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NORTHERN
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1993
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Stuart F. Smith
Linda D. Putnam
Cathy S. Wickswat
John M. Thurgood
Department of Agricultural, Resource and Managerial Economics
College of Agriculture and Life Sciences
Cornell University, Ithaca, New York 14853-7801
­
It is the Polley of Cornell University actively to support equality of
educational and employment opportunity. No person shall be denied .
admission to any educational program or activity or be denied
employment on the basis of any legally prohibited discrimination
involving, but not limited to, such factors as race, color, creed, religion,
national or ethnic origin, sex, age or handicap.
The University is
committed to the maintenance of affirmative action programs which will
assure the continuation of such equality of opportunity.
1
1993 DAIRY FARM BUSINESS SUMMARY
NORTHERN HUDSON REGION
Table of Content.
~
INTRODUCTION . . . . . . .
1
Program Objectives
1
Format Features ..
1
SUMMARY AND ANALYSIS OF THE FARM BUSINESS
2
Business Characteristics
2
Income Statement . . . .
2
Profitability Analysis
4
Farm and Family Financial Status
7
Statement of OWner Equity.
11
Cash Flow Statement
12
Repayment Analysis
14
Cropping Analysis
16
Dairy Analysis
18
Capital and Labor Efficiency Analysis
20
COMPARATIVE ANALYSIS OF THE FARM BUSINESS
21
Progress of the Farm Business
21
Regional Farm Business Chart
22
New York State Farm Business Chart
23
Financial Analysis Chart
25
.
Comparisons by Type of Barn and Herd Size
26
Herd Size Comparisons
26
IDENTIFY AND SET GOALS
32
GLOSSARY AND LOCATION OF COMMON TERMS
34
INDEX
37
••••.••••.••••••••••••••
­
1993 DAIRY FARM BUSINESS SUMMARY
NORTHERN HUDSON REGION*
INTRODUCTION
Dairy farmers throughout New York State have been participating in
Cornell Cooperative Extension's farm business summary and analysis program
since the early 1950's. Managers of each participating farm business
receive a comprehensive summary and analysis of the farm business. The
information in this report represents an average of the data submitted from
dairy farms in the Northern Hudson Region for 1993.
Proaram Objectiye
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 identifies business and financial
information needed in identifying and evaluating strengths and weaknesses
of the farm business.
FOrmat Feature.
This regional report follows the same general format as in the 1993
DFBS printout 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 ~th 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 Northern Hudson Region of New York State, with the number of
participating farms in parentheses, is comprised of Albany (7), Saratoga
(10), Schenectady (4), Rensselaer (20), and Washington (16) Counties. ~s
report was written by Stuart F. Smith, Senior Extension Associate, ~
Management. Linda Putnam was in charge of data preparation. sue SChaffer
and Beverly Carcelli prepared the publication. Farm business data ~
collected by Cooperative Extension Agents Cathy Wickswat and John ~ .
2
SOIIIIAJly um UALYSIS 01' 'l'IIB rANI BUSINESS
au'iDa"
pb'ract.ri.tic.
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 CHARACTBRISTICS
58 Northern Hudson Region Dairy Farms, 1993
Type of Farm
Dairy
Part-time dairy
Dairy cash-crop
Part-time cash-crop dairy
Number
53
o
5
0
Type of OWnership
OWner
Renter
Number
52
6
Tvoe of Business
Single proprietorship
Partnership
Corporation
Number
30
23
5
Business Record System
ELFAC I I
Account Book
Agrifax (mail-in only)
On-Farm Computer
Other
Number
Type of Barn
Stanchion/Tie-Stall
Freestall
Combination
Number
23
31
Milking System
Bucket & carry
Dumping station
Pipeline
Herringbone parlor
Other parlor
Number
Milking Frequency
2x/day
3x/day
Other
Number
47
8
3
Production Records
DHIC
OWner-Sampler
Other
None
Number
4
o
o
26
29
3
1
13
12
14
18
44
4
4
6
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,
partnerships, and corporations included in the average. Average data for
these specific types of farms are presented in the State Business Summary.
:IncQM State.pt
In order for an income statement to accurately measure farm income, it
must include cash transactions and accrual 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 actually used in 1993.
Chance 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.
­
3
CASH AND ACCRUAL P'ARK EXPENSBS
58 Northern Hudson Region Dairy Farms, 1993
Expense Item
Hired Labor
Cash
Paid
±
Change in
Inventory
or Prepaid
Expense ±
Change in
Accounts
Payable
Accrual
Expenses
$38,412
$0
$104
$38,516
80,305
1,463
880
293
-48
81,478
1,415
o
o
38
87
~
Dairy grain & conc.
Dairy roughage
Nondairy
Machinery
Mach. hire, rent/lease
Machinery repairs/parts
Auto expo (farm share)
Fuel, oil & grease
Liyestock
Replacement livestock
Breeding
Vet & medicine
Milk marketing
Cattle lease/rent
other livestock expense
o
3,167
17,325
1,109
10,124
5,406
4,769
9,512
22,943
o
o
o
o
o
41
64
3,205
17,431
1,109
10,229
o
193
35
9
31
5,599
4,792
9,505
22,974
19
-12
-16
o
o
o
915
-42
183
15,578
11,485
5,176
5,277
230
32
-31
166
-47
11,684
5,374
5,285
4,269
7,535
7,974
47
o
-125
33
-67
7,568
7,907
3,743
1,317
8,231
15,619
3,389
$284,902
7,909
-10
o
915
15,437
~
Fertilizer & lime
Seeds & plants
Spray, other crop expo
Real Estate
Land/bldg./fence repair
Taxes
Rent & lease
Q..t.h.e.1:
Insurance
Telephone (farm share)
Electricity (farm share)
Interest paid
Miscellaneous
Total Operating
Expansion livestock
Machinery depreciation
Building depreciation
TOTAL ACCRUAL EXPENSES
55
o
o
o
-4
o
291
7
$1,212
-536
o
$1,224
o
o
4,191
3,733
1,313
8,231
15,910
3,396
$287,338
7,373
15,043
B,006
$317,760
Change in prepaid expenses (noted above by «) is a net change in non-inven­
tory expenses that have been paid in advance of their use.
If 1993 funds
used to prepay 1994 leases exceed the amount of 1993 leases prepaid in 1992,
the amount of this excess is entered as a negative number to exclude i t from
1993 accrual lease expenses. The excess prepaid lease is charged against the
future year's business operation. A decrease in prepaid lease is added to
accrual expenses because it represents use of resources durlng 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 1993 but not paid for. A decrease is
subtracted because the resource was used before 1993.
Accrual expenses are the costs of inputs actually used in this year's produc­
tion. They are the total of cash paid, as well as changes in inventory,
prepaid expenses, and accounts payable.
-
CASH AlII) ACCRUAL I'AlUI RBCBIP'1'S
58 Northern Hudson Region Dairy Farms, 1993
Receipt Item
Milk sales
Dairy cattle
Dairy calves
Other livestock
Crops
Government receipts
Custom machine work
Gas tax refund
Other
Less nonfarm noncash cap.
Total Receipts
Cash
Receipts
$295,715
16,681
4,527
1
5,796
7,141
1,081
192
4,175
**
$335,309
±
Change in
Inyentory
$18,078
301
-1,440
0*
±
Change in
Accounts
Receiyable
$2,262
-27
-3
o
24
93
o
o
-81
( - ) _ _-=1~6-=-3
$16,776
$2,268
Accrual
Receipts
$297,977
34,732
4,524
302
4,380
7,234
1,081
192
4,094
(-)
163
$354,353
=
*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
profitability.
Changes in inventory of assets produced by the business are calculated by
subtracting beginning of year values from end of year values excluding appre­
ciation.
Increases in livestock inventory caused by herd growth and/or qual­
ity are added, and decreases caused by herd reduction and/or quality are
subtracted. Changes in inventories of crops grown are also included. An
annual increase in advanced government receipts is subtracted from cash income
because it represents income received in 1993 for the 1994 crop year in excess
of funds earned for 1993. Likewise, a decrease is added to cash government
receipts because it represents funds earned for 1993 but received in 1992.
Changes in accounts receivable are calculated by subtracting beginning year
balances from end year balances. The January milk check for this December's
marketings compared with the previous January's check is included as a change
in accounts receivable.
Accrual receipts represent the value of all farm commodities produced and
services actually generated by the farm business during the year.
Profitability Analy.i.
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 corporation.
-
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 business. This is not a measure of cash available from the year's
business operation. Cash flow is evaluated later in this report.
Net farm income is computed both with and without appreciation. Appreciation
represents the change in values caused by annual changes in prices of live­
stock, 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.
DT PAlUI INCOO
58 Northern Hudson Region Dairy Farms, 1993
Item
Average
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 (without appreciation)
My Farm
$354,353
565
448
2,593
303
$358,262
- 317,760
$40,502
$36,593
$---­
$---­
$---­
$,---­
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.
