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1 JUNE 1993 A.E. Ext > a: <:C :E:E a::e ~:::J U.en >en a:en W <:c Z C en :::J m SOUTHEASTERN NEWVORK REGION Stuart F. Smith Linda D. Putnam Alan S. White Gerald J. Skoda Stephen E. Hadcock Larry R. Hulle Depanment of Agricultural Economics College of Agriculture and Life Sciences Cornell University, Ithaca, New York

2 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.. I

3 1992 DAIRY FARM BUSINESS SUMMARY SOUTHEASTERN NEW YORK REGION Table of Contents Page INTRODUCTION Program Obj ectives Format Features SUMMARY AND ANALYSIS OF THE FARM BUSINESS Business Characteristics Income Statement Profitability Analysis Farm and Family Financial Status Statement of Owner Equity Cash Flow Statement Repayment Analysis Cropping Analysis Dairy Ana1ysis Capital and Labor Efficiency Analysis COMPARATIVE ANALYSIS OF THE FARM BUSINESS Progress of the Farm Business Regional Farm Business Chart New York State Farm Business Charts Financial Analysis Chart Comparisons by Type of Barn and Herd Size Herd Size Comparisons IDENTIFY AND SET GOALS GLOSSARY AND LOCATION OF COMMON TERMS INDEX ls S 2S

4 1992 DAIRY FARK BUSINESS SUMMARY SOUTHEASTERN NEW YORK REGION* INTRODUCTION Dairy farmers throughout New York State have been participating in Cornell Cooperative Extension's farm business summary and analysis program since the early 1950's. Managers of each participating farm business receive a comprehensive summary and analysis of the farm business. The information in this report represents an average of the data submitted from dairy farms in the Southeastern New York Region for Program Ob1ective 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. In short, DFBS identifies business and financial information farmers need and demonstrates how it should be used in identifying and evaluating strengths and weaknesses of the farm business. Format Features This regional report follows the same general format as in the 1992 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 cash flow summary including debt repayment ability; (4) an analysis of crop acreage. yields. and expenses; (5) an analysis of dairy livestock numbers. production. and expenses; and (6) a capital and labor efficiency analysis. Micro DFBS, a computer program which enables Cooperative Extension agents and specialists to calculate and print individual farm business reports in their offices, is now being used by the dairy farm management field staff for nearly 100 percent of the farms cooperating. This innovative approach provides faster processing of farm record data and increased use of the DFBS in farm management programs. *The Southeastern Region of New York State, with the number of participating farms in parentheses, is comprised of Columbia (15), Sullivan (13), Orange (4), and Ulster (1) counties. This report was written by Stuart F. Smith, Senior Extension Associate, Farm Management. Linda Putnam was in charge of data preparation. Maria Cilveti-Reynolds and Beverly Carcelli prepared the publication. Farm business data were collected by Cooperative Extension agents Steve Hadcock, Alan White, Gerry Skoda, and Larry Hulle.

5 Business Characteristics 2 SUMMARY AND ANALYSIS OF THE FARM BUSINESS Planning 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 Type of Farm Number Dairy 33 Part-time dairy Dairy cash-crop o Part-time cash-crop dairy 0 Type of Ownership Number Owner 20 Renter 13 Type of Business Number Single proprietorship 21 Partnership 11 Corporation 1 Business Record System Number ELFAC II o Account Book 19 Agrifax (mail-in only) 9 On-Farm Computer 4 Other 1 Type of Barn Number Stanchion/Tie-Stall 24 Freestall 9 Combination o Milking System Number Bucket & carry o Dumping station 1 Pipeline 22 Herringbone parlor 9 Other parlor 1 Milking Frequency Number 2x/day 32 3x/day 1 Other o Production Records Number DHIC 23 Owner-Sampler 4 Other o None 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 pr~sented 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 Change in inventory: Increases in inventories of supplies and other purchased inputs are subtracted in computing accrual expenses because they represent an increase in 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.

6 3 CASH AND ACCRUAL FARK EXPENSES Change in Inventory Change in Cash or Prepaid Accounts Accrual Expense Item Paid + Expense* + Payable Expenses Hired Labor $20,085 $0 «$285 $20,370 ~ Dairy grain & cone. 66,137-1, ,490 Dairy roughage 2, ,160 Nondairy J 380 Machinery Mach. hire, rent/lease 2, «0 2,812 Machinery repairs/parts 12, ,118 Auto expo (farm share) «0 492 Fuel, oil & grease 7, ,381 Livestock Replacement livestock 1,682 0 «0 1,682 Breeding 2, ,837 Vet & medicine 4, ,671 Milk marketing 13,788 0 «0 13,788 Cattle lease/rent 0 0 «0 0 Other livestock expense 10, ,840 ~ Fertilizer & lime 6, ,100 Seeds & plants 3, ,512 Spray, other crop expo 3, ,028 Real Estate Land/b1dg./fence repair 4, ,802 Taxes 5,402 0 «155 5,557 Rent & lease 8,726 0 «-54 8,672 Other Insurance 4,790 0 «'-21 4,769 Telephone (farm share) «0 950 Electricity (farm share) 6,086 0 «4 6,090 Interest paid 9,699 0 «0 9,699 Miscellaneous 2, ,865 Total Operating $202,568 $-1,035 $532 $202,065 Expansion livestock 1,045 0 «0 1,045 Machinery depreciation 12,560 Building depreciation 5,273 TOTAL ACCRUAL EXPENSES $220,943 Change in prepaid expenses (noted above by «) is a net change in non-inventory expenses that have been paid in advance of their use, for example, 1993 rent paid in If 1992 funds used to prepay 1993 rent exceeded the amount of 1992 rent prepaid in 1991, the amount of this excess is entered as a negative number to exclude it from 1992 accrual rental expenses. The excess prepaid rent should be charged against the future year's business operation. A decrease in prepaid rent is added to accrual expenses because it represents use of resources during this year that were paid for in past years. Cbange in accounts payable: An increase in accounts payable from beginning to end of year is added and a decrease is subtracted when calculating accrual expenses. Accrual expenses are the costs of inputs actually used in this) >.ar' S production. They are the total of cash paid, as well as changes in inventory, prepaid expenses, and accounts payable.

