JUNE 1994
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E.B.94-15
EASTERN
PLATEAU
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1993
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Cortland
Chemung
Broome
Robert A. Milligan
Linda D. Putnam
John S. Carlson
Carl A. Crispell
Gerald A. LeClar
Department of Agricultural, Resource and Managerial Economics
College of Agriculture and Life Sciences
Cornell University, Ithaca, New York 14853-7801
,.
It Is the policy 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 efT1)loyment 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 ~sure the continuation
of such equality of opportunity.
1993 DAIRY FARM BUSINESS SUMMARY
EASTERN PLATEAU REGION
Table of Contents
~
INTRODUCTION
1
.
Program Objectives
1
Format Features ..
1
2
SUMMARY AND ANALYSIS OF THE FARM BUSINESS
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
21
Progress of the Farm Business
.'
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
EASTERN PLATEAU REGION*
:INTRODUCT:ION
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 Eastern Plateau Region for 1993.
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 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 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 liyestock numbers. production, and expenses; and
(7) a capital and labor efficiency analysis.
*This summary was prepared by Linda D. Putnam and Robert A. Milligan,
Department of Agricultural, Resource, and Managerial Economics, New York
state College of Agriculture and Life Sciences, Cornell University, in
cooperation with Cooperative Extension Agents Jerry LeClar and John
Carlson, and area Extension Specialist Carl Crispell. The Eastern Plateau
Region is comprised of Broome, Chemung, Chenango, Cortland, Delaware,
Otsego, Schuyler, Tioga and Tompkins Counties.
2
SUMMARY AND ANALYSIS OP THE PARK BUSINESS
Busin.ss 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
66 Eastern Plateau Region Dairy Farms, 1993
Type of Farm
Number
66
Dairy
o
Part-time dairy
Dairy cash-crop
o
Part-time cash-crop dairy
0
Type of Ownership
Owner
Renter
Number
60
6
Type of Business
Single proprietorship
Partnership
Corporation
Number
Business Record System
ELFAC II
Account Book
Agrifax (mail-in only)
On-Farm Computer
Other
Number
1
16
10
Type of Barn
stanchion/Tie-stall
Freestall
Combination
Number
Milking System
Bucket & carry
Dumping station
Pipeline
Herringbone parlor
other parlor
Number
Milking Frequency
2x/day
3x/day
other
Number
Production Records
DHIC
Owner-Sampler
other
None
Number
42
19
5
o
1
42
17
6
46
20
o
17
22
54
10
2
48
10
2
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.
Income Statement
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.
.'
Chanae 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 PARK EXPENSES
66 Eastern Plateau Region Dairy Farms, 1993
Expense Item
Hired Labor
Cash
Paid +
$29,911
Change in
Inventory
or Prepaid
Expense
+
$0 «
Change in
Accounts
Payable
$28
Accrual
Expenses
$29,939
~
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
73,288
907
10
2,218
15,159
893
6,309
2,408
4,136
5,531
13,538
69
14,458
568
14
-4
o
-121
34
1
«
-57
o
«
11
o
o
-26
«
40
-16
o
o
30
142
«
«
-53
14
210
3
o
73,735
955
7
2,248
15,244
893
6,294
2,355
4,190
5,725
13,541
69
14,334
11
-135
5,761
3,768
3,743
118
152
38
30
-65
5,888
3,950
3,716
4,350
7,325
4,484
-26
13 «
-1 «
82
92
-17
4,406
7,430
4,466
o
4,287
703
7,817
15,086
2,765
$230,043
1,420
15,316
8,352
$255.131
~
Fertilizer & lime
Seeds & plants
Spray, other crop expo
Real Estate
Land/bldg./fence repair
Taxes
Rent & lease
~
Insurance
Telephone (farm share)
Electricity (farm share)
Interest paid
Miscellaneous
Total Operating
Expansion livestock
Machinery depreciation
Building depreciation
TOTAL ACCRUAL EXPENSES
4,287
705
7,809
15,086
2,753
$228,906
1,420
o
o
o
o
9
«
«
«
«
44
$905
o
-2
8
o
-32
$232
«
o
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 it 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 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 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.
-
4
CASH AND A.CCRUAL PAIUI RECBIPTS
66 Eastern Plateau Region Dairy Farms, 1993
Cash
Receipts
$248,560
16,230
4,634
433
1,879
3,697
805
117
3,998
Change in
Inventory
Receipt Item
+
Milk sales
$6,034
Dairy cattle
Dairy calves
Other livestock
-45
2,557
Crops
-42*
Government receipts
Custom machine work
Gas tax refund
Other
( - ) _ _--=1..::.5
Less nonfarm noncash cap. **
$8,489
$280,353
Total Receipts
+
Change in
Accounts
Receivable
$1,862
61
-3
o
17
474
-87
4
51
$2,379
Accrual
Receipts
$250,422
22,325
4,631
388
4,453
4,129
718
121
4,049
(-)
15
$291,221
=
*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 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 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.
NET PARK INCOME
66 Eastern Plateau Region Dairy Farms, 1993
Average
Item
My Farm
$291,221
1,546
1,721
7,076
332
$301,896
- 255,131
$46,765
$36,090
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)
$---­
$---­
$---­
$---­
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
1.Sr---1.4
66 Eostern Plateau Doiry Forms, 1993
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(Thousands)
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6
Return to operators' labor. management. and equity capital measures the total
net farm income for the farm operator(s).
