El4-Lancastar Firahi, Saturday, May 2,1M7
NEWARK, Del. - For many
farmers, a cash-flow projection is
merely something to show when
asking lenders for credit. In some
Horse Clinic, Tack Sale Slated
LANCASTER The Penn
sylvania Saddlebred Horse
Association will be holding a
Horsemanship Clinic and Tack &
Clothing Sale in conjunction with
their Open Horse show on Satur
day, June 6,1987 at Laranbo Farm,
Lancaster.
The horse show is scheduled to
begin at 10 a.m. with classes for
hunters, morgans, western
pleasure, saddlebreds, lead line,
and walk & trot. A special feature
at this horse show will be that the
judges will announce their reasons
for all ribbon placings in all the
classes.
The clinic will be held im
mediately following the horse
show. Individual and group in
struction will be provided by two
professional equitation instructors
and trainers for those interested in
improving their horsemanship
skills and proper presentation of
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Put Cash Flow Projections To Work On Farm
cases, borrowers prepare the
projection alone and then submit it
to lenders. Sometimes, both
borrower and lender work on it.
their horse for a horse show.
Training tips will also be given chi
methods to improve their horse’s
performance. There will be a $5
registration charge for those
wishing to participate with their
horse.
The Tack & Clothing Sale will be
held in conjunction with the clinic.
There will be riding attire such as
suits, hats, boots and
miscellaneous used tack.
An indoor arena is available in
the event of inclement weather.
Anyone interested in obtaining
prize lists or consigning items for
the tack & clothing sale can con
tact Ann Boyd at 393-5161 or
Marlene Sweigart at 215-267-2326.
Too often, the completed cash-flow
projection is consigned to the
credit file and never again sees the
light of day, unless it’s used to
generate the numbers for next
year’s projection.
Producers who fail to use this
document for routine planning are
overlooking a valuable
management tool— one that can
help them reduce the financial
risks associated with farming.
“It’s worth taking some time to
closely examine your cash-flow
projection,” says University of
Delaware extension agricultural
economist Gerald F. Vaughn. “It
can help you identify changes that
could reduce costs, increase
revenue and/or keep your
operating debt levels at a
minimum.”
Vaughn suggests fanners use
the following questions to
stimulate thinking about their
anticipated cash flow in 1967.
• When producing crops, could
' you reduce purchased inputs
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without sharply reducing yield? If
so, what changes might you make
and how would these changes
affect costs? When would any new
costs be paid?
• In your livestock operation, are
there changes that would reduce
the cost of purchased feeds or
animal care, reduce the cost of
purchased livestock or change the
timing of stock or feed purchases,
thus reducing the use of borrowed
funds? If so, how would these
changes affect cash flow?
• In your plans for marketing
crops and livestock, are there
acceptable ways to lock in
satisfactory prices while reducing
price risk?
• Could you change your in
tended marketing pattern to bring
in revenues earlier in the year,
making it possible to reduce
operating debt levels?
• Could the amounts or timing of
family living expenses be changed
to reduce your level of borrowing,
or to defer borrowing until later in
the year, thus reducing interest
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costs?
• Could the timing of payments
for purchased inputs be changed in
ways that would reduce your use of
borrowed funds early in the year
without increasing total costs?
•If you have cash-rental
arrangements under which you
pay part or all cash-rent costs
early in the year, are you willing to
negotiate for share-rent
agreements, or to negotiate
changes in the amount or timing of
the cash-rent payments? If so, how
will doing this affect up-front cash
costs?
• Are there other changes in
your intended pattern of income
and expenses that would reduce
the need for borrowed funds early
in the year?
As you examine your cashflow
projection and answer these
questions, note all the changes that
seem feasible, the economist says.
Do the needed numbercrunching
and negotiating. Then, re-project
cash flow to reflect the changes
you actually can make.
Lancaster, Pa.
17603