7 4 CASH AND ACCRUAL FARM RECEIPTS Change in Cash Change in Accounts Accrual Receipt Item Receipts + Inventory + Receivable Receipts Milk sales Dairy cattle Dairy calves Other livestock Crops Government receipts Custom machine work Gas tax refund Other Less nonfarm noncash Total Receipts $222,238 $-1,060 $221,178 13,275 $4, ,304 3,138 3, ,444 1,754 7,983 9,737 4,862 0* 4, ,758 o 1, ,..-- cap.** (-) o (-) 0 $248,858 $12,723 $-1,326 $260,255 *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. Cbanges in inventory of assets produced by the business are calculated by subtracting beginning of year values from end of year values excluding appreciation. Increases in livestock inventory caused by herd growth and/or quality are added, and decreases caused by herd reduction and/or quality are subtracted. Changes in inventories of crops grown are also included. An annual increase in advanced government receipts is subtracted from cash income because it represents income received in 1992 for the 1993 crop year in excess of funds earned for Likewise, a decrease is added to cash government receipts because it represents funds earned for 1992 but received in 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 selected determines profitability. 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. 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.

8 5 Net farm income is the return to the farm operators and other unpaid famiiy 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 livestock, machinery, real estate inventory, and stocks and certificates (other than Farm Credit). Appreciation is a major factor contributing to changes in farm net worth and must be included for a complete profitability analysis. NET FARM INCOME Item Average My Farm 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) $260,255 13,867 5,038 3, $282, ,943 $61,938 $39,312 $--- 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. " i 11 t 3.11 ;, { ~ 2.11 Net Farm Income/Cow and Milk/Cow 33 Southeutem NY RegIon farm AI 2 ):J eo 0 os. u 1.5 ~.E ~ 1 I ~ 0 D D D D D ro... D D D z D DO D 0 D 0 e 0 D III ~.) PouncM UIlk SoleI Per Cow

9 6 Return to operators' labor. management. and eguity 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. RETURN TO OPERATORS' LABOR, MANAGEMENT, AND EQUITY Item With Apprec. Average Without Apprec. My With Apprec. Farm Without Apprec. Net farm income Family labor per month $ 61, $39,312 Return to operators' labor, management, & equity $ 58,954 $ 36,328 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 MANAGEMENT INCOME Item Average My Farm Return to operators' labor, management, &equity without appreciation Real 5% on $426,277 average equity capital Labor &Management Income Labor &Management Income per 1.56 Operator $ 36,328-21,314 $ 15,014 $ 9,624

10 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 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 Item Average My Farm 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 $ 58, $ 27,230 $ 9,699 $ 36,929 $ 4,604 $ 14, % 1.1% 6.6% 2.6% $ _% ---_% --_% ---_% Farm and Family Financial Status 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 1992, leases were discounted by 8.5 percent. Advanced government receipts are included as current liabilities. Government payments received in 1992 that are for participation in the 1993 program are the end year balance and payments received in 1991 for participation in the 1992 program are the beginning year balance.

11 FARM BUSINESS & NONFARM BALANCE SHEET Farm Assets Jan. 1 Dec, 31 Current Farm cash, checking & savings Accounts rec, Prepaid expo Feed & supplies Total $5,022 19,180 o 42,497 $66,699 Intermediate Dairy cows: owned $90,348 leased o Heifers 39,285 Bulls/other 1vstk. 882 Kach./eq, owned 112,929 Kach./eq. leased 108 Farm Credit stock 3,695 Other stock/cert. 7,775 $6,113 17, ,471 $75,483 $94,808 o 53,054 1, , ,189 7,834 Total $255,022 $283,865 Lon&-Term Landjbuildings: owned leased $210,379 o $221,282 o Farm Liabilities & Net Worth Jan, 1 Dec, 31 Current Accounts payable $7,580 $8,113 Operating debt 6,013 4,953 Short-term 2,580 1,997 Advanced govt, rec. -- o o Total Intermediate Structured debt 1-10 years Financial lease (catt1e/mach. ) Farm Credit stock Total Lon& Term Structured debt >10 yrs Financial lease (structures) $16,173 $15,063 $52,141 $60, , ,189 $55,944 $64,666 $51,175 o $57,156 Total $210,379 $221,282 Total $51,175 $57,156 Total Farm Assets $532,100 $580,630 Total Farm Liab. FARM NET WORTH $123,292 $408,808 o $136,885 $443,745 Nonfarm Assets, Liabilities & Net Worth (Average of 26 farms reporting) Liabilities Assets Jan. 1 Dec. 31 & Net Worth Jan. 1 Dec. 31 Personal cash, chkg, Nonfarm Liab, $5,657 $5,932 & savings $5,776 $5,883 Cash value life ins. 5,319 5,454 Nonfarm real estate 169, ,904 Auto (personal sh,) 1,835 1,673 Stocks & bonds 8,086 7,367 Househo1d furn, 3,635 4,481 All other 12,321 9,604 Total Nonfarm $206,798 $207,366 NONFARM NET WORTH $201,141 $201,434 Farm & Nonfarm Assets. Liabilities. & Net Worth* Jan. 1 Dec, 31 Total Assets $738,898 $787,996 Total Liabilities 128, ,817 TOTAL FARM & NONFARM NET WORTH $609,949 $645,179 *Assumes that average nonfarm assets and liabilities for the nonreporting farms were the same as for those reporting,

