DAIRY FARM BUSINESS SUMMARY EASTERN NEW YORK
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DAIRY FARM BUSINESS SUMMARY OCTOBER 2002 E.B. 2002-19 EASTERN NEW YORK RENTER SUMMARY 2001 Wayne A. Knoblauch Linda D. Putnam Department of Applied Economics and Management College of Agriculture and Life Sciences Cornell University, Ithaca, New York 14853-7801 This material is based upon work supported by Smith Lever funds from the Cooperative State Research, Education, and Extension Service, U.S. Department of Agriculture. Any opinions, findings, conclusions, or recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the view of the U.S. Department of Agriculture. Publication Price Per Copy: $15.00 For additional copies, contact: Faye Butts Dept. of Applied Economics and Management Agricultural Finance and Management Group 358 Warren Hall Cornell University Ithaca, New York 14853-7801 E-mail: fsb1@cornell.edu Fax: 607-255-1589 Phone: 607-254-7412 2001 DAIRY FARM BUSINESS SUMMARY EASTERN NEW YORK RENTERS Table of Contents Page INTRODUCTION.............................................................................................................................................................. 1 Use Comparative Profitability Data With Caution ..................................................................................................................................................... 1 SUMMARY AND ANALYSIS OF THE FARM BUSINESS .......................................................................................... 3 Business Characteristics and Resources Used ................................................................................................................................................. 3 Income Statement................................................................................................................................................. 4 Profitability Analysis ........................................................................................................................................... 7 Farm and Family Financial Status........................................................................................................................ 9 Statement of Owner Equity................................................................................................................................ 12 Cash Flow Statement.......................................................................................................................................... 13 Repayment Analysis........................................................................................................................................... 15 Cropping Program Analysis............................................................................................................................... 17 Dairy Program Analysis..................................................................................................................................... 18 Capital and Labor Efficiency Analysis .............................................................................................................. 21 COMPARATIVE ANALYSIS OF THE FARM BUSINESS ......................................................................................... 22 Progress of the Farm Business ........................................................................................................................... 22 Regional Farm Business Chart........................................................................................................................... 24 Regional Financial Analysis Chart..................................................................................................................... 25 IDENTIFY AND SET GOALS ....................................................................................................................................... 26 GLOSSARY AND LOCATION OF COMMON TERMS .............................................................................................. 28 INDEX ............................................................................................................................................................................ 31 Extension Bulletin 2002-19 October 2002 Dairy Farm Business Summary Eastern New York Renter Summary 2001 Wayne A. Knoblauch* Linda D. Putnam Department of Applied Economics and Management Cornell University, Ithaca, New York 14853-7801 USA *Author phone: 607-255-1599 *Author e-mail: wak4@cornell.edu Keywords: BUSINESS ANALYSIS, DAIRY MANAGEMENT, FARM BUSINESS SUMMARY, NEW YORK FARMS, DAIRY FARM RENTERS JEL codes: Q12, Q14 © 2002 by Cornell University. All rights reserved. Readers may make verbatim copies of this document for non-commercial purposes by any means, provided this copyright appears on all such copies. 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 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. 2001 EASTERN NEW YORK DAIRY FARM RENTER BUSINESS SUMMARY INTRODUCTION Dairy farmers throughout New York State submit business records for summarization and analysis through Cornell Cooperative Extension's Farm Business Management Program. Averages from a compilation of the individual farm reports are published in six regional summaries and in one statewide summary.1 Accrual procedures have been used to provide the most accurate accounting of farm receipts and farm expenses for measuring farm profits. An explanation of these procedures is found on pages 4-6. Three measures of farm profits are calculated on pages 7 and 8. The balance sheet, statement of owner equity, and cash flow statement are featured on pages 9-16. The dairy program analysis includes data on the costs of producing milk (pages 19 and 20). This Eastern New York Dairy Farm Renter Business Summary is an average of 17 businesses that are renting substantially all of the farm real estate. The farm income, financial summary, and business analysis sections of this report include comparisons with average data on 108 owned dairy farms in the region. This report is prepared in workbook form for farm renters to use in the systematic study of their farm business operations. Business records for 17 farms in Broome, Delaware, Essex, Lewis, Oneida, Orange, Rensselaer, Saratoga, Schenectady, and Washington Counties are summarized in this publication. The Eastern New York region consists of these counties plus Albany, Chenango, Columbia, Cortland, Dutchess, Fulton, Greene, Herkimer, Madison, Montgomery, Otsego, Schoharie, Sullivan and Ulster Counties which do not have dairy farm business summary participants that classify as renters (see Figure 1 on page 2). The 108 owned dairy farms summarized in this publication include farms from the entire region. Use Comparative Profitability Data With Caution The profitability analysis on page 8 implies that renting a dairy farm provides a similar return to the operator’s labor and management as does owning the farm. Concessionary rental rates set by some land owners is a major factor. The farm owners are often father and mother and other landlords who are willing to accept a very low return for their investment. Total real estate costs including depreciation and interest on real estate investment averaged $159 per tillable acre on the owned dairy farms compared to $131 on the rented farms. This accounts for a $47,799 difference in costs between owned and rented farms. With this difference in cost structure, the renters had higher rates of return on equity and all capital. 1 Wayne A. Knoblauch, Linda D. Putnam and Jason Karszes, Dairy Farm Management Business Summary, New York, 2001, R.B. 2002-11, October 2002. 