NQF Level: 4 US No:

Transcription

1 NQF Level: 4 US No: Learner Guide Primary Agriculture A farm budget and a proper information system My name: Company: Commodity: Date: The availability of this product is due to the financial support of the National Department of Agriculture and the AgriSETA. Terms and conditions apply.

2 2 Before we start Dear Learner - This Learner Guide contains all the information to acquire all the knowledge and skills leading to the unit standard: Title: Prepare a whole farm budget and establish a proper integrated information system for US No: NQF Level: 4 Credits: 3 The full unit standard will be handed to you by your facilitator. Please read the unit standard at your own time. Whilst reading the unit standard, make a note of your questions and aspects that you do not understand, and discuss it with your facilitator. This unit standard is one of the building blocks in the qualifications listed below. Please mark the qualification you are currently doing: Title ID Number NQF Level Credits Mark National Certificate in Animal Production National Certificate in Plant Production Please mark the learning program you are enrolled in: Your facilitator should explain the above concepts to you. Are you enrolled in a: Y N Learnership? Skills Program? Short Course? This Learner Guide contains all the information, and more, as well as the activities that you will be expected to do during the course of your study. Please keep the activities that you have completed and include it in your Portfolio of Evidence. Your PoE will be required during your final assessment. What is assessment all about? You will be assessed during the course of your study. This is called formative assessment. You will also be assessed on completion of this unit standard. This is called summative assessment. Before your assessment, your assessor will discuss the unit standard with you. Assessment takes place at different intervals of the learning process and includes various activities. Some activities will be done before the commencement of the program whilst others will be done during programme delivery and other after completion of the program. The assessment experience should be user friendly, transparent and fair. Should you feel that you have been treated unfairly, you have the right to appeal. Please ask your facilitator about the appeals process and make your own notes.

3 3 Your activities must be handed in from time to time on request of the facilitator for the following purposes: The activities that follow are designed to help you gain the skills, knowledge and attitudes that you need in order to become competent in this learning module. It is important that you complete all the activities, as directed in the learner guide and at the time indicated by the facilitator. It is important that you ask questions and participate as much as possible in order to play an active roll in reaching competence. When you have completed all the activities hand this in to the assessor who will mark it and guide you in areas where additional learning might be required. You should not move on to the next step in the assessment process until this step is completed, marked and you have received feedback from the assessor. Sources of information to complete these activities should be identified by your facilitator. Please note that all completed activities, tasks and other items on which you were assessed must be kept in good order as it becomes part of your Portfolio of Evidence for final assessment. Enjoy this learning experience!

4 4 How to use this guide Throughout this guide, you will come across certain re-occurring boxes. These boxes each represent a certain aspect of the learning process, containing information, which would help you with the identification and understanding of these aspects. The following is a list of these boxes and what they represent: What does it mean? Each learning field is characterised by unique terms and definitions it is important to know and use these terms and definitions correctly. These terms and definitions are highlighted throughout the guide in this manner. You will be requested to complete activities, which could be group activities, or individual activities. Please remember to complete the activities, as the facilitator will assess it and these will become part of your portfolio of evidence. Activities, whether group or individual activities, will be described in this box. Examples of certain concepts or principles to help you contextualise them easier, will be shown in this box. The following box indicates a summary of concepts that we have covered, and offers you an opportunity to ask questions to your facilitator if you are still feeling unsure of the concepts listed. My Notes You can use this box to jot down questions you might have, words that you do not understand, instructions given by the facilitator or explanations given by the facilitator or any other remarks that will help you to understand the work better

5 5 What are we going to learn? What will I be able to do?... 6 Learning outcomes 6 What do I need to know? Introduction. 7 Session 1 An integrated whole farm budget Session 2 Determine the economic and financial viability. 12 Session 3 An information system Session 4 Managerial information for improved decision-making.. 26 Am I ready for my test? Checklist for Practical assessment Paperwork to be done Bibliography Terms and conditions Acknowledgements SAQA Unit Standard

6 6 What will I be able to do? When you have achieved this unit standard, you will be able to: Learning Outcomes Pro-actively participate in the analysis, planning and management of a sustainable agri-business within a volatile and competitive business environment. Understand the importance of the application of business principles in agricultural production with specific reference to planning. They will be able to operate farming practices as businesses and will gain the knowledge and skills to move from a subsistence orientation to an economic orientation in agriculture. At the end of this learning module, you must is able to demonstrate a basic knowledge and understanding of: How to prepare an integrated whole farm budget. Utilise sensitive analysis (what-if functions) to determine the economic and financial viability of a business. Develop an information system for a commercially driven agri-business. Utilise the information system to generate managerial information for improved decision-making. An integrated budget. Causes and effects of changes in the value / supply chain on a budget. Rules and principles of an information system for a commercialised agribusiness. The utilisation of present financial statements to generate managerial information. Sensitivity analysis and break-even points. Record-keeping. Communication. Utilisation of technology. What do I need to know? It is expected of the learner attempting this unit standard to demonstrate competence against the unit standard: NQF3: Interpret factors influencing agricultural enterprises and plan accordingly. NQF 3: Explain costing and the viability of NQF3: Supervise the collection of agricultural data