Net Farm Income/Cow and Milk/Cow
58 Northern Hudeon Region Farms, 1993
-:;
1.2
1.1
[l
[l
1
0.9
c
[l
[l
o
0.7
[l
[l
[l
[l
1J
0.6
1J
0.5
o
o
0.4
o
[l
~
[l
[l
[l
0.3
o
[l
[l
o
0
o
[l
[l
[l
o
[l
[l
o
~-------_i!llr-----i8S--
-0.1
[l
II
[l [l
[l°O[l
[l
0.2
0.1 _
o
o
[l
0.8
[]
1J
a
o
-
[l
-0.2
[l
=~:: ~t
[l
'
-0.5
=~:: l_L-J__~L
11
13
__L __
15
~-L~
I
__ J __---,--_C--!-_-1
17
19
(Thousands)
Pounds Milk Sold Per Cow
21
___ LI
_--'-_"""'------'1
23
25
6
Return tQ QperatQrs' labor, management, and equity capital measures the tQtal
net farm incQme fQr the farm QperatQr(s).
It is calculated by deducting a
charge fQr unpaid family labor frQm net farm incQme, OperatQrs' labQr is nQt
included in unpaid family labor, Return tQ QperatQrs' labor, management, and
equity capital has been calculated both with and withQut appreciatiQn.
AppreciatiQn is an impQrtant part Qf the return tQ Qwnership Qf farm assets.
RB'l'OU TO OPBRATORS' LABOR, IlAHAGJDIEH'l', AND BQOI'l'Y
58 NQrthern HudsQn RegiQn Dairy Farms, 1993
Ayerage
With
WithQut
Apprec,
Apprec.
Item
Net farm incQme
Family labor unpaid
i $1,400 per mQnth
Return tQ QperatQrs' labor,
management, & equity
$40,502
$36,593
- 4,592
- 4,592
$35,910
$32,001
My Farm
With
Apprec.
WithQut
Apprec.
$---­
$---­
$,---­
$---­
Labor and management inCome is the return which farm QperatQrs receive fQr
their labor and management used in Qperating the farm business. AppreciatiQn
is nQt included as part Qf the return tQ labor and management because it
results frQm Qwnership Qf assets rather than management Qf the farm business.
Labor and management incQme is calculated by deducting the QppQrtunity CQst Qf
using equity capital, at a real interest rate Qf five percent, from the return
to operators' labor, management, and equity capital 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 cQmparable risk
investments.
LABOR AND IlAHAGBIIEH'l' INCOD
58 Northern Hudson Region Dairy Farms, 1993
Item
Return to operators' labor, management,
& equity without appreciation
Real interest i 5% on $597,431
average equity capital
Labor & Management Income
Labor & Management Income per
1.51 Operator/Manager
Ayerage
My Farm
$32,001
$---­
- 29,872
$2,129
$---­
$1,410
$---­
-
7
Return on equity capital measures the net return rema1n1ng 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
interest paid to the return on equity capital and then dividing by average
farm assets to calculate the rate of return on total capital.
RE'l'ORN' ON EQUITY CAPITAL AND RE'l'ORN' ON TOTAL CAPITAL
58 Northern Hudson Region Dairy Farms, 1993
Ayerage
Item
Return to operators' labor, management,
& equity capital with appreciation
Value of operators' labor & management
Return on equity capital with appreciation
Interest paid
Return on total capital with appreciation
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
ra~
$35,910
- 30,749
$5,161
+15,910
$21,071
$1,252
$17 ,162
.86%
.21%
2.50%
2.04%
My Farm
$
$
+
$
$
$
t
t
t
%
and ramily riDaDcial Statu.
The first step in evaluating the financial position of the farm is to
construct a balance sheet which identifies 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 liability 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 1993, leases were discounted by 7.75 percent.
Advanced government receipts are included as current liabilities. Government
payments received in 1993 that are for participation in the 1994 program are
the end year balance and payments received in 1992 for participation in the
1993 program are the beginning year balance
Current Portion or principal due in the next year for intermediate and lang
term debt is included as a current liability.
­
8
1993 PARK BUSINESS & HONl'ARK BALANCE SHEET
58 Northern Hudson Region Dairy Farms, 1993
Farm Assets
Current
Farm cash, checking
& savings
Accounts rec.
Prepaid expo
Feed & supplies
Total
Jan. 1
pec. 31
$7,494
22,880
24
70,721
$6,498
25,147
34
68,048
$101,119
Intermediate
Dairy cows:
$118,863
owned
o
leased
51,007
Heifers
859
Bulls/other lvstk.
Mach./eq. owned
139,225
1,810
Mach;/eq. leased
6,638
Farm Credit stock
11,736
Other stock/cert.
Total
Long-Term
Land/buildings:
owned
leased
$330,138
$99,727
$132,340
o
56,174
1,160
138,822
1,498
6,996
12,773
Farm Liabilities
& Net Worth
Jan. 1
Current
Accounts payable
$12,817
Operating debt
7,382
Short-term
1,074
Advanced govt. rec.
303
Current Portion:
Intermediate
o
Long Term
o
Total
$21,576
Intermediate
Structured debt
1-10 years
$108,159
Financial lease
(cattle/mach. )
1,810
Farm Credit stock
6,638
Total
Dec. 31
$13,493
8,180
968
303
22,855
5.466
$51,265
$100,326
1,498
6,996
$116,607
$108,820
$96,603
$93,197
78
192
$96,681
$93,389
$234,864
$589,313
$253,474
$605,549
$349,763
$392,842
78
$409,341
192
Total
$392,920
$409,533
Total Farm
Assets
$824,177
$859,023
Long Term
Structured debt
>10 yrs
Financial lease
(structures)
Total
Total Farm Liab.
FARM NET WORTH
Nonfarm Assets, Liabilities & Net Worth (Average of 27 farms reporting)
Liabilities
Assets
Jan. 1
pec. 31
& Net Worth
Jan. 1
pec. 31
Nonfarm Liab.
$4,796
Personal cash, chkg.
$5,332
$5,599
& savings
$5,146
8,328
Cash value life ins.
8,211
20,056
Nonfarm real estate
20,611
2,707
3,207
Auto (personal sh.)
6,590
Stocks & bonds
7,342
10,389
10,148
Household furn.
8,256
8,296
All other
$61,910
$62,977 NONFARM NET WORTH $57,114
Total Nonfarm
$57,645
Farm & Nonfarm Assets. Liabilities. & Net Worth*
Total Assets
Total Liabilities
TOTAL FARM & NONFARM NET WORTH
Jan. 1
$886,087
239,660
$646,427
Dec. 31
$922,000
258,806
$663,194
*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 provided. 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 selling 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.
CONDBHSBD BALANCB SHEBT INCLUDING DEFBRRED TAXES
December 31, 1993
13 New York Dairy Farms, 1993
LIABILIrIES & NET WORTH
ASSETS
Current debts & payabIes
Current deferred taxes
Total Current Assets
Total Inter. Assets
$
49,403
$ 205,080
Total Long Term Assets
$ 186,658
TOTAL FARM ASSETS
$ 441,141
Total Current Liabilities
$ 29,009
14,422
$ 43,431
Intermediate debts & leases
$ 65,404
Intermediate deferred taxes
57,210
Total Inter. Liabilities
$ 122,614
Long term debts & leases
$ 49,851
Long term deferred taxes
20,989
Total Long Term Liab.
$70,840
TOTAL FARM LIABILITIES
$236,885
Farm Net Worth
$204,256
Percent Equity (Farm)
Nonfarm debts
Nonfarm deferred taxes
46%
$4.265
5,625
Total Nonfarm Assets
$ 44.511
Total Nonfarm Liabilities
TOTAL ASSETS
$485,652
TOTAL LIABILITIES
$246,774
Total Net Worth
$238,877
Percent Equity (Total)
$9.890
.9\
......
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 dividing 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.
IlALANCE SHEET ANALYS:IS
58 Northern Hudson Region Farms, 1993
Ayerage
Item
Financial Ratios - Farm:
Percent equity
Debt/asset ratio: total
long-term
intermediate/current
70%
.30
.23
.36
----_%
5%
37%
63%
----_%
----_%
----_%
Farm Debt Analysis:
Accounts payable as % of total debt
Long-term liabilities as a % of total debt
Current & inter. liab. as a % of total debt
Farm Debt Leyels:
Total farm debt
Long-term debt
Intermediate & current debt
Per Cow
$2,078
765
1,312
My Farm
Per Tillable
Acre Owned
$1,393
513
880
Per Cow
$---
Per Tillable
Acre Owned
$---­
Farm inyentory 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 indicates whether the capital stock is being expanded (positive) or
depleted (negative).