2 3 SUMMARY AND ANALYSIS OF THE FARM BUSINESS Business Characteristics and Resources Used Recognition of important business characteristics and identification of the farm resources used are necessary for evaluating management performance. The combination of resources and management practices is known as farm organization. Important farm business characteristics, the number of farms reporting these characteristics, and a listing of the average labor, land, and dairy cattle resources used are presented in the following table. BUSINESS CHARACTERISTICS AND RESOURCES USED 17 Eastern New York Dairy Farm Renters, 2001 Type of Business Single proprietorship Partnership Subchapter S corporation Subchapter C corporation Number 13 3 0 1 Milking System Dumping station Pipeline Herringbone parlor Other parlor Number 0 11 5 1 Type of Barn Stanchion Freestall Combination Number 11 6 0 Dairy Records Service Testing service On-farm system Other None Number 15 0 0 2 Business Record System Account book Accounting service On-farm computer Other Number 5 1 10 1 bST Usage Used on <25% of herd Used on 25-75% of herd Used on >75% of herd Stopped using in 2001 Not used in 2001 Labor Force* Operator 1 Operator 2 Family paid Family unpaid Hired Total Worker equivalent (total ÷ 12) Operator/Manager Equiv. Number 0 4 1 0 12 My Farm ____mo. ____mo. ____mo. ____mo. ____mo. ____mo. Average 14.1 4.5 2.9 3.4 6.2 31.1 ______ 2.59 ______ 1.38 Land Use Total acres rented Tillable acres rented My Farm ______ ______ Average 280 188 Number of Cows Beg. year (owned) End year (owned & leased) Average for year (owned & leased) My Farm ______ ______ ______ Average 80 82 81 *Based on hours actually worked by owner/operator, instead of standard 12 months per full-time owner/operator. The standard 12 months is used for operator/manager equivalent when calculating labor and management income per operator. Predominate business characteristics of the 17 rented farms include the single proprietorship, pipeline milking system, stanchion or conventional stall barn, herd records with a testing service and an account book or on-farm computer record system. Fifty-nine percent of the renters were using on-farm computers compared to 45 percent of the owners. The average size of the labor force on the rented farms was 48 percent less than the 4.94 worker equivalent on owned farms. The rented farms averaged 188 tillable acres and 81 cows compared to 454 tillable acres and 171 cows on the 108 owned dairy farms in the same region. The owned farms averaged 35 cows per worker, compared to 31 cows per worker on the rented farms. In 2001, the owned farms used land and labor resources more efficiently than the rented farms. 4 Income Statement The accrual income statement begins with an accounting of all farm business expenses. CASH AND ACCRUAL FARM EXPENSES 17 Eastern New York Dairy Farm Renters, 2001 Expense Item Hired Labor Feed Dairy grain & concentrate Dairy roughage Other livestock Machinery Machinery, hire, rent & lease Machinery repair & farm veh. exp. Fuel, oil & grease Livestock Replacement livestock Breeding Vet & medicine Milk marketing Bedding Milking supplies Cattle lease & rent Custom boarding bST expense Other livestock expense Crops Fertilizer & lime Seeds & plants Spray, other crop expense Real Estate Land, building & fence repair Taxes Rent & lease Other Insurance Utilities (farm share) Interest paid Miscellaneous Total Operating Expansion livestock Machinery depreciation Building depreciation TOTAL ACCRUAL EXPENSES Cash Paid $ 15,798 - Change in Inventory or Prepaid Expense $ 0 + Change in Accounts Payable << $ 0 = Accrual Expenses $ Percent of Total 15,798 8 247 637 0 61,061 9,153 2 30 5 <1 65,110 8,751 0 4,296 235 -2 2,852 13,462 6,900 0 35 106 << 0 44 32 2,852 13,471 6,826 1 7 3 3,397 4,469 6,087 11,862 1,538 6,824 0 2,508 1,647 4,137 0 178 30 0 3 -5 0 0 -12 -7 << 0 97 74 0 33 226 0 0 24 9 3,397 4,387 6,130 11,862 1,568 7,055 0 2,508 1,683 4,153 2 2 3 6 1 3 0 1 1 2 6,559 2,832 4,649 2 5 -93 -557 0 55 5,999 2,828 4,796 3 1 2 5,597 1,402 14,962 118 0 0 0 0 0 5,479 1,402 14,962 3 1 7 3,667 7,424 3,980 2,621 $ 209,035 $ 521 0 0 0 0 $ 4,890 $ 0 19 24 0 -10 952 0 3,686 7,448 3,980 2,611 $ 205,097 $ 521 14,480 1,635 2 4 2 1 100 << << << << << << << << << $ $ $ 221,733 Cash paid is the actual amount of money paid out during the year and does not necessarily represent the cost of goods and services actually used. Change in inventory: An increase in inventory is subtracted in computing accrual expenses because it represents purchased inputs not actually used during the year. A decrease in inventory is added to expenses because it represents the cost of inputs purchased in a prior year and used this year. 5 Changes in prepaid expenses apply to non-inventory categories (noted by << in the tables). Include any expenses that have been paid for in advance of their use, for example, 2002 rent paid in 2001. A positive change is the amount the prepayment account increased from beginning to end year, a negative change indicates a decline in the account. Change in accounts payable: An increase in payables is added and a decrease is subtracted when calculating accrual expenses. Accrual expenses are the costs of inputs actually used in this year's production. Worksheets are provided to enable any dairy farmer to compute his or her accrual farm expenses and compare them with the averages on the previous page. CASH AND ACCRUAL FARM EXPENSES WORKSHEET Expense Item Hired Labor Feed Dairy grain & concentrate Dairy roughage Other livestock Machinery Machinery, hire, rent & lease Machinery repair & farm veh. exp. Fuel, oil & grease Livestock Replacement livestock Breeding Vet & medicine Milk marketing Bedding Milking supplies Cattle lease & rent Custom boarding bST expense Other livestock expense Crops Fertilizer & lime Seeds & plants Spray, other crop expense Real Estate Land, building & fence repair Taxes Rent & lease Other Insurance Utilities (farm share) Interest paid Miscellaneous Total Operating Expansion livestock Machinery depreciation Building depreciation TOTAL ACCRUAL EXPENSES Cash Paid - Change in Inventory or Prepaid Expense + Change in Accounts Payable << $ _________ $ _________ _________ _________ _________ _________ _________ _________ = Accrual Expenses $ ________ $ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ << _________ _________ _________ _________ _________ _________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ << _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ ________ ________ ________ ________ ________ ________ _________ _________ _________ _________ _________ _________ ________ ________ ________ ________ ________ ________ _________ _________ _________ _________ _________ _________ ________ ________ ________ ________ $ ________ $ ________ ________ ________ ________ ________ $ ________ $ ________ _________ _________ _________ _________ $ _________ $ _________ _________ _________ _________ _________ $ _________ $ _________ _________ _________ << << << << << << << << << $ _________ 6 CASH AND ACCRUAL FARM RECEIPTS 17 Eastern New York Dairy Farm Renters, 2001 Receipt Item Cash Receipts Milk Sales Dairy cattle Dairy calves Other livestock Crops Government receipts Custom machine work Gas tax refund Other - Nonfarm noncash capital** $ 244,477 11,041 4,697 0 833 9,183 1,885 164 1,919 ________ Total Accrual Receipts $ 274,198 + Change in Inventory + Change in Accounts Receivable = $ $ 1,365 0 0 0 0 0 0 0 0 ______ 5,212 391 2,895 0* (-) 0 $ 8,498 $ Accrual Expenses $ 245,843 16,252 4,697 391 3,728 9,183 1,885 164 1,919 (-) 0 1,365 $ 284,062 *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 are calculated by subtracting beginning of year values from end of year values excluding appreciation. Increases in livestock inventory caused by herd growth and/or quality are added and decreases caused by herd reduction and for quality are subtracted. Changes in inventories of crops grown are also calculated. Changes in advanced government receipts are calculated by subtracting the end year balance from the beginning year balance (balances are listed with the current liabilities on the Balance Sheet). 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 farmer during the year. CASH AND ACCRUAL FARM RECEIPT WORKSHEET Receipt Item Cash Receipts Milk Sales Dairy cattle Dairy calves Other livestock Crops Government receipts Custom machine work Gas tax refund Other - Nonfarm noncash capital** $ ________ ________ ________ ________ ________ ________ ________ ________ ________ Total Accrual Receipts $ ________ + Change in Inventory $ ________ ________ ________ ________ ________ + Change in Accounts Receivable Accrual Expenses $ ________ ________ ________ ________ ________ ________ ________ ________ ________ $ _________ _________ _________ _________ _________ _________ _________ _________ _________ (-)_________ $ ________ $ _________ (-) ________ $ ________ = 7 Profitability Analysis Farm owners/operators contribute labor, management, and capital to their businesses and the best combination of these resources maximizes income. 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. Net farm income is the total combined return to the farm operator(s) 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 with and without appreciation. Appreciation represents the change in values caused by annual changes in prices of livestock, machinery, real estate inventory, and stocks and certificates (other than Farm Credit stock). Appreciation is a major factor contributing to changes in farm net worth and must be included for a complete profitability analysis. NET FARM INCOME Eastern New York Dairy Farm Renters and Owners, 2001 Item 17 Dairy Farm Renters 108 Dairy Farm Owners My Farm Total accrual receipts $ 284,062 $ 670,803 $ __________ 14,162 39,872 __________ Machinery 4,361 5,037 __________ Real Estate 2,235 12,212 __________ 18 -159 __________ $ 304,838 $ 727,765 $ __________ 221,733 566,817 __________ $ 83,105 $ 160,948 $ __________ $ 1,026 $ 941 $ __________ $ 62,329 $ 103,986 $ __________ $ 769 $ $ __________ + Appreciation: Livestock Other Stock & Certificates = Total Including Appreciation - Total accrual expenses = Net Farm Income (with appreciation) Per cow Net Farm Income (without appreciation) Per cow 608 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 from net farm income excluding appreciation a charge for unpaid family labor and the opportunity cost of using equity capital at a 5 percent interest rate. The interest charge of 5 percent reflects the long-term average rate of return that a farmer might expect to earn in comparable risk investments in a low inflation economy. 