7 7 Introduction Let s talk about preparing for an integrated whole farm budget. Agri-Business farm budget An Agri-Business complete farm budget would entail the costing of a plan, which would include all farming operations per annum, with the aim of creating a viable income. The complete farm budget would include the up keeping of a cashbook and an income statement, while the farm income and Nett profit made annually is reflected on the financial statements. The learner will be able to utilize the previous ear s cash-flow statement and income statement as major input for the following year s cash-flow budget ensuring that monthly income and all costs are clearly indicated. He/she will also be able to crossreference independently these budgets to ensure horizontal compatibility and have a clear understanding of the need for a whole farm budget with specific indication of how it will be applied in a managerial decision making process. My Notes

8 8 Session 1 An integrated complete farm budget After completing this session, you should be able to: SO 1: Prepare an integrated whole farm budget. In this session we explore the following concepts: 1.1 Introduction Aspects to consider when integrating a farm budget. Set up a rationalised budget The farmer should be motivated, diligent and not too old. He must be equipped with certain skills e.g. literacy (not crucial), ability to plan, discipline to keep records and observe the timeliness of farming operations. He must be dedicated towards farming for profit in a sustainable manner to ensure the viability of farming for future generations. 1.2 Aspects to consider What kinds of aspects would we consider to formulate a complete farm budget? You as the farm manager will have a big input in the annual budget for your farm. Should you not be able to keep record yourself, you need some office assistance to keep record of all costs, receipts and daily bookkeeping. In addition you will need access to a bookkeeper, who you can trust, and preferably not a family member or friend, in order to see to transparency in the bookkeeping process. If you are not confident with prices and chemicals, obtain some assistance from your closest agricultural suppliers, e.g. Obaro and contact your extension or agent for chemicals in the area. Update your price lists annually and ask the suppliers when they will increase their prices, so that you can prepare for any unforeseen costs. The following issues are important and should be known to you in preparing the complete farm budget. Rent of the property or expenses to repay a bond on the farm? Interest paid on credit obtained by some or other financial institution?

9 9 Costs of annual labour An asset register, which lists the value of the present assets, and a costing to any new assets, gained. A depreciation % should be decided on with your bookkeeper in order to depreciate some of those assets which will not be used on the long term. Also keep a list of consumables like bottles, paper, ink, packaging etc. Transport costs Price lists for the number of and kinds of chemicals you would use, these should include pesticides, herbicides, fungicides, fertiliser etc. Make room for unexpected costs here, should some pests occur that do not normally occur. Insurance fees for unexpected loss of income as a result of weather conditions (hail). Costs of packaging Yield and a market related estimate of what you will get when delivering your produce to the market. Prevailing economic conditions in the sector, country and internationally see for example the SAFEX index on a regular basis to follow market trends. Profit margins per cultivar / per crop / per block / per orchard / per Hectare Service provider costs for soil preparation, soil analyses costs and other activities like costs towards planting if you will make use of contractors. Labour costs Salaries must be paid to staff and labourers. Overhead costs like telephone, water, and electricity consumables. A manager in an agribusiness would supervise and delegate, but will also organise, plan and facilitate the activities and also be responsible for setting up the farm budget. Please complete Activity 1: 1. Discuss within your groups the activities in an agri-business, which you would include in your budget as a cost. 2. List activities, which are direct costs. 1.3 Set up a rationalized budget The above issues are related to a cost value in order for the farmer to set up a rationalised budget. A rationalised budget is a budget where the excessive costs are already cut the bare minimum.

