,794
-272
$ 34,340
No.
Calves
Value
50
52
$ 14,840
609
-395
$ 15,054
MyFann:
Beg. year (owned)
+ Change w/o apprec.
+ Appreciation
End year (owned)
End including leased
Average number
$ - -
$ - -
$ - $ - -
$ - -
(all age groups)
- $ - ­
- - - $ - - ­
- - - $ - - ­
Total milk sold and milk sold per cow are extremely valuable measures of size and productivity, respectively, on the dairy fann. These measures of milk output are based on pounds of milk marketed during the year. Fann managers on
Dill should compare milk sold per cow with their rolling herd average on the test date nearest December 31 to see how close the Dill estimate of milk produced is to actual milk sales.
MILK PRODUCTION
79 Western & Central Plain Region Dairy Fanns, 1995
Item Average MyFann
Total milk sold, Ibs.
Milk sold per cow, Ibs.
Average milk plant test, percent butterfat
6,037,437
21,540
3.61%

19
The cost of producing milk has been compiled using the whole farm method and is featured in the following table. Ac­ crual receipts from milk sales can be compared with the accrual costs of producing milk per cow and per hundredweight of milk. Using the whole farm method, operating costs of producing milk are estimated by deducting nonmilk accrual receipts from total accrual operating expenses including expansion livestock purchased. Purchased inputs cost of produc­ ing milk are the operating costs plus depreciation. Total costs of producing milk include the operating costs of producing milk plus depreciation on machinery and buildings, the value of unpaid family labor, the value of operators' labor and management, and the interest charge for using equity capital.
ACCRUAL RECEIPTS FROM DAIRY, COSTS OF PRODUCING MILK,
AND PROFITABILITY
79 Western & Central Plain Region Dairy Farms, 1995
Item Total
Average
Per Cow PerCwl Total
My Farm
Per Cow PerCwl
Accrual Cost of
Producing Milk
Operating costs
Purchased inputs costs
Total Costs
Accrual Receipts
From Milk
Net Farm Income without Apprec.
Net Farm Income with Apprec.
$
$ 679,345 $ 2,424 $ 11.25
$ 778,785 $ 2,778 $ 12.90
$ 779,038 $ 2,779 $ 12.90
$
622,554
118,613
$
$ 99,693 $
$
2,221
356
423
$
$
$
10.31
1.65
1.96
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
The accrual operating expenses most commonly associated with the dairy enterprise are listed in the table below.
Evaluating these costs per unit of production enables an evaluation of the dairy enterprise.
DAIRY RELATED ACCRUAL EXPENSES
79 Western & Central Plain Region Dairy Farms, 1995
Per Cow
Average
PerCwl Per Cow
My Farm
PerCwl Item
Purchased dairy grain
& concentrate
Purchased dairy roughage
Total Purchased
Dairy Feed
Purchased grain & cone. as % of milk receipts
Purchased feed & crop expo
Purchased feed & crop expo as % of milk receipts
Breeding
Veterinary & medicine
Milk marketing
Bedding
Milking supplies
Cattle lease
Custom boarding
Other livestock expense
$
$
$
$
758
29
787
928
29
87
135
46
60
8
23
87
$
$
27%
$
33%
$
3.52
0.14
3.66
4.31
0.13
0.40
0.63
0.21
0.28
0.04
0.10
0.40
$
$
$
$
$
$
- %
$
- -
%
$
--
-

20
Capital and Labor Efficiency Analysis
Capital efficiency factors measure how intensively the capital is being used in the farm business. Measures of labor efficiency are key indicators of management's success in generating products per unit of labor inpu t
CAPITAL EFFICIENCY
79 Western & Central Plain Region Dairy Farms, 1995
Item
Farm capital
Real estate
Machinery &; equipment
Asset turnover ratio
My Farm
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
$
$
Per
Worker
232,394
39,696
0.58
$
Per
Cow
5,682
2,258
970
$ $
Per Tillable
Acre
$ 2,668
456
$
Per Tillable
Acre Owned
$ 5,154
2,048
Labor Force
Operator number 1
Operator number 2
Operator number 3
Family paid
Family unpaid
Hired
Total
My Farm: Total
Operator's
Labor
Efficiency
Cows, average number
Milk sold, pounds
Tillable acres
Work units
Labor Costs
Value of operator(s) labor ($1,450/mo.)
Family unpaid
($1,450/mo.)
Hired
Total Labor
Machinery Cost
Total Labor & Mach.
LABOR FORCE INVENTORY AND ANALYSIS
79 Western & Central Plain Region Dairy Farms, 1995
Months
14.57
7.03
4.36
5.29
2.22
48.76
82.23
Age
46
41
36
Years of Educ.
13
13
13
Value of
Labor & Mgmt
$ 31,536
$ 13,709
$ 7,194
/12 = 6.85 Worker Equivalent
1.54 OperatorlManager Equivalent
Total
280
6,037,437
597
2,736
/12 = _ _ Worker Equivalent
112= OperatorlManager Equivalent
Average
Total
My Farm
Per Worker Per Worker
41
881,016
87
399
Total
My Farm
Per
Cow
Per
Cwt Total
$ 37,642
3,219
120,283
$ 161,144
$ 104,787
$ 265,931
Average
Per
Cow
$ 134
$
$
$
11
429
575
374
949
Per
Cwt
$ 0.62
$
$
$
0.05
1.99
2.66
1.74
4.40
$ - - - ­
$ - - ­
$ - - ­
$
$
$
$
$
- ­
$ - ­
$
$
$