8 LABOR AND MANAGEMENT INCOME Eastern New York Dairy Farm Renters and Owners, 2001 Item 17 Dairy Farm Renters 108 Dairy Farm Owners My Farm Net farm income without appreciation $ 62,329 $ 103,986 $ __________ Family labor unpaid @ $2,000 per month - 6,800 - 7,000 - __________ Interest on average equity capital @ 5% real rate - 14,624 - 41,330 - __________ = Labor & Management Income $ 40,905 $ 55,656 $ __________ Labor & Management Income per Operator/Manager $ 29,641 $ 31,623 $ __________ - Return to equity capital measures the net return remaining for the farmer's equity or owned capital after a charge has been made for unpaid family labor and 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 to 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 to all capital is calculated by adding interest paid to the return to equity capital and then dividing by average farm assets to calculate the rate of return on average total capital. Net farm income from operations ratio is net farm income (without appreciation) divided by total accrual receipts. RETURN TO EQUITY CAPITAL AND RETURN TO ALL CAPITAL Eastern New York Dairy Farm Renters and Owners, 2001 Item 17 Dairy Farm Renters 108 Dairy Farm Owners My Farm $ 160,948 $ __________ $ 7,000 $ __________ 35,806 47,518 __________ 40,499 $ 106,430 $ __________ 3,980 26,371 __________ Net farm income with appreciation $ 83,105 - Family labor unpaid @ $2,000 per month $ 6,800 - Value of operators’ labor & management = Return to equity capital with appreciation $ + Interest paid = Return to all capital with appreciation $ 44,479 $ 132,801 $ __________ Return to equity capital without appreciation $ 19,723 $ 49,468 $ __________ Return to all capital without appreciation $ 23,703 $ 75,839 $ __________ Rate of return on average equity capital: with appreciation without appreciation 13.9% 6.7% 12.9% 6.0% __________ % __________ % Rate of return on all capital: with appreciation without appreciation Net farm income from operations ratio 12.4% 6.6% 0.22 10.7% 6.1% 0.16 __________ % __________ % __________ 9 Farm and Family Financial Status The first step in evaluating the financial status 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. 2001 FARM BUSINESS & NONFARM BALANCE SHEET 17 Eastern New York Dairy Farm Renters Farm Assets Current Farm cash, checking & savings Accounts receivable Prepaid expenses Feed & supplies Total Current Intermediate Dairy Cows: owned leased Heifers Bulls & other livestock Mach. & equip. owned Mach. & equip. leased Farm Credit stock Other stock & cert. Total Intermediate Long Term Land & buildings: owned leased Total Long Term Jan. 1 $ $ $ $ $ $ 21,585 14,584 0 37,502 73,671 87,879 0 38,129 679 108,003 0 376 4,636 239,702 21,568 0 21,568 Dec. 31 $ $ $ $ $ $ 28,778 15,950 0 45,288 90,016 Farm Liabilities & Net Worth Current Accounts payable Operating debt Short term Advanced gov’t. receipt Current portion: Intermediate Long term Total Current Intermediate Structured debt 1-10 years Financial lease (cattle & machinery) Farm Credit stock Total Intermediate 96,053 0 49,321 1,079 116,057 0 279 Long Term 4,664 Structured debt 267,453 > 10 years Financial lease (structures) 23,366 Total Long Term 0 23,366 Total Farm Liabilities Jan. 1 $ 2,080 307 2,765 0 Dec. 31 $ 3,033 452 0 0 $ 10,179 214 15,545 $ 12,200 492 16,177 $ 32,438 $ 25,298 $ 0 376 32,814 $ 0 279 25,577 $ 20,977 $ 19,710 $ 0 20,977 $ 0 19,710 $ 69,336 $ 61,464 Total Farm Assets $ 334,941 $ 380,835 FARM NET WORTH $ 265,605 $ 319,371 (Average for 6 farms reporting) Nonfarm Liabilities* Nonfarm Assets* Jan.1 Dec. 31 & Net Worth Jan. 1 Dec. 31 Personal cash, checking Nonfarm Liabilities $ 8,411 $ 10,622 & savings $ 14,592 $ 29,808 NONFARM NET WORTH $ 49,098 $ 66,019 Cash value life ins. 0 0 Nonfarm real estate 16,667 18,333 FARM & NONFARM** Jan. 1 Dec. 21 Auto (personal share) 5,167 6,250 Total Assets $ 392,450 $ 457,476 Stocks & bonds 15,333 16,500 Total Liabilities 77,747 72,086 Household furn. 5,583 5,583 All other 167 167 TOTAL FARM & NONTotal Nonfarm $ 57,509 $ 76,641 FARM NET WORTH $ 314,703 $ 385,390 *Assumes that average nonfarm assets and liabilities for the nonreporting farms were the same as for those reporting. 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. 10 Advance government receipts are included as current liabilities. Government payments received in 2001 that are for participation in the 2002 program are the end year balance and payments received in 2000 for participation in the 2001 program are the beginning year balance. Date ________________________________________ 2001 FARM BUSINESS & NONFARM BALANCE SHEET Farm Assets Current Farm cash, checking & savings _________ __________ Farm Liabilities & Net Worth Current Accounts payable Operating debt Accounts receivable _________ __________ Short term Prepaid expenses Feed & supplies Total Current _________ _________ _________ __________ __________ __________ Advanced gov’t. receipt Current portion: Intermediate Long term Total Current Intermediate _________ _________ _________ _________ _________ _________ _________ _________ _________ __________ __________ __________ __________ __________ __________ __________ __________ __________ Intermediate Dairy Cows: owned leased Heifers Bulls & other livestock Mach. & equip. owned Mach. & equip. leased Farm Credit stock Other stock & cert. Total Intermediate Long Term Land & buildings: owned leased Total Long Term Total Farm Assets Nonfarm Assets Personal cash, checking & savings Cash value life ins. Nonfarm real estate Auto (personal share) Stocks & bonds Household furn. All other Total Nonfarm Jan. 1 Dec. 31 Jan. 1 Dec. 31 ________ ________ ________ _________ _________ _________ ________ ________ _________ _________ ________ ________ ________ _________ _________ _________ ________ ________ _________ _________ ________ ________ ________ _________ _________ _________ ________ ________ _________ _________ Financial lease (structures) Total Long Term ________ ________ _________ _________ Financial lease (cattle & machinery) Farm Credit stock Total Intermediate Long Term _________ _________ _________ __________ __________ __________ Total Farm Liabilities ________ _________ _________ __________ FARM NET WORTH ________ _________ Jan.1 Dec. 31 _________ _________ _________ _________ _________ _________ _________ _________ __________ __________ __________ __________ __________ __________ __________ __________ Jan. 1 ________ ________ ________ ________ Dec. 31 _________ _________ _________ _________ Total Nonfarm Liabilities ________ _________ Nonfarm Net Worth _________ __________ Jan. 1 ________ ________ ________ Dec. 31 _________ _________ _________ TOTAL FARM & NONFARM Total Farm and Nonfarm Assets Less Total Farm & Nonfarm Liabilities Farm & Nonfarm Net Worth Nonfarm Liabilities & Net Worth Nonfarm Liabilities 11 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. 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. The leverage ratio is the dollars of debt per dollar of equity, computed by dividing total farm liabilities by farm net worth. Debt levels per productive unit represent old standards that are still useful if used with measures of cash flow and repayment ability. A current ratio of less than 1.5 or that has been falling warrants additional evaluation. The amount of working capital that is adequate must be related to the size of the farm business. BALANCE SHEET ANALYSIS Eastern New York Dairy Farm Renters and Owners, 2001 17 Dairy Farm Renters Item Financial Ratios - Farm: Percent equity Debt/asset ratio: total long term intermediate & current Leverage ratio Current ratio Working capital $73,839 as % of total expenses 108 Dairy Farm Owners 84% 0.16 0.84 0.12 0.19 5.56 33% ($88,976) Farm Debt Analysis: Accounts payable as % of total debt Long term liabilities as a % of total debt Current & intermediate liabilities as a % of total debt Cost of term debt (weighted average) 5% 32% 68% 5.2% Farm Debt Levels Per Cow: Total farm debt Long term debt Intermediate & long term debt Intermediate & current debt $ $ $ $ 750 240 552 509 $ $ $ $ My Farm 68% 0.32 0.36 0.30 0.47 1.97 16% ________ % ________ ________ ________ ________ ________ _______ ___% 2% 45% 55% 5.7% ________ ________ ________ ________ 2,345 1,058 1,829 1,287 % % % % $ ________ $ ________ $ ________ $ ________ Farm inventory balance is an accounting of the value of machinery and equipment 