PARK :INVENTORY IlALANCE
58 Northern Hudson Region Dairy Farms, 1993
Ayerage of Region's Farms
Real Estate
Machinery & Equipment
Item
$392,842
Value beg. of year
Purchases
Gift/inheritance
Lost capital
Sales
Depreciation
+
$21,670
9,362
8,471
651
8,006
$139,225
+
$15,479
0
1,287
15,043
Net investment
Appreciation
= 13,904
+ 2,593
=
+
Value end of year
$409,341
$138,822
*$1,934 land and $19,736 buildings and/or depreciable improvements.
-851
448
-
11
The Statement of Owner Equity 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 determine 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.
STATEHEN'l' OP OWNER EQUITY (RECONCILIATION)
58 Northern Hudson Region Dairy Farms, 1993
Item
Beginning of year farm
net worth
Net farm income w/o apprec.
+Nonfarm cash income
-Personal withdrawals & family
expenditures excluding
nonfarm borrowings
RETAINED EARNINGS
Nonfarm noncash transfers
to farm
+Cash used in business
from nonfarm capital
-Note/mortgage from farm
real estate sold (nonfarm)
CONTRIBUTED/WITHDRAWN CAPITAL
Appreciation
-Lost capital
CHANGE IN VALUATION EQUITY
IMBALANCE/ERROR
End of year farm net worth*
Change in net worth w/apprec.
Change in Net Worth
Without appreciation
With appreciation
*May not add due to rounding.
Ayerage
My Farm
$589,313
$ 36,593
+ 10,976
$--­
$--­
+--­
- 37,091
+$ 10,478
$--­
$
9,525
$--­
+
1,769
+--­
o
+$ 11,295
$
3,909
8,471
+$---­
$--­
+$ -4,562
-$
978
+$,......:..._-­
-$--­
=$605,549
$ 16,236
=$,--­
$--­
$12,327
$16,236
$---­
$,---­
-
12
Ca.h Ploy Stat9m9nt
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 activities, 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 PLOW STATEKENT
58 Northern Hudson Region Dairy Farms, 1993
Item
Cash Flow from Ooeratina 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 (inter. & long term)
+ Money borrowed (short-term)
+ Increase in operating debt
+ Cash from nonfarm cap. used in business
+ Money borrowed - nonfarm
= Cash inflow from financing
+
+
=
Principal payments (inter. & 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)
13
ANNUAL CASH PLOW STATEMENT
Item
My Farm
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 (inter. & long term)
Money borrowed (short-term)
Increase in operating debt
Cash from nonfarm cap. used in business
Money borrowed - nonfarm
Cash inflow from financing
$--­
Principal payments (inter. & 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
RaDavmant Analy.i.
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 1994. The cash flow projection
worksheet on the next page can be used to estimate repayment ability, which
can then be compared to planned 1994 debt payments shown below.
PARK DEBT PAYHENTS PLANNED
Same 42 Northern Hudson Region Dairy Farms, 1992 & 1993
Debt Payments.
Long-term
Intermediate-term
Short-term
Operating (net
reduction)
Accounts payable
(net reduction)
Total
Per cow
Per cwt. 1993 milk
Percent of total
1993 receipts
Percent of 1993
milk receipts
Ayerage
1993 Payments
Planned
Made
Planned
1994
$ 15,020
33,450
511
$ 14,582
39,671
1,304
$14,122
35,640
916
232
0
0
143
$49,356
0
$55,557
357
$51,035
$
$
$
$
389
2.00
437
2.25
12%
14%
15%
16%
My Farm
1993 Payments
Planned
Made
.Planned
1994
$
$
$
$
$
$
$
$
$
$
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 1993 (as of December 31, 1992) that could have been made
with the amount available for debt service in 1993. Farmers who did not
participate in DFBS in 1992 have their 1993 cash flow coverage ratio based on
planned debt payments for 1994.
CASH PLOW COVERAGB RATIO
Same 42 Northern Hudson Region Dairy Farms, 1992 & 1993
Ayerage
My Farm
Cash farm receipts
- Cash farm expenses
+ Interest paid
- Net personal withdrawals from farm*
$376,884
321,019
17,896
27,156
$---­
(A) = Amount Available for Debt Service
(B) = Debt Payments Planned for 1993
(as of December 31, 1992)
(A/B) = Cash Flow Coverage Ratio for 1993
$ 46,605
$---­
$ 49,356
.94
$----­
Item
·Personal withdrawals and family expenditures less nonfarm income and nonfarm
money borrowed.
If family withdrawals are excluded, or inaccurately
included, the cash flow coverage ratio will be incorrect.
-
15
ANNUAL CASH PLOW WORXSBEBT
My Farm
,uR.s;:e""g..i,ll::o:un.:aa..l.....,gA..l'.v.:;oe.....
r.:aa""g.:;oe_ Per Cow/
Per Cow Per ewt, Per ewt,
Item
No. cows and cwt, milk
Accrual Oper. Receipts
Milk
Dairy cattle
Dairy calves
Other livestock
Crops
Misc. receipts
Total
$2,584.36
301.23
39.24
2.62
37,98
109,30
$3,074,73
Accrual Oper. Expenses
Hired labor
Dairy grain & conc.
Dairy roughage
Nondairy feed
Mach. hire/rent/lease
Mach. rpr./parts & auto
Fuel, oil & grease
Replacement lvstk,
Breeding
Vet & medicine
Milk marketing
Cattle lease
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 Int. Paid
$334.04
706.66
12.27
0.00
27.79
160.80
88.72
48,56
41.56
82.44
199,25
7,94
135.11
101.33
46.62
45.84
36.34
65.64
68.58
32.39
82.78
29.45
$2,354,11
115.3
Net Accrual Operating Income
(without interest paid)
Change in lvstk./crop inv.*
- Change in accts. rec.
+ Change in feed/supply inv.**
+ Change in accts. payable***
NET CASH FLOW
- Net personal w/drawals from
farm (see footnote on pg. 14)
Available for Farm Debt
Payments & Investments
- Farm debt payments
Available for Farm Investment
- Capital purchases: cattle,
machinery & improvements
Additional Capital Needed
Expected
1994
Change
Projection
21,925,6
$13 .59 $
1.58
.21
,01
,20
_
$---­
$16.17 $
_
$---­
$1.76 $,
3.72
,06
,00
.15
.84
.46
,26
,22
.43
1.05
.04
.71
.53
.25
,24
.19
.35
.36
.17
.44
_
$---­
_
$---­
----..2..a
~
$12,38 $
(Total)
$83,088
16,776
2,268
1,224
921
$66,189
$--­
$---­
$--­
$---­
$--­
$,---­
$--­
$,---­
$
$
$26,115
$40,074
49,723
$-9,649
$45,913
*Includes change in advance government receipts.
**Includes change in prepaid expenses.
***Excludes change in interest account payable.
-
16
Cropping Anl,ly,it
The cropping program is an important part of the dairy farm business and
often represents opportunities for improved 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.
LAllI)
RBSOtJRCBS AND CROP PRODUCT:ION
58 Northern Hudson Region Dairy Farms, 1993
Item
Ayerage
.I..Ans;l
Tillable
Nontillable
Other nontillable
Total
Rented
200
15
10
225
Owned
182
48
lOS
335
CroD Yields
Hay crop
Corn silage
~
Other forage
Total forage
Corn grain
Oats
Wheat
Other crops
Tillable pasture
Idle
Total Tillable Acres
~*
57
57
210
105
1
57
33
1
0
9
7
22
58
23
315
89
22
0
16
33
39
382
My Farm
.1:2.t.a.l.
Owned
382
63
115
560
---
Prod/Acre
2.37 tn
13.69 tn
4.56 tn
.87 tn
3.08 tn
104.25 bu
98.18 bu
0.00 bu
Rented
Total
----~
DM
-----
DM
DM
DM
-----
-------------
Prod/Acre
tn DM
tn
tn DM
tn DM
tn DM
bu
--- - - bu
- - - bu
-----------
---
*This column represents the average acreage for the farms producing that crop.
Average acreages including those farms not producing were hay crop 206, corn
silage 103, corn grain 51, oats 0; tillable pasture 4, and idle 15.
Average crop acres and yields compiled for the region are for the farms
reporting each crop. Yields of forage crops have been converted to tons of
dry matter using dry matter coefficients reported by the farmers. Grain
production has been converted to bushels of dry grain equivalent based on dry
matter information provided.
The following crop/dairy ratios indicate the relationship between forage
production, forage production resources, and the dairy herd.
CROP/DA:IRY RAT:IOS
58 Northern Hudson Region Dairy Farms, 1993
Item
Total tillable acres per cow
Total forage acres per cow
Harvested forage dry matter, tons per cow
Average
3.31
2.68
8.25
My Farm
-
17 .
Cropping An_ly.i. (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 corn. Additional expense items such as fuels, labor, and
machinery repairs are not included. Rotational grazing was used on one farm
in the region.