12 ::0; '\ 9 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.easures of cash flow and repayment ability. BALANCE SHEET ANALYSIS Item Average My Farm Financial Ratios - Farm: Percent equity Debt/asset ratio: total 76' , long-term.26 intermediate/current.22 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 ----, Per Tillable Per Tillable Farm Debt Levels: Per Cow Acre Owned Per Cow Acre Owned Total farm debt $1,397 $1,610 $--- $--- Long-term debt Intermediate & current debt Farm inventoty 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). FARM INVENTORY BALANCE Item Value beg. of year Average of Region's FarmS Real Estate Machinery & Equipment $210,379 $112,929 Purchases Gift/inheritance Lost capital Net sales Depreciation + $16,488* 0 4,277 o 5,273 $17, ,560 Net investment Appreciation 6, ,964-4, ,038 Value end of year $221,282 $122,715 *$6,170 land and $10,317 buildings and/or depreciable improvements.

13 10 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). The change in farm net worth without appreciation is an excellent indicator of farm generated financial progress. STATEMENT OF OWNER EQUITY (RECONCILIATION) Item Average My Farm Beginning of year farm net worth $408,808 Net farm income w/o apprec. $ 39,312 +Nonfarm cash income + 4, Personal withdrawals & family expenditures excluding nonfarm borrowings - 30,405 RETAINED EARNINGS +$ 13,055 +$--- Nonfarm noncash transfers to farm $ 0 +Cash used in business from farm real nonfarm capital -Note/mortgage from + 4, estate sold (nonfarm) 0 CONTRIBUTED/yITHDRAYN CAPITAL +$ 4,076 +$--- Appreciation $ 22,626 -Lost capital CHANGE IN VALUATION EQUITY +$ 18,349 +$--- lkbalance/error -$ End of year farm net worth* -$443,745 - Change in net worth with apprec. $ 34,937 $--- Cbanse in Net Worth Without appreciation $ 12,311 With appreciation $ 34,937 *Hay not add due to rounding.

14 ''C; 11 Caah Ploy 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. Item.. ANNUAL CASH PLOti STATEMENT 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)

15 12 ANNUAL CASH FLOV STATEMENT Item Cash Flow from Operating Actiyities Cash farm receipts - Cash farm expenses - Net cash farm income Nonfarm income - Personal withdrawals/family expenses including nonfarm debt payments + Net cash nonfarm income My Farm - 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 + IIAchinery + 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 Reseryes Beginning farm cash, checking & savings - Ending farm cash, checking & savings - Net Provided from Reserves Imbalance (error) $

16 13 'epayment Analysis A valuable use of cash flow analysis is to compare the debt payments planned for the last year with the amount actually paid. The measures listed below provide a number of different perspectives on the repayment performance of the business. However, the critical question to many farmers and lenders is whether planned payments can be made in The cash flow projection worksheet on the next page can be used to estimate repayment ability, which can then be compared to planned 1993 debt payments shown below. FARK DEBT PAYHENTS PLANNED Same 27 Southeastern New York Region Dairy Farms, 1991 and 1992 Avera&e My Farm Debt Payments 1992 Payments Planned Made Planned 1992 Payments Planned 1993 Planned Made 1993 Long-term Intermediate-term Short-term Operating (net reduction) Accounts payable (net reduction) Total $8,219 11,478 1,508 $12,211 16,349 2,994 3,556 1, $24,868 $33,522 $8,769 13,516 1, $24,999 $--- $--- $---$--- Per cow Per cwt milk Percent of total 1992 receipts Percent of 1992 m11k receipts $267 $ % $360 $ % 12% 16% $ $ The cash flow covera&e ratio measures the ability of the farm business to meet its planned debt payment schedule. The ratio shows the percentage of payments planned for 1992 (as of December 31, 1991) that could have been made with the amount available for debt service in Farmers who did not participate in DFBS in 1991 have their 1992 cash flow coverage ratio based on planned debt payments for CASH FLOW COVERAGE RATIO Same 27 Southeastern New York Region Dairy Farms, 1991 and 1992 Item Average tiy Farm Cash farm receipts - Cash farm expenses + Interest paid - Net personal withdrawals from farm** (A) - Amount Available for Debt Service (8) - Debt Payments Planned for 1992 (as of December 31, 1991) (A + 8) - Cash Flow Coverage Ratio for 1992 $239, ,788 10,019 25,931 $30,977 $24,868 1".25 $--- $--- $--- **Persona1 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.

