Social impact management: a review of current practice in Queensland, Australia

Abstract

In response to community and government concerns around social impacts and issues associated with rapid development within the resource sector, the Australian State of Queensland in 2008 introduced a requirement for resource projects to develop Social Impact Management Plans (SIMPs). This paper considers whether current SIMP practice reflects leading practice, as was hoped for when they were introduced. It draws on the authors' collective experience as social practitioners in the mining, oil and gas and infrastructure sectors in Queensland and elsewhere. While the introduction of SIMPs is to be applauded, the authors argue that there are elements of practice that need refinement. In particular, SIMPs in Queensland often display a ‘one size fits all’ approach, do not differentiate between impacts and opportunities, risk confusing the roles and responsibilities of various actors, and contain impractical and onerous requirements for agreement making. The paper concludes by proposing a set of principles that would refine and streamline the Queensland practice to become an example of leading practice social impact management.