CROP RELATBD ACCRUAL BXPBNSBS
Northern Hudson Region Dairy Farms Reporting, 1993
Total
Per
Till.
Acre
Item
No. of farms
reporting
Ave.number
of acres
Fert./lime
Seeds/plants
Spray/other
crop expo
TOTAL
My
All
Corn
Per
Acre
Corn
Silage
Per
Ton DM
Corn
Grain
Per Dry
Sh.Bu.
58
8
382
$30.58
14.07
174
$35.74
23.30
$7.50
4.89
$.30
.19
13 .84
$58.49
16.29
$75.33
3.42
$15.81
--r.ll
Pasture
Per
Per
Till.
Total
Acre
Acre
Hav Crop
Per
Per
Acre Ton DM
8
$.63
0
177
$26.77 $10.15
14.03
5.32
0
$.00
.00
0
$.00
.00
11.36
4.31
$52.16 $19.78
.00
$.00
.00
$.00
Farm:
Fert./lime
Seeds/plants
Spray/other
crop expo
TOTAL
$
$
$
$
$-- $-­ $
--­
$
$
$
$
$-­
--­
--­ - - ­
$-- $
$
$
Most machinery costs are associated with crop production and should be
analyzed with the crop enterprise. Total machinery expenses include the~jor
fixed costs (interest and depreciation), as well as the accrual operating
costs. Although machinery costs have not been allocated to individual crops,
they are shown below per total tillable acre.
ACCRUAL KACHlNERYBXPBNSBS
58 Northern Hudson Region Dairy Farms, 1993
Machinery
Expense Item
Ayerage
Total
Per Till.
Expenses
Acre
Fuel, oil & grease
Machinery repairs & parts
Machine hire, rent & lease
Auto expense (farm share)
Interest (5%)
Depreciation
Total
$10,229
17,431
3,205
1,109
6,951
15,043
$53,967
$26.78
45.63
8.39
2.90
18.20
39.38
$141.28
My Farm
Total
Expenses
Per Till.
Acre
$
$
$
$
-
18
DalrY Analy,l,
Analysis of the dairy enterprise can reveal a great deal about the
strengths and weaknesses of the dairy farm business.
Information on this page
should be used in conjunction with DHI 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 farm receipt when calculating
all of the profitability measures on pages 6 and 7.
DAIRY BERD INVBN'1'ORY
58 Northern Hudson Region Dairy Farms, 1993
Dairy Cows
Item
No.
Beg. year (owned)
+ Change w/o apprec.
+ Appreciation
120
End incl. leased
122
Average number
115
My
Heifers
Open
No. value
30
27
$118,863
110
End year (owned)
'Value
Bred
No.
value
$27,838
$14,932
Calves
value
No.
28
$8,238
13,108
2,002
2,602
365
369
113
10
75
$132,340
32
$29,953
31
$17 ,544
29
$8,678
88 (all age groups)
Farm:
Beg. of year (owned)
_
$--
$--
$,--
$-­
$--
$--
$--
$-­
+ Change w/o apprec.
+ Appreciation
End of 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 farm. These measures of
milk output are based on pounds of milk marketed during the year. Farm
managers on DHI should compare milk sold per cow with their rolling herd
average on the test date nearest December 31 to see how close the DHI estimate
of milk produced is to actual milk sales.
IIILIt PRODUCTION
58 Northern Hudson Region Dairy Farms, 1993
Item
Total milk sold, lbs.
Milk sold per cow, lbs.
Average milk plant test, percent butterfat
Average
2,195,438
19,037
3.74
My Farm
-
19
The CQst Qf prQducing milk has been cQmpiled using the whQle farm methQd and
is featured in the fQIIQwing table. Accrual receipts frQm milk sales can be
cQmpared with the accrual CQsts Qf prQducing milk per CQW and per
hundredweight Qf milk. Using the whQle farm methQd, Qperating CQsts Qf
prQducing milk are estimated by deducting nQnmilk accrual receipts frQm tQtal
accrual Qperating expenses including expansiQn livestQck purchased.
Purchased
inputs CQst Qf prQducing milk are the Qperating CQsts plus depreciatiQn.
TQtal CQsts Qf prQducing milk include the Qperating CQsts Qf prQducing milk
plus depreciatiQn Qn machinery and buildings, the value Qf unpaid family
labor, the value Qf QperatQrs' labor and management, and the interest charge
fQr using equity capital.
ACCRUAL RECEIPTS PROII DAIRY AND COST OP PRODUCING IIILlt
58 NQrthern HudsQn RegiQn Dairy Farms, 1993
Item
Accrual CQsts Qf
PrQducing Milk
Operating CQsts
Purchased inputs
CQsts
TQtal CQsts
Accrual Receipts
From Milk
Ayerage
Per Cow
TQtal
Mv Farm
TQtal
Per cwt.
Per Cow
Per cwt.
$238,335
$2,067
$10.86
$
$
$
$261,384
$326,597
$2,267
$2,833
$11. 92
$14.88
$
$
$
$
$
$
$297,977
$2,584
$13.57
$
$
$
The accrual Qperating expenses mQst cQmmQnly assQciated with the dairy
enterprise are listed in the table belQw. Evaluating these CQsts per unit Qf
prQductiQn enables an evaluatiQn Qf the dairy enterprise.
DAIRY RELATED ACCRUAL EXPENSES
58 NQrthern HudsQn RegiQn Dairy Farms, 1993
Average
Item
Purchased dairy grain
& CQncentrates
Purchased dairy rQughage
TQtal Purchased
Dairy Feed
Purchased grain & CQnc.
as % Qf milk receipts
Purchased feed & crQp expo
Purchased feed & crQp expo
as % Qf milk receipts
Breeding
Veterinary & medicine
Milk marketing
Cattle lease
Other livestQck expense
My Farm
Per CQW
Per Cwt.
Per CQW
$707
12
$3.71
.06
$
$
$719
$3.78
$
$
27%
$913
$4.79
$
$.22
.43
1. 05
.04
.71
$
35%
$42
82
199
8
135
Per Cwt.
- -%
- -%
$
$
-
20
Capital and
J"bor
ZfUcitncy Analyli.
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 input.
CAPITAL EFFICIENCY
58 Northern Hudson Region Dairy Farms, 1993
Per
Worker
Item
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
My Farm:
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
Per
Cow
Per Tillable
Acre
Per Tillable
Acre OWned
$7,299
3,480
1,220
$2,203
$4,624
2,205
$---­
$---­
$236,307
39,500
368
,43
$---­
$---­
LABOR FORCZ INVENTORY AND ANALYSIS
58 Northern Hudson Region Dairy Farms, 1993
Labor Force
Operator number 1
Operator number 2
Operator number 3
Family paid
Family unpaid
Hired
Total
Months
10,90
5.33
1.92
4,83
3.28
.l..2.....ia
42.74
/ 12
Labor
Efficiency
T,oMr Costs
Value of operator(s)
labor ($1,400/mo. )
Family unpaid
($1,400/mo,)
Hired
Total Labor
Machinery Cost
Total Labor & Mach.
Years
of Educ.
48
39
30
13
14
14
Value of
Labor & Mgmt.
$18,379
8,422
3,948
= 3.56
Worker Equivalent
1.51 Operator/Manager Equiv.
/ 12 = _ _ _ Worker Equivalent
Operator/Manager Equiv.
/ 12 =
MY Farm: Total
Operator's
Cows, average number
Milk sold, pounds
Tillable acres
Work units
Age
Total
Ayerage
Per Worker
$25,410
4,592
38.515
$68,517
$53,967
$122,484
My Farm
Per Worker
32
616,442
107
345
115
2,195,438
382
1,227
Total
Total
Ayerage
Per
Cow
$220
Per
Cwt,
$1.16
40
.21
-lli
--l....li
$594
$468
$1,062
$3,13
$2.46
$5.59
Total
My Farm
Per
Cow
Per
Cwt.
$
$
$
$
$
$
$
$
$
$
$
$
­
.
21
COJIPARATIVI: AHALYS:IS 01' 'rim I'ANI BUS:INBSS
Proar... of th. ra+m Bu.in•••
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 or THB rANI BUS:INBSS
Same 42 Northern Hudson Region Farms, 1992 & 1993
Selected Factors
Ayerage of 42 Farms*
1992
1993
Size of Business
115
127
Average number of cows
93
98
Average number of heifers
2,233,556 2,469,591
Milk sold, lbs.
3.54
3.74
Worker equivalent
362
379
Total tillable acres
Rates of Production
19,434
19,380
Milk sold per cow, lbs.
2.50
2.57
Hay DM per acre, tons
15
14
Corn silage per acre, tons
Labor Efficiency
34
32
Cows per worker
660,301
630,895
Milk sold/worker, lbs.
Cost Control
Grain & conc. purchased
28%
27%
as % of milk sales
Dairy feed & crop expo
$4.83
$4.81
per cwt. milk
$1,059
$1,036
Labor & mach. costs/cow
Operating cost of producing
$10.90
$10.98
cwt. of milk
Capital Efficiency"
$7,698
$7,335
Farm capital per cow
$1,243
$1,185
Mach. & equip. per cow
.43
.43
Asset turnover ratio
Profitability
$41,410
$41,707
Net farm inc. w/o apprec.
$49,176
$46,005
Net farm inc. w/apprec.
Labor & mgt. income
$3,240
$4,261
per oper./manager
Rate of return on eq.
1%
2%
capital w/apprec.
Rate of return on all
3%
3%
capital w/apprec.
Financial Summary
$636,824 $661,028
Farm net worth, end year
.31
.30
Debt to asset ratio
$2,202
$2,152
Farm debt per cow
*Farms participating both years.
**Average for the year.
My Farm
1992
1993
%
Goal
%
%
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
%
%
%
%
%
%
$
$
-
22
Regional Parm 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.
PARK BUSINESS CHART POR PARK KANAGEMENT COOPERATORS
58 Northern Hudson Region Dairy Farms, 1993
Size of Business
Worker
No.
Pounds
of
Milk
EquivCows
Sold
alent
(11) *
6.8
3.7
2.9
2.4
1.7
(11 )
(11 )
241
124
98
61
42
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
Per Cow
OM/Acre Per Acre
(10)
4,988,598
2,339,856
l,61sJ.,573
1,102,422
717,496
(9 )
22,186
19,936
18,518
16,870
13,994
3.8
2.8
2.3
2.0
1.2
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(9)
( 11)
(11 )
19
16
14
12
8
46
35
30
26
20
849,156
668,015
562,988
453,082
343,047
Cost Control
Grain
Bought
Per Cow
% Grain is
of Milk
Receipts
(10)
(10)
18%
23
27
30
35
$438
569
640
738
926
Value
Milk
Receipts
Per Cow
Machinery
Costs
Per Cow
Labor &
Machinery
Costs Per Cow
(11 )
(10)
(10)
(10)
$3,041
2,694
2,461
2,252
1,900
$ 8.03
9.60
10.71
11.55
13.75
$12.54
14.32
15.22
16.52
18.94
Net Farm
Income
w/Apprec.
(3 )
$121,346
50,935
29,044
12,736
-18,796
(10)
$ 594
746
864
946
1,195
$ 770
954
1,068
1,170
1,567
and
Feed & Crop
Expenses Per
Cwt. Milk
(10)
(11 )
$312
404
467
528
754
Cost of Production
Oper. Cost
Total Cost
Production
Milk
Per Cwt.
Per Cwt.
Feed & Crop
Expenses
Per Cow
$3.60
4.29
4.60
5.11
6.06
Profitability
Net Farm
Labor &
Inc. w/o
Mgt. Inc.
Apprec.
Per Oper.
(3 )
$115,658
47,234
27,841
12,554
-27,671
(3 )
$39,392
9,449
-403
-13,023
-51,877
*Page number of the participant's DFBS where the factor is located.
Change in
Net Worth
w/Apprec.
(6 )
$110,871
19,991
5,319
-4,441
-58,505
-
23
Hew
YOrk
stat.
ra~
Bu.ine.. Chart.
The Farm Business Chart is a tool which can be used in analyzing a business
by drawing a line through the figure 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 357 farms 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 farms which are in the
top 10 percent for one factor would ~ necessarily be the same farms 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.
rANI BUSIHBSS CHART rOR rANI IlAHAGEKEHT CooPBRATORS
357 New York Dairy Farms, 1992
Size of Business
Worker
No.
Pounds
Equiv­
of
Milk
alent
Sold
Cows
(11 )
(11 )
(11) *
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
Per Cow
PM/Acre Per Acre
(9 )
(9 )
(10)
10.0
5.4
4.1
3.4
3.0
428
184
136
107
89
8,455,437
3,511,396
2,551,838
1,971,002
1,660,762
22,613
21,180
20,249
19,582
18,753
2.6
2.4
2.1
1.8
1.2
76
64
57
48
37
1,366,246
1,149,820
964,766
792,337
578,602
18,065
17,445
16,486
15,085
12,400
Grain
Bought
Per Cow
(10)
% Grain is
of Milk
Receipts
(10)
4.8
3.7
3.2
3.0
2.7
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11 )
(11 )
52
43
38
34
32
959,379
797,982
715,818
640,614
587,553
2.5
15
29
2.3
13
27
2.1
12
25
1.8
10
23
6
1.4
18
Cost Control
Machinery
Labor &
Feed & Crop
Machinery
Expenses
Costs
Per Cow
Costs Per Cow
Per Cow
(11 )
(11 )
(10)
534,745
477,585
432,399
389,221
296,180
22
18
17
16
15
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$348
484
556
618
665
16%
21
24
26
27
$250
325
379
414
442
$675
803
867
926
993
$497
649
716
783
832
$3.23
3.77
4.09
4.36
4.55
712
763
826
896
1,030
29
31
32
35
42
478
512
548
608
796
1,058
1,114
1,180
1,274
1,563
892
943
1,004
1,071
1,232
4.76
4.99
5.27
5.70
6.76
*Page number of the participant's DFBS where the factor is located.
-
24
PARK BUSINESS CHART POR PARK
MANAGEMENT CooPBRATORS
357 New York Dairy Farms, 1992
Milk
Receipts
Per Cow
(10)
Milk
Receipts
Per Cwt,
(10)
Oper. Cost
Milk
Per Cow
(10)
Oper. Cost
Milk
Per Cwt,
(10)
Total Cost
Production
Per Cow
(10)
Total Cost
Production
Per Cwt,
(10)
$3,086
2,861
2,732
2,638
2,527
$14,64
14,02
13,77
13,60
13,46
$1,068
1,419
1,575
1,706
1,845
$ 6,84
8.27
8,96
9,62
10,15
$1,952
2,312
2,452
2,567
2,691
$11. 79
13.00
13.60
14.12
14.75
2,434
2,340
2,199
2,023
1,684
13,38
13 .27
13,15
13,02
12,56
1,954
2,051
2,163
2,357
2,636
10.67
11.07
11.51
12.18
14,08
2,792
2,934
3,091
3,241
3,666
15.44
16,01
16.59
17,54
21.09
Profitability
Net Fam Income
With
Without
Appreciation
Appreciation
(3 )
(3 )
Return to Operator's Labor,
Management. & Equity Capital
with
Without
Appreciation
Appreciation
{3}
{3}
Labor &
Management Income
Per
Per
Farm
Operator
(3 )
(3 )
$275,597
99,964
71,930
55,060
44,009
$218,659
79,562
55,878
42,428
32,527
$272,714
97,288
68,243
52,537
39,218
$216,089
77,148
53,019
38,519
27,999
$152,525
46,635
28,823
18,603
9,260
$111,774
33,282
20,747
12,977
6,723
33,724
26,725
18,592
8,916
-16,432
23,687
16,924
9,627
353
-31,254
29,676
22,688
14,777
5,299
-20,794
19,523
12,394
5,882
-4,196
-34,417
1,980
-4,505
-13,845
-23,769
-61,040
1,639
-3,779
-11,067
-21,005
-53,650
Farm Business Charts for farms with freestall barns and 120 cows or less and
more than 120 cows, and farms with conventional barns with 60 cows or less and more
than 60 cows are shown on pages 28-31.
PiJumcial ""lvai_ 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 health of the farm business,
Most of the financial measures used in the chart 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,
­
25
FINANCIAL ANALYSIS CHAR'l'
357 New York Dairy Farms, 1992
Planned Debt
Payments
Per Cow
(8)*
Available for
Debt Service
Per Cow
(12)
$840
663
579
494
440
401
339
274
181
-22
$ 46
191
276
362
411
458
501
584
677
885
Leverage
Ratio"
0.02
0.11
0.24
0.35
0.48
0.58
0.74
0.95
1.29
3.20
Asset
Turnover
(ratio)
( 11)
.71
.57
.52
.48
.45
.42
.39
.35
.31
.24
Liquidity (repayment)
Cash Flow
Coverage
Ratio
(8)
0.01
0.08
0.14
0.21
0.29
0.35
0.39
0.46
0.55
0.77
0.00
0.00
0.04
0.18
0.28
0.38
0.48
0.57
0.70
1.04
Efficiency (Capital)
Real Estate
Machinery
Investment
Investment
Per Cow
Per Cow
( 11)
(11 )
$1,327
2,044
2,372
2,667
2,967
3,279
3,663
4,188
4,861
7,201
$
545
792
942
1,054
1,194
1,358
1,520
1,753
2,008
2,722
Debt
Per Cow
(8 )
4.11
1. 75
1.37
1.14
0.98
0.86
0.73
0.60
0.29
-0.14
Solyencv
Debt/Asset Ratio
Long
Percent
Current &
Equity
Intermediate
Term
(5 )
(5 )
(5 )
98%
90
81
73
68
63
57
52
44
29
Debt Payments
as Percent
of Milk Sales
(5 )
5%
$
9
13
15
17
19
22
25
30
38
116
754
1,302
1,781
2,160
2,521
2,882
3,243
3,735
5,214
Profitability
Percent Rate of Return with
appreciation on;
Equity
Investment" *
(3 )
(3 )
22%
11
8
5
3
1
-1
-4
-8
-26
Total Farm
Assets
Per Cow
(11 )
$ 4,339
5,156
5,727
6,243
6,680
7,120
7,621
8,236
9,100
12,014
16%
10
8
6
4
3
1
-1
-2
-7
Change in
Net Worth
w/Appreciation
(11 )
$185,910
59,227
40,515
28,384
19,748
13,025
5,269
-2,230
-10,422
-50,747
*Page number of the participant's DFBS where the factor is located.