17 14 ANNUAL CASH FLOV VOIUCSHEET R.egional tty Farm Expected 1993 Item Average Total Per Cow Change Pro'ection (per cow) Average number of cows 94.4 Accrual Oper. Receipts Milk Dairy cattle $2, $ _ $- ----$--- Crops Misc. receipts Dairy calves Other livestock Total $2, $ _ $- --- $--- Accrual Oper. Expenses Hired labor $ $ _ $ $--- Dairy grain & conc Dairy roughage Nondairy feed 4.03 Mach. hire/rent/lease Mach. rpr./parts & auto Fuel, oil & grease Replacement lvstk Breeding Vet &medicine Milk marketing Cattle lease 0.00 Other livestock expo Fertilizer & lime Seeds & plants Spray/other crop expo Land, bldg.,fence repair Taxes Real estate rent/lease Insurance Utilities Miscellaneous Total Less Int. Paid $2, $--- Net Accrual Operating Income (total) (without interest paid) $67,891 $ _ $--- - Change in lvstk./crop inv.* 12,723 + Change in feed/supply inv.** + Change in accts. payable*** -1, Change in accts. rec. -1,326 NET CASH FLOll$55,991 $ _ - Net personsl withdrawals from $--- farm (see footnote on pg. 13) 26,257 Available for Farm Debt Payments & Investments $29,734 - Farm debt payments 40,509 $ _ $--- Available for Farm Investment _ $--- - Capital purchases: cattle, aachinery & improvements $35,540 $-10,775 $ Additional Capital Needed $ $ *Includes change in advance government receipts. **Includes change in prepaid expenses. ***Excludes change in interest account payable.

18 15 Cropping Analysis The cropping program is an important part of the dairy farm business and often represents opportunities for improved management. 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 Item Average My Farm ~ Owned Rented Total Owned Rented Total Tillable Nontillable Other nontillable Total Crop Yields Farms Acres* Prod/Acre Acres Prod/Acre Hay crop tn DM tn DM Corn silage tn tn 5.02 tn DM tn DM Other forage tn DM tn DM Total forage tn DM tn DM Corn grain bu bu Oats bu bu Wheat bu bu Other crops 1 17 Tillable pasture 4 24 Idle 9 19 Total Tillable Acres *This column represents the average acreage for the farms producing that crop. Average acreages including those farms not producing were hay crop 186, corn silage 67, corn grain 29, oats I, tillable pasture 3, and idle 5. 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 Item Average My Farm Total tillable acres per cow Total forage acres per cow Harvested forage dry matter, tons per cow

19 16 Cropping Analysis (continued) A number of cooperators have allocated crop expenses among the hay crop, corn, and other crops produced. Fertilizer and lime, seeds and plants, and spray and other crop expenses have been computed per acre and per production unit for hay and corn. Additional expense items such as fuels, labor, and machinery repairs are not included. CROP RELATED ACCRUAL EXPENSES 33 Southeastern New York Region Dairy Farms Reporting, 1992 Total All Corn Corn Per Hay Crop Corn Silage Grain Till. Per Per Per Per Ton Per Dry Item Acre Acre Ton DM Acre DM Shell Bu. Number of farms reporting Average number of acres Fertilizer & lime $24.15 $15.22 $6.21 $51.19 $8.87 $.56 Seeds & plants Spray & other crop expense Total $46.40 $22.55 $9.20 $93.29 $16.16 $1.02 My Farm: Fertilizer & lime $-- $-- $-- $-- $-- $- Seeds & plants Spray & other crop expense 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 MACHINERY EXPENSES Average My Farm Machinery Total Per Til. Total Per Til. Expense Item Expenses Acre Expenses Acre Fuel, oil & grease $7,381 $25.11 Machinery repairs & parts 12, Machine hire, rent & lease 2, Auto expense (farm share) Interest (5%) 5, Depreciation 12, Total $41,253 $140.32

20 17 Dairy Analysis Analysis of the dairy enterprise can reveal a great deal about the strengths and weaknesses of the dairy farm business. Information on this page should be used in conjunction with DHI and other dairy production information. Changes in dairy herd size and market values that occur during the year are identified in the table below. The change in inventory value without appreciation is attributed to physical changes in herd size and quality. Any change in inventory is included as an accrual farm receipt when calculating all of the profitability measures on pages 6 and 7. DAIRY HERD INVENTORY Item No. Dairy Cows Value Bred No, Value Heifers Open No. Value Calves No. Value Beg. year (owned) + Change w/o apprec. + Appreciation 93 $90,348 3, End year (owned) End incl. leased $94, $33, $14,222 Average number (all age groups) My Farm: 27 $21, , $12, $4, $5,434 Beg. of year (owned) + Change w/o apprec. + Appreciation End of year (owned) End including leased Average number $- $- $- $- $- $- (all age groups) $- $- Total milk sold and milk sold per cow are extremely valuable measures of size and productivity, respectively, on the dairy farm. These measures of milk output are based on pounds of milk marketed during the year. Farm managers on DHI should compare milk sold per cow with their rolling herd average on the test date nearest December 31 to see how close the DHI estimate of milk produced is to actual milk sales. MILK PRODUCTION Item Average My Farm Total milk sold, 1bs. Milk sold per cow, 1bs. Average milk plant test, percent butterfat 1,577,783 16,