10 10 An example of a rationalised physical budget to produce one hectare of cotton: Mechanisation Ue cattle to graze and destroy cotton plants after harvest Plough 300 Disc 200 Plant by hand Total 500 Seed 5kg/ha 95 Tech fee 100 Total 195 Herbicide Trifluralin 1l/ha Total Insecticides Mospilan Fastac Total Fertilizer 50kg.ha = 14 kg N/ha Labour pre-harvest Planting 4 man-days Weeding 10 man-days Spraying 4 man-days 18 R17.50 per day 315 Labour harvest 1000kg@ 50cents 500 Total (Cotton SA, Cotton Training Programme,) Expected yield: 1000kg/ha Gross income R3 100 at R3.10 per kg seed cotton Gross margin: R = R1 319,67 A cashbook reflects the monthly income and expenses for a particular year. Costs that are listed on the budget will then be reflected in the cashbook at the specific timeperiods when they occur. You can use a computer programme like Excel (Windows) or any other suitable programme to list your costs in your cashbook. It is good to use a separate page for each month.

11 11 In Example 1a (see Excel document), it is clear that you list the income of each month on the left hand side of the table, while the expenses which are reflected in salaries, chemical input costs, transport costs etc. are listed on the right hand side of the table. The balance for that month is then also reflected at the bottom of the column on the left. The physical budget is used to list the costs of the production activities and these costs are stipulated as a monthly budget as needed in the cashbook. In the example, second application of fertiliser was given in February, therefore half the total of the cost for fertiliser was listed as an expense in the cashbook. The income of the previous month, listed in the left column of the cashbook, is carried over to the next month. The new month s income can now be listed. In this example the income received was for transport that the farmer did for other farmers and renting out his services as a service provider for land preparation. A summary of the budget can be seen for all months, which would reflect all income and expenses for the financial year. The money left over as the balance is normally carried over to the following financial year. In South Africa a financial year usually starts in the beginning of March and ends at the end of February the next year. This amount (the difference) would not mean there is a profit of that amount, but this money is still needed for the coming year s costs. Concept (SO 1) The previous year s cash-flow statement is utilised independently as major input for the following year s cash-flow budget ensuring that monthly income and all costs are clearly indicated. The previous year s income statement is utilise independently as major input for the following year s income budget ensuring that all income and all costs are clearly indicated. Various complete farm budgets are cross-referenced independently to ensure horisontal compatibility. A clear understanding of the need for a complete farm budget with specific indication to how it will be applied in managerial decisionmaking is demonstrated. I understand this concept Questions that I still would like to ask

12 12 Session 2 Determine the economic and financial viability. After completing this session, you should be able to: SO 2: Utilise sensitive analysis (what-if functions) to determine the economic and financial viability of a business. In this session we explore the following concepts: Physical budget Determining the break-even point Factors that can influence income 2.1 Physical budget The income of an agri- business depends on the money received for services rendered, produce delivered and sold at the market and on the number of inputs and their associated value. The yield per ha can be similar over a number of years but the price obtained for the specific produce may vary, according to the available markets. For example, you may have harvested 3000kg seed cotton for the past 3 years, but the price has decreased from R3, 00 per kg, to R2, 70 per kg, to R2, 50 per kg. The income received for cotton over the past 3 years has declined and influenced your farms profitability, should you not have been able to cut down on costs and produce a rationalised budget. See Session 3, example of a rationalised budget. Different outcomes should be able to predict if you had a mixed farming enterprise. The loss in income (cotton) could be wiped out by the profit made by selling other produce such as maize or sunflower. The profitable of a product can be increased by planting larger areas (more hectares) since chemicals and other input costs can decrease when bigger quantities are bought. The higher yield will also make up for the loss of income per kg. cotton sold. This break-even point is important to calculate for each business. In a Physical budget for 1ha of cotton, a small-gross margin is calculated in the example below. This would not be viable for any farmer and one would have to calculate not only a rationalised budget (see session 4) but also determine the minimum surface area to be farmed to reach an acceptable gross margin.

13 13 The level of gross margin reached per season for each crop is determined or influenced by several factors: 1. Input costs. 2. Assets. 3. Yield obtained largely affected by pests and pest control, irrigation & fertiliser, environmental conditions, quality and packaging of a product. 4. Price obtained on the market for the produce 5. Time delivered to the market- whether the farmer has managed to sell all produce (competitors). Note: The facilitator should discuss all these factors within the specific learning environment of the learners. The learner should have a good comprehension of particular factors influencing the physical budget in order to understand the break-even point at the end of the season, and where he or she can cut down on costs. My Notes

