Charles H. Dyson School of Applied Economics and Management, Cornell University
Abstract
R.B. 2010-02Business and financial records for 2009 from 204 New York dairy farm businesses are summarized and analyzed. This analysis uses cash accounting with accrual adjustments to measure farm profitability, financial performance, and costs of producing milk. Traditional methods of analyzing dairy farm businesses are combined with evaluation techniques that show the relationship between good management performance and financial success. The farms in the project averaged 469 cows per farm and 24,208 pounds of milk sold per cow, which represent above average size and management level for New York dairy farms. Net farm income excluding appreciation, which is the return to the operator's labor, management, capital, and other unpaid family labor, averaged −126,820perfarm.Therateofreturntoallcapitalinvestedinthefarmbusinessincludingappreciationaveraged−3.5percent.Differencesinprofitabilitybetweenfarmscontinuetowiden.Averagenetfarmincomeexcludingappreciationofthetop10percentoffarmswas189,108, while the lowest 10 percent was −861,956.Ratesofreturnonequitywithappreciationrangedfrompositive4percenttonegative46percentforthehighestdecileandthelowestdecileoffarms,respectively.Largefreestallfarmsaveragedthehighestmilkoutputpercowandperworker,thelowesttotalcostofproductionandinvestmentpercow.However,in2009,theyaveragedthelowestreturnstolabor,managementandcapital.Farmsmilkingthreetimesaday(3X)werelarger,producedmoremilkpercowbuthadlowernetfarmincomesin2009thanherdsmilkingtwotimesperday(2X).Operatingcostsperhundredweightofmilkwere0.08 per hundredweight lower for 3X than 2X milking herds, while output per cow was 5,222 pounds higher. Farms adopting intensive grazing generally produced less milk per cow than non-grazing farms but averaged higher labor and management incomes per operator. One should not conclude that adoption of these technologies alone were responsible for differences in performance