Deciding what crops to grow

We often decide whether to continue growing a crop year after year based on its general ‘gestalt’. It’s not the most data-driven process, but rather takes into consideration months or years of anecdotal observations and impressions. Was the crop productive relative to others of the same class (ie. roots, heading brassicas, fruiting summer crops, etc)? Was it more or less labor intensive (ie. did it take long to weed, harvest, trellis, prune, etc)? Do CSA members seem to like it? Or do they leave it in the trade bin at a higher rate that other crops? While the last criteria is easy to gauge based on CSA member feedback, the first two criteria are easier to assess with enterprise budgets. These are the measurements and resulting calculations that go into determining the profitability of a specific enterprise within the greater business.

If we do a carrot enterprise budget, say, we measure the time taken sowing, weeding, harvesting and wash/packing a 125’ bed of carrots and multiply it by our average labor rate, as well as calculate the cost of materials (seeds, fertilizer, etc) applied to that bed. After determining costs, we subtract that number from its gross profitability to get a net profit/bed. If we did that for a couple dozen crops we could then generate an average profit-per-bed rate to which we could compare all crops. If crops make less than that average we will grow them less frequently or drop them altogether. Unless, of course, CSA members love them.

Conversely, if the crop is relatively profitable, we should consider increasing its proportion in the field, or at least as long a CSA member keeping accepting it with glee. Enterprise budgets have never been our strong suit, requiring higher levels or organization than we’re typically able to muster during a busy farm season, but they are something to aspire toward.