f
I'''.f r,
21
COMPARATIVE ANALYSIS OF THE FARM BUSINESS
Progress of the Farm Business
Comparing your business with average data from regional DFBS cooperators that participated in both of the last two years can be helpful to establishing your goals for these parameters. It is equally important for you to determine the progress your business has made over the past two or three years, to compare this progress to your goals, and to set goals for the future.
PROGRESS OF THE FARM BUSINESS
Same' 66 Western & Central Plain Region Dairy Farms, 1994 & 1995
Selected Factors
Average of 66 Farms*
1994 1995 1994
My Farm
1995 Goal
Size of Business
Average number of cows
Average number of heifers
Milk: sold, lbs.
Worker equivalent
Total tillable acres
Rates of Production
Milk: sold per cow, lbs.
Hay DM per acre, tons
Com silage per acre, tons
Labor Efficiency
Cows per worker
Milk: sold/worker, lbs.
Cost Control
Grain & cone. purchased as % of milk sales
Dairy feed & crop expo per cwt. milk
Labor & mach. costs/cow
Operating cost of producing cwt. of milk
Capital Efficiency**
Farm capital per cow
Mach. & equip. per cow
Asset turnover ratio
Profitability
Net farm income w/o apprec.
Net farm income w/apprec.
Labor & mgt. income per operator/manager
Rate of return on equity capital w/appreciation
Rate of return on all capital w/appreciation
Financial Summary
Farm net worth, end year
Debt to asset ratio
Farm debt per cow
263
190
5,610,780
6.28
566
21,366
3.61
17
42
894,120
28%
$ 4.47
$ 936
$ 10.33
$ 5,768
$ 968
0.58
$ 114,038
$ 134,239
$ 39,413
9.6%
8.5%
$ 888,562
0.43
$ 2,479
*Farms participating both years.
**Average for the year.
$
$
289
202
6,248,132
6.98
602
21,658
3.69
19
41
894,738
27%
4.25
947
$ 10.27
$ 5,716
$ 956
0.58
$ 109,271
$ 127,544
$ 28,551
7.8%
7.9%
$ 940,515
0.45
$ 2,514
$
$
$
$
$
$
$
$
$
$
%
%
%
$
$
$
$
$
$
$
$
$
$
%
%
%
$
$
$
$
$
$
$
$
$
$
%
%
%
- - - - -
- - - ~ -
- ~"""'~w~~\i
,~

22
Regional Farm Business Chart
The Farm Business Chart is a tool which can be used in analyzing your business. Compare your business by drawing a line through or near the figure in each column which represents your current level of performance. The five figures in each column represent the average of each 20 percent or quintile of farms included in the regional summary.
Use this information to identify business areas where more challenging goals are needed.
FARM BUSINESS CHART FOR FARM MANAGEMENT COOPERATORS
79 Western & Central Plain Region Dairy Farms, 1995
Worker
Equivalent
(11)*
Size of Business
No. of
Cows
Pounds
Milk
Sold
(11) (11)
Pounds
Milk Sold
Per Cow
Rate of Production
Tons
Hay Crop
DMJAcre
Tons Corn
Silage
Per Acre
(10) (9) (9)
Labor Efficiency
Cows
Per
Worker
Pounds
Milk Sold
Per Worker
(11) (11)
15.19
7.63
5.31
3.73
2.10
732
287
181
123
66
16,116,518
6,220,213
3,837,907
2,455,125
1,258,756
23,978
21,994
21,150
19,941
17,463
5.5
4.2
3.5
3.0
2.2
22
20
18
16
13
51
42
37
32
24
1,142,053
909,497
764,121
654,516
465,109
Grain
Bought
Per Cow
(10)
$402
657
750
828
921
% Grain is of Milk
Receipts
(10)
16%
24
27
30
35
Value and Cost of Production
Milk
Receipts
Per Cow
Oper. Cost
Milk
PerCwl
Total Cost
Production
PerCwl
(10) (10) (10)
$ 3,114
2,878
2,718
2,560
2,212
$7.42
9.55
10.29
11.02
12.01
$11.52
12.71
13.27
14.08
16.14
Machinery
Costs
Per Cow
(11)
Cost Control
Labor &
Machinery
Costs per Cow
(11)
$249
341
389
466
639
$695
875
960
1,077
1,355
Net Farm
Income w/Apprec.
(3)
Apprec.
(3)
Feed & Crop
Net Farm
Inc. w/o
Expenses
Profitability
Per Cow
(10)
$647
845
930
1,010
1,153
Labor &
Mgt Inc.
PerQper.
(3)
$ 347,782 $ 293,639 $ 134,921
130,666 111,937 40,506
71,782
36,085
64,586
28,265
18,266
2,821
-699 -6,600 -29,591
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$3.15
4.01
4.43
4.82
5.58
Change in
Net Worth w/Apprec.
(6)
$215,977
62,306
2,470
556
-57,553
*Page number of the participant's DFBS where the factor is located.

23
New York State Farm Business Charts
The Fann Business Chart is a tool which can be used in analyzing a business by drawing a line through the fig­ ure in each column which represents the current level of management performance. The figure at the top of each column is the average of the top 10 percent of the 321 fanns for that factor. The other figures in each column are the average for the second 10 percent, third 10 percent, etc. Each column of the chart is independent of the others. The fanns which are in the top 10 percent for one factor would not necessarily be the same fanns which make up the top 10 percent for any other factor.
The cost control factors are ranked from low to high, but the lowest cost is not necessarily the most profitable. In some cases, the "best" management position is somewhere near the middle or average. Many things affect the level of costs, and must be taken into account when analyzing the factors.
FARM BUSINESS CHART FOR FARM MANAGEMENT COOPERATORS
321 New York Dairy Fanns, 1994
Worker
Equiv­ alent
(11)*
Size of Business
No. of
Cows
(11)
Pounds
Milk
Sold
(11)
Pounds
Milk Sold
Per Cow
(10)
Rates of Production
Tons
Hay Crop
DM/Acre
(9)
Tons Corn
Silage
Per Acre
(9)
Labor Efficiency
Cows
Per
Worker
(11)
Pounds
Milk Sold
Per Worker
(11)
12.0
5.9
560
222
12,116,804
4,628,175
23,770
21,769
5.2
4.0
23
20
56
46
1,112,817
898,663
4.5
3.7
3.2
159
125
109
3,097,796
2,407,393
2,051,070
20,968
20,229
19,422
3.6
3.2
3.0
18
18
16
41
37
34
805,930
717,932
652,910
..
-------------------------------------------------------------------------------------------------------------------------------------------------------­
2.8
2.5
2.2
1.9
1.4
93
75
63
51
40
1,715,708
1,352,622
1,137,044
888,899
655,673
18,856
18,020
17,044
15,864
13,700
2.8
2.5
2.1
1.9
1.4
16
15
14
13
10
32
30
27
24
20
603,031
552,825
491,227
433,739
335,490
Grain
Bought
Per Cow
(10)
$390
525
577
646
700
740
786
846
918
1,030
% Grain is of Milk
Receipts
(10)
29
31
32
35
40
16%
22
24
26
28
$268
326
362
401
436
471
508
548
618
762
Cost Control
Machinery Labor &
Costs
Per Cow
Machinery
Costs Per Cow
(11) (11)
$677
814
878
938
998
1,062
1,119
1,192
1,295
1,536
Feed & Crop
Expenses
Per Cow
(10)
$557
686
747
800
851
898
955
1,016
1,092
1,239
Feed & Crop
Expenses per
Cwt. Milk
(10)
$3.27
3.86
4.12
4.35
4.53
4.72
4.90
5.17
5.46
6.35
*Page number of the participant's DFBS where the factor is located.