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). FARM MACHINERY AND EQUIPMENT INVENTORY BALANCE Eastern New York Dairy Farm Renters and Owners, 2001 Item 17 Dairy Farm Renters Value beginning of year Purchases + Nonfarm noncash transfer - Net Sales - Depreciation 108 Dairy Farm Owners $ 108,003 My Farm $ 220,999 $ ________ $ 19,457 $ 42,634 $ _______ 0 75 _______ 1,284 2,481 _______ 14,480 28,590 _______ = Net investment 3,693 11,637 ________ + Appreciation 4,361 5,037 ________ $ 116,057 $ 237,673 $ ________ = Value end of year 12 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 the farmer 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). The change in farm net worth without appreciation is an excellent indicator of farm generated financial progress. STATEMENT OF OWNER EQUITY (RECONCILIATION) 17 Eastern New York Dairy Farm Renters, 2001 Item Average Beginning of year farm net worth My Farm $ 265,605 $ _______ Net farm income without appreciation $ 62,329 $________ + Nonfarm cash income + 6,930 + _______ - 37,693 - ________ - Personal withdrawals & family expenditures excluding nonfarm borrowings RETAINED EARNINGS + $ 31,566 + $ _______ Nonfarm noncash transfers to farm $ 0 $________ + Cash used in business from nonfarm capital + 897 + _______ - - 0 - ________ Note/mortgage from farm real estate sold (nonfarm) CONTRIBUTED/WITHDRAWN CAPITAL +$ 897 + $ _______ Appreciation $ 20,776 $________ - - - ________ Lost capital 129 CHANGE IN VALUATION EQUITY + $ 20,647 + $ _______ IMBALANCE/ERROR - $ -656 - $ _______ End of year farm net worth* = $ 319,371 = $ _______ $ 53,766 $ _______ Change in net worth with appreciation. Change in Net Worth Without appreciation $ 32,990 $ _________ With appreciation $ 53,766 $ _________ *May not add due to rounding. 13 Cash Flow Statement Completing an annual cash flow statement is an important step in understanding the sources and uses of funds for the business. Understanding last year's cash flow is the first step toward planning and managing cash flow for the current and future years. The annual cash flow statement is structured to show net cash provided by operating activities, investing 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 FLOW STATEMENT 17 Eastern New York Dairy Farm Renters, 2001 Item Cash Flow from Operating Activities Cash farm receipts - Cash farm expenses = Net cash farm income Personal withdrawals & family expenses including nonfarm debt payments - Nonfarm income - Net cash withdrawals from the farm = Net Provided by Operating Activities Cash Flow From Investing Activities Sale of assets: Machinery + real estate + other stock & certificates = Total asset sales Capital purchases: expansion livestock + machinery + real estate + other stock & certificates - Total invested in farm assets = Net Provided by Investment Activities Cash Flow From Financing Activities Money borrowed (intermediate & long term) + Money borrowed (short term) + Increase in operating debt + Cash from nonfarm capital used in business + Money borrowed - nonfarm = Cash inflow from financing + + = Principal payments (intermediate & long term) Principal payments (short term) Decrease in operating debt Cash outflow for financing Net Provided by Financing Activities Cash Flow From Reserves Beginning farm cash, checking & savings - Ending farm cash, checking & savings = Net Provided from Reserves Imbalance (error) Average $ 274,198 209,035 $ $ 65,163 $ 32,586 39,516 6,930 $ $ 1,284 0 0 $ 521 19,457 1,327 10 $ 1,284 $ 21,315 32,577 $ -20,031 $ $ 9,051 0 145 897 1,823 $ 11,916 $ 17,925 15,160 2,765 0 $ $ -6,009 $ -7,193 $ -656 21,585 28,778 14 ANNUAL CASH FLOW STATEMENT Item Cash Flow from Operating Activities Cash farm receipts - Cash farm expenses = Net cash farm income Personal withdrawals & family expenses including nonfarm debt payments - Nonfarm income - Net cash withdrawals from the farm My Farm $ _______ _______ $ _______ $ _______ _______ $ _______ = Net Provided by Operating Activities Cash Flow From Investing Activities Sale of assets: Machinery + real estate + other stock & certificates = Total asset sales Capital purchases: expansion livestock + machinery + real estate + other stock & certificates - Total invested in farm assets $ _______ $ _______ _______ _______ $ _______ $ _______ _______ _______ _______ $ _______ = Net Provided by Investment Activities Cash Flow From Financing Activities Money borrowed (intermediate & long term) + Money borrowed (short term) + Increase in operating debt + Cash from nonfarm capital used in business + Money borrowed - nonfarm = Cash inflow from financing Principal payments (intermediate & long term) + Principal payments (short term) + Decrease in operating debt - Cash outflow for financing $ _______ $ _______ _______ _______ _______ _______ $ _______ $ _______ _______ _______ $ _______ = Net Provided by Financing Activities Cash Flow From Reserves Beginning farm cash, checking & savings - Ending farm cash, checking & savings = Net Provided from Reserves Imbalance (error) $ _______ $ _______ _______ $ _______ $ _______ 15 Repayment Analysis The second step in 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 2002. The cash flow projection worksheet on the next page can be used to estimate repayment ability, which can then be compared to planned 2002 debt payments shown below. FARM DEBT PAYMENTS PLANNED Same 11 Eastern New York Dairy Farm Renters, 2001* Average 2001 Payments Planned Made Debt Payments Long-term Intermediate-term Short-term Operating (net red.) Accounts payable (net reduction) Total Per cow Per cwt. 2001 milk Percent of total 2001 receipts Percent of 2001 milk receipts $ 661 12,658 3,636 318 $ 661 14,073 3,636 0 0 $ 17,273 391 $ 18,761 $ $ $ $ 194 1.03 Planned 2002 $ My Farm 2001 Payments Planned Made Planned 2002 661 13,085 0 0 $ ________ ________ ________ ________ $ ________ ________ ________ ________ $ ________ ________ ________ ________ 0 $ 13,746 ________ $ ________ ________ $ ________ ________ $ ________ $ ________ $ ________ $ ________ $ ________ 211 1.12 5% 6% ________ ________ 6% 7% ________ ________ *Farms that completed Dairy Farm Business Summaries for both 2000 and 2001. The cash flow coverage ratio and debt coverage ratio measure the ability of the farm business to meet its planned debt payment schedule. The ratios show the percentage of planned payments (as of December 31, 2000) that could have been made with the amount available for debt service in 2001. Farmers that did not participate in DFBS last year will find in their report coverage ratios based on planned debt payments for 2002. COVERAGE RATIOS Same 11 New York Dairy Farm Renters 2000 & 2001 Item Cash Flow Coverage Ratio Cash farm receipts - Cash farm expenses + Interest paid (cash) - Net personal withdrawals from farm* (A) = Amount Available for Debt Service (B) = Debt Payments Planned for 2001 (as of December 31, 2000) (A/B)=Cash Flow Coverage Ratio for 2001 Average $ 305,775 229,838 2,305 40,035 $ 38,207 $ 17,273 2.21 Item Debt Coverage Ratio Net farm income (w/o appreciation) + Depreciation + Interest paid (accrual) - Net personal withdrawals from farm* (A’) = Repayment Capacity (B) = Debt Payments Planned for 2001 (as of December 31, 2000) (A’/B)=Debt Coverage Ratio for 2001 My Farm $ 79,194 14,534 2,305 40,035 $ 55,998 $ 17,273 3.24 ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Same 90 Eastern New York Dairy Farm Owners, 2000 & 2001 (A) = Amount Available for Debt Service $ 95,215 (A’) = Repayment Capacity (B) = Debt Payments Planned for 2001 82,684 (B) = Debt Payments Planned for 2001 (A/B)=Cash Flow Coverage Ratio for 2001 1.15 (A’/B)=Debt Coverage Ratio for 2001 *Personal withdrawals and family expenditures less nonfarm income and nonfarm money borrowed. If family withdrawals are excluded, or inaccurately included, the coverage ratios will be incorrect. $ 137,794 82,684 1.67 16 Item Average number of cows Accrual Operating Receipts Milk Dairy cattle Dairy calves Other livestock Crops Misc. receipts Total Accrual Operating Expenses Hired labor Dairy grain & concentrate Dairy roughage Other livestock feed Machinery hire, rent & lease Machinery repair & vehicle exp. Fuel, oil & grease Replacement livestock Breeding Vet & medicine Milk marketing Bedding Milking supplies Cattle lease Custom boarding bST expense Other livestock expense Fertilizer & lime Seeds & plants Spray & other crop expense Land, building & fence repair Taxes Real estate rent & lease Insurance Utilities Miscellaneous Total Less Interest Paid Net Accrual Operating Income (without interest paid) - Change in livestock & crop inv. - Change in accounts receivable - Change in feed & supply inv.