**Dollars of debt per dollar of equity, computed by dividing total liabilities by
total equity.
***Return on all farm capital (no deduction for interest paid) divided by total
farm assets.
-
26
Cnmparilon by 'l'vpe 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. conventional housing includes stanchion and
tiestall 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 47
cows on the small conventional farms to 250 cows on the large freestall farms.
The
large conventional farms and small freestall farms averaged approximately the same
herd size and rates of milk output per cow.
The large freestall farms averaged the highest milk output per cow and per
worker, the lowest total costs of production and investment per cow, and the
greatest returns to labor, management and capital. The large conventional farms
showed average profits somewhat higher than the small freestall operations. Total
costs of production averaged substantially less on the large conventional farms.
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
c=nari'QA'
A detailed comparison of profitability, financial situation and business
analysis factors across herd sizes is contained on pages 40-49 of the 1992 State
Summary*. As herd size increases, the average profitability generally increases
(pages 42-43). Net farm income without appreciation was $252,256 per farm for the
300 or~re herd size group and $4,790 per farm for those with less than 40 cows.
This relationship generally holds for all measures of profitability including rate
of return on capital. However, the 200 to 299 herd size group showed a lower level
of profitability in 1992 than the farms with 150-199 cows.
Farm net worth increases rapidly as herd size increases (pages 44-47), even
though percent equity was higher on the smaller farms.
The 85 to 99 cow group and
the group with more than 300 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 tillable acre generally increased as herd size
increased (pages 48-49)*. Milk sold per cow increased as herd size increased,
ranging from 17,208 pounds on the farms with less than 40 cows to 19,795 pounds on
farms with 300 or more cows. Farm capital per worker increased, and farm capital
per cow decreased as herd size increased. Milk sold per worker increased
dramatically as herd size increased, ranging from 369,797 pounds at the lowest herd
size category up to 923,495 pounds at the largest size category.
*smith, Stuart F., Wayne A. Knoblauch, and Linda D. Putnam, Dairy Farm Management
Business SUmmary, New York, 1992, Department of Agricultural, Resource, and
~gerial Economics, Cornell University, A.E. Res. 93-11, August 1993.
-
27
SBLECTBD BUSINESS PACTORS BY TYPB OP BARN AND HERD SIZB
328 New York Dairy Farms, 1992
Farms with:
Item
Number of farms
Cropping Program Analysis
Total Tillable acres
Tillable acres rented*
Hay crop acres·
Corn silage acres·
Hay crop, tons OM/acre
Corn silage, tons/acre
Oats, bushels/acre
Forage OM per cow, tons
Tillable acres/cow
Fert. & lime exp. /til. acre
Total machinery costs
Machinery cost/tillable acre
Conventional
>60 Cows
<= 60 Cows
99
86
59
84
156
53
100
29
2.3
13 .4
57.0
7.6
3.3
$17.79
$22,434
$144
276
90
165
52
2.6
15.1
68.8
7.9
3.1
$ 21.31
$39,496
143
$
301
126
154
75
2.8
13 .3
60.3
8.7
3.5
$ 24.95
$46,959
156
$
675
280
268
248
3.1
14.9
67.6
7.2
2.4
$ 28.81
$114,680
170
$
89
70
1,617,663
18,131
$10.12
$14.54
$13 .41
$727
$4.01
29%
$4.73
87
73
1,566,899
18,042
$10.54
$15.70
$13.67
$714
$3.95
28%
$4.98
279
213
5,421,782
19,469
$10.61
$13.59
$13.68
$750
$3.85
27%
$4.62
$193,685
$7,641
$3,546
$3,991
$1,420
0.37
$212,649
$7,032
$3,373
$3,269
$1,401
0.41
$225,584
$7,534
$3,758
$3,458
$1,589
0.42
$245,237
$6,012
$4,249
$2,654
$997
0.54
1.89
1.15
439,237
25
$610
$187
2.95
1.41
548,374
30
$526
$170
2.90
1.38
540,489
30
$563
$162
6.83
1.71
794,151
41
$546
$225
$35,087
$7,912
4.2%
$2,174
69%
$26,671
$-70
4.3%
$2,482
67%
$105,301
$31,312
7.9%
$2,462
58%
pairy Analysis
Number of cows
48
Number of heifers
37
Milk sold, lbs.
828,310
Milk sold/cow, lbs.
17,337
Operating cost of prod. milk/cwt.
$10.09
$16.41
Total cost of prod. milk/cwt.
$13.35
Price/cwt. milk sold
Purchased dairy feed/cow
$713
Purchased dairy feed/cwt. milk
$4.11
Purc. grain & conc. as % milk rec.
29%
Purc. feed & crop exp./cwt. milk
$4.81
Capital Efficiency
Farm capital/worker
Farm capital/cow
Farm capital/til. acre owned
Real estate/cow
Machinery investment/cow
Asset turnover ratio
Labor Efficiency
Worker equivalent
Operator/manager equivalent
Milk sold/worker, lbs.
Cows/worker
Labor cost/cow
Labor cost/tillable acre
Freestall
<­ 120 Cows >120 Cows
Profitability & Balance Sheet Analysis
$15,377
Net farm income (w/o apprec.)
Labor & mgmt. income/operator
$-1,752
1.1%
Return on all capital w/apprec.
$2,353
Farm debt/cow
70%
Percent equity
*Average of all farms, not only those reporting data.
-
28
I'AIUI BUSIRBSS CHART POR SKALL CONVEN'l'IOHAL STALL DAIRY PARKS
99 Conventional Stall Dairy Farms with 60 or Less Cows, New York, 1992
Size of Business
Worker
No.
Pounds
Milk
Equivof
Sold
alent
Cows
(11 )
(11
)
(11) *
2.9
2.5
2.3
2.1
2.0
60
59
56
52
50
Rates of Production
Pounds
Tons Corn
Tons
Milk Sold Hay Crop Silage
Per Cow
OM/Acre Per Acre
(9 )
(10)
(9 )
1,216,307
1,056,041
971,222
904,369
833,676
21,382
19,969
19,389
18,540
18,160
3.1
3.1
2.9
2.6
2.4
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11 )
(11 )
46
36
30
27
26
22
18
16
15
15
' I
760,933
627,590
540,690
492,638
454,994
----------------------------------------------------------1.8
1.6
1.4
1.2
1.0
Grain
Bought
Per Cow
(10)
$324
454
531
602
650
784,602
741,239
663,822
614,828
460,178
47
44
42
38
29
% Grain is
of Milk
Receipts
(10)
17%
23
25
26
28
17,523
16,512
15,520
14,121
11,563
2.2
2.1
1.9
1.6
1.2
13
12
12
10
4
Cost Control
Machinery
Labor &
Machinery
Costs
Per Cow
Costs Per Cow
(11 )
(11)
$251
304
352
396
437
470
29
506
31
545
33
35
599
867
43
value and Cost of Production
Oper. Cost
Total Cost
Milk
Production
Receipts
Milk
Per Cwt.
Per Cwt.
Per Cow
690
729
796
874
1. 068
427,601
400,809
369,048
323,957
241,563
24
23
22
20
16
Feed & Crop
Expenses
Per Cow
(10)
$666
810
917
977
1,049
Feed & Crop
Expenses Per
Cwt. Milk
(10)
$451
582
671
724
783
$3.20
3.78
4.12
4.34
4.52
1,108
849
1,159
913
1,212
967
1,316
1,054
1. 680
1. 302
Profitability
Net Farm
Net Farm
Labor &
Income
Inc. wlo
Mgt. Inc.
w/Apprec.
Apprec.
Per Oper.
(3)
4.73
4.95
5.33
5.90
6.88
Change in
Net Worth
w/Apprec.
