Author: Kevin Burkett

  • Files for the Farm Business

    Files for the Farm Business

    Sometimes, in Extension, a farmer will ask what kind of recordkeeping system is required for the farm. It is an interesting question and one that can have several layers. If we think of all the records that a farm might be required to have, it can be a lot. Records for the farm include production, food safety, labor, marketing, sales, expenses, and other business documents. All these records are important for different reasons. Typically, a farm owner will need these to analyze, verify, and produce documentation of activities occurring (or not occurring) in their operation. Sometimes, it is solely for the farmer, and other times, it may be required by a regulatory agency. Either way, having systems in place to accurately and efficiently organize this information is important. 

    For this article, we are focused on financial records for the operation. This encompasses sales records, expenses, and other business transactions (like loan payments). The first goal should be to capture everything. Only recording half the expenses, for instance, would produce a bad set of data for the farmer. One step in the right direction is ensuring a business bank account is set up for the farm. Assuming there is not a mix of personal and business transactions, this will capture how much money is coming in and out of the business. 

    A business bank account will not include everything, however. Assume, for instance, a piece of machinery was bought but did not require a down payment or loan payments for the first six months. In this instance, something significant occurred, and only looking at the money going in or out would not tell the whole story. It is important to have an organized filing system, either electronic or hardcopy, where source documents are retained, secured, and backed-up appropriately. Once all activities are accounted for, other processes can be implemented to organize and categorize the information.  

    The most straightforward method of organization is recording everything by date. An example is a folder that records everything in January 2023, February 2023, and so on. Knowing an activity occurred during April, for instance, you could locate it in that folder. While this is serviceable, having additional categorization, like whether it is an expense and what the particular expense is related to – inputs, labor, overhead, etc. provides granularity for finding specific records. For finances, recording transactions in an accounting system where they are put into a ledger provides even greater organization and an ongoing tally of everything that has occurred during the year. This ledger can be used to determine profitability, analyze the business, file taxes, and make other necessary reports from the business. The source documents should always be available for backup, but having one file that encompasses everything provides a much more workable format.

    Primarily we’ve discussed financial records of the business. However, it is important the farm owner knows all of the regulations and record requirements of their business. Ultimately, the best system is the one you understand and will actually use.  Over time, it can become more refined to meet the needs of the business. It is a balance between how much detail and organization is needed and how much time and resources a business has to develop systems to put in place. A more complex filing system would be more difficult to set up but will likely pay dividends in the long run. And as with any large undertaking, you must start “one bite/file at a time.”

  • How Much Can I Sell This For? Part II

    How Much Can I Sell This For? Part II

    As a continuation of part 1 of our “How Much Can I Sell This For?” series, we dive deeper to determine how to set our price targets. 

    It is important to know how much has been invested in order to recoup the cost. Next is to generate revenue greater than the investment in order to be profitable. Capture ALL costs of carrying out a particular activity, often referred to as production or variable costs. This varies according to how much is produced of a certain item. Think of inputs like fertilizer, seeds, irrigation, labor, etc. that will go up as you produce more. Not all crops will have the same inputs or amount of inputs so it is specific to what you are growing. Generally, total cost will go up but the cost per unit produced will go down as you produce more.

    Second, there are various costs of operating a business such as insurance, rent, property taxes, utilities, and depreciation. They are not specific to a particular crop but an overall cost to the business. It is important to know these too and then allocate them in a reasonable method. This is where it can be part art and part science. How much of the electricity bill do you charge to the tomato crop for instance? One method would be segmenting the production of your farm, and if tomatoes are roughly 20% of your farm production, you will allocate total general overhead expenses at 20%. Perhaps some costs are allocated completely if it only applies to one enterprise. Another method would be charging a percentage, 10% for example, on top the direct production expenses, as an estimate of overhead costs for the crop. With the second method, a way to check for accuracy is totaling the estimates charged from all crops and seeing if it is close to the actual overhead for the year. If so, the estimate is suitable. Otherwise, you may need to change your percentage or use a different method.

    We have done a quick calculation on 1 acre of tomatoes to demonstrate both the art and the science needed to set price targets. The examples and numbers have been simplified and do not reflect actual production costs (Table 1).

    Table 1. Example: Total Costs (Allocated and Estimated) for Field-grown Tomatoes (one acre)

    To be conservative, we’ll use the allocated method which estimates a greater cost, $11,500. This starts to give targets for marketing the product. The $10,000 of direct cost is the first revenue goal. But ultimately $11,500 or greater needs to be generated for long term profitability. Meaning we are covering the production costs and a portion of the operating expenses for the business. 

    For further analysis, this can be broken down by yield or expected yield (Table 2). The price per lb. and price per box end up being the same number in the end, but it is a different way to evaluate the information depending on how you plan to sell. 