Milk
Receipts
Per Cow
(10)
$3,237
2,932
2,800
2,7CYJ
2,612
2,514
2,408
2,285
2,101
1,823
Milk
Receipts
PerCwt
(10)
$14.37
14.01
13.73
13.53
13.41
13.28
13.15
13.06
12.96
12.52
24
FARM BUSINESS CHART FOR
FARM MANAGEMENT COOPERATORS
321 New York Dairy Farms, 1994
Oper. Cost
Milk
Per Cow
(10)
$1,157
1,490
1,658
1,777
1,878
1,999
2,123
2,233
2,414
2,676
Oper. Cost
Milk
PerCwt
(10)
$6.99
8.63
9.22
9.68
10.00
10.47
10.82
11.28
11.86
13.34
Total Cost
Production
Per Cow
(10)
$2,036
2,332
2,505
2,639
2,765
2,859
2,948
3,063
3,186
3,584
Total
(3)
$239,265
92,824
69,505
53,962
40,913
31,CYJ3
23,412
16,656
6,546
-19,060
$933
674
562
477
407
351
280
198
74
-207
Net Farm Income
Without Appreciation
Per
Cow
(10)
As % of Total
Accrual Receipts
(3)
30.1%
21.6
18.6
16.2
14.0
12.0
9.4
7.0
2.6
-9.3
Profilability
Net Farm Income
With Appreciation
Total
(3)
Per
Cow
(10)
$279,148
110,046
79,444
63,874
51,lCYJ
38,382
29,118
21,263
11,292
-13,065
$1,059
776
649
566
486
428
349
244
143
-137
Labor &
Management Income
Per
Farm
Per
Operator
(3) (3)
$161,912
52,012
34,836
22,844
14,533
7,210
-687
-8,059
-19,089
-49,541
$117,425
32,058
21,472
15,807
10,440
5,358
-562
-6,460
-16,158
-43,229
Total Cost
Production
PerCwt
(10)
$11.93
12.83
13.49
13.96
14.33
14.71
15.18
15.84
16.85
19.32
Farm Business Charts for farms with freestall barns and 180 cows or less and more than 180 cows, and farms with conventional barns with 60 cows or less and more than 60 cows are shown on pages 28-31.
Financial Analysis Chart
The farm financial analysis chart on page 25 is designed just like the Farm Business Chart and may be used to assess the financial bealth of the farm business. Most of the financial measures used in the cbart are defined on pages 6,
10, 14 and 20 of this publication. References to DFBS output page numbers for participating dairy farmers are provided in the table headings.
-
- - -
- - -

I
Planned Debt
Payments
Per Cow
(8)*
$43
204
283
332
396
AvaiIable for
Debt Service
Per Cow
(12)
$804
615
538
475
424
25
FINANCIAL ANAYLSIS CHART
321 New York Dairy Farms, 1994
Liquidity (repayment)
Cash Flow
Coverage
Ratio
(8)
Debt Payments as Percent of Milk Sales
(8)
4.63
1.66
1.35
1.15
1.00
5%
9
12
14
16
Debt
Per Cow
(5)
$74
669
1,191
1,727
2,069
0.01
0.10
0.22
0.34
0.45
452
507
562
636
796
Leverge
Ratio**
387
322
243
189
0
0.87
0.74
0.61
0.41
-0.08
Percent
Solvency
DebtJAsset Ratio
Current & Long
Equity
(5)
Intermediate
(5)
Term
(5)
99%
91
82
74
69
0.01
0.10
0.17
0.24
0.30
0.00
0.00
0.01
0.12
0.23
0.58
0.74
0.92
1.20
3.54
Asset
Turnover
(ratio)
(11)
.75
.60
.55
.50
.47
64
57
53
45
31
$1,152
1,924
2,232
2,491
2,764
0.37
0.43
0.49
0.58
0.81
0.33
0.41
0.52
0.64
0.91
(11)
Efficiency (Capital)
Real Estate
Investment
Per Cow
Machinery
Investment
Per Cow
(11)
$571
751
902
1,040
1,167
1
0
-2
-6
-22
Total Farm
Assets
Per Cow
(11)
$4,262
5,128
5,569
5,948
6,368
.43
.39
.36
.32
.25
3,033
3,377
4,026
4,698
6,692
1,290
1,443
1,683
1,969
2,703
6,842
7,447
8,055
8,891
11,657
*Page number of tbe participant's DFBS where tbe factor is located.
**Dollars of debt per dollar of equity, computed by dividing total liabilities by total equity.
18
20
23
26
35
2,387
2,694
3,015
3,510
4,398
Profitability
Percent Rate of Return witb appreciation on:
Equity Total Capital
(3) (3)
21%
10
8
5
3
13%
9
7
6
4
3
2
0
-1
-6
Change in
NetWortb w/Appreciation
(6)
$182,925
63,674
41,117
29,544
20,624
14,936
8,501
1,168
-10,157
-40,417