* + Change in accounts payable** NET CASH FLOW - Net family withdrawls Available for Farm Debt Payments & Investments - Farm debt payments Available for Farm Investments - Capital purchases: cattle, machinery & improvements Additional Capital Needed ANNUAL CASH FLOW WORKSHEET 17 Dairy My Farm Farm Renters Total Per Cow (per cow) 81 ________ ________ Expected Change 2002 Projection ________ $ 3,035 201 58 5 46 162 $ 3,507 $ ________ ________ ________ ________ ________ ________ $ ________ $ ________ ________ ________ ________ ________ ________ $ ________ ________ ________ ________ ________ ________ ________ ________ $ ________ ________ ________ ________ ________ ________ $ ________ $ $ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ $ ________ $ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ $ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ $ ________ $ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ ________ $ ________ 195 754 113 0 35 166 84 42 54 76 146 19 87 0 31 21 51 74 35 59 68 17 185 46 92 32 $ 2,483 (Total) $ 82,945 8,498 1,365 4,890 952 $ 69,143 30,763 $ ____________ ____________ ____________ ____________ ____________ $ ____________ ____________ $ 38,380 21,681 $ 16,699 $ ____________ ____________ $ ____________ $ 21,315 $ 4,616 $ ____________ $ ____________ *Includes change in prepaid expenses. ________ ________ ________ ________ ________ ________ $ ________ **Excludes change in interest account payable. $ ________ ________ ________ ________ ________ $ ________ ________ $ ________ ________ $ ________ $ ________ $ ________ 17 Cropping Program Analysis The cropping program is an important part of the dairy farm business and sometimes it is overlooked and neglected. A complete evaluation of available land resources, how they are being used, how well crops are producing and what it costs to produce them, is required to evaluate alternative cropping and feed purchasing choices. LAND RESOURCES AND CROP PRODUCTION Eastern New York Dairy Farm Renters Reporting, 2001 Item Crop Yields Hay crop Corn silage Other forage Total forage Corn grain Oats Wheat Other crops Tillable pasture Idle Total Tillable Acres Average of Farms Reporting Farms 12 10 Acres 136 76 1 12 3 1 0 0 6 2 17 35 202 125 25 0 0 55 21 188 Prod/Acre* 2.26 tn DM 15.16 tn 4.87 tn DM 0.40 tn DM 3.05 tn DM 84 bu 4 bu 0 bu My Farm Acres _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ Prod/Acre ________ tn DM ________ tn ________ tn DM ________ tn DM ________ tn DM ________ bu ________ bu ________ bu *2001 average yields for 108 dairy farm owners in Eastern New York included: all hay crops, 2.5 tons dry matter per acre; corn silage, 17.7 tons per acre. Average crop acres and yields compiled for the region are for the number of 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 measures of crop management indicate how efficiently the land resource is being used and how well total forage requirements are being met. CROP MANAGEMENT FACTORS Eastern New York Dairy Farm Renters and Owners, 2001 17 Dairy Farm Renters 108 Dairy Farm Owners My Farm Total tillable acres per cow 2.32 2.65 ______________ Total forage acres per cow 1.77 2.28 ______________ Harvested forage dry matter, tons per cow 5.38 8.24 ______________ Item 18 Average fertilizer and lime, seeds and plants, and spray and other crop expenses have been computed per tillable acre for all farms in the first column of the table below. Average hay crop and corn crop related expenses are from the limited number of farms allocating crop expenses. Additional expense items such as fuels, labor, and machinery repairs are not included. Rotational grazing was used on 4 rented farms and 21 owned farms in the region. CROP RELATED ACCRUAL EXPENSES Eastern New York Dairy Farm Renters and Owners, 2001 Total Per Tillable Acre Expense 17 Dairy Farm Renters: Fertilizer & lime Seeds & plants Spray & other crop expense Total $31.91 15.04 25.51 $72.46 108 Dairy Farm Owners: Fertilizer & lime Seeds & plants Spray & other crop expense Total $36.42 15.10 17.34 $68.86 My Farm: Fertilizer & lime Seeds & plants Spray & other crop expense Total $ _______ _______ _______ $ _______ Hay Crop Per Acre Per Ton DM All Corn Per Acre Corn Silage Per Ton DM Corn Grain Per Dry Shell Bu. - - - - - - - - - - - - - - - - - -NONE REPORTED- - - - - - - - - - - - - - - - - - Average 15 Farms Reporting Individual Crop Costs $41.31 $16.20 $35.20 $5.93 11.39 4.47 34.22 5.76 7.27 2.85 47.65 8.02 $59.97 $23.52 $117.07 $19.71 $ _______ _______ _______ $ _______ $ _______ _______ _______ $ _______ $ _______ _______ _______ $ _______ $ _______ _______ _______ $ _______ $0.32 0.32 0.44 $1.08 $ _______ _______ _______ $ _______ 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 MACHINERY EXPENSES Eastern New York Dairy Farm Renters and Owners, 2001 Item Fuel, oil & grease Machine repair & farm veh. exp. Machine hire, rent & lease Interest (5%) Depreciation Total Average Per Tillable Acre 17 Dairy 108 Dairy Farm Renters Farm Owners $ 36.31 71.65 15.17 29.80 77.02 $229.95 $ 30.30 75.45 33.05 25.98 62.97 $227.76 My Farm Total Per Tillable Expenses Acre $ __________ __________ __________ __________ __________ $ __________ $ _________ _________ _________ _________ _________ $ _________ Dairy Program Analysis Analysis of the dairy enterprise can tell a great deal about the strengths and weaknesses of the dairy farm business. Information on the following 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. This increase in inventory is included as an accrual farm receipt when calculating profitability without appreciation impacts. 19 DAIRY HERD INVENTORY Eastern New York Dairy Farm Renters and Owners, 2001 Dairy Cows Item 17 Dairy Farm Renters: Beginning year (owned) + Change w/o apprec. + Appreciation End year (owned) End including leased Average number 108 Dairy Farm Owners: Beginning year (owned) + Change w/o apprec. + Appreciation End year (owned) End including leased Average number My Farm: Beginning year (owned) + Change w/o apprec. + Appreciation End year (owned) End including leased Average number No. Value 80 $ 87,879 82 82 81 167 177 178 171 __ __ __ __ 1,953 6,221 $ 96,053 $ 188,770 10,853 24,890 $ 224,513 $ ______ ______ ______ $ ______ Bred No. Value 19 $ 18,568 22 3,408 3,506 $ 25,482 60 (all age groups) 43 $ 43,917 3,953 7,067 $ 54,937 47 126 (all age groups) ___ ___ $ ______ ______ ______ $ ______ ___ (all age groups) Heifers Open No. Value 25 $ 15,265 24 -400 2,579 $ 17,444 42 48 __ __ $ 26,758 4,055 4,680 $ 35,493 $ ______ ______ ______ $ ______ No. 15 Calves Value $ 4,297 16 $ 250 1,847 6,394 35 $ 12,162 220 3,220 $ 15,602 37 __ __ $ ______ ______ ______ $ ______ Total milk sold and milk sold per cow are extremely valuable measures of productivity on the dairy farm. These measures of milk output are based on pounds of milk marketed during the year. Item MILK PRODUCTION Eastern New York Dairy Farm Renters and Owners, 2001 17 Dairy 108 Dairy Farm Renters Farm Owners Total milk sold, lbs. Milk sold per cow, lbs. Average milk plant test, % butterfat 1,495,520 18,571 3.79% 3,597,347 20,991 3.71% My Farm ______________ ______________ ______________ Monitoring and evaluating culling practices and experiences on an annual basis are important herd management tools. Culling rate can have an affect on both milk per cow and profitability. Item Cows sold for beef Cows sold for dairy Cows died Culling rate** ANIMALS LEAVING THE HERD Eastern New York Dairy Farm Renters and Owners, 2001 17 Renters 108 Owners My Farm Number Percent* Number Percent* Number Percent* 19 23.5 42 24.6 _______ _______ 2 2.5 2 1.2 _______ _______ 3 3.7 8 4.7 _______ _______ 27.2 29.2 _______ *Percent of average number of cows in the herd. ** Cows sold for beef plus cows died. 20 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 are compared with the accrual costs of producing milk per hundredweight of milk. Using the whole farm method, operating cost of producing milk is estimated by deducting nonmilk accrual receipts from total accrual operating expenses plus expansion livestock purchased. Purchased input cost of producing milk is the operating cost plus depreciation. Total cost of producing milk includes the operating cost plus depreciation on machinery and buildings, the value of unpaid family labor, the value of operator(s') labor and management, and an interest charge for using equity capital. COST OF PRODUCING MILK AND ACCRUAL RECEIPTS FROM MILK Eastern New York Dairy Farm Renters and Owners, 2001 17 Renters Total Per Cwt. Item 108 Owners Total Per Cwt. My Farm Total Per Cwt. Accrual Cost of Producing Milk Operating cost $167,399 $11.19 $436,525 $12.13 $ ______ $ ______ Purchased input cost $183,514 $12.27 $482,398 $13.41 $ ______ $ ______ Total cost $240,744 $16.10 $578,246 $16.07 $ ______ $ ______ Accrual Receipts from Milk $245,843 $16.44 $586,384 $16.30 $ ______ $ ______ Net Milk Receipts $233,981 $15.65 $558,705 $15.53 $ ______ $ ______ 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 the comparison of different size dairy farms for strengths and areas for improvement. DAIRY RELATED ACCRUAL EXPENSES Eastern New York Dairy Farm Renters and Owners, 2001 Item Purchased dairy grain & concentrate Purchased dairy roughage Total Purchased Dairy Feed Purchased grain & concentrate as % of milk receipts Purchased feed & crop expense Purchased feed & crop expense as % of milk receipts Breeding Veterinary & medicine Milk marketing Bedding Milking supplies Cattle lease Custom boarding bST expense Other livestock expense Average Per Cwt. Milk 17 Renters 108 Owners $4.08 0.61 $4.70 25% $5.61 34% $0.29 0.41 0.79 0.10 0.47 0.00 0.17 0.11 0.28 $3.94 0.22 $4.16 24% $5.02 31% $0.22 0.53 0.77 0.18 0.33 0.00 0.26 0.22 0.19 Per Cwt. $ ________ ________ $ ________ ________ % $ ________ ________ % $ ________ ________ ________ ________ ________ ________ ________ ________ ________ 21 Capital and Labor Efficiency Analysis Capital efficiency factors measure how intensively the capital is being used in the farm business. The asset turnover ratio is the ratio of total farm income to total farm assets. It is calculated by dividing total accrual operating receipts plus appreciation by average total farm assets. Measures of labor efficiency are key indicators of management's success in generating products per unit of labor input. CAPITAL EFFICIENCY Eastern New York Dairy Farm Renters and Owners, 2001 Per Worker Item 17 Dairy Farm Renters: Farm capital Machinery & equipment Ratios Asset turnover 0.85 108 Dairy Farm Owners: Farm capital Machinery & equipment Ratios Asset turnover 0.59 My Farm: Farm capital Machinery & equipment Ratios Asset turnover ____ $ 138,181 43,255 Operating expense 0.71 $ 251,395 47,756 Operating expense 0.74 $ ________ ________ Operating expense ____ Per Cow $ 4,418 1,383 Interest expense 0.01 $ 7,263 1,380 Interest expense 0.04 $ _______ _______ Interest expense ____ Per Tillable Acre $ 1,904 596 Depreciation expense 0.06 $ 2,735 520 Depreciation expense 0.07 $ _____ _____ Depreciation expense ____ LABOR FORCE ANALYSIS Eastern New York Dairy Farm Renters and Owners, 2001 17 Renters Per Total Worker Efficiency Cows, average number Milk sold, pounds Tillable acres Work units 81 1,495,520 188 798 17 Renters Total Per Cow Labor Costs Value of operator(s) labor* Family unpaid* Hired Total Labor Machinery Cost Total Labor & Machinery Hired labor expense per hired worker equivalent Hired labor expense as % of milk sales *$2,000 per month. 31 577,421 73 308 $ 37,200 6,800 15,798 $ 59,798 $ 43,231 $ 103,029 $ $ 459 84 195 $ 738 $ 534 $ 1,272 108 Owners Per Total Worker 171 3,597,347 454 1,737 35 728,208 92 352 108 Owners Total Per Cow $ 44,400 7,000 77,635 $ 129,035 $ 103,403 $ 232,438 20,833 $ 27,645 6.4% 13.2% $ 260 41 454 $ 755 $ 605 $ 1,359 My Farm Total _______ _______ _______ _______ Per Worker _______ _______ _______ _______ My Farm Total Per Cow $ _____ _____ _____ $ _____ $ _____ $ _____ $ _____ ______% $ _____ _____ _____ $ _____ $ _____ $ _____ 22 COMPARATIVE ANALYSIS OF THE FARM BUSINESS Progress of the Farm Business Comparing your business with average data from regional DFBS cooperators that participated in both of the last two years is one part of a business checkup. It is equally important for you to determine the progress your business has made over the past two or three years and to set targets or goals for the future. PROGRESS OF THE FARM BUSINESS Same 11 Eastern New York Dairy Farm Renters, 2000 & 2001 Average Selected Factors My Farm 2001 Goal ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ 18,869 2.2 14.2 ______ ______ ______ ______ ______ ______ ______ ______ ______ 32 596,129 ______ ______ ______ ______ ______ ______ ______ % ______ % ______ % 2000 2001 89 73 1,696,688 2.64 236 89 76 1,681,085 2.82 237 Rates of Production Milk sold per cow, lbs. Hay DM per acre, tons Corn silage per acre, tons 19,162 2.4 8.5 Labor Efficiency Cows per worker Milk sold per worker, lbs. 34 642,685 Size of Business Average number of cows Average number of heifers Milk sold, lbs. Worker equivalent Total tillable acres 2000 Cost Control Grain & concentrate purchased as % of milk sales Dairy feed & crop expense per cwt. milk Labor & machinery costs/cow Operating cost of producing cwt. milk $5.00 $1,164 $5.42 $1,301 $ ______ $ ______ $ ______ $ ______ $ ______ $ ______ $10.36 $10.54 $ ______ $ ______ $ ______ Capital Efficiency* Farm capital per cow Machinery & equipment per cow Asset turnover ratio $4,563 $1,334 0.65 $4,617 $1,413 0.82 $ ______ $ ______ ______ $ ______ $ ______ ______ $ ______ $ ______ ______ $39,231 $45,862 $79,194 $99,140 $ ______ $ ______ $ ______ $ ______ $ ______ $ ______ $10,716 $34,277 $ ______ $ ______ $ ______ Profitability Net farm income without apprec. Net farm income with apprec. Labor & management income per operator/manager Rate of return on equity capital with appreciation Rate of return on all capital with appreciation Financial Summary Farm net worth Debt to asset ratio Farm debt per cow *Average for the year. 27% 24% 0.3% 13.9% ______ % ______ % ______ % 0.9% 13.2% ______ % ______ % ______ % $366,390 0.10 $474 $403,179 0.08 $380 $ ______ ______ $ ______ $ ______ ______ $ ______ $ ______ ______ $ ______ 23 RECEIPTS AND EXPENSES PER COW AND PER CWT. Same 11 Eastern New York Dairy Farm Renters, 2000 & 2001 2000 Item Average Number of Cows Cwt. Of Milk Sold ACCRUAL OPERATING RECEIPTS Milk Dairy cattle Dairy calves Other livestock Crops Miscellaneous receipts Total Receipts ACCRUAL OPERATING EXPENSES Hired labor Dairy grain & concentrate Dairy roughage Nondairy feed Machine hire/rent/lease Mach. repair & vehicle exp. Fuel, oil & grease Replacement livestock Breeding Veterinary & medicine Milk marketing Bedding Milking supplies Cattle lease Custom boarding bST expense Other livestock expense Fertilizer & lime Seeds & plants Spray/other crop expense Land, building, fence repair Taxes Real estate rent/lease Insurance Utilities Interest paid Miscellaneous Total Operating Expenses Expansion Livestock Machinery Depreciation Real Estate Depreciation Total Expenses Net Farm Income Without Appreciation Per Cow 89 2001 Per Cwt. Per Cow 89 Per Cwt. 16,967 $ $ $ $ $ $ 16,811 2,563 134 67 3 -71 214 2,911 $ 13.44 0.71 0.35 0.02 -0.37 1.12 $ 15.27 $ 196 688 112 0 40 137 90 13 48 66 151 18 81 0 22 21 50 72 28 52 28 36 185 46 78 31 25 2,315 8 134 13 2,470 441 $ $ 1.03 3.61 0.59 0.00 0.21 0.72 0.47 0.07 0.25 0.35 0.79 0.10 0.43 0.00 0.11 0.11 0.26 0.38 0.15 0.27 0.15 0.19 0.97 0.24 0.41 0.16 0.13 $ 12.15 0.04 0.70 0.07 $ 12.96 $ 2.31 $ $ $ $ 3,045 231 62 5 49 176 3,569 $ 219 722 106 0 37 177 94 12 60 77 140 14 92 0 37 22 51 82 41 74 34 23 197 51 89 26 33 2,506 9 158 6 2,679 890 $ $ $ $ $ 16.12 1.22 0.33 0.03 0.26 0.93 18.89 1.16 3.82 0.56 0.00 0.20 0.93 0.50 0.06 0.32 0.41 0.74 0.07 0.49 0.00 0.20 0.12 0.27 0.43 0.22 0.39 0.18 0.12 1.04 0.27 0.47 0.14 0.17 13.27 0.05 0.84 0.03 14.18 4.71 24 Regional Farm Business Chart The Farm Business Chart is a tool which can be used in analyzing your business. Compare your business by drawing a line through or near the figure in each column which represents your current level of performance. The four figures in each column represent the average of each 25 percent or quartile of farms included in the regional summary. FARM BUSINESS CHART FOR FARM MANAGEMENT COOPERATORS 17 Eastern New York Dairy Farm Renters, 2001 Worker Equivalent Size of Business No. Pounds of Milk Cows Sold (11)* 5.0 2.3 1.9 1.5 (10) 160 69 57 45 Rates of Production Tons Tons Corn Hay Crop Silage DM/Acre Per Acre Pounds Milk Sold Per Cow Labor Efficiency Cows Pounds Per Milk Sold Worker Per Worker (10) (10) (9) (9) (11) 3,121,458 1,234,104 1,021,521 783,101 21,755 19,642 17,870 14,912 3.6 2.9 2.0 1.0 22 19 17 13 52 35 28 20 (11) 944,293 657,566 532,807 327,749 Cost Control Grain Bought Per Cow % Grain is of Milk Receipts Machinery Costs Per Cow Labor & Machinery Costs Per Cow Feed & Crop Expenses Per Cow Feed & Crop Expenses Per Cwt. Milk (10) (10) (11) (11) (10) (10) $723 930 1,053 1,380 $3.92 4.67 6.29 7.83 Net Farm Income w/Apprec. Profitability Net Farm Income w/o Apprec. Labor & Mgmt. Income Per Oper. (3) (3) (3) $526 650 841 948 Milk Receipts Per Cow (10) $3,570 3,185 2,881 2,528 18% 24 26 31 $264 454 587 911 $956 1,183 1,454 1,845 Value and Cost of Production Oper. Cost Total Cost Milk Production Per Cwt. Per Cwt. (10) $9.15 10.39 11.50 15.31 (10) $14.35 16.33 17.43 20.81 $192,803 73,736 53,462 26,559 *Page number of the participant's DFBS where the factor is located. $151,214 58,912 38,556 12,975 $71,342 30,014 16,105 869 25 Regional Financial Analysis Chart The farm financial analysis chart 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 7, 8, 11, and 15 of this publication. References to DFBS output page numbers for participating dairy farmers are provided in the table headings. FINANCIAL ANALYSIS CHART 17 Eastern New York Dairy Farm Renters, 2001 Liquidity (repayment) Planned Debt Payments Per Cow (8)* Available for Debt Service Per Cow (optional page 12) Cash Flow Coverage Ratio (8) Debt Payments as Percent of Milk Sales (8) Debt Per Cow (5) $903 554 459 246 8.27 2.39 1.30 0.43 2% 7 12 22 $110 428 968 2,771 $ 79 208 376 587 Solvency Leverage Ratio** .02 .07 .29 .98 Percent Equity (5) Profitability Percent Rate of Return with appreciation on: Equity Investment*** (3) (3) Debt/Asset Ratio Current & Intermediate (5) 99% 94 78 21 0.01 0.09 0.27 0.62 24% 16 6 -1 Asset Turnover Ratio (11) Efficiency (Capital) Machinery Investment Per Cow (11) Total Farm Assets Per Cow (11) 1.36 1.03 0.81 0.62 $500 1,116 1,476 3,108 $6,331 4,623 3,848 2,665 *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. 