Although we were excited about being involved in this comprehensive research project, we must admit we had mixed feelings about doing the NEON enterprise budgets right from the start. Our reluctance was not due to going public with the numbers, but because economics has never been a driving force behind the goal setting and decision making we use on our farm. Right livelihood has always been a higher priority than profit. Consequently, most of our management practices have been based on what seems right for the land, for the animals, for our customer, ourselves, and the larger society – realizing all along that, being human, we will never get it absolutely right.
The Gregson’s question about sustaining the health and well-being of farmers kind of hit home as I had to learn how to contend with a chronic digestive disorder when we first started farming here. While this minor handicap definitely limited our farming efforts, it also helped us to plan some slack into our operation right from the beginning. It forced us to focus our energy where it would be most effective and encouraged us to rely more on observation and management than muscle to get the job done – lessons we might not have otherwise learned until later in life. As a result, we may have been slower than most in bringing the market garden into full production, but our limitations, in a round about way, may have encouraged us to bring some biological efficiencies into play which have made the work easier and more rewarding in the long run.