21 18 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. 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. Total costs without operator's labor, management, and capital are the operating costs plus depreciation and unpaid family labor. ACCRUAL RECEIPTS FROM DAIRY AND COST OF PRODUCING MILK Average My Farm Item Total Per Cow Per Cwt. Total Per Cow Per Cwt. Accrual Costs of Producing Milk Operating costs $164,033 $1,738 $10.40 $ $ $ Total costs wlo opers' labor, mgmt. & capital $184,850 $1,958 $11.72 $ $ $ Total Costs $237,888 $2,520 $15.08 $ $ $ Accrual Receipts From Milk $221,178 $2,343 $14.02 $ $ $ 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 Item Per Cow Average Per Cwt. Per Cow My Farm Per Cwt. 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 $ $717 $861 $ % 37% $ $4.29 $5.15 $ $ $ $ $,, $ $ $ $

22 Capital and Labor Efficiency Analysis 19 Capital efficiency factors measure how intensively the capital is being used in the farm business. Measures of labor efficiency are key indicators of management's success in generating products per unit of labor input. CAPITAL EFFICIENCY Per Per Per Tillable Per Tillable Item Worker Cow Acre Acre Owned Farm capital Real estate Machinery & equipment Asset turnover ratio My Farm: Farm capital Real estate Machinery & equipment Asset turnover ratio $189,477 40,145 $5,894 2,286 1, $1,892 $6,545 2, LABOR FORCE INVENTORY AND ANALYSIS Years Value of Labor Force Months Age of Educ. Labor &Mgmt. Operator number 1 Operator number 2 Operator number 3 Family paid Family unpaid Hired Total My Farm: Total Operator's $20,801 8,438 2,485 Worker Equivalent Operator/Manager Equiv. Worker Equivalent Operator/Manager Equiv. Labor Efficiency Cows, average number Milk sold, pounds Tillable acres Total Average Per Worker 94 1,577, , Work units 1, Total My Farm Per Worker Average Per Per My Farm Per Per Labor Costs Total Cow Til. Acre Total Cow Til. Acre Value of operator(s) labor ($1,350/mo.) Family unpaid ($l,350/mo.) Hired $25,313 2,984 20,370 $ $ $ $ $ Total Labor $48,666 $516 $ $ $ $ Machinery Cost $41,253 $437 $ $ $ $ Total Labor &Mach. $89,919 $953 $ $ $ $

23 20 Progress of the Farm Business COMPARATIVE ANALYSIS 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 27 Southeastern New York Region Dairy Farms, 1991 and 1992 Average of 27 Farms* My Farm Selected Factors Goal Size of Business Average number of cows Average number of heifers Milk sold, lbs. 1,445,301 1,521,312 Worker equivalent Total tillable acres Rates of Production Milk sold per cow, lbs. 15,954 16,313 Hay DM per acre, tons Corn silage per acre, tons Labor Efficiency Cows per worker Milk sold/worker, lbs. 526, ,940 Cost Control Grain & cone. purchased as, of milk sales 31% 30',,, Dairy feed & crop expo per cwt. milk Labor & mach. costs/cow $5.20 $907 $5.21 $934 Operating cost of producing cwt of milk $ $ Capital Efficiency** Farm capital per cow Mach. & equip. per cow $6,064 $5,950 $ $ $ $1,263 $1,268 $ $ $ Asset turnover ratio Profitability Net farm inc w/o apprec $14,667 $36,757 $ $ $ $ $ $31,339 $48,704 $ $ $ Net farm inc. w/apprec. Labor & mgt. income per operator $-7,133 $8,027 $ $ $ Rate of return on eq. capital w/apprec. 0' 4', %, capital w/apprec. 2' 5,, %, Rate of return on all Financial Summary Farm net worth, end year $418,605 $432,185 Debt to asset ratio $ $ $ Farm debt per cow $1,457 $1,456 $ $ $ $ $ $ $ *Farms participating both years. **Average for the year.

24 21 bitonal Farm Business Cbart 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 quinti1e of farms included in the regional summary. FAlUI BUSINESS CHART FOil FAlUI MANAGEMENT COOPERATORS Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv- of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow DM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) (9) (9) (11) (11) ,922,908 20, , ,756,996 18, , ,459,299 17, , ,186 14, , ,217 11, ,430 Cost Control Grain, Grain is Machinery Labor & Feed & Crop Feed & Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $ ' $ 310 $ 698 $ 515 $ , ,393 1, Value and Cost of Production Milk Oper. Cost Total Cost Receipts Milk Production Per Cow Per Cwt. Per Cwt. Net Farm Income w/apprec. Profitability Net Farm Inc. w/o Apprec. Labor & Mgt. Inc. Per Oper. Change in Net Worth w/apprec. (10) (10) (10) (3) (3) (3) (6) $ , $ $ $ 168, , ,632 $ 101,124 47,723 24,855 13, $ 41, ,622-5,637-27,506 $ 129,017 32,969 16,630 4,113-20,338 *Page number of the participant's DFBS where the factor is located.

25 New York State Farm Business Charts 22 The Fara 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 aanagellent performance. The figure at the top of each column is the average of the top 10 percent of the 407 farms for that factor. The other figures in each column are the average for the s.econd 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 aske 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- asnagement position is sollewhere near the liiddle or average. Many things affect the level of costs, and must be taken into account when analyzing the factors. I'AllK BUSINESS CBAl.T FOil FAllK HANAGEHENT COOPERATORS 407 Nev York Dairy Farms, 1991 Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv- of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow PM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) (9) (9) (11) (11) ,870,298 22, , ,036,923 20, , ,195,234 19, , ,826,683 18, , ,498,642 17, , ,259,510 17, , ,039,997 16, , ,621 15, , ,395 14, , ,444 12, ,888 Cost Control Grain, Grain is Machinery Labor & Feed & Crop Feed & Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $ ' $234 $ 649 $ 468 $ _.----_._ _._-----_._ , , , ,222 1, ,489 1, *Page number of the participant's DFBS where the factor is located.

