Financial Statements

Welcome to a brief discussion of cash flow. Cash flow refers to a summary or a plan of

cash income and expenses. You can choose whether it focuses on the business only or is

a combined personal and business statement or budget. But, if the farm or ranch is

intended to stand-alone as a business, it is important to look at business cash flow

regularly to understand seasonal patterns and recognize business strengths and

weaknesses.

Cash flow can be summarized for historical purposes, which is usually referred to as a

statement. The cash flow statement is one of three financial statements that we

encourage all producers to develop annually and to analyze for the insights it provides

for the farm business and family. The cash flow statement summarizes information for a

period of time, typically a year. As depicted in this graph, the cash flow statement

together with balance sheets for the beginning and ending of the time period provides

essential information for the income statement.

The numbers in this slide refer to OSU fact sheets that provide more detail along with

detailed examples and step-by-step instructions for completing forms. AGEC-751 is the

publication number for a fact sheet on the Cash Flow Statement.

Cash flow can also be predicted or anticipated through a cash flow budget or plan. The

cash flow statement provides a useful reference for future year to year comparisons

while the plan provides a target for performance in coming months.

Statements or plans can either focus solely on the business or may include both business

and personal income and expenses. What you choose to include may depend on the

expected uses. Is it for communication with lenders and, if so, are both farm and

personal incomes pledged for loan repayment? That would argue for including both

farm and personal income and expenses. On the other hand, if the plan or statement is

designed to highlight how the business is doing, then limit the information included to

the farm or ranch.

In slides to follow, we’ll talk about where you find information for the cash flow, how

you summarize it, some of the insights it provides and will reiterate its relationship to

other financial statements.

Ideally, you have a record-keeping system that lends itself to a cash flow summary.

Cash transactions may be documented through a collection of receipts and invoices,

plus bank, credit card, loan statements and notes, the same kinds of things that you save

for tax purposes. The tax forms themselves would only be useful for an annual cash

flow and still would need to be supplemented by other account statements as they

wouldn’t document loan payments for instance.

Software tools today make it easy to sort and summarize records in a variety of ways

that can be useful in decision support. For instance, we’ve been teaching people how to

use Quicken for farm and ranch financial records. Investing some time in learning to use

a tool like Quicken gains you the ability to sort and summarize information quickly and

easily. With a couple of clicks, you can generate an annual cash flow statement or

monthly or quarterly reports. And, if you have records for multiple years in the file you

can compare cash flow across years to better understand the variability due to changes

in market prices, weather and so on.

Once you have a historical statement, it can be used as the basis for a forward looking

plan.

The cash flow statement is organized into sections for cash inflows and cash outflows.

Cash inflows include three types of items: operating receipts, capital sales, and

contributed capital.

In the operating receipts section, the totals for crop sales (wheat, canola, hay), livestock

sales (calves weaned, hogs, broilers, goats or other livestock), government payments

(LFP, ARC, PLC, conservation) are summed along with other farm income, such as

custom work.

Capital sales include the sales of culled breeding livestock, vehicles, machinery and

equipment, land or buildings. Any asset that is expected to be used in the operation for

multiple years is considered a capital asset. Any income that results from the sale of this

type of item is a capital sale. So a bull that has tested infertile and is sold at the local

livestock auction is a capital sale as is the used farm pickup.

Contributed capital consists of funds that come from outside the farm business to

support the farm. It may come from off-farm income, gifts from relatives or lottery

winnings. So, if you inherit, $10,000 from Aunt Mae and choose to deposit it in the farm

checking account to be used for farm purposes, it becomes contributed capital.

In the cash outflow section, you also have three general types of items: operating

expenses, capital purchases, and family living withdrawals.

Operating expenses include…

Capital purchases are the outflows of cash associated with buying capital assets. The

purchase of a bull to replace the bull that was culled is a capital purchase. The purchase

of a sprayer is a capital purchase. And the purchase of land is a capital purchase.

If the farm provides cash for family living expenses, it must also be documented. Any

other withdrawals, for instance, to support another business or pay a child’s college

expenses should also be recorded.

The intent is to fully capture the cash coming into the business and leaving the business.

Here’s an example of a cash flow report generated in Quicken. Inflows are summarized

using categories established by the user and show the totals for capital sales,

government payments, etc. with categories in alphabetic order. Similarly, cash outflows

are summarized by category with totals sometimes subdivided using subcategories to

capture more detail. Note at the top that you have the option of changing the time

period. Because you can easily switch to a monthly view or even shorter time frame,

software tools make it easy to quickly gain insights into seasonal patterns of cash

surpluses and shortfalls. It also makes it easy to compare years so that you have a record

of how high feed expenses were during a drought year or how much repair expenses

may be increasing over time.