26
Comparison by Type of Barn and Herd Size
When analyzing a dairy farm business by comparing it to a group of farms, it is important that the group of farms have used as many of the same physical characteristics as possible as the farm being analyzed. To assist in this endeavor, dairy farms in the summary have been divided into those with freestall and those with conventional housing. Conven­ tional housing includes stanchion and tiestaIl barns. Within each group, is a further classification by size of the dairy herd.
The table on page 27 includes the average values for the resulting four groups of dairy farms. The average size of farms in the four groups ranges from 48 cows on the small conventional farms to 397 cows on the large frees tall farms.
The large freestall farms averaged the highest milk output per cow and per worker, the lowest total costs of pro­ duction and investment per cow, and the greatest returns to labor, management and capital. The small freestall farms showed average profits somewhat higher than the large conventional farm businesses.
Farm business charts have been computed for each of the four housing and herd size categories and are on pages
28-31. By comparing the farm's performance on the most appropriate business chart, a farm manager will be better able to evaluate his or her business performance.
Herd Size Comparisons
A detailed comparison of profitability, financial situation and business analysis factors across herd sizes is con­ tained on pages 42-51 of the 1994 State Summary*. As herd size increases, the average profitability generally increases
(pages 44-45). Net farm income without appreciation was $216,491 per farm for the 300 or more herd size group and
$13,630 per farm for those with less than 40 cows. This relationship generally holds for all measures of profitability in­ cluding rate of return on capital.
Farm net worth increases rapidly as herd size increases (pages 46-49)*, even though percent equity was higher on the smaller farms. The group with less than 40 cows demonstrated the strongest ability to make debt payments.
Crop yields showed little relationship to herd size, but fertilizer and lime expenses, and machinery cost per tilla­ ble acre generally increased as herd size increased (pages 50-51)*. The farms with 300 and more cows per farm averaged
23 percent more milk sold per cow than the smallest farms. All of the groups with 85 or more cows averaged above
19,000 pounds of milk sold per cow while the farms smaller than 85 cows averaged 17,700 pounds of milk sold per cow.
Farm capital per worker increased, and farm capital per cow decreased as herd size increased. Milk sold per worker in­ creased dramatically as herd size increased, ranging from 335,069 pounds at the lowest herd size category up to 1,023,849 pounds at the largest size category.
*Smith, Stuart F., Wayne A. Knoblauch, and Linda D. Putnam, Dairy Farm Managment Business Summary, New York,
1994, Department of Agricultural, Resource, and Managerial Economics, Cornell University, R.B. 95-03, August 1995.

Item
Number of farms
27
SELECfED BUSINESS FACfORS BY TYPE OF BARN AND HERD SIZE
299 New York Dairy Farms, 1994
Farms with: Conventional
<=60 Cows >60 Cows
Freestall
<-180 Cows >180 Cows
69 71 96 63
Crowing Program Analysis
Total Tillable acres
Tillable acres rented*
Hay crop acres*
Com silage acres*
Hay crop, tons DM/acre
Com silage, tons/acre
Oats, bushels/acre
Forage DM per cow, tons
Tillable acres/cow
Feet. & lime exp./tillable acre
Total machinery costs
Machinery cost/tillable acre
168
63
109
26
2.3
15.3
93
8.1
3.5
$17.07
$22,500
$134
279
105
156
56
2.8
15.9
63
8.6
3.2
$23.51
$40,129
$144
368
149
185
87
2.8
16.2
44
8.5
3.1
$23.47
$57,579
$156
816
347
350
309
3.5
16.6
74
7.3
2.1
$29.43
$158,497
$194
Daily Analysis
Number of cows
Number of heifers
Milk sold, lbs.
Milk sold/cow, lbs.
Operating cost of prod. milk/cwt
Total cost of prod. milk/cwt
Price/cwt milk sold
Purchased dairy feed/cow
Purchased dairy feed/cwt. milk
Purchased grain & conc. as % of milk receipts
Purc. feed & crop exp./cwt. milk
48
38
830,876
17,389
$9.79
$15.99
$13.33
$682
$3.92
28%
$4.64
87
69
1,574,371
18,208
$10.26
$14.91
$13.39
$704
$3.87
28%
$4.69
117
94
2,248,212
19,173
$10.40
$14.58
$13.43
$746
$3.89
28%
$4.72
397
296
8,485,502
21,367
$10.67
$13.19
$13.48
$824
$3.86
28%
$4.51
Capital Efficiency
Farm capital/worker
Farm capital/cow
Farm capital/tillable acre owned
Real estate/cow
Machinery investment/cow
Asset turnover ratio
$200,704
$7,801
$3,518
$3,937
$1,517
0.35
$213,506
$6,977
$3,449
$3,229
$1,359
0.41
$246,293
$7,050
$3,776
$3,144
$1,411
0.44
$260,060
$5,774
$4,889
$2,533
$916
0.58
Labor Efficiency
Worker equivalent
Operator/manager equivalent
Milk sold/worker, lbs.
Cows/worker
Labor cost/cow
Labor cost/tillable acre
1.86
1.19
447,198
26
$663
$189
2.83
1.39
556,953
30
$553
$171
3.36
1.53
669,602
35
$536
$171
8.82
1.74
962,391
45
$556
$271
Profitability & Balance Sheet Analysis
Net farm income (without appreciation)
Labor & mgmt. income/operator
Return on all capital with appreciation
Farm debt/cow
Percent equity
*Average of all farms, not only those reporting data
$18,839
$574
0.4%
$2,025
74%
$31,295
$4,422
2.6%
$1,952
72%
$41,444
$6,083
3.8%
$2,286
67%
$146,748
$46,382
8.3%
$2,502
56%

