Using and Keeping Records for the
Beef Cow Herd

John McKissick-Extension Economist-Livestock and Ronnie Silcox-Extension Animal Scientist

Performance Records
Individual Performance Records
Herd Health Records
Cost of Production Records
How Are You Doing?

Beef cattle producers today must be much more than cattlemen. They must be astute businesspeople with a constant eye on the bottom line. To be successful, it is necessary to collect and use meaningful on-farm information to make management decisions.

Cattle businesses need two types of records or facts from their operations - production cost and individual cow records. Production cost tells the producer where he or she stands in profit, usually the most important factor in determining long-term success of the operation. The production cost record can answer questions such as, "am I competitive" and "what areas of my operations needs to be changed."

Cow culling decisions and replacement decisions are a part of any ongoing cow-calf operation. Ideally, such decisions would be made on the individual profitability of animals. Of course, it is not possible to assess each animal's individual cost of production, but it is possible to maintain production records which indicate each cow's profitability.

This publication explains how a typical cow-calf operator in Georgia can collect and use cost of production and cow records. Any size operation can keep and benefit from such records. The records suggested are not all inclusive, but are records most easily kept and which the authors believe have the greatest chance of providing useful decision information.

There are many different systems for maintaining beef cattle performance records. These range from a pencil and pad of paper to expensive computer software. The system should be practical and affordable for the individual operation. Requirements vary from producer to producer and with the type of operation.

Purebred producers sell breeding stock with value based on some measure of genetic worth, while commercial producers sell pounds of cattle. Purebred record systems are generally more complex than those used by commercial producers. Since genetic prediction is managed by breed associations, a purebred breeder should participate in the breed association's performance program to get the most out of performance records. The purebred breeder may wish to supplement these breed association records with other performance records and needs to keep financial records in addition to breed performance records. Some associations have developed computer software compatible with the breeds' performance record program. Before developing a record keeping system, the purebred breeder should check with the association; most have specific requirements on such matters as methods of individual identification.

Commercial producers profit from the sale of total pounds and quality of cattle. Performance records for the commercial producer should be simple and practical and focus on genetics and management factors that affect performance. Individual performance records are useful in selecting and culling individual animals. Total herd performance is very useful in making decisions on management practice. Both are necessary for a good performance record system.

Even very simple records can be helpful in making decisions in a commercial herd. The first step for even the most basic system is to be able to identify every animal in the herd. Cows can be identified with hot iron brands, freeze brands or ear tags. Once every cow in the herd has an individual ID, a very inexpensive and practical system is to keep a record sheet on each cow in a loose-leaf binder (Figure 1). Each cow's calving, production and health records can be kept in one place. For small herds this can be as quick and effective as a computer record system. Computer software to handle these types of records is commercially available for larger herds and its use can justify the price of such systems. Commercial spreadsheet packages can also accommodate these records. Recommended records to keep are as follows:

Cow I.D.	Breed of sire
Calf I.D.	Breed of calf
Birth date of calf	Weaning date
Sex of calf	Weaning weight
Calving ease score	Weaning management group
Sire of calf	Disposition of calf
Breed of cow	Disposition of cow

Tagging calves at birth, recording birthdate and matching calves with their dams are the most important factors in starting a good performance record keeping system.

Recording the sex of the calf is important. Heifers and steers gain at different rates. To make fair comparisons the contemporary groups must be considered. A contemporary group is all animals of the same sex raised in the same management group. To compare two or more cows that have steers and heifers, it is best to compute a ratio for each calf.

Ratio =	---- Individual Weight ----	* 100
	Contemporary Group Average

Using ratios to make cow comparisons helps overcome problems of dealing with sex of calf and year. For example, in a herd where steers averaged 500 pounds at weaning and heifers averaged 450 pounds, a 500-pound heifer would have a ratio of 111 (500/450*100) and a 500-pound steer would have a ratio of 100 (500/500*100). In the above example, the cow that produced the heifer should get credit for producing a better calf than the cow that produced the steer.