14 14 For example: A physical budget for one ha of cotton under rain-fed conditions, will look something like this: Budet activities Cost Mechanisation Slash previous crop Plough or rip Disc Total: Seed 5kg/ha Tech fee Bt Tech fee RR Total Herbicide Insecticides Trifluralin 1l/ha Jassids: Mospilan 50g/ha 3x R Roundup 5l/ha Stainers: Fastac 125ml/ha 2 x R Total Total Fertilizer Labour N: 11kg/ha Pre-harvest P: 7.3 kg/ha Planting: 2 man-days K: 3.6 kg/ha Weeding: 8 man-days Total of 100kg 3:2:1 / ha Spraying: 6 man-days 50kg.ha = 14 kg N/ Total: 16 days x R17.50 per day Total Harvest 50c per kg Yield of 1000kg/ha Total labour cost: Summary Mechanisation Seed & Technology fee Herbicides Insecticides Fertilizer Labour pre-harvest Labour harvesting Total 2, Expected Yield: 1000kg/ha Gross income: R3 100 ( at R3,10/kg seed cotton) Gross margin: (Cotton SA, Cotton Training Programme) Note: Obviously nobody will grow cotton for such a poor return after 6 months of work. Where would you economise without sacrificing yield?

15 Determining the break-even point In determining the break-even point, other options can become important; revisiting the available markets is also an option. Answering market survey questions will become more important if they include things like: Where else can you sell your produce? Who will you sell to, neighbours, schools, private institutions, big markets in other areas, transport produce? Who else is producing the same produce (vegetables, field crops, animals) in your areas? How much are they selling at? How good is your quality of produce? Why will people buy from you? What will your minimum price be per unit/ha/bag? At that specific price, how much can you sell per time period/season? How do you know you can sell that many, do you have a contract? You should be able to get a return on your investment. Gross margin Gross margin The Gross margin is defined as the amount that can be calculated by the difference between enterprise gross value of the product (Gross income) and the directly allocated variable costs. Material costs can increase at any given time, e.g. farming equipment, spraying equipment, etc. and labour costs can increase due to an increase in labour salaries demanded by new legislation. Fixed costs are usually determined per season and these include mainly seed, chemicals, costs of service providers etc. Variable costs include things like electricity, water, telephone costs etc. Your gross income should be much more than your income, minus the expenses or input costs. Input costs can vary according to variation in price ranges of inputs such as fertiliser, medicines, dips, chemicals etc. These variations depend on the supplier from whom you will purchase your stock, and the cost may be correlated with the availability of the specific item. See the list below on prices for cotton production. Depending on the seed choice the farmer will make, the amount that will be recorded as input costs, will depend on whether the farmer make use of Bollgard seed or

16 16 Roundup Ready seed for example. The cost of the particular item will then be reflected in the cashbook as expenditure. In addition you should make provision for paying your debtors (loans/interest/debtors). Your investment reflects the amount of money borrowed or used to fund the operation of the particular produce. In order to get a return on investment you should make an acceptable net profit, which will be reflected at the end of the production cycle, and this money or a part thereof, can then be used to fund the following production cycle. The return on investment is demonstrated in the balance on the cashbook at the end of the financial year. See example of the cashbook discussed in session 1. This balance is available to be carried over to the following financial year. Good practices in buying agricultural products would include: Buying cash. Buying from a reliable suppler who is well established for a number of years and well known. Buying products from a supplier or agent who can give expert knowledge on the product. Buying from a suppler that can order products and present them at competitive prices, with a lower price at bulk. Sourcing a supplier who gives follow-up and good service. If needed, a supplier who has the infrastructure to grant credit to purchase on account or finance some of your farming activities. 2.3 Factors that can influence income. Factors that can influence income, material, labour, fixed and variable costs can vary from those which are influenced by human factors and natural factors. Income is often related to available markets and the amount of the produce which is on the market at any specific time. For example, if there are too many tomatoes delivered at a specific market at one time, the price will drop (demand vs. supply). Income can be affected by natural circumstances, e.g. hail or rain, which can damage the crop and the farmer can for example not deliver the quantity of tomatoes which was aimed to be produced and thus not receiving the expected income. Fixed costs Fixed costs are those costs, which cannot easily be allocated to the different enterprises or parts that make up the whole of the farm. These costs include transport, the monthly electricity account and rental or purchase payments. These costs are relevant to the farm as a whole. Fixed costs do not change if the size of the farming enterprise changes. Fixed costs will have to be paid continuously even if no production occurs.

17 17 These costs include: Depreciation in the value of vehicles and machinery. Insurance premiums on fixed assets such as buildings and machinery. Licenses. Permanent labour. Monthly payments for the property if money is still owed. Others Variable costs Variable costs are costs, which can be allocated to each individual section of the farming enterprise. These are costs that are needed for production, and will only be incurred when production takes place. Variable costs will change according to the size of farming enterprise. Variable costs are costs that vary with the extent of production of outputs. When output increases, more labour is needed, more irrigation may be required and more fertiliser will be used. If the enterprise reduces, production costs will also reduce. The total variable costs increases as output increases and falls as output decreases. Variable costs include, but are not limited to the following: Seed to plant crops. Purchases such as fertilisers, chemicals. Casual labour. Transport. Irrigation costs for field crops. Marketing costs such as packaging material. Indirect costs Indirect costs are those costs that are essential for the daily running of a business. They are also known as overheads or fixed costs as they remain the same irrespective of the extent of production. Included in these costs are rent, interest payments, electricity and water, municipal rates and taxes, communication costs and management costs.

