For every $1 of levy paid the return to growers is at least $30
This section details the work done by Horticulture New Zealand over the past three to five years, the outcomes and benefits to growers from this work and where possible, an estimate of the return in value to the industry and growers.
The value of the work we do falls into three broad categories:
- The costs saved by what growers do not have to do as a result of our work (e.g. avoiding the need for obtaining resource consents), see savings in natural resources and environment, food safety, biosecurity and adverse events.
- Growers having access to benefits that HortNZ has provided or helped to establish (e.g. our industry magazines or the RSE scheme), see savings in seasonal labour, strategy, education and communications.
- The intangible benefit of having an industry body that unites the industry and stands up for growers on critical industry wide issues, see savings in compliance, industry representation.
This assessment clearly shows the costs saved and value provided to growers by HortNZ work far exceeds the costs of the levy.
In many cases we are not able to assess the value of the outcomes HortNZ delivers to the industry and growers, either because they are not easily measured in dollar terms or because making a fair assessment of the value would be too costly. For example; what is our work representing industry views on biosecurity protection worth? And how do you measure the value of a more practical and reasonable National Policy Statement on Water Measuring Devices?
HortNZ’s work is directed by a Board of elected growers and responds to the needs of growers. We are strongly driven by grower views obtained using our powerful and far reaching networks that include product groups, grower associations and individual growers. So, even when we are not able to put a dollar value on the benefits of our work we are still very confident we are focusing on issues of critical importance to growers.
Like growers we also take a long term view and understand that some of the critical issues we work on will not be solved overnight. For example it took over three years of work before the RSE scheme was established. Increasingly we face strong opposition from other interest groups and resistance to change. But, we always strive to create tangible value for the industry.