It is calculated by deducting a
charge for unpaid family labor from net farm income. Operators' labor is not
included in unpaid family labor. Return to operators' labor, management, and
equity capital has been calculated both with and without appreciation.
Appreciation is an important part of the return to ownership of farm assets.
U'l'URN TO OPERATORS
I
.J
LABOR, KANAGEHENT, AND EQUITY
66 Eastern Plateau Region Dairy Farms, 1993
Average
With
Without
Apprec.
Apprec.
Item
Net farm income
Family labor unpaid
@ $1,400 per month
Return to operators' labor,
management, & equity
$46,765
$36,090
- 3,990
- 3,990
$42,775
$32,100
My Farm
With
Without
Apprec.
Apprec.
$---­
$---­
$---­
$---­
Labor and management income is the return which farm operators receive for
their labor and management used in operating 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 deducting the opportunity cost of
using equity capital, at a real interest rate of 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 comparable risk
investments.
LABOR AND KANAGEMENT INCOME
66 Eastern Plateau Region Dairy Farms, 1993
Item
Return to operators' labor, management,
& equity without appreciation
Real interest @ 5% on $456,370
average equity capital
Labor & Management Income
Labor & Management Income per
1.34 Operator/Manager
Average
My Farm
$32,100
$
-22,818
$ 9,282
$
$ 6,927
$
-
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
interest 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
66 Eastern Plateau Region Dairy Farms, 1993
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
Ayerage
$42,775
-30,639
$12,136
+15,086
$27,222
$ 1,461
$16,547
My
Farm
$
$
+
$
$
$
2.66%
.32%
%
%
4.04%
2.45%
%
%
rarm and ramily rinancial 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.
Adyanced 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 long
term debt is included as a current liability.
­
8
1993 FARM BUSINESS ~ NONFARM BALANCB SHEET
66 Eastern Plateau Region Dairy Farms, 1993
Farm Assets
Jan. 1
Current
Farm cash, checking
& savings
$ 5,733
Accounts rec.
17,910
Prepaid exp.
15
Feed & supplies
55,604
Total
$79,262
Intermediate
Dairy cows:
$108,588
owned
leased
o
47,044
Heifers
1,501
Bulls/other lvstk.
127,401
Mach./eq. owned
Mach./eq. leased
1,379
Farm Credit stock
638
6,346
Other stock/cert.
Total
Long-Term
Land/buildings:
owned
leased
$292,897
Dec. 31
$ 5,340
20,288
3
57,267
$82,898
$113,533
o
49,686
1,447
129,814
928
701
6,492
Farm Liabilities
& Net Worth
Jan. 1
Current
Accounts payable
$ 4,366
Operating debt
9,175
Short-term
2,297
Advanced govt. rec.
o
Current Portion:
Intermediate
o
Long Term
o
Total
$15,838 .
Intermediate
Structured debt
1-10 years
Financial lease
(cattle/mach. )
Farm Credit stock
Total
Dec. 31
$ 4,597
9,960
3,586
42
18,161
6.762
$43,108
$89,996
$72,651
1,379
638
928
701
$92,013
$74,280
$107,762
$102,224
342
271
$108,104
$102,495
$215,955
$448,828
$219,883
$463,911
$302,601
$292,282
342
$298,024
271
Total
$292,624
$298,295
Total Farm
Assets
$664,783
$683,794
Long Term
Structured debt
>10 yrs
Financial lease
(structures)
Total
Total Farm Liab.
FARM NET WORTH
Nonfarm Assets, Liabilities & Net Worth (Average of 39 farms reporting)
Liabilities
Dec. 31
& Net Worth
pec. 31
Assets
Jan. 1
Jan. 1
Personal cash, chkg.
Nonfarm Liab.
$ 4,391
$ 3,722
$ 5,025
& savings
$ 4,715
14,754
Cash value life ins. 13,038
19,669
18,836
Nonfarm real estate
3,822
3,919
Auto (personal sh.)
8,053
9,068
Stocks & bonds
10,105
9,938
Household furn.
3,023
All other
2,022
$60,425
$65,563 NONFARM NET WORTH $56,034
$61,841
Total Nonfarm
Farm & Nonfarm Assets. Liabilities. & Net Worth*
Total Assets
Total Liabilities
TOTAL FARM & NONFARM NET WORTH
Jan. 1
$725,208
220,346
$504,862
pec. 31
$749,357
223,605
$525,752
*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.
CONDENSED BALANCB SHEET INCLUDING DEPERRED TAXES
December 31, 1993
16 New York Dairy Farms, 1993
LIABILITIES & NET WORTH
ASSETS
Current debts & payab1es
Current deferred taxes
Total Current Assets
Total Inter. Assets
$ 67,751
$243,440
Total Long Term Assets
$234,047
TOTAL FARM ASSETS
$545,238
Total Current Liabilities
$ 44,121
22,447
$ 66,568
Intermediate debts & leases
$ 80,485
Intermediate deferred taxes
70,976
Total Inter. Liabilities
$151,461
Long term debts & leases
$ 66,083
Long term deferred taxes
34,246
Total Long Term Liab.