Record any calving difficulty. Standard calving ease scores are: 1- no assistance, 2- minor difficulty, 3- major difficulty, 4- surgery required and 5- abnormal presentation.

Recording breed composition of sire, dam and calf is helpful in planning crossbreeding programs and keeping matings straight.

To this point none of the records recommended have required much to keep other than time. These records by themselves can be useful and are a good way to start a record system, but a complete record system requires weaning weights. The best way to measure weaning weights is to weigh all of the calves in a contemporary group on the same day. It is best if all calves are within the range of 160 to 250 days old on the date weights are taken.

Adjusted weights are often used to account for age differences in comparing calves. Weights are normally adjusted to a 205-day basis.

205-day wt =	actual weaning wt - birth wt x 205	+ birth wt
	Weaning Age in Days

If the actual birth weight is not known, a standard birth weight of 75 pounds for males and 70 pounds for females is used. Since younger cows usually have lighter calves than older cows an adjustment for age of dam can be added to the above adjusted 205-day weight. The amount to add is given in Table 1.

Table 1. Additive Weaning Weight Adjustment Factors for Age of Dam
Age of Dam (Years)	Amt to Add to 205-Day Weight
	Male	Female
2	60	54
3	40	36
4	20	18
5-10	0	0
11+	20	18
From: Beef Improvement Federation Guidelines for Uniform Beef Improvement Programs

Adjusting weights helps in making genetic comparisons, but unadjusted weights may be more valuable in making management decisions. In selecting replacement heifers, older calves tend to have higher weights. If heifers are to be bred to calve as two-year-olds, heavier heifers are more desirable from a management standpoint than young heifers with high adjusted weights. In commercial herds some care needs to be taken in using adjusted weights.

Cow and calf disposition (i.e. why the animal left the herd) is important for making management decisions. For example, if a cow does not wean a calf this is normally grounds for culling her. If her records indicate the calf died for some reason not related to the cow, a decision needs to be made. If she is a young cow with good records and is bred, it is probably more economical to keep her than to replace her with a heifer. Keeping up with the reasons cows and calves leave the herd also helps in analyzing the total production system.

The proceeding records form the basis for a good commercial performance record program. Additional records that can be added are cow weights, cow condition scores, hip heights, grade, market weight and sale price. These records can be used to select replacements and cull older cows. They are also necessary to analyze total production.

Records on treatments to individual animals are desirable to help in planning and making management decisions. These do not need to be complex. The form provided in Figure 2 should be adequate for most herds. This information can help with tracking health problems and avoiding residues.

Figure 1. Individual Cow Record

Cow ID:

Cow Birth Date:

Cow Weaning Weight:

Sire:

Sire Breed:

Dam:

Dam Breed:

Source of Cow:

Reason for Culling:

Culling Date:

Comments:

Pre-Weaning

Weaning

Cow Status

Remarks

Calf No.

Birth Date

Sex

Birth Wt

Calving Ease Score

Calving Interval

Year

Sire No.

Sire Breed

Weight Date

Weaning Wt or Sell Wt

205-day Adj Wt

Wt Ratio

Calf Price

Calf Value

Condition Score

Preg Check Date

Preg or Open

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Production cost records can be kept in any manner. Written records in a ledger book or recorded through a computer program such as Quicken® will work equally well. However, records must be posted in a timely manner and easily assembled for analysis. Two principals should guide how the records are kept and calculated.

First, records of cost and returns should be tied to a specific 12-month time period. The suggested time period is the 12 months from weaning one calf crop until weaning the next calf crop. If the producer does not have a defined breeding and weaning season, any 12-month time period can be used, but most likely will be the calendar year.

The second principal of production cost record keeping is to separate costs and returns by individual enterprises. The typical cow-calf operation is really comprised of several different operations. For instance, there is usually a hay production operation and a heifer replacement operation as well as calf production. Diversified farms may have many other operations. Identifying needed operational changes depends on being able to associate the cost and returns to each individual operation. Economists refer to each operation as a profit center. Each profit center must pull its own weight as indicated through its own profit and loss statement.

