Agriculture Posts

PA 116 and Your Farm’s Financial Plan: What Michigan Landowners Should Understand

Michigan’s PA 116 program can reduce the cost of holding farmland through an income tax credit, but participation also restricts development and can create a repayment obligation when an agreement expires. The decision belongs in your farm’s financial and ownership plan, especially if a sale, family transfer, or change in land use may be …

Michigan’s PA 116 program can reduce the cost of holding farmland through an income tax credit, but participation also restricts development and can create a repayment obligation when an agreement expires. The decision belongs in your farm’s financial and ownership plan, especially if a sale, family transfer, or change in land use may be ahead.

For landowners already enrolled, an annual review can help connect the credit claimed on a tax return with the commitments attached to the property.

Understand the commitment attached to the land

Commonly called PA 116, Michigan’s Farmland and Open Space Preservation Program allows eligible landowners to enter into a Farmland Development Rights Agreement with the state. The land remains privately owned, but its use is restricted under the agreement to preserve it for agriculture. Initial terms range from 10 to 90 years.

Eligibility depends on acreage, agricultural use, and, for some farms, income. Smaller farms can qualify under specific rules; owning land classified as agricultural does not by itself establish eligibility.

Review the actual agreement before planning a building site, parcel split, or other change in use. An agreement that fits the farm today may also affect the options available to the next generation.

Estimate the credit using the right income figure

For eligible individual claimants, the credit generally equals qualifying property taxes on enrolled farmland and farm structures, including an eligible homestead, minus 3.5% of household income. This is an income tax credit claimed through the Michigan return, rather than an automatic reduction of the property tax bill.

For a simplified example, assume all eligibility requirements are met, qualifying property taxes total $12,000, and household income for PA 116 purposes is $100,000. Subtracting $3,500 from $12,000 produces an estimated credit of $8,500, before any other required adjustments.

Household income has a specific definition for this credit. It is not simply farm profit or federal adjusted gross income. Other household income and prescribed adjustments matter, and a farmland preservation credit received during the year enters that year’s household income calculation.

Recalculate the benefit each year, particularly after an equipment sale, a change in off-farm earnings, or retirement. Do not assume last year’s refund will repeat or be available when a property tax payment is due.

Separate the credit from other property tax benefits

PA 116 also provides protection from certain special assessments, including qualifying sewer, water, lighting, and nonfarm drainage assessments. Exceptions apply, including assessments imposed before enrollment and circumstances in which the landowner uses the services. It is not a blanket exemption from all assessments or property taxes.

Keep PA 116 records separate from other property tax exemption records. Ask your advisor to verify which taxes qualify for the credit; special assessments, penalties, and interest generally do not.

Review expiration well before the final year

Each agreement has its own expiration date. If an agreement expires, tax credits taken during its final seven years generally must be repaid. Michigan Treasury calculates the amount, and the Michigan Department of Agriculture and Rural Development (MDARD) notifies the landowner. If the amount is not paid within 30 days of notification, a lien is recorded against the property.

The review includes credits claimed by prior owners during that period. Buying the property recently does not necessarily eliminate the obligation. If neither the current owner nor prior owners claimed credits during the final seven years, MDARD states that a lien is not required.

That makes the seven-year window a planning issue. Compare the value of continued participation with the cost of letting the agreement expire. Landowners should notify MDARD of their intention to extend the agreement or allow it to expire within six months of the agreement’s natural termination date.

Early termination is a separate process with its own approval and financial requirements. Do not assume the natural-expiration rules apply to a request to leave the program early.

Include PA 116 in ownership and succession discussions

Enrolled land can be sold, but the agreement continues to affect the property. The new owner must comply with its terms and complete the agreement-transfer process to establish credit eligibility.

Moving land into an LLC or trust also deserves advance review. Credit eligibility and filing treatment depend on the owner and the structure involved. Do not assume the same tax benefit continues after a transfer.

Before signing transfer documents, have your tax advisor and attorney review the agreement together. The tax analysis should address future credits and potential repayment, while legal counsel evaluates the land-use restrictions and transaction documents.

Bring the agreement into your fall planning

Before year-end, gather your recorded agreements, parcel information, property tax statements, credit history, and any MDARD correspondence. Confirm who owns each parcel and when each agreement expires. Identify any sale, transfer, or land-use change under consideration.

DBC can help assess how PA 116 affects your tax projection and farm cash flow, working with your attorney on decisions that involve ownership or agreement terms.

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

Should Agricultural Operations Reinvest Profits or Pay Down Debt?

Paying down debt often deserves priority when borrowing costs are high or payments are straining cash flow. Reinvestment may be the better choice when it addresses a specific operating need and the expected return justifies the cost. Either way, the farm needs enough cash left to cover taxes and the next production cycle.As harvest …

Paying down debt often deserves priority when borrowing costs are high or payments are straining cash flow. Reinvestment may be the better choice when it addresses a specific operating need and the expected return justifies the cost. Either way, the farm needs enough cash left to cover taxes and the next production cycle.

As harvest progresses and year-end decisions approach, it can be tempting to put a profitable season toward equipment or an extra loan payment. Before committing those dollars, consider what each option would mean for next year’s operations.

Start with the cash you can actually commit

A profitable year does not necessarily leave the same amount available in the bank. Some earnings may be tied up in crops awaiting sale or customer payments. Cash on hand may include borrowed funds or money needed for bills that have not yet arrived.

Prepare a monthly cash-flow forecast through the next production cycle. Include operating costs, scheduled debt payments, taxes, and family living needs. For a Michigan fruit grower, that might mean preserving cash for pruning and seasonal labor well before the next harvest. A grain operation may need funds for spring seed, fertilizer, and rent.

Set aside a reserve for repairs or weaker-than-expected receipts. The amount should reflect your farm’s payment schedule and exposure to production and price changes. An unused credit line can help, but access depends on the lender’s terms and renewal decisions.