21% 12 6 -1 Change in Net Worth w/Appreciation (6) $131,289 47,412 29,871 15,943 26 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 the 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: 1. Goals should be Specific. 2. Goals should be Measurable. 3. Goals should be Achievable but challenging. 4. Goals should be Rewarding. 5. You should designate a Time when each goal will be achieved. Goal setting on a dairy farm does not have to be a complex process. In many cases it provides a process for writing down and agreeing on goals that you have already given some thought to. It is also important to remember that once you write out your goals they are not cast in concrete. If a change takes place which has a major impact on the farm business, the goals should be reworked to accommodate that change. Refer to your goals as often as necessary to keep the farm business progressing. It is important to identify both objectives (long-range) and goals (short-range) when looking at the future of your farm business. A suggested format for writing out your goals is as follows: a. Begin with a mission statement which describes why the business exists based on the preferences and values of the owners. b. Identify 4-6 objectives. c. Identify SMART goals. Worksheet for Setting Goals I. Mission and Objectives ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ 27 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 24 and 25 can be used to help identify strengths and weaknesses of your farm business. Identify three major strengths and three areas of your farm business that need improvement. Strengths:____________________________________ Need Improvements: _____________________________ ____________________________________________ ______________________________________________ ____________________________________________ ______________________________________________ ____________________________________________ ______________________________________________ ____________________________________________ ______________________________________________ ____________________________________________ ______________________________________________ ____________________________________________ ______________________________________________ 28 GLOSSARY AND LOCATION OF COMMON TERMS Accounts Payable - Open accounts or bills owed to feed and supply firms, cattle dealers, veterinarians and other providers of farm services and supplies. Accounts Receivable - Outstanding receipts from items sold or sales proceeds not yet received such as the payment for December milk sales received in January. Accrual Expenses - (defined on page 5) Accrual Receipts - (defined on page 6) Annual Cash Flow Statement - (defined on page 13) Appreciation - (defined on page 7) Asset Turnover Ratio - (defined on page 21) Balance Sheet - A "snapshot" of the business financial position at a given point in time, usually December 21. The balance sheet equates the value of assets to liabilities plus net worth. bST Usage - An estimate of percentage of herd that was injected with bovine somatotropin during the year. Capital Efficiency - 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 From Nonfarm Capital Used 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 Flow Coverage Ratio - (defined on page 15) Cash Paid - (defined on page 4) Cash Receipts - (defined on page 6) Change in Accounts Payable - (defined on page 5) Change in Accounts Receivable - (defined on page 6) Change in Inventory - (defined on page 4) Cost of Term Debt - A weighted average of the cost of borrowed capital to the farm. Calculate by multiplying end of year principal of each loan that is borrowed by the interest rate for each loan at that time. Add up each amount that is calculated for each loan and then divide by total amount of borrowed funds. Do not include accounts payable, operating debt or advanced government receipts. This information is found on pages 8 and 9 of the data entry form. Culling Rate - (defined on page 19) Current Portion - Principal due in the next year for intermediate and long term debt. Current Ratio - Measures the extent to which current farm assets, if liquidated, would cover current farm liabilities. Calculated as current farm assets at end year divided by current farm liabilities at end year. Dairy (farm) - A farm business where dairy farming is the primary enterprise, operating and managing this farm is a fulltime occupation for one or more people and cropland is owned. Dairy Cash-Crop (farm) - Operating and managing this farm is the full-time occupation of one or more people, cropland is owned but crop sales exceed 10 percent of accrual milk receipts. 29 Debt Per Cow - Total end-of-year debt divided by end-of-year number of cows. Debt to Asset Ratios - (defined on page 11) Depreciation Expense Ratio - Machinery and building depreciation divided by total accrual receipts. Dry Matter - The amount or proportion of dry material that remains after all water is removed. Commonly used to measure dry matter percent and tons of dry matter in feed. Equity Capital - The farm operator/manager's owned capital or farm net worth. Expansion Livestock - Purchased dairy cattle and other livestock that cause an increase in herd size from the beginning to the end of the year. Farm Debt Payments as Percent of Milk Sales - Amount of milk income committed to debt repayment, calculated by dividing planned debt payments by total milk receipts. A reliable measure of repayment ability, see page 15. Farm Debt Payments Per Cow - Planned or scheduled debt payments per cow represent the repayment plan scheduled at the beginning of the year divided by the average number of cows for the year. This measure of repayment ability is used in the Financial Analysis Chart. Financial Lease - A long-term non-cancelable contract giving the lessee use of an asset in exchange for a series of lease payments. The term of a financial lease usually covers a major portion of the economic life of the asset. The lease is a substitute for purchase. The lessor retains ownership of the asset. Hired Labor Expense per Hired Worker Equivalent - The total cost to the farm per hired worker equivalent. Divide accrual hired labor expense by number of hired plus family paid worker equivalent. Hired Labor Expense as % of Milk Sales - The percentage of the gross milk receipts that is used for labor expense. Divide accrual hired labor expense by accrual milk sales. Income Statement - A complete and accurate account of farm business receipts and expenses used to measure profitability over a period of time such as one year or one month. Interest Expense Ratio - Accrual interest expense divided by total accrual receipts. Labor and Management Income - (defined on page 8) Labor and Management Income Per Operator - The return to the owner/manager's labor and management per full-time operator. Labor Efficiency - Production capacity and output per worker. Leverage Ratio - (defined on page 11) Liquidity - Ability of business to generate cash to make debt payments or to convert assets to cash. Net Farm Income - (defined on page 7) Net Farm Income from Operations Ratio - (defined on page 8) Net Worth - The value of assets less liabilities equal net worth. It is the equity the owner has in owned assets. Operating Costs of Producing Milk - (defined on page 20) Operating Expense Ratio - Total accrual expenses less interest and machinery and building depreciation divided by total accrual receipts. 30 Opportunity Cost - 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 Expenditures 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 costs including the opportunity costs of the owner/manager's labor, management, and equity capital. Purchased Inputs Cost of Producing Milk - (defined on page 20) Repayment Analysis - An evaluation of the business' ability to make planned debt payments. Replacement Livestock - Dairy cattle and other livestock purchased to replace those that were culled or sold from the herd during the year. Return on Equity Capital - (defined on page 8) Return on Total Capital - (defined on page 8) Return to Operators' Labor, Management, and Equity Capital - (defined on page 7) Rotational Grazing - The dairy herd is on pasture at least three months of the year, changing paddock at least every three days. Solvency - The extent or ability of assets to cover or pay liabilities. Debt/asset and leverage ratios are common measures of solvency. Total Costs of Producing Milk - (defined on page 20) Whole Farm 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. Working Capital - A theoretical measure of the amount of funds available to purchase inputs and inventory items after the sale of current farm assets and payment of all current farm liabilities. Calculate as current farm assets at end year less current farm liabilities at end year. 31 INDEX Page(s) Accounts Payable .................................................. 4,9 Accounts Receivable ............................................. 6,9 Accrual Expenses .................................................. 4,7 Accrual Receipts .................................................... 6,7 Acreage ................................................................ 3,17 Advanced Government Receipts ......................... 9,10 Amount Available for Debt Service ........................ 15 Annual Cash Flow Statement ................................. 13 Appreciation ........................................... 7,8,11,12,19 Asset Turnover Ratio............................................... 21 Balance Sheet ........................................................... 9 Barn Type ................................................................. 3 bST Usage ................................................................ 3 Business Type .......................................................... 3 Capital Efficiency ................................................... 21 Cash From Nonfarm Capital Used in the Business ........................................................... 13 Cash Flow Coverage Ratio ..................................... 15 Cash Paid .................................................................. 4 Cash Receipts ...................................................... 6,13 Change in Accounts Payable .................................... 4 Change in Accounts Receivable ............................... 6 Change in Inventory .............................................. 4,6 Change in Net Worth .............................................. 12 Cost of Term Debt .................................................. 11 Crop Expenses ..................................................... 4,18 Crop/Dairy Ratios ................................................... 17 Culling Rate............................................................. 19 Current Portion.......................................................... 9 Current Ratio ........................................................... 11 Dairy (farm) .............................................................. 1 Debt Coverage Ratio ............................................... 15 Debt Per Cow ......................................................... 11 Debt to Asset Ratios ............................................... 11 Depreciation ....................................................... 4,11 Depreciation Expense Ratio .................................... 21 Dry Matter .............................................................. 17 Equity Capital ........................................................... 9 Expansion Livestock ........................................... 4,13 Expenses ................................................................... 4 Farm Business Chart ............................................... 24 Farm Debt Payments as Percent of Milk Sales ............................................................ 15 Farm Debt Payments Per Cow ............................... 15 Financial Analysis Chart ........................................ 24 Financial Lease ......................................................... 9 Hired Labor Expense per Hired Worker Equivalent ................................................ 21 Hired Labor Expense as % of Milk Sales................ 21 Income Statement ..................................................... 4 Inflows .................................................................... 13 Page(s) Interest Expense Ratio ............................................ 21 Labor and Management Income .............................. 8 Labor and Management Income per Operator ............................................... 8 Labor Efficiency .................................................... 21 Land Resources ...................................................... 17 Leverage Ratio ........................................................ 11 Liquidity ................................................................. 11 Machinery Expenses ........................................... 4,18 Milk Production ..................................................... 19 Milking System ........................................................ 3 Money Borrowed ................................................... 13 Net Farm Income ..................................................... 7 Net Farm Income from Operations Ratio.................. 8 Net Investment ....................................................... 11 Net Worth ................................................................ 9 Number of Cows ..................................................... 19 Operating Cost of Producing Milk ......................... 20 Operating Expense Ratio ........................................ 21 Opportunity Cost ...................................................... 8 Other Livestock Expenses ........................................ 4 Outflows ................................................................. 13 Personal Withdrawals and Family Expenditures Including Nonfarm Debt Payments ..................... 13 Principal Payments ................................................. 13 Profitability .............................................................. 7 Purchased Inputs Cost of Producing Milk ............. 20 Receipts .................................................................... 6 Record System ......................................................... 3 Repayment Analysis .............................................. 15 Replacement Livestock ............................................ 4 Retained Earnings ................................................... 12 Return on Equity Capital ......................................... 8 Return on Total Capital ............................................ 8 Rotational Grazing .................................................. 18 Solvency ................................................................. 11 Total Costs of Producing Milk ............................... 20 Whole Farm Method .............................................. 20 Worker Equivalent ................................................... 3 Working Capital...................................................... 11 Yields Per Acre ...................................................... 17 OTHER A.E.M. EXTENSION BULLETINS EB No Title Fee (if applicable) Author(s) 2002-18 DFBS: New York Small Herd Farms, 70 Cows or Fewer, 2001 ($15.00) W. A. Knoblauch, L. D. Putnam, M. Kiraly, and J. Karszes 2002-17 Income Tax Management and Reporting for Small Businesses and Farms ($15.00) C. H. Cuykendall, and G. J. Bouchard 2002-16 DFBS: Central Valleys Region, 2001 ($10.00) E. L. LaDue, J. Karszes, J. Hilts, J. Barry, A. E. Staehr, Z. Kurdieh, C. Z. Radick, and L. D. Putnam 2002-15 DFBS: Southeastern New York Region, 2001 ($10.00) W. A. Knoblauch, L. D. Putnam, S. E. Hadcock, L. R. Hulle, M. Kiraly, and J. J. Walsh 2002-14 DFBS: Western and Central Plateau Region, 2001 ($10.00) W. A. Knoblauch, L. D. Putnam, J. Karszes, G. Allhusen, J. W. Grace, J. S. Petzen, A. N. Dufresne, and J. M. Allard 2002-13 DFBS: Northern New York Region, 2001 ($10.00) W. A. Knoblauch, L. D. Putnam, W. Van Loo, P. Murray, F. Vokey, A. Deming, C. Nobles, M. Ames, and J. Karszes 2002-12 DFBS: Intensive Grazing Farms, New York, 2001 ($15.00) Conneman, G., J. Grace, J. Karszes, D. Demaine, L. D. Putnam, E. Staehr, S. Bulkley, J. Degni, and J. Barry 2002-11 DFBS: Northern Hudson Region 2001 ($10.00) Conneman, G., L. D. Putnam, C. S. Wickswat, S. Buxton, and J. Karszes 2002-10 Farm Labor Regulations ($8.00) Grossman, D. and J. D. Minard 2002-09 DFBS: Western and Central Plain Region 2001 ($10.00) Knoblauch, W. A., L. D. Putnam, J. Karszes, S. Richards, J. Hanchar, J. Barry, K. English, T. Terry, and G. Allhusen 2002-08 New York Large Herd Farms, 300 Cows or Larger 2001 ($15.00) Karszes, J., W. A. Knoblauch, and L. D. Putnam Paper copies are being replaced by electronic Portable Document Files (PDFs). To request PDFs of AEM publications, write to (be sure to include your e-mail address): Publications, Department of Applied Economics and Management, Warren Hall, Cornell University, Ithaca, NY 14853-7801. If a fee is indicated, please include a check or money order made payable to Cornell University for the amount of your purchase. Visit our Web site (http:/ /aem.cornell.edu/outreach/materials.htm) for a more complete list of recent bulletins.
