Social impact management plans—opportunities and challenges

Abstract

Since 2010, the Queensland Government has required resource sector proponents to develop and submit a social impact management plan (SIMP) in addition to the social impact assessment component of environmental impact statements. This more closely regulated social impact management approach was introduced in response to the need to manage resource development-related growth across the state. The process of developing a SIMP presents a range of opportunities and challenges to both proponents and stakeholders. This extended abstract discusses these opportunities and challenges within the context of the development and early implementation of the SIMP for the Australia Pacific LNG Project. Often, the elements of a SIMP that present opportunity for improved community engagement and social program delivery also present the most pressing challenges. Stakeholder and community engagement is one such element. The onus is on proponents to establish partnerships with relevant stakeholders, often in an environment of community opposition and to a level that requires significant resources by proponents. There is also an onus on proponents to ensure key stakeholders play an active role in monitoring and reporting on implementing SIMP. This presents a substantial opportunity for ongoing stakeholder involvement, but proponents face a challenge in ensuring the competency and ongoing commitment of stakeholders. Requiring proponents to develop and implement a SIMP is a positive move toward improving social impact management approaches; however, as the first SIMPs in Queensland are rolled-out, proactive approaches will be required to capitalise on the opportunities and manage the challenges.