Once individual operations have their own profit/loss statements, enterprise weakness and strengths can be recognized. While overall farm profitability can be identified by general farm records, any needed change toward overall profitability can only be determined through individual operations or profit center records.

The suggested way to separate costs and returns is to charge to the using operation and credit to the producing operation any product that could have been sold elsewhere. For instance, many cow-calf producers produce hay to feed their cows. The contribution of the hay operation can be calculated by separating the cost of producing hay from the cattle operation and crediting against this cost the value of the hay fed. In this manner, the profitability of the hay and cattle operations can be judged on their on merits. If the two operations are not separated, one enterprise may be subsidizing the other, reducing overall profits. The farm profit picture may say change is necessary, but the real source of the problem will be unclear.

Likewise, the calf operation should be credited for calves which could have been sold but are instead held for stockering or replacements. Owned land should be a cost to calf production based on rental opportunities. The idea underlying this type of cost and return accounting is that each operation has an "opportunity" to sell its product off the farm and should be credited with this income. If an on-farm operation can't buy an internally-produced product at its market price, that enterprise is being subsidized and total farm profitability suffers. The whole farm is operating best when its individual parts are as profitable as possible.

A worksheet (Figure 3) will assist producers in calculating their calf production cost in a manner consistent with the separate enterprise approach. The following discussion corresponds directly with each section of the accompanying worksheet.

Section 1. Production Profile

The production profile provides the base measures for most of the analysis. Most entries in the production profile come from cow records or physical inventories. Beginning female numbers should be the number of cows you begin the new calf crop season with after culling for performance. The entry, "females exposed to the bull," may require some additional calculations from the previous year's records. Adjust the number of cows or heifers exposed to the bull during breeding season from which the calf crop was produced by adding any purchased pregnant females and subtracting any pregnant females added or removed before calving. Cows culled because of poor performance, cows that died, or cows culled because they are open can not be subtracted out. This calculation is consistent with the National Cattleman's Association Integrated Resource Management Standardized Performance Analysis.

Count temporary and permanent pasture acres based on the time the cows actual use the acreage. For instance, a fescue pasture from which cows are removed for three months in the spring for a hay cutting should be counted only as .75 acres (9/12 months * 1 acre). In a like manner temporary pasture planted behind another crop should be counted for the portion of time used (planting until cows removed).

Section 2. Calf Production and Income

This section accounts for all the calves which were produced and could have been sold. For most producers, this will be the number of calves weaned. Those sold at or after weaning can easily be accounted for. For any calves not sold, weights and values need to be estimated. For instance, for heifers held for replacements, the estimated weight and value needs to be assigned. This would also be true for calves held for stockering or backgrounding.

For those using a calendar year rather than calf year, adjustments will be needed in the number for beginning and ending inventories and values.

Section 3. Feed Cost

Farm-raised feeds fed to the cattle operation should be valued at fair market prices. This means that if your neighbor was willing to pay $50 a ton for the hay fed to your cows, then your own cows should also pay $50 for that hay. This also suggests that hay fed, as well as other feeds, should be counted during the year. Remember that when farm-raised feeds are charged at market value to the cow herd, the expenses of producing these feeds should not be charged. Thus, fuel and machinery cost of producing hay would show up in the hay enterprise and not the calf production enterprise.

Pasture land is to be charged to your beef cows at the going rental rates. This means that both owned land and rented land will be charged at the same rental rate.

If the actual cost of raising replacements is not kept separately from true calf production cost, an adjustment must be made to credit the calf production side of the operation for these cost. An estimate of heifer replacement feed cost may be made by dividing the total feed cost by the number of cows in the herd. Replacement heifer feed cost from the time of weaning until breeding will approximate roughly 55 percent of mature cow cost. Multiply the per cow feed cost by 55 percent and by the number of heifer raised during the year. Subtract this number from the feed costs so that the feed cost will reflect only the cost associated with calf production.

Section 4. Livestock Cost

All other direct calf production cost are placed here. Cost such as veterinary expenses, breeding and marketing are usually easily identified. Expenses such as fuel, repair and maintenance may not be easily separated for the cow operation and may require some estimation. For instance, fuel cost may be allocated based on the time a tractor is used to feed hay vs hay production. The important point is to attempt to allocate only to the calf production enterprise those costs which it should bear. While some estimates will invariably have to be made, this is preferred to running the cost of all enterprises together.