    An additional piece of the puzzle is the cost associated with participating in a specific market. If you know there is a market fee, there is mileage, and labor hours, that must be factored in as well. In Part III of “How Much Can I Sell This For?”, we will discuss how to evaluate your marketing expenses.   


    Burkett, Kevin. “How Much Can I Sell This For? (Part II).Southern Ag Today 3(21.5). May 26, 2023. Permalink

  • How Much Can I Sell This For? Part I

    How Much Can I Sell This For? Part I

    How much can I sell this for? This is a question producers often ask us. It is an important question and one that is not always easy to answer. Usually there are many factors to consider in pricing your farm products. In Part I of our series on product pricing, we discuss factors that may affect what you want to reflect in your product’s price.

    • Cost – It can be a challenge to hone in on this number, but it is important to know how much has been invested. The first step is capturing ALL costs associated with carrying on a farming activity. Over time these can be broken down by categories and segmented into individual crops/enterprises. Capturing product cost(s) is done through a chart of accounts and the books and records of the business. Oftentimes at the beginning of the season you may not know exactly how much you will spend. Enterprise/crop budgets are farm management tools that can help fill in the gaps. 
    • Price Comparison – Referencing other markets can tell you what comparable products are selling in area markets. Comparable product prices is helpful information to know, but it is not advised to simply match your price to what you see elsewhere. It is better to develop a range for what is acceptable. If you determined that you are profitable at $5.00 per lb. (based on your costs) but you see that a grocery store is selling for $7.00 per lb., that may help you understand what customers are willing to pay. Other places to reference would be farmers markets, grocery stores, USDA reports, market bulletins, and other places where similar products are sold.
    • Customers – Evaluating your customer segment is important because you may know what your price needs to be, but you have to find buyers that will support that. That means your customers must be willing and able to pay the set price for your product. Some questions to ask:
      • Do the customers have the means and willingness to pay? If you have premium products, who will be willing to pay for that and where are they located?
      • Is your market local or will you have to travel to reach them? If there are additional costs associated with that market, consider the additional revenue you will need to make it worth it.
      • What’s the capacity of the market? If you and several others are growing similar items but there are a small number of customers, it may be hard to make enough sales to cover your cost. Some markets may even put restrictions on what you can bring to discourage duplicate offerings. At that point, it is not a price problem but having enough buyers available. 

    Price for products can be quite variable and experience large variations throughout a season. Farmers can influence the price their customers are willing to pay through successful marketing and branding efforts.  However, other factors such as perishability may add additional market pressure. Knowing your cost, a range of acceptable prices, and opportunities to reach buyers can help net an acceptable return for your crop. 

    Part II of this series on product pricing will include an example on calculating price for a Southeastern-grown fresh fruit or vegetable. The related article is planned for release in an upcoming Southern Ag Today article.


    Burkett, Kevin. “How Much Can I Sell This For? Part I.Southern Ag Today 3(15.5). April 14, 2023. Permalink

    Photo by Erik Scheel: https://www.pexels.com/photo/person-giving-fruit-to-another-95425/

  • What’s a 1099? Do I Need to File?

    What’s a 1099? Do I Need to File?

    In 1917, the United States was in the midst of World War I. The government wanted to increase revenues to fund the war, so Congress passed the War Revenue Act of 1917. It created several provisions, but one was the requirement that businesses start reporting payments made to other businesses. This reporting requirement created 1099s. It stated that if payments of $800 or more were made, it was to be reported to the Internal Revenue Service (IRS) [1,2]. In this article, we will review how this affects farm businesses.

    Today the requirements are roughly the same, but the threshold is $600. The threshold is the total of all qualified business payments made.  So, two payments of $400 for rent ($800 total) to the same recipient would qualify. Further, $400 for rent and $200 for services ($600 total) to the same recipient would also qualify. It is important to note this is only on payments made from one business to another. Payments made for personal purposes do not have this reporting requirement. For example, contracting someone to paint your personal residence (not required) vs. contracting someone to paint the barn for your farm business (required). Most often in agriculture, payments for rent and services are what create 1099 filing requirements. Payments for physical goods and payments to corporations (C or S) are typically exempt from these reporting requirements (with a few exceptions). If the business had payments during the year exceeding the threshold, it is a good idea to investigate whether a 1099 needs to be filed. Oftentimes, recordkeeping software or your accountant can make you aware of these situations.

    It is common that a farm operator may receive and issue 1099s. Receiving a 1099 indicates you were paid amounts during the year that required a 1099 to be issued. Ideally, this will coincide with what has already been recorded through the books and records of the business. For the operator or tax preparer, it is then a question of what the payment was for and how it should be reported for tax purposes. Receiving a 1099 does not necessarily mean that amount is taxable. It depends on the facts and circumstances relating to the payment. 

    If a business is required to file 1099s, it is referred to as an informational return. The form itself does not remit any money to the recipient or the IRS; it is a summary of amounts that were paid during the year. Generally, there are going to be four copies of this form. (1) One sent to the recipient, (2) one sent to the IRS, (3) one sent to the state of the recipient*, and (4) one for your own business records. 