(10)
(10)
$2,911
2,698
2,574
2,497
2,422
$6.56
8.05
8.52
9.30
9.88
$12.90
14.03
14.70
15.40
16.05
$63,046
45,628
36,269
28,971
24,643
$44,806
34,597
27,896
22,714
17,420
$23,678
14,168
9,493
4,888
1,521
$59,924
35,056
22,019
16,391
12,621
2,322
2,178
2,049
1,882
1.468
10.38
10.84
11.31
12.23
13 .66
16.43
16.83
17.59
19.38
23.90
18,479
14,042
8,645
3,338
-9.920
12,690
8,549
2,239
-3,095
-17.335
-2,983
-7,798
-13,240
-19,918
-38.585
6,278
119
-4,219
-9,925
-20.443
(10)
(3 )
(3 )
*Page number of the participant's DFBS where the factor is located.
(6 )
-
29
I'ARJI BUSIDBS CDR.T POR LARO. COIfVJD1TIOIIAL STALL DAIRY I'ARJIS
86 Conventional Stall Dairy Farms with More Than 60 Cows, New York, 1992
Size of Business
Pounds
Worker
No.
Equivof
Milk
Sold
alent
Cows
( 11)
(11) *
(11)
Rates of Production
Pounds
Tons
Tons Corn
Hay
Crop
Milk Sold
Silage
Per Cow
OM/Acre Per Acre
(9 )
(9 )
(10)
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11 )
(11)
4.9
3.7
3.3
3.1
2.9
153
115
101
90
83
2,798,611
2,136,428
1,839,098
1,662,293
1,550,272
22,871
20,905
20,106
19,342
18,385
5.0
3.6
3.2
2.9
2.7
23
19
17
17
16
48
37
34
32
31
876,546
724,109
641,723
592,104
563,811
2.6
2.5
2.3
2.1
1.8
77
70
67
65
62
1,423,737
1,333,387
1,236,304
1,104,978
878.461
17,845
17,054
16,373
15,006
12.535
2.5
2.2
2.0
1.8
1.4
15
13
12
10
7
29
27
25
24
21
512,314
467,326
430,539
397,414
352.630
Grain
Bought
Per Cow
(10)
$
311
411
506
568
636
710
807
870
925
1. 054
% Grain is
of Milk
Receipts
(10)
14%
20
22
24
26
28
31
34
37
42
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
(11)
(11)
$223
316
369
412
426
447
489
523
563
718
Value and Cost of Production
Total Cost
Opere Cost
Milk
Production
Receipts
Milk
Per Cwt.
Per Cow
Per Cwt.
(10)
(10)
(10)
$
620
747
824
887
945
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
442
580
656
707
811
$3.02
3.60
3.79
4.04
4.41
875
953
1,004
1,058
1,245
4.64
4.93
5.19
5.60
6.51
$
1,014
1,075
1,122
1,197
1. 372
Profitability
Net Farm Income
Labor &.
Mgmt. Inc.
With
Without
Apprec.
Apprec.
Per Opere
(3 )
(3 )
(3)
Change in
Net Worth
w/Apprec.
(6 )
$3,093
2,821
2,690
2,590
2,465
$ 6.72
7.90
8.52
9.10
9.66
$11. 87
12.73
13 .29
13.68
14.21
$108,267
74,747
62,248
53,294
45,675
$91,353
65,766
55,029
43,685
37,569
$43,558
28,599
23,048
18,555
9,783
$82,187
41,744
32,305
25,438
15,961
2,394
2,265
2,159
2,013
1. 699
10.37
10.88
11.34
11.76
12.91
14.75
15.42
15.91
16.56
18.29
34,976
27,816
19,825
11,517
-9.556
28,776
19,963
12,165
2,831
-20,251
4,808
-1,813
-7,608
-17,446
-43.084
8,831
4,654
-157
-6,447
-39.646
*Page number of the participant's DFBS where the factor is located.
-
30
PARK BUSINESS CHART POR SMALL PRBBSTALL DAIRY PARKS
59 Freestall Barn Dairy Farms with 120 or Less Cows, New York, 1992
Size of Business
Worker
Pounds
No.
Milk
Equiv­
of
alent
Sold
Cows
(11) ...
( 11)
( 11)
4.5
3.7
3.4
3.3
3.1
118
108
104
97
91
2,318,393
2,025,486
1,905,776
1,812,755
1,697,486
2.7
2.5
2.2
2.0
1.4
86
80
72
62
45
1,557,311
1,351,124
1,173,922
1,022,537
651,669
Grain
Bought
Per Cow
(10)
$ 374
488
551
605
658
705
749
827
900
974
% Grain is
of Milk
Receipts
(10)
16%
20
23
26
28
30
31
33
35
39
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
OM/Acre Per Acre
Per Cow
(9 )
(9 )
(10)
23,226
20,742
20,075
19,485
18,584
5.7
3.9
3.4
3.2
2.9
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
( 11)
( 11)
21
19
18
16
15
53
42
37
34
32
872,689
770,827
688,683
603,386
571,158
2,6
14
29
2.3
12
27
2,0
10
25
1.8
8
23
1.3
15
3
Control
Cost
Machinery
Labor &
Feed & Crop
Costs
Machinery
Expenses
Costs Per Cow
Per Cow
Per Cow
( 11)
( 11)
(10)
538,989
488,313
433,176
360,361
270,409
18,036
17,504
16,043
13,200
11. 685
$264
376
406
448
490
538
592
644
692
875
Value and Cost of Production
Oper. Cost
Total Cost
Milk
Milk
Production
Receipts
Per Cow
Per Cwt.
Per ewt.
(10)
(10)
(10)
$
679
810
872
933
1,011
$
1,097
1,183
1,290
1,449
1. 741
Feed & Crop
Expenses Per
Cwt, Milk
(10)
529
653
708
803
864
$3.36
3.83
4.24
4.50
4.83
924
998
1,066
1,109
1.186
5,10
5.26
5,56
6.29
6,91
Profitability
Net Farm Income
Labor &,
With
Without
Mgrnt. Inc.
Apprec.
Apprec,
Per Oper,
(3)
(3)
(3)
- $3,115
2,801
2,718
2,626
2,534
$ 6.33
8.39
9.37
9.78
10.13
$11. 89
13 .23
14.13
14,97
15.66
$179,031
79,233
63,081
51,912
41,056
$86,712
61,053
48,995
36,234
25,578
$51,557
22,625
10,907
6,110
1,978
2,451
2,353
2,186
1,895
1.694
10.57
11.17
11.72
12.99
14.79
16.07
16.67
17.68
18.98
20.47
34,711
28,891
22,662
7,870
-22,606
18,848
15,569
9,092
- 9,009
-36,917
689
- 4,932
-15,149
-26,857
-65,994
*Page number of the participant's DFBS where the factor is located.
Change in
Net Worth
w/Apprec.
(6 )
$133,449
55,877
38,686
27,392
19,985
13,594
5,705
-4,431
-13,164
-46.141
-
31
I'AlUI BUSInSS CHART FOR LARCD I'DBSTALL DAIRY I'ARJIS
84 Freestall Barn Dairy Farms with More Than 120 Cows, New York, 1992
Size of Business
Worker
No.
Pounds
of
Milk
Equiv­
Sold
alent
Cows
(
11)
(11)
(11) *
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
DM/Acre Per Acre
Per Cow
(9)
(9 )
(10)
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
( 11)
17.8
8.4
7.3
6.2
5.8
827
370
280
234
205
16,288,987
7,526,000
5,563,510
4,442,314
3,922,439
22,717
21,818
21,355
20,495
19,777
5.0
4.1
3.6
3.3
3.0
21
18
17
16
16
60
47
44
42
40
1,138,851
899,158
845,337
805,033
760,845
5.2
4.8
4.3
3.8
3.2
190
173
158
145
128
3,626,910
3,324,340
3,036,766
2,675,565
2.294.285
19,160
18,228
17,535
16,783
14,619
2.8
2.6
2.4
2.2
1.8
15
14
13
11
7
37
35
33
31
27
731,079
690,044
647,088
598,697
492.796
Grain
Bought
Per Cow
(10)
$
% Grain is
of Milk
Receipts
(10)
411
556
618
667
701
15%
21
24
25
27
728
768
804
861
960
28
30
31
33
38
Cost Control
Machinery
Labor &
Machinery
Costs
Costs Per Cow
Per Cow
(11)
(11)
$259
320
366
397
421
441
479
513
553
691
value and Cost of Production
Oper. Cost
Total Cost
Milk
Milk
Production
Receipts
Per Cow
Per Cwt.
Per Cwt.
(10)
(10)
(10)
$
713
810
850
879
924
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
644
765
803
819
873
$3.19
3.86
4.17
4.41
4.55
910
937
982
1,038
1,141
4.70
4.90
5.12
5.44
6.23
$
1,001
1,037
1,099
1,185
1. 339
Profitability
Net Farm Income
Labor &.
Without
With
Mgmt. Inc.
Apprec.
Per Oper.
Apprec.
(3 )
(3 )
(3 )
Change in
Net Worth
w/Apprec.
(6 )
$3,137
2,978
2,893
2,792
2,701
$ 7.56
8.92
9.56
10.27
10.82
$11.30
12.22
12.99
13 .36
13.66
$556,579
219,914
152,924
117,022
100,788
$437,174
202,962
127,718
95,001
79,566
$266,126
78,676
43,360
33,386
21,848
$368,663
133,568
85,566
57,664
41,655
2,597
2,486
2,365
2,297
2,024
11.10
11.30
11.65
12.24
13 .58
13.92
14.55
15.37
16.26
17.28
85,282
53,580
35,584
22,661
-29,806
55,575
37,649
19,581
-954
-56,453
10,659
-1,813
-12,922
-34,149
-79.753
25,685
16,246
-1,307
-34,827
-96.233
*Page number of the participant's DFBS where the factor is located.
32
IDEN'l'IFY AND SET GOALS
If businesses are to be successful, they must have direction.
Written goals help provide businesses with an identifiable direction
over both the long and short term. Goal setting is as important on a
dairy farm as it is in other businesses. 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:
l.
Goals should be Specific.
2.
Goals should be Measurable.
3.
Goals should be Achieyable but challenging.
4.
Goals should be Rewarding.
5.
You should designate
a~
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.
Identi fy SMART goal s .
Worksheet for Setting Goals
I".
H:ission and Objectives
-
33
Worksheet for Setting Goals (continued)
II.
Goals
What
How
When
Who is Responsible
Summarize Your Business Performance
The Farm Business and Financial Analysis Charts on pages 22-25 and
28-31 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 improvement.
Strengths:
_
Needs improvement :
_
-
34
GLOSSARY AND LOCATION 01" CODON TERMS
acCOunt. Payable - Open accounts or bills owed to feed and supply firms, cattle
dealers, veterinarians and other providers of farm services and supplies.
Account. Receiyable - Outstanding receipts from items sold or sales proceeds not yet
received, such as the payment for December milk sales received in January.
Accrual Bxpen.e. -
(defined on page 3)
Accrual Receipt.
(defined on page 4)
Annual Cash PlOW statement Appreciation -
(defined on page 12)
(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 Efticiency - The amount of capital invested per production unit.
Relatively
high investments per worker with low to moderate investments per cow imply efficient
use of capital.
Cash Pro- Montara CaDital Osed in the Business - Transfers of money from nonfarm
savings or investments to the farm business where it is used to pay operating
expenses, make debt payments and/or capital purchases.
CaSh FlQW Coyerage Batio CAAb Paid -
e-.h
(defined on page 14)
(defined on page 2)
Bec;tdm. -
(defined on page 4)
C'MDU in Accqgnt. Payable -
(defined on page 3)
<;b'DO in Accoupt. ReceiYable <;b'PC" in XDyentory -
CUrrept Portion -
(defined on page 4)
(defined on page 2)
(defined on page 7)
Dairy
<t..-l - A farm business where dairy farming is the primary enterprise,
operating and managing this farm is a full-time occupation for one or more people
and cropland is owned.
Dairy
eaAb-CrOR <tara) - 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 Ddlk receipts.
Debt
Per CQW - Total end-of-year debt divided by end-of-year number of cows.
Debt to Ia..t Ratio. Deterred ,..U. Dry Matter -
is removed.
feed.
(defined on page 10)
(defined on page 9)
The amount or proportion of dry material that remains after all water
Commonly used to measure dry matter percent and tons of dry matter in
Bauitv Capital - The farm operator/manager's owned capital or farm net worth.
­
35
Expansion Livestock - Purchased dairy cattle and other livestock that cause an
increase in herd size from the beginning to the end of the year.
Parm Debt PaYments as Percent of Hilk 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.
Parm Debt Payments
the repayment plan
number of cows for
Financial Analysis
Per Cow ­ Planned or scheduled debt payments per cow represent
scheduled at the beginning of the year divided by the average
the year. This measure of repayment ability is used in the
Chart.
Pinancial Lease - A long-term non-cancellable contract
asset in exchange for a series of lease payments. The
usually covers a major portion of the economic life of
substitute for purchase. The lessor retains ownership
giving the lessee use of an
term of a financial lease
the asset. The lease is a
of the asset.
Incgme Statoment - 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 Incgme -
(defined on page 6)
Labor and Kanaaement Incgme Per ODerator - The return to the owner/manager's labor
and management per full-time operator.
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.
the owner has in owned assets.
operating Costs of Producing Hilk -
It is the equity
(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 opportunity cost of a farmer's labor and
management is the value he/she would receive if employed in his/her most qualified
alternative position.
Other Livestock Expenses - All other dairy herd and livestock expenses not included
in more specific categories. Other livestock expenses include; bedding, DHIC, milk
house and parlor supplies, livestock board, registration fees and transfers.
Part-Time Cash-Crop Dairy (farm> - Operating and managing this farm is not a full­
time occupation, crop sales exceed 10 percent of accrual milk receipts and cropland
is owned.
Part-Time Dairy (farm> - Dairy farming is the primary enterprise, cropland is owned
but operating and managing this farm is not a full-time occupation for one or more
people.
Personal Withdrawals and Family Expepditure, Including Nonfarm Debt Payments - All
the money removed from the 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 Kilk -
(defined on page 19)
­
36
Repayment Analysis - An evaluation of the business' ability to make planned debt
payments.
ReDlacement Liyestock - Dairy cattle and other livestock purchased to replace those
that were culled or sold from the herd during the year.
Return on Bquity Capital Return on Total Capital -
(defined on page 7)
(defined on page 7)
Return to Operators' Labor. Hanaaement. and Bquity CaDital -
(defined on page 6)
Solvency - The extent or ability of assets to cover or pay liabilities.
and leverage ratios are common measures of solvency.
Total Costs of Producinq Kilk -
Debt/asset
(defined on page 19)
Whole Para . .thod - A procedure used to calculate costs of producing milk on dairy
farms without using enterprise cost accounts. 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.
.......
37
INDEX
Page(s)
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
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
Crop/Dairy 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
.
3,8
4,8
3,5
4,5
16
7,8
20
14
12
5,11,18
20
8
2
2
20
12
14
2
4,12
3
4
2,3
11
3,17
16
7,8
2
2
10
10
9
3,10
16
20
7
3,12
3
22,23,
.24,25,28
. 29,30,31
13
13
Page(s)
Financial Analysis Chart
Financial Lease
Income Statement
.
Inflows
.
Labor and Management
Income
.
Labor and Management
Income Per Operator
Labor Efficiency
Land Resources
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
Producing 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 ..
Principal Payments
Profitability
Receipts
.
Record System . . ..
Repayment Analysis
Replacement Livestock
Retained Earnings . . . .
Return on Equity Capital
Return on Total Capital
Return to Operator's
Labor, Management,
and Equity Capital
Solvency
.
Total Costs of
Producing Milk
Whole Farm Method
Worker Equivalent
Yields Per Acre
25
8
2
12
6
6
20
16
10
10
3,17
2
18
2
12
5
10
8
18
19
6
3
12
2
2
9,10
12
12
4
4
2
14
3
11
7
7
6
10
19
19
20
16
-
OTHER A.R.M.E. EXTENSION BULLETINS
(Formerly A.E. Extension Publications)
No. 94-04
The Cornell Program on Dairy
Markets and policy
Summary of Activities, 1989 to 1993
Andrew M. Novakovic
No. 94-05
Bibliography of Horticultural
Product Marketing and Related Topic
Papers, Second Edition
Enrique E. Figueroa
No. 94-06
DFBS Expert System For Analyzing
Dairy Farm Businesses Users' Guide
for Version 4.0
Linda D. Putnam
Stuart F. smith
No. 94-07
Dairy Farm Business Summary
western Plain Region 1993
Stuart F. smith
Linda D. Putnam
Jason Karszes
Michael Stratton
David Thorp
No. 94-08
Dairy Replacement Programs: Costs
& Analysis Western New York, 1993
Jason Karszes
No. 94-09
Dairy Farm Business Summary
Northern New York Region 1993
Stuart F. smith
Linda D. Putnam
George Allhusen
Patricia Beyer
German Davalos
Anita Deming
Gleason Wally
George Yarnall
No. 94-10
Dairy Farm Business Summary
Central New York and Central Plain
Regions 1993
Wayne A. Knoblauch
Linda D. Putnam
James A. Hilson
A. Edward Staehr
Michael L. Stratton
No. 94-11
Dairy Farm Business Summary
Western Plateau Region 1993
George L. Casler
Andrew N. Dufresne
Joan S. Petzen
carl W. Albers
Stuart F. Smith
Linda D. Putnam
-