Evaluate which debt to reduce

Review each loan’s interest rate, maturity date, collateral requirements, and prepayment terms. A variable-rate operating loan may deserve attention before a lower-rate, fixed-rate land loan.

For example, reducing a loan balance by $50,000 at an 8% annual rate would avoid roughly $4,000 of interest over a full year if that balance would otherwise remain outstanding and the rate stays unchanged. Actual savings depend on payment timing, loan terms, and any prepayment charges.

Ask the lender how an extra principal payment would affect the loan. It may shorten the repayment period without reducing scheduled payments. That distinction matters if your goal is to improve monthly cash flow.

Also consider whether the farm would need to borrow the money back before the next harvest. Paying down long-term debt can leave you short of operating cash if those funds cannot be accessed again on reasonable terms.

Require a business case for reinvestment

A proposed purchase should solve a problem you can describe and measure. Replacing unreliable harvesting equipment may reduce downtime. An irrigation improvement may address uneven water delivery. Additional storage may reduce handling costs, but it also brings maintenance, energy, and financing expenses.

Estimate the annual cash benefit after added operating costs. Compare that benefit with the purchase price, financing costs, useful life, and likely resale value. Consider repairing existing equipment, renting, or using a custom operator as alternatives.

Use conservative assumptions. If the purchase only works financially with an unusually strong yield or selling price, consider delaying it or choosing a smaller investment. Safety needs and essential replacements also deserve attention, even when their benefits are difficult to express as a simple return.

Calculate the tax effects separately

Loan principal payments generally are not deductible. Interest on borrowing used for farm business purposes may be deductible, subject to applicable rules and limits. A principal payment can therefore reduce debt without reducing taxable income.

Qualifying equipment may be eligible for Section 179 expensing or bonus depreciation. Federal law generally provides 100% bonus depreciation for eligible property acquired and placed in service after January 19, 2025. Section 179 has deduction limits, including a business-income limit. Equipment generally must be ready and available for its intended business use; ordering it or paying a deposit before year-end is not enough.

Michigan has decoupled from certain federal depreciation and expensing provisions, including changes to bonus depreciation and Section 179. The state tax treatment should be evaluated separately when estimating the tax savings from an equipment purchase.

A deduction reduces taxable income, not the purchase price dollar for dollar. Ask your tax advisor to compare the current benefit with future deductions and the cash needed to make the purchase or repay its financing.

Decide before the year-end rush

The best use of profits may combine a cash reserve, targeted debt reduction, and one necessary improvement. Compare those options using the same cash-flow forecast, including a scenario with lower receipts or higher costs.

DBC can help you evaluate the tax and cash-flow effects of your choices before year-end. Bring your current financial statements, loan schedules, and proposed purchases so the discussion starts with what your farm can afford.

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

How Farm Entity Structure Can Impact Taxes and Long-Term Planning

The legal and tax structure of a farm affects more than how the operation files its annual tax return. It can also influence payroll, self-employment taxes, liability exposure, ownership transfers, financing, and succession planning.Many farms begin as sole proprietorships because the structure is straightforward. As the operation grows, adds family members, purchases land, or …

The legal and tax structure of a farm affects more than how the operation files its annual tax return. It can also influence payroll, self-employment taxes, liability exposure, ownership transfers, financing, and succession planning.

Many farms begin as sole proprietorships because the structure is straightforward. As the operation grows, adds family members, purchases land, or takes on additional risk, the original structure may no longer be the most practical choice.

Reviewing the entity structure periodically can help ensure that it continues to support the farm’s current needs and long-term plans.

Sole Proprietorships

A sole proprietorship is common for individually owned farms. Business income and expenses are generally reported on the owner’s personal tax return, and the structure typically requires fewer administrative steps than a separate business entity.

A sole proprietorship may work well for a smaller operation, but there are limitations. The business and the owner are not legally separate, which can expose personal assets to business liabilities.

This structure may also become more difficult to manage when:

  • Family members become owners
  • The farm adds significant debt
  • Employees take on management roles
  • Ownership transfers are being considered
  • The operation includes several business activities

As the farm becomes more complex, another structure may provide better support for management and succession goals.

Partnerships

A partnership may be used when two or more individuals operate a farm together. This is common among spouses, siblings, parents and children, or unrelated business partners.

Partnership agreements can define:

  • Ownership percentages
  • Profit and loss allocations
  • Management responsibilities
  • Capital contribution requirements
  • Distribution policies
  • Procedures for an owner’s departure
  • Terms for transferring an ownership interest

Partnership taxation can be flexible, but it also creates additional reporting responsibilities. The partnership generally files a separate tax return and provides each owner with a Schedule K-1.

A written partnership agreement is important, even when the owners are family members. Informal arrangements can create confusion when responsibilities change or an owner wants to leave the business.

Limited Liability Companies

A limited liability company, or LLC, can provide legal separation between the business and its owners. Depending on the number of owners and the elections made, an LLC may be taxed as a sole proprietorship, partnership, S corporation, or C corporation.

This flexibility makes the LLC a common option for agricultural businesses. An LLC may be used to:

  • Hold farmland
  • Operate the farming business
  • Own equipment
  • Separate higher-risk activities
  • Bring additional family members into ownership
  • Support an ownership transfer plan

Forming an LLC does not automatically reduce taxes. Its tax impact depends on how the entity is classified and how income, wages, rent, and distributions are handled.

S Corporations

An S corporation is a separate legal entity that generally passes taxable income through to its shareholders. This structure may provide opportunities to manage employment and self-employment taxes, but it also comes with specific rules.

Shareholder-employees who provide services to the business must generally receive reasonable compensation. Payroll filings, corporate records, and separate tax returns are also required.