$100,329
TOTAL FARM LIABILITIES
$318,358
Farm Net Worth
$226,880
Percent Equity (Farm)
Nonfarm debts
Nonfarm deferred taxes
42%
$ 3,684
18,347
Total Nonfarm Assets
$ 73.436
Total Nonfarm Liabilities
TOTAL ASSETS
$618,674
TOTAL LIABILITIES
$340,389
Total Net Worth
$278,286
Percent Equity (Total)
$22.031
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 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.
BALANCE SHEET ANALYSIS
66 Eastern Plateau Region Dairy Farms, 1993
Average
Item
Financial Ratios - Farm:
Percent equity
Debt/asset ratio: total
long-term
intermediate/current
68%
.32
.34
.30
----_%
2%
47%
53%
----_%
----_%
----_%
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 Tillable
Acre Owned
$1,366
637
729
Per Cow
$2,094
976
1,118
My Farm
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 BALANCE
66 Eastern Plateau Region Dairy Farms, 1993
Ayerage of Region'S Farms
Real Estate
Machinery & Equipment
Item
$292,282
Value beg. of year
Purchases
Gift/inheritance
Lost capital
Sales
Depreciation
0
$17 ,157
+
152
3,972
2,544
8,352
1,300
15,316
$13,534
+
$127,401
Net investment
Appreciation
= -1,334
=
+
+
Value end of year
$298,024
7,076
*$3,644 land and $9,890 buildings and/or depreciable improvements.
693
1,721
$129,814
-
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.
STATEMENT OF OWNER EQUITY (RECONCILIATION)
66 Eastern Plateau 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
$448,828
$ 36,090
+ 7,114
$--­
$._-­
+--­
- 34,588
+$
$
167
+
2,514
8,616
$--­
$--­
+--­
1. 212
+$
1,468
$ 10,675
3.972
+$---­
$--­
+$
6,703
1. 702
+$---­
-$--­
=$463,911
$ 15,083
=$._-­
$,--­
$ 4,408
$15,083
$---­
$---­
-
12
Ca.h Ploy Stat.ment
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
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.
by operating activities,
ANNUAL CASH FLOW STATEMEN'l'
66 Eastern Plateau Region Farms, 1993
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 (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
My Farm
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 (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
R,payment 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 PAYMENTS PLANNED
Same 58 Eastern Plateau 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
$13,243
26,410
1,063
$15,579
27,363
1,810
$13,193
24,431
2,215
2,174
0
1,904
895
$43,786
291
$45,043
359
$42,102
$438
$2.34
$450
$2.40
15%
16%
18%
18%
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 COVERAGE RATIO
Same 58 Eastern Plateau Region Dairy Farms, 1992 & 1993
Ayerage
My Farm
Cash farm receipts
- Cash farm expenses
+ Interest paid
- Net personal withdrawals from farm*
$277,573
225,329
14,746
27,443
$---­
(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
$39,547
$---­
$43,786
.90
$---­
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 FLOW WORKSHEBT
Item
No, cows and cwt. milk
Accrual Oper, Receipts
Milk
Dairy cattle
Dairy calves
Other livestock
Crops
Misc. receipts
Total
Accrual Oper, Expenses
Hired labor
Dairy grain & conc.
Dairy roughage
Nondairy feed
Mach. hire/rent/lease
Mach, rpr,/parts & auto
Fuel, oil & grease
Replacement 1vstk.
Breeding
Vet & medicine
Milk marketing
Cattle lease
Other livestock exp,
Fertilizer & lime
Seeds & plants
Spray/other crop exp,
Land, bldg"fence repair
Taxes
Real estate rent/lease
Insurance
Utilities
Miscellaneous
Total Less Int. Paid
My Farm
....
R.=;e.::.l.a..i.:.::o.un,li:loa..l... &:lA.:t,v.=;e.....
r,li:loa.::.l.a.=;e_ Per Cow /
Per Cow Per Cwt, Per ewt,
102,1
18,933,7
$2,452.71
218.66
45.36
3.80
43.61
88.33
$2,852.45
$13.23 $
1.18
.24
.02
,23
$
293.23
722,18
9,35
.07
22,02
158.04
61.65
23,07
41.04
56,07
132,62
,68
140,39
57,67
38.69
36.39
43.15
72.77
43,74
41.99
83.45
27.09
$2,105.35
Net Accrual Operatina 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
_
$---­
$15.38 $
_
$---­
$ 1.58 $
3.89
.05
,00
,12
.85
.33
.12
.22
.30
.72
,00
.76
.31
,21
,20
,23
.39
,24
,23
.45
_
$---­
~
-----..l2
$11.35
$---­
(Total)
$76,280
8,489
2,379
905
232
$66,549
$--­
$---­
$--­
$---­
$--­
$---­
$--­
$---­
$
$
$27,474
$39,075
46,697
$-7,622
$32,133
*Includes change in advance government receipts,
**Includes change in prepaid expenses,
***Excludes change in interest account payable.
-
16
cropping Analy.i.
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.
LAND RESOURCES AND CROP PRODUCTION
66 Eastern Plateau Region Dairy Farms, 1993
Ayerage
Item
~
LAw;l
Tillable
Nontillable
Other nontillable
Total
Rented
118
21
15
154
161
59
87
307
Croe Yields
Hay crop
Corn silage
~
Other forage
Total forage
Corn grain
Oats
Wheat
Other crops
Tillable pasture
Idle
Total Tillable Acres
~*
66
61
159
64
4
66
33
14
0
3
18
22
66
30
220
78
22
0
8
31
21
280
My Farm
~
Owned
Rented
280
80
102
462
Prod/Acre
2.60 tn
14.91 tn
4.92 tn
1. 58 tn
3.21 tn
109.39 bu
59.65 bu
0.00 bu
Prod/Acre
___ tn DM
tn
tn DM
tn DM
tn DM
bu
bu
bu
DM
DM
DM
DM
*This column represents the average acreage for the farms producing that crop.
