Social impact management plans—opportunities and challenges
L. Ritchie A , D. Holm B and E. Miceski AA WorleyParsons.
B Origin Energy.
The APPEA Journal 52(2) 688-688 https://doi.org/10.1071/AJ11102
Published: 2012
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.
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With a background in both the resource and international development sectors, Lisa has worked for a range of public and private sector clients, including resource proponents, landowner groups, and government and donor agencies in Australia, the Pacific, and southeast Asia. Her key areas of specialist expertise include impact assessments, stakeholder engagement and community consultation, community development, monitoring, and evaluation and communications. |
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Daniel Holm works as project manager of social for Origin, and is responsible for the social impact management plan for the upstream Australia Pacific LNG Project. He has a master’s degree in political science and has previously worked as a consultant, and in various advisory roles in the Swedish government. |
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Elena Miceski is a senior consultant within WorleyParsons’ ANZ Social Practice consultancy. She has more than 12 years of managerial experience in stakeholder engagement, community research, and project development for the private sector and state and federal governments. Her experience includes stakeholder management services for significant infrastructure and industrial projects, including several LNG projects, CSG developments, coal mines, wind farms, and port expansions. She was the lead stakeholder engagement consultant for the Australia Pacific LNG Project during approvals. |
References
Australia Pacific LNG, 2010. Australia Pacific LNG environmental impact statement. Accessed 18 February 2012. <http://www.aplng.com.au/environment/our-environmental-impact-statement>.Department of Infrastructure and Planning, 2010. Guideline to Preparing a SIMP. Accessed 18 February 2012. <http://www.dlgp.qld.gov.au/resources/guideline/simp-guideline.pdf>.
Queensland Government, 2008. Sustainable resource communities policy. Accessed 18 February 2012. <http://203.210.126.185/dsdweb/v4/apps/web/secure/docs/3072.pdf>.