This list of the kinds of default reports built into Quicken further demonstrates the

variety of ways information can be summarized with a couple of clicks of the mouse. I

personally like the income and expense bar charts and this pie chart showing the top 10

expense categories for our sample file. Graphs often communicate better than tables of

numbers and a good software tool makes it easy to create them.

Seeing that Repairs and Maintenance are the number one expense and the largest

portion of the pie may signal that a new investment may be needed in some machinery

or equipment or it may mean that better training is needed for hired help.

The numbers and visuals are telling—the manager has to help with the interpretation

and understand how the signal can be used in making a decision.

The cash flow statement can serve as the basis for a forward looking plan or budget.

While history may not repeat itself exactly, it is often a good predictor of the future in

many ways. By having a sense of how much is spent on different expense categories,

you can focus on managing the important ones. You can also invest relatively more time

in looking for outlook information that suggests what to expect for prices in the future

for important income or expense items.

A cash flow budget provides a target for the coming year and allows budget to actual

comparisons. By monitoring cash flow regularly, you can stay on target for achieving

your financial goals or be prepared to take action early in event of an unexpected

downturn in the market or unexpected expenses. Looking at cash flow by enterprise (for

instance, wheat, stockers, cow-calf, cotton), you can identify break-even prices and

yields. This helps inform your marketing plan and insurance decisions and perhaps

decisions about what to plant or not plant for the coming year.

Anticipating cash flow and changes in cash flow when circumstances change is

important. If market prices change for the worse or yields come up short, it may lead to

shortfalls that jeopardize the ability to pay bills or make scheduled loan payments. It is

always better to deal with problems early on as more options are available. So early

warning signals from your records and cash flow statements and plans are very

valuable.

Downturns in the economy often provide opportunities for those who are well

positioned.

We’ll talk more about key farm financial measures in another video, but I want to point

out how the cash flow statement contributes valuable information to some of them,

particularly liquidity and repayment capacity.

Liquidity is defined as… If your farm truck suddenly develops a problem that requires

an engine overhaul and you have to round up and sell a couple of calves to pay for it,

your business isn’t very liquid. A good understanding of cash flow helps the manager

decide what level of cash may be necessary in savings or other liquid assets to provide

for ongoing expenses as well as emergency funds.

Repayment capacity is defined as….If money has been borrowed for financing, the

lender providing the money expects that both principal and interest will be repaid on

schedule. Their business is dependent on borrower’s following through on their

commitments. A good understanding of cash flow and commitments made will point out

potential shortfalls and help inform strategies to best deal with problems.

A reminder of the cash flow statement’s role in an integrated set of farm financial

statements…. A good record of cash income and expenses is absolutely necessary in

analyzing the profitability of the operation as is done with an income statement. You

might think of the cash flow statement as one of the essential building block in

developing the income statement. Balance sheets will also be required to identify the

necessary accrual adjustments to complete the income statement.

This slide highlights some of the key differences in the cash flow statement and serve as

a reminder of the distinction between cash flow and profitability. It may be tempting to

look at the cash balance in a checking account and think that it is a signal of

profitability. But that isn’t necessarily so…. Focusing only on cash balances overlooks

changes in inventories of feed, hay, supplies, growing crops, etc. and capital assets. It

also does not capture gains/losses that may have been associated with sales of assets. In

analyzing profitability, we must capture these impacts as well as prorate the expense of

owning a capital asset over its expected useful life through depreciation. For example, if

we purchase a new farm vehicle for $30,000, we may expect to use it for 6 years and

then sell it for $3,000. In analyzing our yearly profit, we would prorate the difference

between the purchase and sale price of $27,000 over the useful life of 6 years. That

more accurately matches the expense of ownership with its business use.

And as shown here, the cash flow statement may include things that an income

statement would not, namely all cash associated with capital sales and contributions,

principal payments and family living expenses.

We encourage to you to learn more about developing a cash flow plan by reading the

OSU fact sheet 751. It provides a farm example with detailed explanation as well as a

blank form should you want to develop one for your operation. The other publications

listed here provide references for related topics. You may also be interested in software

tools that assist in financial statement development. FINPACK is one example of that

kind of tool.

Please contact your local Extension office or area agricultural economics specialist if

you would like more information or are interested in having a program on this topic in

your area.