18 18 Direct costs Direct costs are those costs that are directly linked with the production of a crop. They are also called variable costs as they vary with the output. They would include materials (fertilizer, seed) and wages paid to temporary labour. Income sources Income sources refer to the various obvious markets that you supply your product to. Income sources could also include homeowners that purchase things like manure from a chicken farmer or spent bark mix for compost. An income source thus need not be from only those sources that purchase your main products from you. The money you would receive for your produce should be known to you in order to set up a budget. Material costs Material costs are costs for items that are used for production and may include costs for fertiliser and pesticides, herbicides, etc. Production costs Production costs entail all the costs involved in producing a crop as well as the costs associated with delivering the crop to the market. It will therefore include the costs associated with the field production, as well as the packaging and transport associated with marketing. Foreign factor costs Foreign factor costs are costs that are totally unforeseen at the beginning of the season when the production budget is prepared. Such costs could include a new levy for training that the government implements. Please complete Activity 2. Discuss the breakeven point of your particular agribusiness, and mention some alterations that you would do to your business plan or budget if your breakeven point cannot be reached satisfactorily.

19 19 Concept (SO 2) Changes in selected values of income variables such as yield or product price and its impact on farm/enterprise s profitability are explained. Changes in values of selected cost variables such as input price and amounts and its impact on farm/enterprise s profitability are explained. Different outcomes (when the business environment changes) are predicted via the complete farm budget. Break-even analysis is executed to determine break-even points. I understand this concept Questions that I still would like to ask The return on investment and cash flow is calculated and explained. The concept of stock turnover rate as well as the implications thereof is explained. Good practices in the buying of agricultural inputs are explained. Factors that can influence income, material, labour, fixed and variable costs are described.

20 20 Session 3 An information system After completing this session, you should be able to: SO 3: Develop an information system for a commercially driven agri-business. In this session we explore the following concepts: Management of income and expenditure Summarised budgets 3.1 Management of income and expenditure In order for an agri-business to function profitably the management of the income and expenditure is of the utmost importance. The manager or farmer should have a clear understanding of fixed costs, running costs, income and how to calculate the surplus amount of money available. Surplus = Income Expenses. Cash and credit should be recorded by making use of some recording system. Today, many a farmer has access to a computer or has somebody who can assist him/her to keep record of the money either on computer (digitally) or by basic bookkeeping. Why is it important to keep financial records? To keep track of money spent and money received (the flow of money). To see if you are making a profit or a loss. To know how much money you owe and how much other people owe you. To support any application for a loan. To know how much your business is worth. How will one keep records: The simpler the records are the better. Manual records are often easier and simpler than computerised records. Keep your records up dated. Keep proper financial records from the start.

21 21 Keeping financial records is as important as to keep records on your production information e.g. Broiler or Layer Recording Sheets for poultry farming. Keep all receipts and invoices in files. 3.2 Summarise budgets Under session 1, we have discussed budgets. To summarise, remember that: A budget is a cost plan of how you want to run your business. When you draw up plans, calculate the costs carefully. Use the latest available information. The actual and budget amounts will often be different. Try and work out why there is a difference. In this way you can see where your business is going wrong and correct it, or where it is going right and strengthen it. An example of a bookkeeping record is given below. This is a bookkeeping sheet indicating the income and expenditure per month. This type of bookkeeping sheet can be done on a spreadsheet on a computer where mathematical functions are used to calculate the Profit/Loss per week or per month. (Excel spreadsheet for Windows). A cashbook, similar but more complicated example, was given under session 1 where the income (left) is listed and the expenditure (right) is presented. All assets purchased should be listed as an expenditure, as well as equipment serviced, labour costs and any other unforeseen costs. My Notes

22 22 Example: Bookkeeping records: MONTH: Income Sales (produce, e.g. vegetables, eggs, chickens). Other income (invoices received creditors) Total: Expenditure: Chicks/Seed/Tubers etc. Feed Fuel Packaging Medicines etc. Rent Transport Wages Electricity Telephone Stationary Labour Service Providers Assets purchased Chemicals/dips/fertilizer Other Expenses (INDIRECT) Rent/bond repayments Water/Electricity Loan repayments incl. Interest on loans (debtors) Other: Week 1 Week 2 Week 3 Week 4 Week 5 Total Total: Profit/Loss Total income Minus Total expenditure Profit/Loss The aspects under expenditure need to be adapted for the specific environment of the learner. An asset register should be kept in order to keep track of equipment purchased. A depreciation figure will be assigned to each item in order to adjust the value of the assets according to their age and their future value for use on the farm.