26 23 FARK BUSINESS CHART FOR FARK IlANAGEHENT COOPERATORS 407 New York Dairy Farms, 1991 Milk Milk Oper. Cost Oper. Cost Total Cost Total Cost Receipts Receipts Milk Milk Production Production Per Cow Per Cwt, Per Cow Per Cwt, Per Cow Per Cwt. (10) (10) (10) (10) (10) (10) $2,878 $14.17 $1,044 $ 6.81 $1,903 $ , , , , , , , , , , , , , , , , , , , , , , , , , ,480 13,88 3, Net Farm Income With Without Appreciation (3) Appreciation (3) Profitability Return to Operator's Labor, Management, & Equity Capital With Without Appreciation Appreciation (3) (3) Labor & Management Income Per Per Farm Operator (3) (3) $176,029 75,394 52,358 40,222 32,278 $133,540 54,218 38,884 28,608 22,880 $174,444 72,052 49,622 37,513 29,348 $131,468 52,232 35,612 26,402 19,817 $83,710 25,627 14,522 6, $52,031 18,117 11,194 5, ,325 18,399 9, ,307 16,746 9,151 1,400-6,922-37,575 21,423 13,682 5,351-4,921-28,088 12,846 5,173-3,002-12,177-44,465-5,953-12,873-20,114-32,052-76,192-4,644-11,042-17,922-28,881-65,860 Farm Business Charts for farms with freesta1l barns and 120 cows or less and liore than 120 cows, and farms with conventional barns with 60 cows or less and liore than 60 cows are shown on pages Financial Analysis Chart The farm financial' analysis chart on page 24 is designed just like the Farm Business Chart and liay be used to assess the financial health of the farm business. Most of the financial lieasures used in the chart are defined on pages 6, 9, 13, and 19 of this publication. References to DBF~ output page numbers for participating dairy farmers are provided in the table headings.

27 24 FINANCIAL ANALYSIS CBAB.T 407 Rev York Dairy Farms, 1991 Liquidity (repayment) Planned Debt Available for Cash Flow Debt Payments Payments Debt Service Coverage as Percent Debt Per Cow Per Cow Ratio of Milk Sales Per Cow (8)* (12) (8) (8) (5) $ 50 $ ' $ , , , , , , , ,687 Solvency Profitability Debt/Asset Ratio Percent Rate of Return with Leverage Percent Current & Long appreciation on: RAtiO** Equity Intermediate Term Equity Investment*** (5) (5) (5) (3) (3) % % 12% Efficiency (Capital) Asset Real Estate Machinery Total Farm Change in Turnover Investment Investment Assets Net Worth Ratio Per Cow Per Cow Per Cow wjappreciation (11) (11) (11) (11) (11) 0.63 $1,408 $ 564 $ 4,354 $105, , ,293 38, , ,847 24, ,677 1,095 6,269 16, ,002 1,243 6,646 10, ,342 1,355 7,016 5, ,694 1,551 7, ,087 1,768 8,210-7, ,760 2,058 9,140-16, ,672 2,735 11,260-57,840 *Page number of the participant's DFBS where the factor is located. **Do11ars 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.

28 25 Comparisons 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 used has as many of the same physical characteristics as possible as the farm being analyzed. To assist in this endeavor, dairy farms in the 1991 State Summary* have been divided into those with freestall and those with conventional housing. Within each group is a further classification by size of the dairy herd. The table on page 26 shows the average values for the resulting four groups of dairy farms. Within each housing type, the larger herd size had the higher rate of milk sold per cow but the greatest difference was between the conventional and freestall farms. The total cost of producing milk was lower on the larger farms while labor efficiency was greater. Profitability was higher on the larger farms as well as the freestall farms. Note the similarity of resource use and management performance between the large conventional and small freestall farms. Farm business charts have been computed for each of the four housing and herd size categories. References to DFBS output page numbers of participating dairy farmers are provided in the table headings. From these charts on pages 27-30, the range in size of business, rates of production, labor efficiency, value and cost of producing milk, and profitability can be observed. The range in every category of business performance is tremendous. 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. Farm managers should remember, however, that their competition is not limited to the other farms in their own barn type and herd size category. They should observe how their management performance compares with farms in other categories as well. Herd Size Comparisons A detailed comparison of profitability, financial situation, and business analysis factors across herd sizes is contained on pages of the 1991 State Summary.* As herd size increases, the average profitability generally increases (pages 42-43). Net farm income without appreciation was $136,656 per farm for the 300 or more herd size group and $2,303 per farm for those with less than 40 cows. This relationship generally holds for all measures of profitability including rate of return on capital. Farm net worth increases rapidly as herd size increases (pages 44-47), even though percent equity was higher on the smaller farms. The moderate size herd groups 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 16,211 pounds on the farms with less than 40 cows to 19,134 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 328,553 pounds at the lowest herd size category up to 864,343 pounds at the largest size category. *Smith, Stuart F., Wayne A. Knoblauch, and Linda D. Putnam, Dairy Farm Manaiement Business Summary. New York. 1991, Department of Agricultural Economics, Cornell University, A.E. Res. 92-6, August 1992.

29 26 SELECTED BUSINESS FACTORS BY TYPE OF BARN AND HERD SIZE 373 Rev York Dairy Farms, 1991 Farms with: Conventional Freesta11 Item <60 Cows >60 Cows <120 Cows >120 Cows 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 $18.38 $21,629 $ $22.77 $36,112 $ $27.18 $43,948 $ $26.03 $106,964 $163 Dairy Analysis Number of cows Number of heifers Milk sold, lbs. Milk sold/cow, lbs. Operating cost of prod. milk/cwt. Total cost of prod. milk/cwt. Price/cwt. milk sold Purchased dairy feed/cow Purchased dairy feed/cwt. milk Pure. grain & cone. as % milk rec. Pure. feed & crop exp./cwt. milk ,052 16,824 $9.86 $16.36 $12.58 $652 $ % $ ,481,199 17,082 $10.42 $14.96 $12.85 $668 $ % $ ,562,487 18,022 $10.05 $14.98 $12.93 $687 $ % $ ,707,816 18,812 $10.55 $13.89 $13.10 $726 $ % $4.65 Capital Efficiency Farm capital/worker Farm capital/cow Farm capital/til. acre owned Real estate/cow Machinery investment/cow Asset turnover ratio $181,301 $7,585 $3,269 $3,883 $1, $208,892 $6,903 $3,307 $3,187 $1, $226,807 $7,325 $3,433 $3,370 $1, $246,252 $6,296 $4,049 $2,808 $1, Labor Efficiency Worker equivalent Operator/manager equivalent Milk sold/worker, lbs. Cows/worker Labor cost/cow Labor cost/tillable acre , $609 $ , $508 $ , $519 $ , $541 $206 Profitability & Balance Sheet Analysis Net farm income (w/o apprec.) $10,935 Labor & mgmt. income/operator $-5,520 Return on all capital w/apprec. -0.7% Farm debt/cow $2,159 Percent equity 71% $19,495 $-2, %"" $2,239 67% *Average of all farms, not only those reporting data. $22,444 $-1, % $2,524 65% $58,491 $4, % $2,437 60%

30 27 FARK BUSINESS CHART FOR SHALL CONVENTIONAL STALL DAIRY FARKS 122 Conventional Stall Dairy Farms with 60 or Less Cows, New York, 1991 Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv- of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow DM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) ( 9) (9) (11) (11) ,161,296 21, , ,006,402 19, , ,762 18, , ,831 17, , ,459 17, , ,538 16, , ,257 15, , ,896 15, , ,752 14, , ,523 11, ,463 Cost Control Grain % Grain is Machinery Labor & Feed & Crop Feed & Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $341 17% $212 $ 632 $ 438 $ , , , , , ,615 1, Value and Cost of Production Profitability Milk Oper. Cost Total Cost Net Farm Income Labor &. Change in Receipts Milk Production With Without Mgmt. Inc. Net Worth Per Cow Per Cwt. Per Cwt. Apprec. Apprec. Per Oper. w/apprec. (10) (10) (10) (3) (3) (3) (6) $2,740 $ 6.42 $12.23 $53,078 $42,465 $19,889 $30,248 2, ,007 27,726 9,709 17,867 2, ,496 22,409 4,709 13,846 2, ,712 17, ,309 2, ,116 12,439-3,791 6, _._ , ,857 8,394-7,738 3,784 1, ,625 4,234-12, , ,156-1,971-16,055-4,980 1, ,875-6,070-22,626-10, *Page number of the participant's DFBS where the factor is located.

31 28 FARK BUSINESS CHART FOR LARGE CONVENTIONAL STALL DAIRY FARKS 101 Conventional Stall Dairy Farms with Hore Than 60 Cows, New York, 1991 Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow DM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) (9) (9) (11) (11) ,453,279 21, , ,007,656 19, , ,739,966 18, , ,562,748 18, , ,436,342 17, , ,346,317 17, , ,246,501 16, , ,105,390 15, , ,013 13, , ,566 11, ,086 Cost Control Grain % Grain is Machinery Labor & Feed & Crop Feed & Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $ % $222 $ 636 $ 434 $ , ,136 1, , ,68 Value and Cost of Production Profitabi 11ty Milk Oper. Cost Total Cost Net Farm Income Labor &. Change in Receipts Milk Production With Without Mgmt. Inc. Net Worth Per Cow Per Cwt. Per Cwt. Apprec. Apprec. Per Oper. wlapprec, (10) (10) (10) (3) (3) (3) (6) $2,867 $ 7.21 $12.27 $95,623 $66,317 $24,217 $79,568 2, ,028 47,527 15,711 36,142 2, ,692 34,267 10,979 24,998 2, ,975 27,772 6,367 17,567 2, ,274 22,916 1,175 12, _ , ,354 17,174-3,736 6,901 2, ,295 9,265-10,773-1,326 1, ,667 1,122, -19,843-9,415 1, ,600-9,656-33,574-18,321 1, ,012-26,407-50,112-36,366 *Page number of the participant's DFBS where the factor is located.

32 29 FARM BUSINESS CHART FOR SMALL FREESTALL DAIRY FARMS 66 Freesta11 Barn Dairy Farms with 120 or Less Cows. New York Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv- of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow DM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) (9) (9) (11) (11) ,993,141 20, , , , , , ,671,062 18, , _ ,458,043 17, , ,290,108 16, , ,173,974 16, , ,012,572 15, , , Cost Control Grain % Grain is Machinery Labor 6. Feed 6. Crop Feed 6. Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $ % $257 $ 689 $ 511 $ , , ,114 1, ,238 1, Value and Cost of Production Profitability Milk Dper. Cost Total Cost Net Farm Income Labor &. Change in Receipts Milk Production Wi th Wi thout Mgmt. Inc. Net Worth Per Cow Per Cwt, Per Cwt, Apprec. Apprec. Per Dper. w/apprec. (10) (10) (10) (3) (3) (3) (6) $2,927 $ 7.48 $12.08 $82,214 $ $29,929 $69,398 2, , ,752 2, ,031 37,230 9,298 24,657 2, , ,126 15,276 2, ,718 23, ,326 2, ,021 17,945-4,155 3,405 2, ,709 9,787-10,866-2,955 2, ,223 1,964-18,096-8, ,475-4,068-26,046-14,391 1, ,343-17,325-41,780-38,262 *Page number of the participant's DFBS where the factor is located.

33 FARM BUSINESS CHART FOR LARGE FREESTALL DAIRY FARMS 84 Freesta11 Barn Dairy Farms with Hore Than 120 Cows, New York, 1991 Size of Business Rates of Production Labor Efficiency Worker No. Pounds Pounds Tons Tons Corn Cows Pounds Equiv- of Milk Milk Sold Hay Crop Silage Per Milk Sold alent Cows Sold Per Cow DM/Acre Per Acre Worker Per Worker (11)* (11) (11) (10) (9) (9) (11) (11) ,384,842 22, ,003, ,283,512 21, , ,743,201 20, , ,020,615 19, , ,591,100 18, , _ ,322,631 18, , ,100,997 17, , ,875,093 16, , ,514,339 16, , ,041,714 14, , Cost Control Grain % Grain is Machinery Labor & Feed & Crop Feed & Crop Bought of Milk Costs Machinery Expenses Expenses Per Per Cow Receipts Per Cow Costs Per Cow Per Cow Cwt. Milk (10) (10) (11) (11) (10) (10) $ % $258 $ 642 $ 545 $ , , , ,166 1, ,328 1, Value and Cost of Production Profitability Milk Oper. Cost Total Cost Net Farm Income Labor &. Change in Receipts Milk Production With Without Mgmt. Inc. Net Worth Per Cow Per Cwt. Per Cwt. Apprec. Apprec. Per Oper. w/apprec. (10) (10) (10) (3) (3) (3) (6) $2,921 $ 6.81 $11.43 $331,877 $255,187 $115,674 $192,536 2, , ,746 42,826 90,274 2, ,944 90,074 22,567 51,012 2, ,770 58,939.13,025 35,705 2, ,743 45,653 3,039 21, , ,700 34,538-3,324 11,395 2, ,465 25,844-12,124 2,802 2, ,906 13,628-23,811-9,084 2, ,185-18,515-44,840-27,592 1, ,501-85, , ,251 *Page number of the participant's DFBS where the factor is located.

34 31 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: l. 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 (shortrange) 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. I. Mission and Objectives Worksheet for Setting Goals

35 32 Worksheet for Setting Goals (continued) II. Goals Who is What How When Responsible Summarize Your Business Performance The Farm Business and Financial Analysis Charts on pages and 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 Improvement: _

36 33 GLOSSARY AND LOCATION OF COMMON TERMS Accounts Payable - Open accounts or bills owed to feed and supply firms, cattle dealers, veterinarians and other providers of farm services and supplies. Accounts Receivable - Outstanding receipts from items sold or sales proceeds not yet received such.as the payment for December milk sales received in January. Accrual Expenses - (defined on page 3) Accrual Receipts - (defined on page 4) Annual Cash Flow Statement - (defined on page 11) Appreciation - (defined on page 5) Asset Turnover Ratio - The ratio of total farm income to total farm assets, calculated by dividing total accrual operating receipts plus appreciation by average total farm assets. Balance Sheet - A "snapshot" of the business financial position at a given point in time, usually December 31. The balance sheet equates the value of assets to liabilities plus net worth. Capital Efficiency - The amount of capital invested per production unit. Relatively high investments per worker with low to 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 13) Cash Paid - (defined on page 2) Cash Receipts - (defined on page 4) Change in Accounts Payable - (defined on page 3) Change in Accounts Receivable - (defined on page 4) Change in Inventory - (defined on page 2) Dairy (farm) - 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 (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. pebt Per Cow - Total end-of-year debt divided by end-af-year number of cows. Debt to Asset Ratios - (defined on page 9)

37 34 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 13. 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-cancellable 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. Income Statement - A complete and accurate account of farm business receipts and expenses used to measure profitability over a period of time such as one year or one month. Labor and Management Income - (defined on page 6) Labor and Management Income Per Operator - The return to the owner/manager's labor and management per full-time operator. Labor Efficiency - Production capacity and output per worker. Liquidity - Ability of business to generate cash to make debt payments or to convert assets to cash. Net Farm Income - (defined on page 5) Net Worth - The value of assets less liabilities equal net worth. equity the owner has in owned assets. It is the Operating Costs of Producing Milk - (defined on page 18) 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.