Grain
Bought
Per Cow
(10)
$371
472
526
558
594
649
707
756
840
977
28
FARM BUSINESS CHART FOR SMALL CONVENTIONAL STALL DAIRY FARMS
69 Conventional Stall Dairy Farms with 60 or Less Cows, New York, 1994
Worker
Equivalent
(11)*
Size of Business
No. of
Cows
(11)
Pounds
Milk
Sold
(11)
2.87
2.45
2.08
2.00
1.97
60
57
54
51
49
1,207,610
1,041,959
956,111
878,296
842,902
1.73
1.52
1.43
1.30
1.12
46
44
42
40
33
786,474
724,587
682,846
629,613
512,941
% Grain is of Milk
Receipts
(10)
16%
21
24
25
27
28
30
33
36
42
$278
318
366
414
443
475
505
539
591
831
Pounds
Milk Sold
Per Cow
(10)
Rates of Production
Tons
Hay Crop
DMlAcre
(9)
Tons Com
Silage
Per Acre
(9)
21,897
20,349
19,576
18,797
17,788
4.3
3.6
3.2
2.8
2.4
17,019
16,251
15,493
14,166
11,923
Machinery
Costs
Per Cow
(11)
2.1
2.0
1.9
1.6
1.2
Cost Control
Labor &
Machinery
Costs Per Cow
(11)
23
20
18
18
16
15
14
13
11
8
Feed &
Labor Efficiency
Cows
Per
Worker
(11)
Pounds
Milk Sold
Per Worker
(11)
Crop
Expenses
Per Cow
(10)
43
35
31
29
27
25
23
22
20
16
722,584
626,587
568,551
494,509
460,752
445,006
416,992
376,560
321,752
250,079
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$715
853
935
1,025
1,082
1,132
1,200
1,298
1,401
1,817
$506
618
667
701
747
792
837
900
1,021
1,214
$3.17
3.74
3.96
4.14
4.36
4.60
4.94
5.30
5.57
6.50
Milk
(10)
Value and Cost of Production
Receipts
Per Cow
Oper. Cost
Milk
PerCwt
(10)
Total Cost
Production
PerCwt
(10)
$2,925
2,714
2,610
2,522
2,390
2,246
2,141
2,056
1,895
1,594
$5.82
7.67
8.60
9.14
9.43
9.84
10.65
11.13
11.63
13.63
$12.53
13.97
14.47
14.89
15.36
15.86
16.51
17.33
18.26
23.01
$48,399
37,980
28,428
23,201
20,798
16,706
13,819
8,453
52
-14,172
*Page number of the participant's DFBS where the factor is located.
Profitability
Net Farm Income
Without Appreciation
Total
(3)
Per Cow
(10)
$1,005
790
623
480
413
363
296
166
1
-335
Labor &
Mgmt. Inc.
Per Oper.
(3)
$25,239
14,750
10,716
5,469
1,841
-1,561
-4,656
-8,365
-18,289
-31,199
Change in
New Worth w/Apprec.
(6)
$43,090
26,488
19,929
16,186
12,027
8,102
2,548
-93
-7,737
-13,856

29
FARM BUSINESS CHART FOR LARGE CONVENTIONAL STALL DAIRY FARMS
71 Conventional Stall Dairy Farms with More Than 60 Cows, New York, 1994
Worker
Equivalent
(11)*
Size of Business
No. of
Cows
(11)
Pounds
Milk
Sold
(11)
Pounds
Milk Sold
Per Cow
(10)
Rates of Production
Tons
Hay Crop
DM/Acre
(9)
Tons Com
Silage
Per Acre
(9)
Labor Efficiency
Cows
Per
Worker
(11)
Pounds
Milk Sold
Per Worker
(11)
4.69
3.57
3.10
2.84
2.65
3.5
3.1
2.9
------------------------------------------------------------------------------------------------------------------------------------------------------
2.53 77 1,367,445 18,327 2.7 15 30 532,500
2.48 72 1,283,594 17,406 2.4 15 28 500,895
2.28
2.08
133
108
97
91
81
68
66
2,488,241
2,024,167
1,858,587
1,640,996
1,514,509
1,234,765
1,155,076
22,189
20,323
19,731
19,070
18,843
16,563
15,388
5.1
3.9
2.2
2.0
24
20
18
17
16
13
12
48
39
36
33
32
26
24
916,052
693,816
651,968
615,426
582,121
455,380
424,899
1.78 63 1,045,775 13,835 1.5 9 21 375,069
Grain
Bought
Per Cow
(10)
% Grain is of Milk:
Receipts
(10)
Machinery
Costs
Per Cow
(11)
Cost Control
Labor &
Machinery
Costs Per Cow
(11)
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$301
462
546
14%
19
22
$272
331
367
$725
831
877
$467
651
713
$2.89
3.66
4.01
624 26 397 945 762 4.32
672 28 425 978 819 4.55
----------------------------------------------------------------------------------------------------------------------.... _---------------------------­
734
760
824
907
1,028
30
32
33
36
41
459
494
539
624
710
1,031
1,077
1,142
1,264
1,386
876
925
978
1,077
1,224
4.78
4.99
5.20
5.52
6.59
Value and Cost of Production
Milk
Receipts
Oper. Cost
Milk
Total Cost
Production
Per Cow
(10)
PerCwt
(10)
PerCwt
(10)
$3,018
2,742
2,643
2,563
2,517
2,445
2,350
2,210
2,016
1,816
$6.59
8.57
8.99
9.61
10.09
10.55
10.89
11.22
11.76
13.36
$12.25
13.35
13.79
14.19
14.64
15.00
15.37
15.92
16.80
18.03
*Page number of the participant's DFBS where the factor is located.
$79,785
56,214
45,816
37,113
31,998
27,327
23,653
20,396
6,705
-22,986
Profitability
Net Farm Income
Without Appreciation
Total Per Cow
(3) (10)
Labor &
Mgmt. Inc.
PerOper.
(3)
$963
662
538
469
401
341
247
203
91
-271
$28,947
20,229
16,010
12,516
7,265
3,312
-3,056
-10,172
-16,348
-40,921
Change in
New Worth w/Apprec.
(6)
$70,776
33,799
21,384
16,067
12,983
7,707
3,124
-5,502
-16,437
-39,771