An S corporation may be considered when:

  • The farm consistently generates income beyond reasonable owner compensation
  • The owners want a formal ownership structure
  • Multiple family members are involved
  • The operation needs continuity beyond one owner
  • Long-term ownership transfers are being planned

The potential tax benefits should be weighed against added payroll, accounting, and administrative costs.

C Corporations

C corporations were historically common in agriculture, particularly for larger or multigenerational operations. A C corporation pays tax at the entity level, and shareholders may also pay tax when profits are distributed as dividends.

This potential for double taxation can make the structure less attractive in some situations. It may also create challenges when appreciated land or other assets are distributed from the corporation.

However, a C corporation may still be appropriate based on the farm’s history, employee benefit plans, reinvestment strategy, or ownership goals. Existing corporations should be reviewed carefully before making changes because converting or liquidating the entity may trigger significant tax consequences.

Separating Land From Operations

Some farm families hold land in one entity and operate the farming business through another. The operating entity may lease farmland from an LLC, partnership, trust, or individual family members.

This approach can help:

  • Separate operating risk from land ownership
  • Create rental income for retiring family members
  • Transfer the operating business independently from the land
  • Bring active and nonactive family members into different ownership roles
  • Preserve land for future generations

The lease terms should be properly documented and reflect the arrangement between the parties. Related-party transactions can create tax and reporting issues when they are not handled consistently.

Self-Employment and Payroll Taxes

Entity structure can influence whether income is subject to self-employment tax, payroll tax, or neither. The result may vary depending on whether the owner receives farm income, wages, guaranteed payments, rent, or distributions.

These decisions require careful planning. Attempting to reduce payroll or self-employment taxes without considering reasonable compensation, participation in the business, and applicable tax rules may create compliance concerns.

Tax savings should be evaluated alongside retirement plan contributions, Social Security benefits, and the owner’s overall income needs.

Liability and Risk Management

Entity selection can provide some legal separation, but it should not replace proper insurance and risk-management practices.

Agricultural operations may face risks involving:

  • Employees
  • Equipment
  • Livestock
  • Chemical application
  • Product sales
  • Visitors
  • Vehicle accidents
  • Land leases
  • Custom farming activities

The ownership of land, machinery, and operating activities may be divided among separate entities in some situations. Legal counsel should be involved when evaluating liability protection and ownership arrangements.

Succession and Estate Planning

Entity structure plays an important role in transferring a farm to the next generation. Transferring shares or membership interests may be easier than transferring individual assets, but the tax consequences can differ.

A long-term plan may need to address:

  • Active and nonactive heirs
  • Management control
  • Voting and nonvoting ownership
  • Gifting strategies
  • Buy-sell terms
  • Retirement income for the current owners
  • Land ownership
  • Estate tax exposure
  • Funding for ownership purchases

The structure should support both the family’s goals and the farm’s ability to continue operating.

Financing and Lender Requirements

Banks may evaluate the farm’s entity structure when reviewing a loan application. The lender may require guarantees from owners, liens on business assets, or documentation of related-party leases.

Complex ownership arrangements can make borrowing more difficult when financial records are not maintained separately. Each entity should have accurate accounting records, properly titled assets, and clearly documented transactions.

Administrative Responsibilities

More formal entities generally require additional administration. This may include:

  • Separate bank accounts
  • Payroll filings
  • Annual tax returns
  • State registrations
  • Ownership records
  • Meeting minutes
  • Written agreements
  • Separate accounting records

The benefits of a structure should justify its cost and complexity. Creating several entities without maintaining proper separation may weaken the legal and financial purpose of the arrangement.

Reviewing the Structure as the Farm Changes

There is no single entity structure that works for every agricultural business. The right choice depends on ownership, profitability, risk, assets, family goals, and future plans.

A structure that worked when the farm began may not remain the best fit after years of growth or changes in family involvement. Reviews are particularly important before purchasing land, adding an owner, transferring assets, restructuring debt, or beginning succession planning.

At DBC, we help agricultural businesses evaluate how entity structure affects tax reporting, cash flow, ownership transitions, and long-term planning. Coordinating accounting, tax, and legal considerations can help farm owners make decisions that support both the operation and the family.

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

How Rising Interest Rates Impact Agricultural Businesses

Interest rates affect nearly every part of an agricultural operation, from land and equipment purchases to operating lines and long-term expansion plans. When rates rise, the cost of borrowing increases, and financial decisions that once appeared manageable may require a closer review.Agricultural businesses often carry significant debt because of the capital needed to operate. …

Interest rates affect nearly every part of an agricultural operation, from land and equipment purchases to operating lines and long-term expansion plans. When rates rise, the cost of borrowing increases, and financial decisions that once appeared manageable may require a closer review.

Agricultural businesses often carry significant debt because of the capital needed to operate. Understanding how higher rates affect cash flow, profitability, and future investment can help producers make more informed decisions.

Higher Costs on Operating Lines

Many agricultural businesses rely on operating lines of credit to cover seed, fertilizer, feed, fuel, payroll, and other seasonal expenses. These loans are often tied to variable interest rates, which means borrowing costs can increase as market rates rise.

Even a modest rate increase can create a meaningful expense when balances remain high for several months. Producers should review:

  • Current interest rates
  • Average outstanding balances
  • Loan renewal terms
  • Interest expense compared with prior years
  • The timing of expected cash receipts

Monitoring these items can help management estimate the true cost of financing the upcoming production cycle.

Greater Pressure on Cash Flow

Higher interest payments reduce the cash available for other business needs. This can be especially challenging when commodity prices are uncertain or input costs remain elevated.

Cash flow pressure may affect the operation’s ability to:

  • Make equipment repairs or replacements
  • Purchase inputs early
  • Maintain working capital
  • Fund family living expenses
  • Pay down other debt
  • Build cash reserves

A cash flow forecast can help owners identify periods when borrowing needs may be highest and determine whether current financing arrangements remain sustainable.

More Expensive Equipment Purchases

Farm machinery and equipment often require substantial financing. As rates rise, the monthly or annual payment on a new purchase also increases.

Before financing equipment, consider the full economic impact of the decision. Questions may include:

  • Is the purchase necessary for current operations?
  • Can existing equipment remain in service?
  • Would leasing provide a better short-term option?
  • Will the equipment reduce labor, repair, or custom-hire costs?
  • Can the operation support the payments during a weaker production year?

The tax benefits of depreciation should also be considered, but a tax deduction alone does not make a purchase financially sound. The equipment should support an operational need and fit within the business’s cash flow.

Changes in Land Purchase Decisions

Higher rates can significantly affect the cost of purchasing farmland. A larger interest expense may reduce the amount a buyer can reasonably afford, even when the land itself appears to be a strong long-term investment.

Owners evaluating a land purchase should consider:

  • The required down payment
  • Annual debt payments
  • Expected rental or production income
  • Property taxes and other carrying costs
  • The impact on working capital
  • Whether the purchase remains affordable under lower commodity prices

Land decisions should be evaluated using realistic assumptions rather than relying only on recent yields or market conditions.

Refinancing May Be Less Attractive

When rates are low, refinancing can reduce payments or provide additional working capital. In a higher-rate environment, replacing existing debt may increase total interest costs.

Before refinancing, compare:

  • The rate on existing debt
  • The proposed new rate
  • Remaining loan terms
  • Closing costs and fees
  • Prepayment penalties
  • Changes in collateral requirements
  • The total interest paid over the life of the loan

A lower payment does not always mean a lower overall cost. Extending the repayment period may improve short-term cash flow while increasing total interest expense.

Variable-Rate Debt Creates Additional Risk

Variable-rate debt can be useful because it may offer flexibility or lower initial borrowing costs. It can also expose the operation to changing payments.

Agricultural businesses should understand which loans have fixed rates and which can adjust. Management may also want to estimate how future rate increases would affect annual debt service.

This type of review can help owners decide whether to convert some debt to a fixed rate, pay down certain balances, or maintain additional cash reserves.

Capital Investments May Require a Higher Return

When borrowing costs increase, a new investment must generate more income or savings to justify the expense. Projects that appeared profitable under lower rates may no longer produce an acceptable return.

This may apply to investments such as:

  • Grain storage
  • Irrigation systems
  • Livestock facilities
  • Renewable energy projects
  • New machinery
  • Land improvements
  • Expansion into additional acreage

Financial projections should include the current cost of financing, reasonable operating assumptions, and the possibility of lower-than-expected revenue.

Loan Covenants Can Become More Difficult to Meet

Higher interest expense can reduce net income and affect financial ratios used by lenders. Depending on the loan agreement, this may create challenges with debt-service coverage, working capital, or debt-to-equity requirements.

Owners should review loan covenants before year-end and communicate with lenders if the operation may have difficulty meeting them. Addressing concerns early generally provides more options than waiting until a covenant has been violated.

Tax Planning Becomes More Important

Interest paid on business debt may generally be deductible, subject to applicable tax rules and limitations. However, the deduction only offsets part of the cost. The business still needs enough cash to make the payment.

Tax planning may help owners evaluate:

  • The timing of income and expenses
  • Equipment purchase decisions
  • Depreciation options
  • Debt restructuring
  • Entity-level tax considerations
  • Estimated tax payments

Financing and tax decisions should be reviewed together because a strategy that improves taxes may not always improve cash flow.

Preparing for Higher Borrowing Costs

Rising interest rates do not necessarily mean an agricultural business should stop borrowing or investing. They do mean that owners should evaluate debt more carefully and use realistic assumptions when making long-term commitments.

At DBC, we help agricultural businesses review cash flow, assess financing decisions, and understand the tax impact of major purchases and investments. Regular financial planning can help owners manage borrowing costs while protecting the operation’s long-term stability.

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

How to Build a Stronger Balance Sheet During Profitable Years

A profitable year creates opportunity, but it does not automatically strengthen thebusiness.That depends on how the results are managed.For agricultural operations, strong years can either improve the overall financial position orsimply pass through with little long-term impact. The difference comes down to howintentionally those years are used. Why the Balance Sheet Matters More Than …

A profitable year creates opportunity, but it does not automatically strengthen the
business.

That depends on how the results are managed.

For agricultural operations, strong years can either improve the overall financial position or
simply pass through with little long-term impact. The difference comes down to how
intentionally those years are used.

Why the Balance Sheet Matters More Than It Gets Credit For

During a strong year, most of the focus goes to the income statement. Revenue is up,
margins improve, and the operation feels productive.

But the balance sheet is what carries that performance forward.

It reflects liquidity, debt levels, and how much flexibility the business has going into the
next cycle. Those factors often matter more than a single year of profitability, especially in
an industry where conditions can change quickly.

A strong balance sheet gives the operation room to adjust. A weak one limits options, even
after a profitable year.

Using Strong Years to Improve Position, Not Just Results

When margins improve, there is usually more flexibility in how cash is used.

Some of that will go toward taxes, operating costs, and reinvestment. Beyond that, there is
an opportunity to improve how the business is structured financially.

That might not feel urgent in a strong year, but it tends to have the most lasting impact.

Debt Reduction Should Be Measured, Not Reactive

Reducing debt is often one of the first considerations, and for good reason.

Lower leverage can improve financial ratios, reduce interest expense, and create more
room in future cash flow. It can also strengthen the business’s position with lenders.

At the same time, using too much cash to accelerate debt reduction can create a different
kind of pressure. Liquidity still needs to support the operation through the cycle.

The goal is not to eliminate debt as quickly as possible. It is to manage it in a way that
supports both stability and flexibility.

Cash Reserves Are What Carry You Between Cycles

Strong years can create a false sense of consistency.

In agriculture, that rarely holds. Weather, input costs, and commodity pricing can shift
quickly, and those changes tend to show up in cash flow before anything else.

