How to make a farm/ranch profitable

By Thomas C. Ray Submitted to Corner Post

Our operation’s Profit & Loss Statement, if we had one, would make any agricultural economist shake his head in disapproval. I don’t ride the horses nearly as often as I’d like to. The breeding program of our cow herd is neither efficient, nor progressive. (I blame that on the herd manager, but when I confront him about it, he generally looks back at me in the mirror and says he’ll try to do better.) Pasture management is adequate enough for the stock to graze without supplemental feed through eight months or so, but fertilization and a more intense rotation would boost that level of production.

Yet, I believe the benefits I get from my four-legged therapists, which don’t show up on a P&L statement, exceed the cost of keeping them on retainer. I’ve found all three horses and both cows to be remarkable conversationalists. They have such a gift of listening patiently without judgement to my concerns, ideas and random thoughts. And then, in their keen but non-verbal way, they help me reason things out. I’m grateful to them, too, for opportunities to see the wonder in the birth and development of foals and calves, in maternal instincts, and in persevering regardless of what life/nature throws at you.

Cap, the head of ranch security and chief wild-goose-chaser, insists I also mention his value to the operation. It is duly noted. And, I must add, he’s motivated me, by his own example, to grow in the virtues of critical awareness, dedication and loyalty. His co-worker, the cat (an independent contractor) that has proven himself quite versatile in the field of pest control (terrestrial, subterranean and aerial) gets a nod, as well.

So, when I add up the cost of four months of hay, grain fed during wintry conditions, de-worming medicine twice-a-year, hoof trimming, and a few other expenses, and then subtract that from the rejuvenation they provide me, I come up with a net gain.