    1099s must be sent to the recipient by either January 31st or February 15th, depending on the variation of the form. The IRS copy of the 1099-NEC must be sent by January 31st, and all other 1099s must be sent by either February 28th (paper) or March 31st (electronic) [3]. Due dates for states vary, but January 31st is common. Research individual states to find out their requirements and due dates. Penalties for late filing could be significant depending on the number of returns and the lateness of each.

    Below are common (but not all) 1099 variants seen in agriculture:

    For further reading visit the IRS [4] or RuralTax.org [5].

    * Sometimes states will not require a 1099 or it will already be sent to the state from filing the federal form. It is important to review the individual state’s requirements to remain compliant. 

    ** Form 1099-MISC must be issued to a veterinarian even if the veterinarian is incorporated.

    [1] https://www.history.com/this-day-in-history/war-revenue-act-passed-in-u-s

    [2] https://www.givemeliberty.org/docs/TaxResearchCD/TaxActs/IncomeTax1917.pdf

    [3] https://www.irs.gov/pub/irs-pdf/i1099gi.pdf

    [4] https://www.irs.gov/forms-pubs/about-form-1099-misc

    [5] https://extension.usu.edu/ruraltax/tax-topics/form-1099-information-returns


    Burkett, Kevin, and Jerry Pierce. “What’s a 1099? Do I Need to File?Southern Ag Today 2(53.3). December 28, 2022. Permalink

  • Short-Term Contingency Plans for Southern Producers

    Short-Term Contingency Plans for Southern Producers

    A farm manager wears many hats and deals with a lot of different businesses and tasks in running a farm. Business planning and succession is its own topic (and an important one), but sometimes there are short-term scenarios when farm managers or key personnel are away from the farm because of personal matters, sickness, vacation, or even unexpectedly passing away. These are stressful events, even more so when business and farm obligations start to pile up. Having a comprehensive plan in one place provides a critical resource to anyone needing to step in and temporarily continue these tasks. 

    We have listed several resources below that are available for use. Consider them prompts and outlines to think through what is needed. Your family, local Extension agent, and other trusted confidants are good resources to help you develop your plan. Once it is complete, make copies and clearly communicate where those are located. A good short-term contingency plan should detail accounts, contacts, obligations, and critical information a farm manager deals with. Some examples of the information detailed would be: (1) tracts of land with corresponding surveys or maps of the property (2) livestock feed/availability, veterinarians, and grazing plans for cattle (3) the location of keys, business documents, and contact information for advisors or partners to the farm.

    Several points to consider:

    Information related to the farm can frequently change and in a short period of time the information could be out of date. Plans should be reviewed after significant changes on the farm, or at a minimum, reviewed annually.  Tax filing time, when you are already reviewing business information, may be a good opportunity to schedule a contingency plan review. Having bad or outdated information could be as detrimental as having no information at all.

    Some information can be highly sensitive such as bank accounts, passwords, and other confidential data.  This information can be critical to communicate because a family member trying to figure out passwords, or resetting accounts could be a long, frustrating process. There are safe & secure options to digitally store sensitive information or physical lists may be kept in a secure location.

    Having multiple copies of the plan is advised and distributing those to any relevant personnel.  In addition, one central copy could help ensure availability. Depending on your relationship with each, consider informing your banker, lawyer, neighbor, etc. of your operation’s contingency plans. 

    Short-term planning is part of a larger discussion of operational risk and transition planning. Having a strategy to transfer relationships and responsibilities according to an owner’s wishes should not be ignored. Succession planning resources are often available through your local Extension office. We encourage you to reach out to a trusted advisor. Adequate short and long-term planning can help farms sustain their operation into the future.

    Credit: University of Missouri Extension – Short-Term Operating Plan https://extension.missouri.edu/media/wysiwyg/Extensiondata/Pub/pdf/manuals/m00202.pdf

    Resources:

    1. Short-Term Operating Plan for farms and ranches https://extension.missouri.edu/media/wysiwyg/Extensiondata/Pub/pdf/manuals/m00202.pdf. Primarily hand-written worksheet used to document important aspects of the business
    2. AgPlan https://agplan.umn.edu Business planning website run through the Center for Farm Financial Management. It is free to use AgPlan, and once logged in you would select ‘Short-Term Operating Plan.’ 
    3. Code Red “Contingency Planning for Your Family and Farm Operation” https://ag.purdue.edu/department/agecon/fambiz/_docs/leadership-succession-planning/code-red.pdf Microsoft Excel workbook can be printed, shared virtually, or distributed through thumb-drives.

    Burkett, Kevin, and Scott Mickey. “Short-Term Contingency Plans for Southern Producers“. Southern Ag Today 2(42.3). October 12, 2022. Permalink