30
FARM BUSINESS CHART FOR SMALL FREESTALL DAIRY FARMS
96 Freestall Bam Dairy Farms with 180 or Less Cows, New York, 1994
Worker
Equivalent
(11)*
Size of Business
No. of
Cows
(11)
Pounds
Milk
Sold
(11)
Pounds
Milk Sold
Rates of Production
Tons
Hay Crop
Tons Corn
Silage
Per Cow
(10)
DMJAcre
(9)
Per Acre
(9)
Labor Efficiency
Cows
Per
Worker
(11)
Pounds
Milk Sold
Per Worker
(11)
5.37
4.44
4.01
3.58
3.38
3.11
2.90
2.51
2.23
1.63
174
157
138
125
119
3,614,047
3,072,976
2,638,806
2,446,302
2,258,914
23,575
21,582
20,823
19,939
19,272
5.5
3.8
3.5
3.1
2.9
112
105
96
78
55
% Grain is of Milk
Receipts
(10)
2,092,444
1,936,985
1,767,311
1,390,495
971,149
Machinery
Costs
Per Cow
(11)
18,731
17,842
17,144
16,361
14,507
2.8
2.5
2.1
1.8
1.4
Cost Control
Labor &
Machinery
Costs Per Cow
(11)
24
20
18
17
16
15
15
14
13
11
55
49
42
38
35
33
31
29
27
22
1,012,453
857,659
803,445
738,212
680,046
624,360
592,821
561,754
513,673
405,611
Grain
Bought
Per Cow
(10)
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$409
535
16%
21
$277
335
$673
771
$610
718
$3.25
3.83
565
633
23
26
374
415
855
908
762
799
4.12
4.35
681 28 456 969 830 4.55
-------------------------------------------------------------------------------------------------------------------------------------------------------
29 708
761
828
931
1,036
31
32
35
39
485
528
592
670
799
1,052
1,139
1,196
1,299
1,521
870
933
1,011
1,090
1,212
4.73
4.95
5.20
5.42
6.21
Value and Cost of Production
Milk
Receipts
Per Cow
(10)
Oper. Cost
Milk
PerCwt.
(10)
Total Cost
Production
PerCwt
(10)
$3,179
2,893
2,777
2,695
2,589
2,478
2,388
2,321
2,201
1,927
$7.55
8.72
9.29
9.69
9.86
10.21
10.55
11.24
11.94
13.53
$11.98
12.70
13.30
13.69
14.10
14.58
15.18
15.91
16.77
18.49
*Page number of the participant's DFBS where the factor is located.
Profitability
Net Farm Income
Without Appreciation
Total
(3)
Per Cow
(10)
$106,326
75,881
67,616
55,575
47,285
34,062
24,908
14,979
1,574
-29,062
$891
674
586
512
410
303
228
134
15
-226
Labor &
Mgmt. Inc.
PerOper.
(3)
$51,358
30,690
22,390
16,320
9,432
2,313
-3,360
-11,679
-19,757
-55,063
Change in
New Worth w/Apprec.
(6)
$82,133
60,699
46,520
37,968
28,369
19,485
11,255
1,005
-17,501
-53,185

31
FARM BUSINESS CHART FOR LARGE FREESTALL DAIRY FARMS
63 Freestall Barn Dairy Farms with More Than 180 Cows, New York, 1994
Worker
Equivalent
(11)*
Size of Business
No. of
Cows
(11)
Pounds
Milk
Sold
(11)
Pounds
Milk Sold
Per Cow
(10)
Rates of Production
Tons
Hay Crop
DMlAcre
(9)
Tons Com
Silage
Per Acre
(9)
Labor Efficiency
Cows
Per
Worker
(11)
Pounds
Milk Sold
Per Worker
(11)
20.63
11.96
10.13
8.52
1,088
539
420
365
23,351,762
11,657,338
9,575,213
7,921,542
24,801
23,472
22,655
21,928
5.5
4.4
4.1
3.7
22
20
19
18
65
53
47
46
1,306,713
1,093,175
1,011,822
964,401
7.38 311 6,515,416 21,395 3.5 16 44 933,249
-----------------------------------------------------------------------------------------------------------------------------------------------------
6.76
6.03
5.39
4.88
3.79
243
234
225
213
192
5,612,972
4,922,221
4,551,060
4,167,979
3,391,553
20,967
20,780
20,134
18,893
15,710
3.2
3.1
2.8
2.4
1.6
15
15
15
14
12
42
40
37
35
30
901,922
850,753
813,336
717,586
616,668
Grain
Bought
Per Cow
(10)
% Grain is of Milk
Receipts
(10)
Machinery
Costs
Per Cow
(11)
Cost Control
Labor &
Machinery
Costs Per Cow
(11)
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$535
688
728
750
782
804
847
881
928
1,012
28
29
31
32
35
21%
24
25
27
27
$233
295
330
357
386
426
468
514
547
614
$606
755
858
895
943
982
1,039
1,110
1,158
1,324
$706
871
895
917
954
986
1,019
1,053
1,102
1,208
$3.84
4.05
4.24
4.40
4.51
4.65
4.74
4.85
5.12
5.62
Milk
Value and Cost of Production
Receipts
Oper. Cost
Milk
Total Cost
Production
Per Cow
(10)
PerCwL
(10)
PerCwt
(10)
$3,443
3,188
3,073
2,969
2,889
2,831
2,760
2,676
2,529
2,109
$8.83
9.72
10.00
10.33
10.66
10.84
11.10
11.58
11.96
12.82
$11.90
12.25
12.51
12.91
13.38
13.84
14.02
14.30
14.62
15.69
*Page number of the participant's DFBS where the factor is located.
Profitability
Net Farm Income
Without Appreciation
Total
(3)
Per Cow
(10)
Labor &
Mgmt. Inc.
PerOper.
(3)
$507,138
230,200
159,773
126,018
112,980
98,201
82,247
65,473
21,692
-12,379
$668
548
448
405
373
335
312
236
90
-58
$289,802
99,946
68,360
44,867
28,779
19,135
13,143
4,724
-8,715
-50,954
Change in
New Worth w/Apprec.
(6)
$432,825
135,938
103,969
73,654
59,734
37,055
23,094
10,247
-13,935
-49,453