Building reserves during profitable years helps offset that variability. It allows the operation
to absorb changes without immediately relying on short-term borrowing or making rushed
decisions.

Reserves are not idle. They are what give the business time and options when conditions
change.

Capital Purchases Still Need to Make Sense

Capital spending tends to increase during profitable years, especially when tax planning is
part of the conversation.

That is not necessarily a problem, but the decision still needs to stand on its own.

Equipment and infrastructure should improve efficiency, support production, or address a
real operational need. If the primary driver is reducing taxable income, it is worth taking a
step back.

A purchase that does not fit the long-term needs of the operation can create more pressure
later, even if it provides a short-term tax benefit.

Working Capital Is Often Overlooked

A stronger balance sheet is not just about long-term assets and liabilities.

Working capital plays a central role in how the business functions day to day. Improving
liquidity during strong years can make a noticeable difference in how the operation handles
seasonal demands.

That may involve increasing current assets, reducing short-term obligations, or simply
being more intentional about how cash is managed throughout the cycle.

Ignoring this area often leads to the same situation many operations face, where
profitability improves but cash still feels tight.

The Impact Shows Up Over Time

Balance sheet strength is not built in a single year.

It comes from consistent decisions over multiple cycles. Profitable years provide a better
opportunity to make those decisions, but the benefit comes from how they carry forward.

Operations that use strong years to improve their position tend to have more flexibility
when conditions tighten. They are better positioned with lenders, more comfortable
managing cash flow, and more prepared to take advantage of opportunities when they
arise.

Where DBC Can Help

At DBC, these conversations usually happen after a strong year when the focus starts to
shift from performance to positioning.

The question is not just how the operation performed, but what that performance changed.
Did it improve liquidity, reduce risk, or create more flexibility going forward?

If the answer is unclear, it is worth taking the time to step back and walk through the
balance sheet in detail. That process often leads to more deliberate decisions and a
stronger position going into the next cycle.

This article provides general tax and accounting insights and is not intended as advice
specific to your organization or a substitute for personal consultation. We do not provide
legal advice. Because every organization’s circumstances are unique, we encourage you to
consult with your legal, tax, or accounting advisor regarding your specific situation.

Working Capital Management for Agricultural Operations: Why Profitability Does Not Always Mean Liquidity

A strong year on paper does not always translate into a comfortable cash position.This is one of the more common disconnects we see in agricultural operations. The incomestatement shows solid profitability, but there is still pressure around paying bills, managingoperating lines, or making timely input purchases.That gap usually comes down to working capital. Profit …

A strong year on paper does not always translate into a comfortable cash position.

This is one of the more common disconnects we see in agricultural operations. The income
statement shows solid profitability, but there is still pressure around paying bills, managing
operating lines, or making timely input purchases.

That gap usually comes down to working capital.

Profit Tells One Story, Cash Tells Another

Profitability measures performance over a period of time. Working capital reflects what the
operation has available to meet its short-term obligations.

In the agriculture sector, those two rarely move in sync.

Revenue is often realized at specific points in the production cycle, while expenses are
ongoing. Seed, fertilizer, fuel, labor, and land costs are typically paid well in advance of
harvest or sale. That timing alone can create a meaningful difference between reported
income and available cash.

Layer in other factors and the gap can widen:
• Inventory that has value but is not yet converted to cash
• Prepaid expenses that reduce near-term liquidity
• Receivables that are slower to collect than expected
• Scheduled debt payments that require cash regardless of timing
• Capital purchases that absorb cash or increase borrowing

None of these are unusual. In fact, they are part of running a successful operation. The
issue is how they stack up at the same time.

How Working Capital Pressure Builds

Working capital challenges rarely show up as a single event.

More often, these issues build gradually. After a strong production year, an operation may
be carrying higher inventory, while input costs continue to rise and expansion requires
more upfront spending. At the same time, revenue may not come in quickly enough to
offset those demands.

From the outside, the business still looks profitable. Internally, it can feel tight.

That is when reliance on operating lines increases, vendor balances stretch, or decisions
become more reactive than planned.

Where to Look First

When liquidity feels strained, the first step is not to focus on profit. It is to walk through how
cash is actually moving.

That typically means reviewing:

• The timing and collection of receivables
• Inventory levels and how quickly they turn
• The structure and timing of payables
• Debt obligations and repayment schedules
• The seasonality of large expenses

This is less about theory and more about how the operation functions day to day.

Aligning Working Capital with the Production Cycle

Every agricultural operation has a rhythm. Cash flows out at certain points and comes back
in at others.

Working capital should be managed with that cycle in mind.

That may involve adjusting the timing of input purchases, restructuring short-term debt, or
building additional liquidity ahead of heavier spending periods. It may also mean
recognizing that a profitable year will not automatically resolve cash flow challenges if the
underlying structure is not aligned.

Growth Changes the Equation

Growth often increases pressure on working capital.

Adding acres, expanding herds, or increasing production typically requires more cash
before additional revenue is realized. If working capital is not adjusted alongside that
growth, the business can become more constrained even as it becomes more profitable.

This is where planning becomes important. Growth decisions should consider not just
expected returns, but also how they will be funded in the short term.

Why This Matters

Working capital is not a single line on the balance sheet. It directly drives the success of
day-to-day operations.

When liquidity is in a good position, there is more flexibility in how decisions are made.
Timing purchases, managing debt, and responding to changes becomes more
manageable. When liquidity is tight, even routine decisions can start to feel constrained,
and the margin for error narrows.

That is why profitable years can still feel challenging. The business may be performing well,
but if cash is not moving in a way that supports the operation, it creates unnecessary
pressure.

At DBC, we often see this when the numbers and the day-to-day reality do not quite line up.
Profitability is there, but cash still feels tight. In most cases, that points back to how
working capital is structured and managed.