Some interest on operating monies should be included. Dollars tied up in production cost must be borrowed or could be used in other ways. An operating interest cost can be calculated by taking half of the total livestock and feed cost and multiplying by the current interest rate. If you borrow most of your operating money, the appropriate interest rate would be the borrowed money rate. If you don't borrow much or any, the appropriate rate is what you could earn from using this money in alternative investments.

As with the case of feed cost, a credit for replacement cost should be made if these costs are not already separated. Heifer replacement cost included in this section will typically run about 50 percent of per head cow livestock cost. So an estimate of heifer replacement cost can be made by dividing the total livestock cost by the number of brood cows in the herd. Multiply the per cow livestock cost by 50 percent and multiply by the number of replacement heifers raised.

Section 5. Overhead Cost

Overhead costs are those asset costs directly associated with the breeding herd. A common error of cattle producers in allocating cost is to charge overhead cost such as hay machinery to the cow herd. If farm-raised feeds are charged the cow operation at market prices, the cost of owning hay machinery, for instance, should not be included in the cows overhead cost. This would lead to double accounting.

Equipment and buildings shared with other operations should be valued to the cow operation based on the percentage of time used in the cow operation. For instance, a tractor used 25 percent of the time in the cow operation and 75 percent in the hay operation and worth $15,000 should have only $3750 (25 percent of $15,000) of investment cost attributed to the cow operation.

Overhead cost usually consist of four items: depreciation, insurance, taxes and interest. In the absence of actual depreciation records, 5 percent of building values and 10 percent of equipment values may provide an approximation. Breeding herd depreciation (both cow and bull) represents the recapture of the premium above salvage cost that must be paid for replacement stock. Table 2 below shows appropriate depreciation percentages for breeding stock premiums (dollars above cull or salvage cost) and the useful life of the animal in the breeding herd.

Table 2. Suggested Breeding Stock Depreciation
Breeding Stock Premium to Cull Stock Value	Years of Useful Life in Breeding Herd
	2	3	4	5	6	7
	% of market value for depreciation
$100	12.5%	8.3%	6.3%	5.00%	4.2%	3.6%
$200	25.0%	16.7%	12.5%	10.0%	8.3%	7.1%
$300	37.5%	25.0%	18.8%	15.0%	12.5%	10.7%
$400	50.0%	33.3%	25.0%	20.0%	16.7%	14.3%
$500	62.5%	41.7%	31.3%	25.0%	20.8%	17.9%
$600	75.0%	50.0 %	37.5%	30.0%	25.0%	21.4%
$700	87.5%	58.3%	43.8%	35.0%	29.2%	25.0%
$800	100%	66.7%	50.0%	40.0%	33.3%	28.6%
$900	112.5%	75.0%	56.3%	45.0%	37.5%	32.1%
$1,000	125%	83.3%	62.5%	50.0%	41.7%	35.7%

As an example, if the normal replacement rate in a herd is 20 percent per year (or cows average being in the herd for 5 years) and replacements can be purchased for $200 above cull cow cost, then an appropriate estimate of depreciation would be 10 percent of the current market value per year. It should be noted that in calculating cost using the procedure outlined in this publication, depreciation will be included on both purchased and raised breeding stock. This is consistent with crediting the calf production enterprise with all calves produced including heifers held for replacements; separating the heifer replacement "enterprise" from calf production; and the "opportunity" cost of retaining heifers in the cow herd rather than selling them.

Interest can be calculated by taking one-half of the current long term interest rate and multiplying by the cattle, equipment and building values. For example, if the long term interest rate is 10 percent, one-half or 5 percent would be an appropriate annual interest cost to apply against the asset market value. For the $3750 tractor in the example above, an estimate of annual ownership cost (depreciation and interest) would be $562.50 [(10% depreciation + 5% interest) * $3750]. This method provides for a simplified alternative to calculating actual economic depreciation and interest on the average investment cost over the life of investments.