32
IDENTIFY AND SET GOALS
If businesses are to be successful, they must have direction. Written goals help provide businesses with an iden­ tifiable direction over both the long and short term. Goal setting is as important on a dairy farm as it is in other busi­ nesses. Written goals are a tool which farm operators can use to ensure that the business continues to move in the proper direction. Goals should be SMART:
1. Goals should be Specific.
2. Goals should be Measurable.
3. Goals should be Achievable but challenging.
4. Goals should be Rewarding.
5. Goals should designate a Time when each goal will be achieved.
Goal setting on a dairy farm does not have to be a complex process. In many cases it provides a process for writing down and agreeing on goals that you have already given some thought to. It is also important to remember that once you write out your goals they are not cast in concrete. If a change takes place which has a major impact on the farm business, the goals should be reworked to accommodate that change. Refer to your goals as often as necessary to keep the farm business progressing.
It is important to identify both objectives (long-range) and goals (short-range) when looking at the future of your farm business.
A suggested format for writing out your goals is as follows: a. Begin with a mission statement which describes why the business exists based on the preferences and values of the owners. b. Identify 4-6 objectives. c. Identify SMART goals.
Worksheet for Setting Goals
1. Mission and Objectives

II. Goals
What How
33
Worksheet for Setting Goals (Continued)
When Who is Responsible
Summarize Your Business Performance
The Farm Business and Financial Analysis Charts on pages 22-25 can be used to help identify strengths and weaknesses of your farm business. Identify three major strengths and three areas of your farm business that need im­ provement
Strengths: _ Needs improvement _

34
GLOSSARY AND LOCATION OF COMMON TERMS
Accounts Payable Open accounts or bills owed to feed and supply fIrms, cattle dealers, veterinarians and other providers of farm services and supplies.
Accounts Receivable Outstanding receipts from items sold or sales proceeds not yet received, such as the payment for December milk sales received in January.
Accrual Expenses (defIned on page 3)
Accrual Receipts (defIned on page 4)
Annual Cash Flow Statement (defIned on page 12)
Appreciation (defIned on page 5)
Asset Turnover Ratio The ratio of total farm income to total farm assets, calculated by dividing total accrual operating receipts plus appreciation by average total farm assets.
Balance Sheet - A "snapshot" of the business fInancial position at a given point in time, usually December 31. The balance sheet equates the value of assets to liabilities plus net worth.
Capital Efficiency The amount of capital invested per production unit. Relatively high investments per worker with low to mod­ erate investments per cow imply effIcient use of capital.
Cash From Nonfarm Capital Used In the Business Transfers of money from nonfarm savings or investments to the farm busi­ ness where it is used to pay operating expenses, make debt payments and/or capital purchases.
Cash Flow Coverage Ratio (defined on page 14)
Cash Paid (defined on page 2)
Cash Receipts (defIned on page 4)
Change In Accounts Payable (defined on page 3)
Change In Accounts Receivable (defined on page 4)
Change In Inventory (defined on page 2)
Current Portion (defined on page 7)
Dairy (farm) - A farm business where dairy farming is the primary enterprise, operating and managing this farm is a full-time oc­ cupation for one or more people and cropland is owned.
Dairy Cash-Crop (farm) Operating and managing this farm is the full-time occupation of one or more people, cropland is owned but crop sales exceed 10 percent of accrual milk receipts.
Debt Per Cow Total end-of-year debt divided by end-of-year number of cows.
Debt to Asset Ratios (defined on page 10)
Deferred Taxes (defined on page 9)
Dry Matter The amount or proportion of dry material that remains after all water is removed. Commonly used to measure dry matter percent and tons of dry matter in feed.
Equity Capital The farm operator/manager's owned capital or farm net worth.

35
Expansion Livestock - Purchased dairy cattle and otber livestock tbat cause an increase in herd size from tbe beginning to tbe end of the year.
Fann Debt Payments as Percent of Milk Sales - Amount of milk income committed to debt repayment, calculated by dividing planned debt payments by total milk receipts. A reliable measure of repayment ability, see page 14.
Fann Debt Payments Per Cow Planned or scheduled debt payments per cow represent tbe repayment plan scheduled at tbe be­ ginning of tbe year divided by tbe average number of cows for tbe year. This measure of repayment ability is used in tbe Financial
Analysis Chart.
Financial Lease - A long-term non-cancellable contract giving tbe lessee use of an asset in exchange for a series of lease payments. The term of a financial lease usually covers a major portion of tbe economic life of tbe asset. The lease is a substitute for purchase. The lessor retains ownership of tbe asset.
Income Statement - A complete and accurate account of farm business receipts and expenses used to measure profitability over a period of time such as one year or one month.
Labor and Management Income - (defined on page 6)
Labor and Management Income Per Operator - The return to tbe owner/manager's labor and management per full-time opera­ tor.
Labor Efficiency - Production capacity and output per worker.
Liquidity - Ability of business to generate cash to make debt payments or to convert assets to cash.
Net Farm Income - (defined on page 5)
Net Worth - The value of assets less liabilities equal net worth. It is tbe equity the owner has in owned assets.
Operating Costs of Producing Milk - (defined on page 19)
Opportunity Costs - The cost or charge made for using a resource based on its value in its most likely alternative use. The oppor­ tunity cost of a farmer's labor and management is tbe value he/she would receive if employed in his/her most qualified alternative position.
Other Livestock Expenses - All otber dairy herd and livestock expenses not included in more specific categories. Otber livestock expenses include; bST, DIllC, registration fees and transfers.
Part-Time Cash-Crop Dairy (farm) - Operating and managing tbis farm is not a full-time occupation, crop sales exceed 10 per­ cent of accrual milk receipts and cropland is owned.
Part-Time Dairy (farm) - Dairy farming is tbe primary enterprise, cropland is owned but operating and managing tbis farm is not a full-time occupation for one or more people.
Personal Withdrawals and Family Expenditures Including Nonfarm Debt Payments - All the money removed from tbe farm business for personal or nonfarm use including family living expenses, health and life insurance, income taxes, nonfarm debt payments, and investments.
Profitability - The return or net income the owner/manager receives for using one or more of his or her resources in the farm business. True "economic profit" is what remains after deducting all the costs including the opportunity costs of the owner/manager's labor, management, and equity capital.
Purchased Inputs Cost of Producing Milk - (defined on page 19)
Repayment Analysis - An evaluation of tbe business' ability to make planned debt payments.