If that is happening in your operation, it is worth taking a closer look now. Walking through
where cash is tied up, how it is moving, and how it aligns with your production cycle can
surface practical adjustments. Addressing it early tends to make the rest of the year easier
to manage and can put your agriculture business in a more stable position going forward.


This article provides general tax and accounting insights and is not intended as advice
specific to your organization or a substitute for personal consultation. We do not provide
legal advice. Because every organization’s circumstances are unique, we encourage you to
consult with your legal, tax, or accounting advisor regarding your specific situation.

Rising Land Values Are Creating New Challenges for Farm Estate Planning

Strong farmland values have been a positive development for many agricultural operations, but they are also creating new challenges for farm families planning for the future.As land values continue to reach record levels in many areas, producers face a difficult question: How can assets be distributed fairly among heirs without creating an unsustainable financial …

Strong farmland values have been a positive development for many agricultural operations, but they are also creating new challenges for farm families planning for the future.

As land values continue to reach record levels in many areas, producers face a difficult question: How can assets be distributed fairly among heirs without creating an unsustainable financial burden for the next generation of farmers?

While every family’s situation is different, focusing solely on current market value may not always lead to the best outcome for the long-term success of the farm.

Below are several important considerations when evaluating farmland as part of an estate and transition plan.

Fair Does Not Always Mean Equal

Many farm families want to treat all heirs fairly. However, fairness and equality are not always the same thing.

When farmland represents the majority of a family’s wealth, dividing assets equally can create significant challenges for the heir who intends to continue farming.

If a farming heir is required to purchase land from siblings at full market value, the resulting debt load can dramatically affect profitability, cash flow, and the future viability of the operation.

Estate planning discussions should consider not only today’s asset values, but also whether future generations can realistically support the financial obligations created by those decisions.

Consider the Long-Term Future of the Farm

One of the most important questions in any transition discussion is whether the family wants to keep the farm together.

If preserving the operation is a priority, then the focus should extend beyond simply determining what the land is worth today. Families should also consider what ownership structure will allow the operation to remain successful after the transition occurs.

In some situations, shared ownership among siblings may work well. In others, it may create operational challenges or differing expectations that become difficult to manage over time.

Evaluating these possibilities early can help families avoid future conflicts and create a smoother transition process.

Affordability Matters

Current land values may not reflect what a farming operation can realistically support.

When estate plans require a farming heir to buy out siblings at full market value, annual debt payments can quickly become substantial. Even highly successful operations may struggle to absorb large buyout obligations while continuing to invest in equipment, inputs, labor, and growth opportunities.

A transition plan should consider the operation’s projected cash flow, profitability, and long-term sustainability. The goal is not simply transferring ownership. The goal is ensuring the farm remains financially healthy after the transfer occurs.

Other Assets May Help Balance the Plan

Many farm families use a combination of assets to create a more balanced estate plan.

Life insurance, retirement accounts, investment assets, and other nonfarm property can sometimes help offset differences in farmland distribution. This approach may reduce the financial burden placed on the farming heir while still providing meaningful value to nonfarming heirs.

Every family situation is unique, but exploring multiple options often creates greater flexibility and better outcomes for all parties involved.

Communication Is Critical

Conversations about estate planning are not always easy, but delaying them often creates more challenges later.

Open discussions about family goals, financial realities, and expectations can help reduce misunderstandings and create a stronger foundation for future decision-making. When family members understand both the emotional and financial considerations involved, they are often better positioned to work toward solutions that support both family relationships and business continuity.

Planning Beyond Today’s Land Values

Record land prices can make estate planning decisions more complicated, but they should not dictate the entire conversation.

The most successful transition plans balance current asset values with long-term business sustainability, family objectives, and the future needs of the next generation. By focusing on affordability and operational success rather than simply maximizing asset values, families can often create plans that better support both the farm and the people involved.

At DBC, we work closely with agricultural families to navigate farm succession planning, ownership transitions, estate considerations, and long-term financial strategies. Thoughtful planning today can help preserve both family relationships and the future success of the operation for generations to come.

To read the original article by Myron Friesen, please visit https://www.agriculture.com/don-t-let-record-land-prices-derail-your-farm-estate-plan-11940991

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

Federal Energy Grant Uncertainty Creates Challenges for Michigan Agricultural Businesses

Federal grant and incentive programs often play an important role in helping agricultural operations invest in efficiency improvements, renewable energy projects, and long-term sustainability initiatives. When producers commit to these projects, they typically do so based on the expectation that approved funding will be available as promised.Recent discussions surrounding the Rural Energy for America …

Federal grant and incentive programs often play an important role in helping agricultural operations invest in efficiency improvements, renewable energy projects, and long-term sustainability initiatives. When producers commit to these projects, they typically do so based on the expectation that approved funding will be available as promised.

Recent discussions surrounding the Rural Energy for America Program (REAP) highlight how changes to federal funding programs can create financial uncertainty for farms and rural businesses that have already made significant investments.

As agricultural businesses continue evaluating capital improvement opportunities, this situation serves as a reminder of the importance of planning for both opportunity and risk when government programs are involved.

Understanding the Rural Energy for America Program

The Rural Energy for America Program, commonly known as REAP, provides grants and loan funding to farmers and rural businesses pursuing energy efficiency improvements and renewable energy projects.

The program has helped support investments such as:

  • Solar energy systems
  • Energy-efficient equipment upgrades
  • Building improvements
  • Renewable energy infrastructure
  • Other projects designed to reduce long-term operating costs

In many cases, approved grants can cover a significant portion of project costs, making major investments more financially feasible for producers.

Because of this support, many agricultural businesses move forward with projects after receiving confirmation that funding has been obligated by the federal government.

When Funding Expectations Change

Recent testimony before the Michigan Senate Energy and Environment Committee highlighted concerns from businesses and producers who moved forward with renewable energy projects based on previously approved REAP funding.