Another overhead cost often overlooked is the replacement cost of any breeding livestock dying during the year. Recapture of the dollar value beyond cull value is accounted for in the depreciation calculation, so the loss on dead breeding stock represents the cull value of the animals. This cost can be calculated by multiplying the breeding stock death loss percentage by the value of the breeding herd.

Actual taxes on cattle, equipment and buildings can be used. Land taxes should not be included since the land is being charged at its rental rate in the feed cost section. Likewise, any insurance directly attributable to cattle, cattle equipment and building used exclusively for the cow operation should be included here.

A credit for heifer replacement overhead cost should be made if these cost are not already separated. Heifer replacement cost included in this section will typically run about 10 percent of per head cow overhead cost. So an estimate of the overhead cost the heifer replacements should carry can be made by dividing the total overhead cost by the number of brood cows in the herd. Multiply the per cow overhead cost by 10 percent and multiply by the number of replacement heifers raised.

By keeping cost records over time you will be able to chart progress in your operation. A more immediate benefit is to compare your operation's cost with other operations. Table 3 provides some comparison information from several different Georgia operations plus our "good management" operation. The good management numbers are from a hypothetical Georgia operation employing best management practices.

If your cost compares favorably, you may feel you are competitive with other Georgia producers. But by identifying areas where you are out of line, you may be able to improve further.

If your cost is not competitive, find those areas which are most out of line with the benchmark operations. Ask yourself what factors contribute most to this area and whether you can realistically improve. These are the areas where more work is needed.

Table 3. Benchmark Comparisons
Category	Top Third of Master Cattlemen	UGA Good Management Budget	Research Station Herd	Your Operation
Acres Pasture Per Cow	2.56	1.25	1.52
Tons Hay Fed Per Cow/Yr.	1.96	1.25	.96
Percent Calf Crop Based on Exposed Females	N/A	N/A	N/A
Percent Calf Crop Based on Beginning Cow Inventory	94%	90%	90%
Average Weaning Weights (Lbs.)	503	465	492
Feed Cost Per Cow	$205	$179	$204
Feed Cost Per Cwt. Calf Produced	$43.43	$42.52	$47.63
Feed & Livestock Cost Per Cow	$248	$227	$348
Feed & Livestock Cost Per Cwt. Calf Produced	$52.54	$53.92	$78.55
Overhead Cost Per Cow	65	66	40
Overhead Cost Per Cwt. Calf Produced	$13.77	$15.68	$9.03
Total Cost Per Cow	$313	$293	$388
Total Cost Per Cwt. Calf Produced	$66.31	$69.60	$87.58

Master Cattlemen is an intensive cattle management extension program. Approximately 70 producers from 1993-95 furnished economic surveys from which these numbers were taken.

UGA good management budget is a hypothetical operation employing all recommended practices at 1995 cost.

The research station is a South Georgia herd run as closely to a commercial operation as possible. The livestock cost are high for this operation since it includes all labor cost. Costs are for 1994.

Figure 3. Production Cost Worksheets

Section 1: Production Profile
A. Beginning Number of Beef Cows B. Beginning Inventory of Replacement Heifer Calves C. Females Exposed to Bull Last Year D. Live Calves Born E. Live Calves Weaned .. ____ Steers, ____ Heifers, ____ Bulls F. Number of Cows Replaced G. Number of Cows that Died H. Calves that Died I. Percent Calf Crop . . . (E/C) x 100 J. Replacement Rate . . . (F/A) K. Cow Death Loss . . . (G/A) L. Calf Death Loss . . . (E/D) M. Acres of Temporary Pasture N. Acres of Permanent Pasture O. Stockering Rate (M + N)/A	= = = = = = = = = = = =	__________ Head __________ Head __________ Head __________ Head __________ Head __________ Head __________ Head __________ Head __________ % __________ % __________ % __________ % __________ __________ __________

Section 2: Calf Production
Herd # 1. Steer Calves weaned 2. Heifer Calves weaned 3. Bulls weaned 4. Total	Avg. Wt. __________ __________ __________	X	Head __________ __________ __________	=	Total Lbs. __________ Lbs __________ Lbs __________ Lbs __________ Lbs	X	Price $ __________ $ __________ $ __________	=	Total $ $ _________ $ _________ $ _________ $ _________
For those calculating on a calendar year basis rather than calf-crop year, adjust weaned income and weights by inventory changes: Inventory changes: 5. Beginning Hd of Calves (unweaned) __________ * Lbs/Hd __________ = Beginning Lbs. 6. Beginning Lbs (5) __________ * Avg $/Lbs __________ = Beginning $ __________ 7. Ending Hd Calves (unweaned) __________ * Lbs/Hd __________ = __________ Ending Lbs. 8. Ending Lbs (7) __________ * Avg $/Lbs __________ = Ending $ __________
9. Weight Produced = Beginning Lbs (5) __________ - Ending Lbs (7) __________ + Weaned Lbs (4) __________ = __________ 10. Income Produced = Beginning $ (6) __________ - Ending $ (8) __________ + Weaned $ (4) __________ = __________ 11. Income per Cow = 10/Item A section 1 $ __________/Cow 12. Pounds per Cow = 9/Item A section 1 __________ Lbs/Cow

Section 3: Feed Cost
13. Pasture Rental	__________ Acres @	$ __________/Acre	=	Total $ __________
14. Pasture Fertilizer			=	$ __________
15. Pasture Maintenance			=	$ __________
16. Seed	__________ Lbs @	$ __________	=	$ __________
17. Hay	__________ Tons @	$ __________	=	$ __________
18. Grain/Supplemental	__________ Lbs @	$ __________	=	$ __________
19. Salt & Mineral	__________ Lbs @	$ __________	=	$ __________
20. Adjustment for Feed Cost of Raised Replacements	__________ Head @	$ __________ /hd	=	($ ________)
21. TOTAL FEED COSTS			=	$ __________

Section 4: Livestock Costs
22. Vet & Medicine 23. Breeding 24. Marketing 25. Match & Equip. (Fuel, Rep & Maint) 26. Hired Labor 27. Interest on Operating Cost 28. Adjustment for Livestock Cost of Raised Replacements 29. TOTAL LIVESTOCK COSTS	Total $ __________ $ __________ $ __________ $ __________ $ __________ $ __________ ($ _________) $ __________

Section 5: Overhead Costs
	Total Value	Percentage for Depreciation & Interest	Total ($)
30. Cow Herd Investment	$ __________	@ __________%	$ __________
31. Breeding Bulls	$ __________	@ __________%	$ __________
32. Buildings (Beef Cows Only)	$ __________	@ __________%	$ __________
33. Equipment (Beef Cows Only)	$ __________	@ __________%	$ __________
34. Recapture of Breeding Stock Death Loss (30 * K section 1/100)			$ __________
35. Insurance			$ __________
36. Taxes			$ __________
37. Adjustment for Raised Replacement Overhead Cost			($ ________)
38. TOTAL OVERHEAD COSTS			$ __________

Section 6: Unit Cost of Production Summary
	Total	Per Cow (Total ÷ A or C Section 1)	Per Cwt (Total ÷ 9 ÷ 100)
39. Feed Cost (21)	$ _____	$ _______	$ _______
40. Livestock cost (29)	$ _____	$ _______	$ _______
41. Overhead Cost (38)	$ _____	$ _______	$ _______
42. Total Cost (39+40+41)	$ _____	$ _______	$ _______
43. Total Income (10)	$ _____	$ _______	$ _______
44. Returns to Unpaid Operator Labor, Management, & Equity Capital (10-42)	$ _____	$ _______	$ _______

Bulletin 1159/July, 1997

The University of Georgia and Ft. Valley State College, the U.S. Department of Agriculture and counties of the state cooperating. The Cooperative Extension Service offers educational programs, assistance and materials to all people without regard to race, color, national origin, age, sex or disability.

Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, The University of Georgia College of Agricultural and Environmental Sciences and the U.S. Department of Agriculture cooperating.

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