Average acreages including those farms not producing were hay crop 159, corn
silage 59, corn grain 39, oats 5, tillable pasture 9, and idle 7.
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/DAIRY RATIOS
66 Eastern Plateau Region Dairy Farms, 1993
Item
Total tillable acres per cow
Total forage acres per cow
Harvested forage dry matter, tons per cow
Ayerage
2.74
2.15
6.92
My Farm
-
17
Croppina Analysi. (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 eleven
farms in the region.
CROP RELATED ACCRUAL EXPENSES
Eastern Plateau Region Farms Reporting, 1993
Item
No. of farms
reporting
Ave.number
of acres
Fert./lime
Seeds/plants
Spray/other
crop expo
TOTAL
Total
Per
Till.
Acre
All
Corn
Per
Acre
Corn
Silage
Per
Ton DM
Corn
Grain
Per Dry
Sh.Bu.
66
16
280
$21. 03
14.11
102
$35.05
25.15
$ 8.09
5.81
$.32
.23 .
13 .27
$48.41
29.09
$89.29
6.72
$20.62
.......n
Hay Crop
Per
Per
Acre Ton DM
Pasture
Per
Per
Total
Till.
Acre
Acre
16
$.82
2
142
$18.35 $ 6.32
13 .97
4.82
58
$19.85
2.05
113
$10.15
1. 05
3.66
1.26
$35.98 $12.40
1. 77
$23.67
.90
$12.10
My 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 major
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 KACHXNERY EXPENSES
66 Eastern Plateau Region 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
$ 6,294
15,243
2,248
893
6,430
15,316
$46,424
$ 22.48
54.44
8.03
3.19
22.97
54.70
$165.80
My Farm
Total
Per Till.
Expenses
Acre
$---­
$---­
$---­
$---­
-
18
Dairy Analysi.
Analysis of the dairy enterprise can reveal a great deal about the
strengths and weaknesses of the dairy farm pusiness.
Information on this page
should be used in conjunction with DHI and other dairy production ~.nformation.
Changes in dairy herd size and market values that occur during the year are
identified in the table below. The change in inventory value w1thout
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 HERD INVENTORY
66 Eastern Plateau Region Dairy Farms, 1993
Dairy Cows
No.
Item
Beg. year (owned)
Value
$108,588
101
Bred
No· Value
Heifers
Open
No. Value
Calves
No. Value
29
27
25
$24,570
$15,130
$7,343
+ Change w/o apprec.
3,919
448
2,287
-619
+ Appreciation
1,026
356
151
21
End year (owned)
105
End incl. leased
105
Average number
102
$113,533
29
$25,374
30
$17,568
24
$6,745
83 (all age groups)
My Farm:
Beg. of year (owned)
_
$--
$--
$--
$-­
$--
$--
$--
$-­
+ Change w/o apprec.
+ Appreciation
End of year (owned)
End including leased
_____ (all age groups)
Average number
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.
MILK PRODUCTION
66 Eastern Plateau Region Dairy Farms, 1993
Average
Item
Total milk sold, lbs.
Milk sold per cow,
lbs.
Average milk plant test, percent butterfat
1,893,369
18,551
3.68
My Farm
-
19
The cost of producing milk has been compiled using the whole farm method and
is featured in the following table. Accrual 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 producing 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 PROM DAIRY AND COST OP PRODUCING MILK
66 Eastern Plateau Region Dairy Farms, 1993
Item
Accrual Costs of
Producing Milk
Operating costs
Purchased inputs
costs
Total Costs
Accrual Receipts
From Milk
Total
Average
Per Cow
Total
Per Cwt.
My Farm
Per Cow.
Per Cwt.
$190,664
$1,867
$10.07
$
$
$
$214,322
$271,779
$2,099
$2,662
$11.32
$14.35
$
$
$
$
$
$
$250,422
$2,453
$13.23
$
$
$
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
66 Eastern Plateau Region Dairy Farms, 1993
Average
Item
Purchased dairy grain
& concentrates
Purchased dairy roughage
Total Purchased
Dairy Feed
Purchased grain & conc.
as % of milk receipts
Purchased feed & crop expo
Purchased feed & crop expo
as % of milk receipts
Breeding
Veterinary & medicine
Milk marketing
Cattle lease
Other livestock expense
My Farm
Per Cow
Per Cwt,
Per Cow
$722
9
$3,89
.05
$
$
$732
$3.94
$
$
$4.66
$
$ ,22
.30
.72
.00
.76
$
29%
$864
35%
$ 41
56
133
1
140
Per Cwt.
- ­%
$
- ­%
$
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 input.
CAPITAL EPPICIENCY
66 Eastern Plateau Region Dairy Farms, 1993
Per
Worker
Item
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
Per
Cow
Per Tillable
Acre
Per Tillable
Acre Owned
$2,408
$4,188
1,835
$6,604
2,894
1,271
$220,629
42,458
463
.45
My Farm:
Farm capital
Real estate
Machinery & equipment
Asset turnover ratio
$
$
$
$
LABOR PORCE INVENTORY AND ANALYSIS
66 Eastern Plateau Region Dairy Farms, 1993
Labor Force
Operator number 1
Operator number 2
Operator number 3
Family paid
Family unpaid
Hired
Total
Months
11. 83
3.41
.89
3.45
2.85
Value of operator{s)
labor ($1,400/mo.)
Family unpaid
($l, 400/mo.)
Hired
Total Labor
Machinery Cost
Total Labor & Mach.
44
45
35
14
13
14
Value of
Labor & Mgmt.
$22,386
6,210
2,043
/ 12 = 3.06 Worker Equivalent
1.34 Operator/Manager Equiv.
36.68
/ 12
/ 12
Labor
Efficiencv
Labor Costs
Years
of Educ.
li.....2.i
My Farm: Total
Operator's
Cows, average number
Milk sold, pounds
Tillable acres
Work units
Age
Total
$22,582
3,990
29.939
$56,511
$46,424
$102,935
Equivalent
Operator/Manager Equiv.
=
Average
Per Worker
Total
My Farm
Per Worker
33
619,516
92
345
102
1,893,369
280
1,053
Total
= ______ Worker
Average
Per
Cow
$221
Per
Cwt.
$1.19
39
.21
....2.ll
--.l.....2.a
$553
$455
$1,008
$2.98
$2.45
$5.43
My Farm
Per
Cow
Total
Per
Cwt.
$
$
$
$
$
$
$
$
$
$
$
$
-
21
COMPARATIVE ANALYSIS OP THE PARK BUSINESS
Proare.. of the Parm Busines.
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 OP THB PARK BUSINESS
Same 58 Eastern Plateau Region Farms, 1992 & 1993
Selected Factors
Ayerage of 58 Farms*
1992
1993
size of Business
97
Average number of cows
100
78
80
Average number of heifers
1,833,508 1,873,416
Milk sold, lbs.
Worker equivalent
3.03
3.00
272
278
Total tillable acres
Rates of Production
18,882
18,776
Milk sold per cow, lbs.
2.78
Hay DM per acre, tons
2.58
16
15
Corn silage per acre, tons
Labor Efficiency
32
33
Cows per worker
605,398
624,160
Milk sold/worker, lbs.
Cost Control
Grain & conc. purchased
28%
29%
as % of milk sales
Dairy feed & crop expo
$4.66
$4.60
per cwt. milk
$1,028
$1,026
Labor & maph. costs/cow
Operating cost of producing
$10.24
$10.04
cwt. of milk
Capital Efficiency**
$6,836
$6,642
Farm capital per cow
$1,340
$1,397
Mach. & equip. per cow
.47
.43
Asset turnover ratio
Profitability
$40,558
$36,230
Net farm inc. w/o apprec.
$55,309
$46,205
Net farm inc. w/apprec.
Labor & mgt. income
$10,649
$6,369
per oper./manager
Rate of return on eq.
5%
3%
capital w/apprec.
Rate of return on all
capital w/apprec.
6%
4%
Financial Summary
$455,509 $478,942
Farm net worth, end year
.32
.31
Debt to asset ratio
Farm debt per cow
$2,127
$2,068
*Farms participating both years.
**Average for the year.
My Farm
1993
1992
%
Goal
%
%
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
%
%
%
%
%
%
$
$
-
22
Reaional 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 MANAGEMENT COOPERATORS
66 Eastern Plateau Region Dairy Farms, 1993
Size of Business
Pounds
Worker
No.
Equiv­
of
Milk
Cows
Sold
alent
(11) *
(11)
5.8
3.2
2.6
2.1
1.5
221
100
78
58
44
Rates of Production
Tons Corn
Pounds
Tons
Hay
Crop
Silage
Milk Sold
Per Cow
OM/Acre Per Acre
(11)
(9 )
(10)
4,206,451
1,875,061
1,446,280
1,039,924
721,201
21,731
19,845
18,370
16,827
14,243
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(9 )
4.7
3.1
2.5
2.0
1.4
21
17
15
12
9
(11)
(11)
44
35
32
27
23
828,164
632,842
567,472
494,494
.399,238
Cost Control
Grain
Bought
Per Cow
% Grain is
of Milk
Receipts
(10)
(10)
$431
600
700
802
998
19%
26
30
33
38
Machinery
Costs
Per Cow
Labor &
Machinery
Costs Per Cow
(11)
(10)
(10)
(10)
$2,861
2,650
2,435
2,182
1,892
$7.10
8.95
9.81
10.74
12.51
$12.46
13 .89
14.70
15.48
17 .38
(3 )
$111,237
57,554
38,137
22,695
-769
(10)
$576
730
841
954
1,126
$735
920
1,016
1,157
1,322
Net Farm
Income
w/Apprec.
Feed & Crop
Expenses .Per
Cwt. Milk
(10)
(11)
$271
382
453
506
658
Value and Cost of Production
Total Cost
Oper. Cost
Milk
Production
Receipts
Milk
Per Cwt.
Per Cow
Per Cwt.
Feed & Crop
Expenses
Per Cow
$3.35
4.24
4.72
5.07
5.79
Profitability
Net Farm
Labor &
Mgt. Inc.
Inc. w/o
Per Oper.
Apprec.
(3 )
$85,225
45,850
30,656
20,110
-5,176
(3 )
$35,581
13,777
4,499
-4,351
-24,501
*Page number of the participant's DFBS where the factor is located.
Change in
Net Worth
w/Apprec.
(6 )
$56,185
24,109
11,182
3,062
-22,277
­
23
New
York Stat. Parm Busin.s. 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 D2t 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.
PARK BUSINESS CHART POR PARK KANAGEKENT COOPERATORS
357 New York Dairy Farms, 1992
Size of Business
Worker
No.
Pounds
Equivof
Milk
Cows
Sold
alent
(11)
(11) *
(11)
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
OM/Acre Per Acre
Per Cow
(9 )
(9 )
(10)
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
(11)
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
4.8
3.7
3.2
3.0
2.7
22
18
17
16
15
52
43
38
34
32
959,379
797,982
715,818
640,614
587,553
2.6
2.4
2.1
1.8
1.2
76
04
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
2.5
2.3
2.1
1.8
1.4
15
13
12
10
6
29
27
25
23
18
534,745
477,585
432,399
389,221
296,180
Grain
Bought
Per Cow
(10 )
% Grain is
of Milk
Receipts
(10)
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
( 11)
(ll)
Feed & Crop
Expenses
Per Cow
(10)
Feed & Crop
Expenses Per
Cwt. Milk
(10)
16%
$250
$675
$497
$3.23
$348
649
325
803
3.77
21
484
379
867
716
4.09
556
24
414
926
783
4.36
618
26
442
993
832
665
27
4.55
----------------------------------------------------------478
1,058
892
29
4.76
712
1,114
943
31
512
4.99
763
1,180
1,004
32
548
5.27
826
608
1,274
1,071
35
5.70
896
796
1,563
1,232
6.76
42
1,030
*Page number of the participant's DFBS where the factor is located.
-
24
PARK BUSINESS CHART POR PARK
KANAGEMENT COOPERATORS
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 Farm Income
Without
With
Appreciation
Appreciation
(3 )
(3 )
Return to Operator's Labor,
Management. & Eauitv 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.
Pinancial Analy,i. 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
PINANCIAL ANALYSIS CHART
357 New York Dairy Farms, 1992
Planned Debt
Payments
Per Cow
(8)*
Available for
Debt Service
Per Cow
(12)
$ 46
191
276
362
$840
663
579
494
440
401
339
274
181
-22
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)
Liquidity (repayment)
Cash Flow
Coverage
Ratio
(8)
44
29
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 (Capitall
Machinery
Real Estate
Investment
Investment
Per Cow
Per Cow
(11)
( 11)
.71
.57
.52
.48
.45
.42
.39
.35
.31
.24
$1,327
2,044
2,372
2,667
2,967
3,279
3,663
4,188
4,861
7,201
(11)
$
545
792
942
1,054
1,194
1,358
1,520
1,753
2,008
2,722
Debt
Per Cow
(5)
5%
9
13
15
17
19
22
25
30
38
4.11
1. 75
1.37
1.14
0.98
0.86
0.73
0.60
0.29
-0.14
Solyency
Debt/Asset Ratio
Current &
Long
Percent
Equity
Intermediate
Term
(5)
(5)
(5)
98%
90
81
73
68
63
57
52
Debt Payments
as Percent
of Milk Sales
(8)
116
$
754
1,302
1,781
2,160
2,521
2,882
3,243
3,735
5,214
Profitabi lity
Percent Rate of Return with
appreciation on;
Equity
Investment***
(3)
(3)
22%
16%
10
8
6
4
3
11
8
5
3
1
-1
1
-1
-4
-8
-26
-2
Total Farm
Assets
Per Cow
Change in
Net Worth
w/Appreciation
( 11)
( 11)
$ 4,339
5,156
5,727
6,243
6,680
7,120
7,621
8,236
9,100
12,014
-7
$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
cgmpAri'OD 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. 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 Sile Cgmpari,oD'
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 more 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
Managerial Economics, Cornell University, A.E. Res. 93-11, August 1993.
....
27
SBLBCTBD BUSINESS FACTORS BY TYPB OF 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 DM/acre
Corn silage, tons/acre
Oats, bushels/acre
Forage DM 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
$
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/ewt.
$10.09
Total cost of prod. milk/ewt.
$16.41
Price/ewt. milk sold
$13.35
Purchased dairy feed/cow
$713
Purchased dairy feed/ewt. milk
$4.11
29%
Purc. grain & conc. as % milk rec.
Purc. feed & crop exp./ewt. 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
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%
Profitability & Balance Sheet Analysis
Net farm income (w/o apprec.)
$15,377
Labor & mgmt. income/operator
$-1,752
Return on all capital w/apprec.
1.1%
$2,353
Farm debt/cow
70%
Percent equity
*Average of all farms, not only those reporting data.
-
28
PARK BUSINESS CHART POR SHALL CONVENTIONAL STALL DAIRY PARKS
99 Conventional Stall Dairy Farms with 60 or Less Cows, New York, 1992
Size of Business
No.
Pounds
Worker
Equiv­
of
Milk
alent
Cows
Sold
(11)
(11)
(11) *
60
1,216,307
2.9
59
1,056,041
2.5
56
971,222
2.3
52
904,369
2.1
50
833,676
2.0
47
44
42
38
29
1.8
1.6
1.4
1.2
1.0
784,602
741,239
663,822
614,828
460,178
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
Per Cow
PM/Acre Per Acre
(9)
(9)
(10)
21,382
3.1
22
3.1
18
19,969
19,389
2.9
16
2.6
15
18,540
18,160
2.4
15
17,523
16,512
15,520
14,121
11. 563
2.2
2.1
1.9
1.6
1.2
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
(11)
46
760,933
36
627,590
30
540,690
27
492,638
26
454,994
13
12
12
10
427,601
400,809
369,048
323,957
241. 563
24
23
22
20
16
4
Cost Control
Grain
Bought
Per Cow
(10)
$324
454
531
602
650
% Grain is
of Milk
Receipts
(10)
Machinery
Costs
Per Cow
( 11)
17%
23
25
26
28
$251
304
352
396
437
470
690
29
506
729
31
33
545
796
35
599
874
867
43
1. 068
'Value and Cost of Production
Total Cost
Oper. Cost
Milk
Production
Milk
Receipts
Per Cwt.
Per Cow
Per Cwt.
(10)
(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
Labor &
Machinery
Costs Per Cow
(11)
$
666
810
917
977
1,049
Feed & Crop
Expenses
Per Cow
(10)
$
Feed & Crop
Expenses Per
Cwt. Milk
(10)
451
582
671
724
783
1,108
1,159
1,212
1,316
1. 680
849
913
967
1,054
1. 302
Profitability
Labor &.
Net Farm Income
Mgmt. Inc.
With
Without
Apprec.
Apprec.
Per Oper.
(3 )
(3 )
(3)
$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
$3.20
3.78
4.12
4.34
4.52
4.73
4.95
5.33
5.90
6.88
Change in
Net Worth
w/Apprec.
(6 )
$59,924
35,056
22,019
16,391
12,621
----------------------------------------------------------2,322
2,178
2,049
1,882
1. 468
* Page
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
number of the participant's DFBS where the factor is located.
6,278
119
-4,219
-9,925
-20,443
­
29
PAD BOSl:HBSS CHART POR LARCB CORVBHTl:OHAL STALL DAl:RY PARKS
86 Conventional Stall Dairy Farms with More Than 60 Cows, New York, 1992
Size of Business
Worker
No.
Pounds
Equivof
Milk
alent
Cows
Sold
(11) *
( 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
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
pM/Acre Per Acre
Per Cow
(10)
(9 )
(9 )
22,871
20,905
20,106
19,342
18,385
5.0
3.6
3.2
2.9
2.7
Labor Efficiencv
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
( 11)
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
Grain
Bought
Per Cow
(10)
$
311
411
506
568
636
710
807
870
925
1.054
1,423,737
1,333,387
1,236,304
1,104,978
878.461
% Grain is
of Milk
Receipts
(10)
14%
20
22
24
26
28
31
34
37
42
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
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
Milk
Opera Cost
Total Cost
Receipts
Milk
Production
Per Cow
Per cwt.
Per cwt.
(10)
(10)
(10)
$
620
747
824
887
945
512,314
467,326
430,539
397,414
352.630
29
27
25
24
21
Feed & Crop
Expenses
Per Cow
(10)
$
1,014
1,075
1,122
1,197
1.372
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
Profitability
Net Farm Income
Labor &.
With
Without
Mgmt. Inc.
Apprec.
Apprec.
Per Opera
(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 BUSIHBSS CHART POR SHALL PREBSTALL DAIRY PARKS
59 Freestall Barn Dairy Farms with 120 or Less Cows, New York, 1992
Size of Business
Worker
Pounds
No.
EquivMilk
of
Cows
alent
Sold
(11) *
(11)
(11)
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
Per Cow
OM/Acre Per Acre
(9 )
(10)
(9)
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
23,226
20,742
20,075
19,485
18,584
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
18,036
17,504
16,043
13,200
11. 685
Grain
Bought
Per Cow
(10)
$ 374
488
551
605
658
% Grain is
of Milk
Receipts
(10)
16%
20
23
26
28
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
23
8
3
15
1.3
Control
Cost
"Labor &
Feed & Crop
Machinery
Expenses
Costs
Machinery
Per Cow
Costs Per Cow
Per Cow
(11 )
(11)
(10)
538,989
488,313
433,176
360,-361
270.409
$264
376
406
448
490
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
$
679
810
872
933
1,011
FQed & Crop
Expenses Per
Cwt. Milk
(10)
529
653
708
803
864
$3.36
3.83
4.24
4.50
4.83
----------------------------------------------------------705
749
827
900
974
30
31
33
35
39
538
592
644
692
875
Value and Cost of Production
Oper. Cost
Total Cost
Milk
Production
Receipts
Milk
Per cwt.
Per Cow
Per cwt.
(10)
(10)
(10)
1,097
1,183
1,290
1,449
1. 741
924
998
1,066
1,109
1.186
Profitability
Net Farm Income
Labor &.
With
Without
Mgmt. Inc.
Apprec.
Per Oper.
Mprec.
(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.
5.10
5.26
5.56
6.29
6.91
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
PARK BUS:IHBSS CHAR'l' POR LARGB PRBES'l'ALL DA:IRY PAlUUJ
84 Freesta11 Barn Dairy Farms with More Than 120 Cows, New York, 1992
Size of Business
Pounds
Worker
No.