36
Replacement Livestock - Dairy cattle and other livestock purchased to replace those that were culled or sold from the herd during the year.
Return on Equity Capltal- (defined on page 7)
Return on Total Capital - (defined on page 7)
Solvency - The extent or ability of assets to cover or pay liabilities. Debt/asset and leverage ratios are common measures of sol­ vency.
Total Costs of Producing Milk - (defined on page 19)
Whole Farm Method - A procedure used to calculate costs of producing milk on dairy farms without using enterprise cost ac­ counts. All non-milk receipts are assigned a cost equal to their sale value and deducted from total farm expenses to determine the costs of producing milk.

Accounts Payable
Accounts Receivable
Accrual Expenses
Accrual Receipts
Acreage
Advanced Government Receipts
Age
Amount Available for Debt Service
Annual Cash Flow Statement
Appreciation
Asset Turnover Ratio
Balance Sheet
Barn Type bSTUsage
Business Type
Capital Efficiency
Cash From Nonfarm Capital Used in the Business
Cash Flow Coverage Ratio
Cash Paid
Cash Receipts
Change in Accounts Payable
Change in Accounts Receivable
Change in Inventory
Change in Net Worth
Crop Expenses
CroplDairy Ratios
Current Portion
Dairy (farm)
Dairy Cash-Crop (farm)
Debt per Cow
Debt to Asset Ratios
Deferred Taxes
Depreciation
Dry Matter
Education
Equity Capital
Expansion Livestock
Expenses
Farm Business Chart
Farm Debt Payments as Percent of Milk Sales
Farm Debt Payments Per Cow
3,10
16
20
7
2
2
10
10
9
12
14
2
4,12
3
4
2,3
11
3,17
16
7,8
3,12
3
22-25,28-31
Page(s)
20
14
12
5,11,18
20
8
2
2
2
20
3,8
4,8
3,5
4,5
16
7,8
13
13
37
INDEX
Financial Analysis Chart
Financial Lease
Income Statement
Inflows
Labor
Labor
Labor Efficiency
Land
&
&
Mgmt. Income
Mgmt. Income Per Opec
Resources
Page(s)
25
8
Liquidity
Lost Capital
Machinery Expenses
Milking Frequency
Milk Production
Milking System
Money Borrowed
Net Farm Income
Net Investment
Net Worth
Number of Cows
Operating Costs of Prod. Milk
Opportunity Cost
Other Livestock Expenses
Outflows
Part-Time Cash-Crop Dairy (farm)
Part-Time Dairy (farm)
Percent Equity
Personal Withdrawals and Family Expenditures
Including Nonfarm Debt Payments
2
9,10
Principal Payments
Profitability
Purchased Inputs Cost
Receipts
12
12
4
22,23
4
18
2
12
5
10
8
18
19
6
3
12
2
10
10
3,17
2
2
12
6
6
20
16
Record System
Repayment Analysis
Replacement Livestock
Retained Earnings
Return on Equity Capital
Return on Total Capital
Solvency
Total Costs of Producing Milk
Whole Farm Method
Worker Equivalent
Yields Per Acre
7
10
19
19
20
16
2
14
3
11
7

38
NOTES

OT A.R.M.E. EXTENS ON BULLE INS
• 95-21 o 9 2
95-23
95-2
96-01
6-02
Farm Income Tax Ma agemen and
Reporting Reference anual stuart F. smith
Charles H.
Cuykendall
John M. Thurgood Income Ta Imp1ica ions for Farme s
Receiving New York Clty Watershed
Ag icultu a Program Payments
New Yor Eco omic Ha dbook 996
Agrlcultu al Situation and outlook
Bee Economics A Computer Model fo
Econo ic nalysis of Beekeep'ng operations
A.R M.E ta f
Fruit Farm Business Summa ontario egion e York 994
Lake
Mic
0
DFBS A Guide to Processing
Dairy Farm Business Summ r'es in
County and Regio al Extensio
Of i es for icro DFBS Vers'on 3.2
Lois Scher z Willett
N'cholas w.
Calderone
Malco e T. Sanford
Gerald B. White son M. DeMarree
Linda D. Putnam
Lind D. Putnam
Wayne A. Knoblauch
S u rt . Smith o. 96-03
. 96o 9 5 he Retur of gricultura Land to
Fore Changing Land se in the
Twe tie h Century
DFBS E P t Syste For nalyzing
Dairy Farm Bus'nesses Use s' G ide for Versl0n 6.0
What's I S ore for ome Sho p'ng?
Bernard F. Stanton elson L. Bills
Linda D. Putnam
Stuart . S 'th
Krls en Par
Debra eros:o
Gene A. G rrna
Edward W. cLaughlin