23 23 Often a depreciation figure of 10-15% is used, but the farm manager and the bookkeeper can decide on the figure. Some equipment like motor vehicles and computers will depreciate faster than for example a refrigerator or some other laboratory equipment. A record system of all physical expenditures should be kept for your farm. These would include aspects like building costs, office equipment, rainfall records etc. You can erect your own weather station on your farm and do minimum and maximum temperature readings daily as well as humidity and rainfall, or you can obtain these from your nearest weather information system, or research institution like Hartbeeshoek Weather station near Pretoria, CSIRO, etc. Make sure of the closest source for weather information or search the World Wide Web for such information. The specific requirements of your crop should be correlated with the soil temperatures and moisture in the soil at any given time in order for you to know when to plant which crop. The cash reflected on your cashbook as the balance in any given time is called the liquid assets. The fixed assets are those fixed costs reflected in the purchasing of equipment or buildings, and both the fixed assets and liquid assets make part of the Nett profit calculated annually. An asset register will include: Fixed costs: 2005/2006 (financial year) Sheds Value after depreciation: Farm Equipment (includes value of old tractors/ploughs etc and newly purchased equipment) Store/Offices Computers Fencing (like electric fencing) Vehicles e.g. Toyota bakkies, 2005 model. Total fixed costs: Spraying, scouting and weather information can be recorded weekly on a simple sheet which is combined to keep record of each week of every month of the year. A proper filing system should be kept to keep these records in written or printed format. Update computer programmes and databases on a regular basis.

24 24 Example: Weekly record for month of: Insecticide application dates, larval determination dates for cotton produced at Loskop - Groblersdal. Week 1-7 January 2006 Monday Day 1. Day 2 Spraying Scouting per day MAX T ( C) MIN T ( C) RAIN (mm) SUNS (Hr) WIND (Km) AVE T ( C) Day 3 Day 4 Day 5 Day 6 Day 7 Totals: Please complete Activity 3: Brainstorm in groups the items that should be on an asset register for your learning environment. Prepare an example of a monthly income and expenditure statement as an example. List the newly purchased assets as expenditures. Please complete Activity 4: Explain the components of an information system for an agribusiness for your environment and how you would maintain this system.

25 25 Concept (SO 3) The functioning of a system where cash and credit income is recorded is demonstrated. I understand this concept Questions that I still would like to ask All material, labour, vehicle and other direct production costs is recorded in good time. The functioning of an asset register, debtors and creditors control is explained. A detailed physical record system, which includes a full inventory, rainfall records, etc., is operated.

26 26 Session 4 Managerial information for improved decision-making After completing this session, you should be able to: SO 4: Utilise the information system to generate managerial information for improved decision-making. In this session we explore the following concepts: Reflection of income Different budgets 4.1 Reflection of income The income of the farmer is reflected in the quantity of produce he can obtain. All calculations and bookkeeping should be kept as printed or written documents and digitally on a personal computer with a backup system. As a communicative tool, different methods can be used to transfer company details to workers. These would include a blackboard in the tearoom or shed, circulated documents as reading matter, computer access for all workers. Workers or supervisors need to sign off documents after it has been examined. This type of documentation includes a cashbook, income statement, asset register, financial statement on an annual basis and a proposed budget with an associated price list for the coming season. If he or she has managed to make more than the amount spent on the production of the crop/animal, this amount is reflected as profit. This can be expressed in the income per surface area or Rands per hectare (R/ha) or as the amount of money received per weight generated in Tons (R/ton). It is necessary for the farmer to know what kind of yield is expected under specific farming practices and associated conditions. For example, for cotton under irrigation, a yield of kg or Tons of seed cotton is expected to be harvested. However, the farmer receives his monies per kg. (0.001T) seed cotton depending on the quality and grading from the ginner. For rain-fed or dryland cotton the expected yield is in the region of 1000kg/ha. The ginner is in this case the market agent. The farmer should understand how many kilograms of seed cotton he can produce per ha, and he should budget accordingly. All costs per item are normally calculated per ha. A pricelist from the chemical distributors, extension or agricultural depot in your area will be handy to plan and calculate the costs in this budget. A typical pricelist for cotton would look like this. (Figures are used to illustrate the point, and are not the true figures at the time of presenting this pricelist).