Milk
Equivof
Sold
alent
Cows
(11) *
(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
Rates of Production
Pounds
Tons
Tons Corn
Milk Sold Hay Crop Silage
OM/Acre Per Acre
Per Cow
(9 )
(10)
(9 )
22,717
21,818
21,355
20,495
19,777
Labor Efficiency
Cows
Pounds
Per
Milk Sold
Worker
Per Worker
(11)
(11)
21
18
17
16
16
5.0
4.1
3.6
3.3
3.0
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
Grain
Bought
Per Cow
(10)
$
190
173
158
145
128
3,626,910
3,324,340
3,036,766
2,675,565
2,294,285
% 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
19,160
18,228
17,535
16,783
14,619
$259
320
366
397
421
441
479
513
553
691
$ 7.56
8.92
9.56
10.27
10.82
$11.30
12.22
12.99
13 .36
13.66
$
37
35
33
31
27
15
14
13
11
7
Cost Control
Machinery
Labor &
Costs
Machinery
Per Cow
Costs Per Cow
( 11)
(11)
Value and Cost of Production
Total Cost
Milk
Oper. Cost
Receipts
Milk
Production
Per Cow
Per Cwt.
Per Cwt.
(10)
(10)
(10)
$3,137
2,978
2,893
2,792
2,701
2.8
2.6
2.4
2.2
1.8
713
810
850
879
924
Feed & Crop
Expenses
Per Cow
(10)
$
1,001
1,037
1,099
1,185
1. 339
731,079
690,044
647,088
598,697
492,796
Feed & Crop
Expenses Per
cwt. Milk
(10)
644
765
803
819
873
910
937
982
1,038
1,141
Profitabil ity
Net Farm Income
Labor &.
With
Without
Mgmt. Inc.
Apprec.
Apprec.
Per Oper.
(3 )
(3 )
(3)
$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
$3.19
3.86
4.17
4.41
4.55
4.70
4.90
5.12
5.44
6.23
Change in
Net Worth
w/Apprec.
(6 )
$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
*Page number of the participant's DFBS where the factor is located.
25,685
16,246
-1,307
-34,827
-96,233
­
32
IDENTIFY 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.
Identify SMART goals.
Worksheet for Setting Goals
I.
Mission 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' TERHS
Account. Payable - Open accounts or bills owed to feed and supply firms, cattle
dealers, veterinarians and other providers of farm services and supplies.
Account. Receivable - 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 Receipts -
(defined on page 4)
Annual Ca.h PlOW Statement Appreciation -
(defined on page 12)
(defined on page 5)
As.et TUrnover Batio - 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 Efficiencv - 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.
Ca.h Prgm Bentarm Capital U.ed in the Bu.ine•• - 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.
Ca.h PlOW Coverage Ratio Ca.h Paid -
(defined on page 14)
(defined on page 2)
Ca.h Receipt. -
(defined on page 4)
Change in Account. Payable -
(defined on page 3)
ChApge in AcCOunt. Receivable Change in Inveptory Current Portion -
(defined on page 4)
(defined on page 2)
(defined on page 7)
Dairy <tara) - 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 Cash-Crop <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 milk receipts.
Debt Per Cgw - Total end-of-year debt divided by end-of-year number of cows.
Debt to Aa.et Batio. Deterred TA%e. -
(defined on page 10)
(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.
lquity Capital - The farm operator/manager's owned capital or farm net worth.
35
Bmansion Liyestock - Purchased dairy cattle and other livestock that cause an
increase in herd size from the beginning to the end of the year.
Fara Debt Payments as Percent of Kilk 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.
Farm Debt PaymeQts
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.
Financial 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.
Income 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 ¥anaaement Income -
(defined on page 6)
Labor and Hanaaoment Income Per Operator - The return to the owner/manager's labor
and management per full-time operator.
Labor Bfficiency - 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.
Operatina Costs of Producina Kilk -
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 Liyestock Rxpenses - 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-T1me 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 (fara) - 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 Rxpenditures Includina 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 Producina Kilk -
(defined on page 19)
....
36
RepAYment Analyaia - An evaluation of the business' ability to make planned debt
payments.
ReplaCement Liyestock - Dairy cattle and other livestock purchased to replace those
that were culled or sold from the herd during the year.
Return on Equity Capital Return on Total Capital -
(defined on page 7)
(defined on page 7)
Return to Operatora' Labor. Management. and Bquity Capital -
(defined on page 6)
Solyency - The extent or ability of assets to cover or pay liabilities.
and leverage ratios are common measures of solvency.
Total Costs of Producing Kilk -
Debt/asset
(defined on page 19)
Whole Para Method - 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
INDia
Paqe(sl
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
Paqe(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. 94-08
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
No. 94-12
Dairy Farm Business Summary
Northern Hudson Region 1993
Stuart F. smith
Linda D. Putnam
Cathy S. Wickswat
John M. Thurgood
No. 94-13
Dairy Farm Business Summary
Oneida-Mohawk Region 1993
EddyL. LaDue
Jacqueline M. Mierek
Charles Z. Radick
Linda D. Putnam
No. 94-14
Dairy Farm Business Summary
Southeastern New York Region
1993
Stuart F. Smith
Linda D. Putnam
Alan S. White
Stephen E. Hadcock
Larry R. Hulle
-