Several project participants reported completing projects, securing financing, and paying contractors with the expectation that grant reimbursements would follow. However, changes to federal funding administration have left some businesses uncertain about whether they will ultimately receive the funds they anticipated.

For producers, situations like this can create difficult financial challenges. Projects are often completed using borrowed funds or internal capital while reimbursement is pending. If expected funding is delayed or unavailable, cash flow projections and debt repayment plans can quickly change.

The Importance of Financial Flexibility

Agricultural operations regularly navigate changing commodity prices, weather conditions, input costs, and interest rates. Funding uncertainty adds another layer of complexity.

When evaluating major capital investments, producers may benefit from considering:

  • Alternative financing scenarios
  • Cash reserve requirements
  • Debt service capacity
  • Project payback timelines
  • Contingency planning if incentives change

Government grants and incentives can create valuable opportunities, but long-term project viability should ideally be evaluated under multiple financial scenarios.

Operations that build flexibility into their planning process are often better positioned to adapt when circumstances change.

Renewable Energy Investments Continue to Grow

Despite uncertainty surrounding individual programs, interest in renewable energy projects remains strong across agriculture.

Many producers continue to explore solar energy systems and energy-efficiency upgrades as a way to reduce operating expenses, improve sustainability, and strengthen long-term profitability.

For some operations, energy projects can provide predictable cost savings over time and reduce exposure to rising utility expenses. Others view these investments as part of broader succession, sustainability, or operational efficiency goals.

As technology continues to improve and energy costs evolve, renewable energy projects will likely remain an area of interest for many agricultural businesses.

Evaluating Risk Alongside Opportunity

Every major investment carries some degree of uncertainty. The recent REAP funding concerns illustrate why it is important to evaluate both the potential benefits and risks associated with any project.

Before moving forward with significant capital expenditures, producers should consider:

  • How dependent the project is on outside funding
  • The impact of delayed reimbursement
  • Financing alternatives
  • Long-term return on investment
  • Effects on working capital and cash flow

Careful planning can help operations make informed decisions while reducing the financial impact of unexpected changes.

Looking Ahead

The situation surrounding REAP funding continues to develop, and many producers and rural businesses are waiting for additional guidance regarding approved projects.

While the outcome remains uncertain, the broader lesson is clear. Agricultural businesses should continue evaluating opportunities for efficiency and growth while maintaining a disciplined approach to risk management and financial planning.

Strong decision-making often requires balancing optimism about future opportunities with preparation for changing circumstances.

At DBC, we help agricultural producers evaluate capital investments, assess financing strategies, and understand the long-term financial implications of major business decisions. Thoughtful planning can help position your operation for success regardless of changes in the economic or regulatory environment.

To read the original article by Kyle Davidson, please visit https://www.agriculture.com/partners-michigan-senate-panel-mulls-financial-catch-22-for-farms-pledged-federal-clean-energy-funding-11992855

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

Proposed Changes to Animal Welfare Laws Could Affect Livestock Producers Nationwide

Animal welfare regulations are once again at the center of discussions in Washington as Congress considers changes to the federal farm bill. One proposal receiving significant attention is the Save Our Bacon Act, which would limit the ability of individual states to establish certain livestock production standards. The proposal is aimed largely at California’s …

Animal welfare regulations are once again at the center of discussions in Washington as Congress considers changes to the federal farm bill. One proposal receiving significant attention is the Save Our Bacon Act, which would limit the ability of individual states to establish certain livestock production standards.

The proposal is aimed largely at California’s Proposition 12, a law that established minimum confinement standards for breeding pigs and other livestock products sold within the state. While the legislation remains under debate, its potential impact extends far beyond California and could affect producers across the country.

Below are several key considerations livestock producers should be monitoring as the discussion continues.

The Debate Over State Versus Federal Authority

A major component of the debate centers on who should have the authority to regulate livestock production standards.

Supporters of the proposed legislation argue that individual state requirements create a patchwork of regulations that can be difficult and costly for producers to navigate. They believe production standards should be addressed through a consistent federal framework rather than varying state-by-state requirements.

Opponents argue that states should retain the ability to establish standards that reflect the priorities of their residents and consumers. They also point out that producers can choose whether to sell products into markets that require specific production practices.

The discussion mirrors broader national conversations about the balance between federal oversight and state autonomy in regulating industries and commerce.

Existing Investments Could Be Affected

Many producers have already made substantial investments to comply with animal welfare requirements such as Proposition 12.

Facility renovations, housing modifications, and operational changes often require significant capital expenditures. Producers who invested in these improvements did so with the expectation that the standards would remain in place and continue influencing market access.

If federal legislation changes the regulatory landscape, those investments could become more difficult to evaluate from a financial standpoint. For some operations, this creates additional uncertainty around future capital planning and long-term business decisions.

Consumer Demand Continues to Influence Production Practices

Regardless of regulatory outcomes, consumer preferences continue to shape livestock production.

Many retailers, restaurants, and food manufacturers have adopted sourcing standards that emphasize animal welfare. Demand for products marketed as cage-free, crate-free, or humanely raised has increased over time, creating new market opportunities for producers who choose to pursue those segments.

For some operations, investments in animal welfare standards are driven as much by customer expectations as regulatory requirements. Understanding consumer demand remains an important component of long-term planning.

Regulatory Uncertainty Creates Planning Challenges

Periods of regulatory change can make it difficult for producers to make confident business decisions.

Questions surrounding future requirements can influence facility investments, financing decisions, profitability projections, and market strategies. Producers may find it beneficial to revisit their assumptions and evaluate how potential policy changes could affect future operations.

Areas worth reviewing include:

  • Capital improvement plans
  • Cash flow projections
  • Financing arrangements
  • Market access opportunities
  • Risk management strategies
  • Long-term growth objectives

Proactive planning can help producers remain flexible while regulations and market conditions continue to evolve.

Looking Ahead

The outcome of the current farm bill negotiations remains uncertain, and it is unclear whether the proposed legislation will ultimately become law. However, the discussion highlights the growing intersection of regulation, consumer expectations, animal welfare standards, and agricultural business planning.

As the situation develops, livestock producers should continue monitoring legislative activity and evaluating how potential changes could affect both current operations and future investments.

At DBC, we work with agricultural producers to evaluate the financial implications of major business decisions, assess long-term profitability, and develop strategies that support sustainable growth. Understanding how regulatory changes may affect your operation can help position your business for continued success regardless of the outcome.

To read the original article by Kevin Hardy, please visit https://www.agriculture.com/partners-farm-animal-welfare-rules-might-be-rolled-back-by-congress-11990404

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

How Monthly Financial Reviews Can Improve Year-End Tax Outcomes for Agriculture Businesses

For many agricultural businesses, tax planning becomes a year-end conversation.By then, most of the year’s decisions have already been made. Revenue has been received, expenses have been paid, equipment may have been purchased, and cash flow has already moved through the business.Year-end planning still matters, but the best tax outcomes are often shaped much …

For many agricultural businesses, tax planning becomes a year-end conversation.

By then, most of the year’s decisions have already been made. Revenue has been received, expenses have been paid, equipment may have been purchased, and cash flow has already moved through the business.

Year-end planning still matters, but the best tax outcomes are often shaped much earlier. Monthly financial reviews give farmers and agribusiness owners a better view of where the year is heading, making it easier to make informed decisions before December arrives.

Tax Planning Starts With Good Information

Strong tax planning depends on accurate, timely financial information.

When books are only reviewed once or twice a year, it becomes harder to understand true profitability, cash flow, and taxable income. That can lead to rushed decisions at year-end, especially when trying to reduce income or manage deductions.

Monthly reviews help answer important questions throughout the year:

  • Is income tracking higher or lower than expected?
  • Are expenses increasing in certain areas?
  • Is cash flow strong enough to support new purchases?
  • Are estimated tax payments still appropriate?
  • Are there upcoming decisions that could affect taxable income?

These questions are easier to address when there is time to plan.

Better Visibility Into Income and Expenses

Agricultural operations often face fluctuating income and expenses. Commodity prices, input costs, weather, equipment repairs, and timing of payments can all affect financial results.

Monthly financial reviews help identify changes early.

For example, if income is trending higher than expected, there may be time to evaluate options before year-end. That could include reviewing prepaid expenses, retirement plan contributions, capital purchases, or income deferral opportunities.

If income is lower than expected, the focus may shift toward preserving cash, adjusting estimated tax payments, or delaying certain expenses.

Either way, the business is making decisions based on current financial information rather than a year-end estimate.

Avoiding Rushed Year-End Decisions

When tax planning waits until the end of the year, decisions can become reactive.

This is especially common with capital purchases. A farm may consider buying equipment to reduce taxable income, but the purchase still needs to make sense operationally and financially.

Monthly reviews create more room to evaluate whether a purchase fits the business. Owners can consider cash flow, financing, equipment needs, and long-term value before making a decision.

The tax benefit may be helpful, but it should support a sound business decision rather than drive it.

Managing Cash Flow Alongside Tax Strategy

Tax planning and cash flow planning should work together.

A strategy that reduces taxable income may not be the right choice if it creates unnecessary pressure on cash flow. Similarly, delaying income or accelerating expenses may help in one year but create challenges in the next.

Monthly reviews help business owners see the full picture. They can evaluate how tax decisions may affect loan payments, operating expenses, payroll, input purchases, and future liquidity.

This is especially important in agriculture, where timing and seasonality can make cash flow uneven throughout the year.

Improving Estimated Tax Planning

Monthly reviews can also help improve estimated tax planning.

When income changes significantly during the year, estimated tax payments may need to be adjusted. Waiting until year-end can result in underpayment, overpayment, or missed planning opportunities.

Regular financial review allows owners and advisors to monitor taxable income throughout the year and make more informed adjustments as needed.

Building a Stronger Year-End Planning Process

Monthly financial reviews do not replace year-end tax planning. They make it more effective.

By the time year-end arrives, the business should already have a reasonable understanding of income, expenses, cash flow, and potential tax exposure. That makes the final planning conversation more focused and practical.

Instead of trying to solve everything in December, the business can confirm the plan, review remaining opportunities, and make final adjustments with more confidence.

A Better Rhythm for Decision-Making

Agricultural businesses operate in a changing environment. Monthly financial reviews provide a regular rhythm for evaluating performance and making decisions with better information.

This process can help owners:

  • Track profitability throughout the year
  • Identify tax-planning opportunities earlier
  • Make stronger capital-purchase decisions
  • Manage cash flow more effectively
  • Reduce surprises at year-end

The goal is not to create more administrative work. The goal is to make financial information more useful.

A Final Thought

Year-end tax outcomes are rarely shaped by one decision. They are usually the result of many decisions made throughout the year.

Monthly financial reviews help agricultural businesses stay ahead of those decisions. With timely information and regular conversations, owners can better align tax planning, cash flow, and long-term business goals.

At DBC, we work with agricultural businesses to review financial performance, evaluate tax-planning opportunities, and prepare for year-end with a more complete understanding of the business. If you want to strengthen your planning process, monthly financial reviews are a practical place to start.

This article provides general tax and accounting insights and is not intended as advice specific to your organization or a substitute for personal consultation. We do not provide legal advice. Because every organization’s circumstances are unique, we encourage you to consult with your legal, tax, or accounting advisor regarding your specific situation.

About us

De Boer, Baumann & Company provides professional accounting, tax, and business advisory services to individuals and businesses in West Michigan and the surrounding areas. With expertise in a variety of industries, DBC specializes in comprehensive and innovative solutions to help clients achieve their financial goals.