27 27 Basic costs / quotes / Price list Budget items / Activities (Packaging) Cost / ha in ZAR 1. Mechanisation Slash previous crop Plough or rip Disc Herbicide 1 l/ha l/ha l/ha l/ha Fertiliser 11 kg/ha 7.3 kg/ha 3.6 kg/ha e.g. Total of 100 kg 3:2:1 recommended kg/ha Cotton seed (exc. Vat) Bollgard 5kg/ha + Cruiser 5kg + 500g refugia DeltaOPAL Bollgard Technical fee Roundup Ready (DeltaOPAL 25 kg 25kg 390 Roundup Ready Technical fee Stackgene (NuOPAL RR) 5kg + 500g Stackgene NuOPAL RR tech fee DeltaOPAL 25kg Insecticides Mospilan (Jassids) 3 50 g/ha Fastac (Stainers) ml/ha l/ha Pyrethroid Rogor Agrimec Harvesting aids Pix Dropp Ultra Labour Pre-harvest Planting: 2 man-days Weeding: 8 man-days Spraying: 6 man-days Total: 16 R / day Cotton 50 c / kg 0.50 e.g. Expected yield 1000 kg/ha Variable costs Electricity Aerial spraying Diesel e.g. 140 l x R5.50/l Spare parts / Maintenance

28 28 Water kg/ha Interest on loan Banking costs Crop value Seed cotton per kg: Handpicked 2.20 Seed cotton per kg: Machine picked 2.00 Lint per kg (Spinners pay gin) 7.00 Lint RSA price per kg on International market 7.42 Seed needed: Irrigation: 2ha per 25kg bag; thus plant 12.5kg per ha plants per ha. Hand planting; 5kg package needed for 1 ha, and you get 500g conventional seed of the refugia. Dryland: plant 5ha per 25kg bag. (5kg per ha): plants/ha 4.2 Different budgets A physical budget for one ha of cotton under dry land conditions: please revise the physical budget given in session 2 of this learner guide. (Cotton SA, cotton-training programme) In order to make the budget more attractive in the sense of gaining a higher profit margin, one can compile a rationalised physical budget. My Notes

29 29 Rationalised physical budget to produce one hectare of cotton Mechanisation Ue cattle to graze and destroy cotton plants after harvest Plough 300 Disc 200 Plant by hand Total 500 Seed 5kg/ha 95 Tech fee 100 Total 195 Herbicide Trifluralin 1l/ha Total Insecticides M ospilan Fastac Total Fertilizer 50kg.ha = 14 kg N/ha Labour pre-harvest Planting 4 man-days W eeding 10 man-days Spraying 4 man-days 18 R17.50 per day 315 Labour harvest 1000kg@ 50cents 500 Total Expected yield: 1000kg/ha Gross income R3 100 at R3.10 per kg seed cotton Gross margin: R = R1 319,67 (Cotton Skills Training Programme, Cotton SA.) The physical budget is used to draw up a financial budget, which will reflect a yield target and the size of the field to be planted, which is reflected in hectares. An accurate measurement of the field is crucial to the proper planning of the production operation, because it affects every part of the activity from credit application to fertiliser to pesticide dosage and calibration and yield assessment. An accurate measurement of field size is best-achieved using Global Positioning System (GPS) equipment. The size determination should become available as a service to avoid everyone making the capital outlay to buy a GPS. The physical budget already shows which operations require a lot of money and serious consideration should be given to using alternative methods or economising in some way without losing yield. A physical budget is presented after only the most important actions have been identified and the income and costs are calculated per ha.

30 30 A financial budget for rain fed cotton: Financial budget Field size 5ha Crop: Cotton Estimated yield: Crop value: R3, 10 per kg seed cotton or R3 100 per ton Production items R/ha R/5ha Seed Technology fee Weed control Insect control Fertilizer Labour pre-harvest , Labour harvest , Land preparation , Total: 1, , Gross income 3, , Gross margin 1, , (Cotton SA, Cotton Training Programme) Expected yield: 1000kg/ha Gross income R3 100 at R3.10 per kg seed cotton Gross margin: R = R1 319,67 A financial budget The next step is to draw up a financial budget. This budget should reflect the total extent of the cotton production operation. An example of a financial budget follows below: A financial budget for rain fed cotton:

31 31 Financial budget Field size 5ha Crop: Cotton Estimated yield: Crop value: R3, 10 per kg seed cotton or R3 100 per ton Production items R/ha R/5ha Seed Technology fee Weed control Insect control Fertilizer Labour pre-harvest , Labour harvest , Land preparation , Total: 1, , Gross income 3, , Gross margin 1, , The Gross Margin is the amount of money made per ha, or per surface area for the farm annually per crop or produce. This amount of money reflects the profit made on the produce and is usually invested in the following years produce, but not necessarily net profit. A managerial decision is now made on how much of this money should be invested in funding the future costs for the coming year, and to pay off outstanding debts, interest on loans, bonds, increase in salaries, bonuses etc. At this stage it would be advisable to plan for the coming year s need. The bookkeeper will calculate net profit for the end of the financial year, and if this money or part thereof is not paid out as dividends, the money will be carried over as income on the cashbook under the income statement for the following financial year. The financial status of the business should be communicated to lower level workers or managers who functions as supervisors in order for them to have an understanding of the business. An emphasis on quality production and the importance thereof to generate an income in relation to market prices should be made and explained. Their inputs can be asked to compile the coming season s budget and listed as items under costs and ways and means should be discussed on how to cut on costs. A good way to communicate the finances of the business is to have a brainstorming session with workers on the items to be listed on the budget. Thereafter an attempt can be made to compile a rationalised budget and a financial budget for the appropriate field size. Some money can be set aside as incentives or bonuses in order to motivate staff for better farming practices.

32 32 Ways and means that can be used include: Monthly meetings with staff. Written reports to receive inputs from supervisors, concerning the development of new risks and problems, working to a common ground of solutions. Revision of printed copies of the previous year s financial statements, and associated risks. Keep a good filing system for bookkeeping and auditing purposes? Continuous training sessions to ensure quality and to minimise costs as the most important factor which determines profit in Please complete Activity 5: Make a list of the communicative structures you would put in place to communicate your income in relation to future production plans with your farm managers or workers. Concept (SO 4) Present indicators with historical indicators to make rational deductions for improved managerial decision making from it (R/ha, R/ton, etc.) are compared. I understand this concept Questions that I still would like to ask Present year s figures/data/information within the drafting of future budgets is utilised. The economic and financial results are transferred and communicated to lower levels of employees in order to educate and motivate them.

33 33 Am I ready for my test? Check your plan carefully to make sure that you prepare in good time. You have to be found competent by a qualified assessor to be declared competent. Inform the assessor if you have any special needs or requirements before the agreed date for the test to be completed. You might, for example, require an interpreter to translate the questions to your mother tongue, or you might need to take this test orally. Use this worksheet to help you prepare for the test. These are examples of possible questions that might appear in the test. All the information you need was taught in the classroom and can be found in the learner guide that you received. 1. I am sure of this and understand it well 2. I am unsure of this and need to ask the Facilitator or Assessor to explain what it means Questions 1. I am sure 2. I am unsure 1. Prepare an integrated farm budget for the farm where you are completing your workplace experience. 2. Determine the economic and financial viability of the business (farm where you are doing your workplace experience) by utilising the sensitive analysis what if 3. Explain the importance of an information system for a commercially driven agri-business.

34 34 Checklist for practical assessment Use the checklist below to help you prepare for the part of the practical assessment when you are observed on the attitudes and attributes that you need to have to be found competent for this learning module. Observations Can you identify problems and deficiencies correctly? Are you able to work well in a team? Do you work in an organised and systematic way while performing all tasks and tests? Are you able to collect the correct and appropriate information and / or samples as per the instructions and procedures that you were taught? Are you able to communicate your knowledge orally and in writing, in such a way that you show what knowledge you have gained? Can you base your tasks and answers on scientific knowledge that you have learnt? Are you able to show and perform the tasks required correctly? Are you able to link the knowledge, skills and attitudes that you have learnt in this module of learning to specific duties in your job or in the community where you live? Answer Yes or No Motivate your Answer (Give examples, reasons, etc.) The assessor will complete a checklist that gives details of the points that are checked and assessed by the assessor. The assessor will write commentary and feedback on that checklist. They will discuss all commentary and feedback with you. You will be asked to give your own feedback and to sign this document. It will be placed together with this completed guide in a file as part of you portfolio of evidence. The assessor will give you feedback on the test and guide you if there are areas in which you still need further development.

35 35 Paperwork to be done Please assist the assessor by filling in this form and then sign as instructed. Unit Standard Learner Information Form Program Date(s) Assessment Date(s) Surname First Name Learner ID / SETA Registration Number Job / Role Title Home Language Gender: Male: Female: Race: African: Coloured: Indian/Asian: White: Employment: Permanent: Non-permanent: Disabled Yes: No: Date of Birth ID Number Contact Telephone Numbers Address Postal Address Signature: