Social impact assessment guideline

July 2013
The Department State Development, Infrastructure and Planning is responsible for driving the economic development
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Contents
1. Introduction........................................................................................................1
2. The EIS and SIA process ..................................................................................2
3. Core SIA principles............................................................................................2
4. Stakeholder roles ..............................................................................................2
Project proponents......................................................................................................2
State agencies ............................................................................................................3
Local governments .....................................................................................................3
Non-government organisations...................................................................................3
5. Social impact assessment.................................................................................4
6. Reporting and review ........................................................................................4
7. Timing................................................................................................................5
8. Coordinator-General’s and DEHP EIS evaluation report...................................5
9. Transition arrangements for coordinated projects .............................................6
Appendix 1. SDPWO Act EIS process including SIA components......................7
Appendix 2. EP Act EIS process including SIA components ..............................8
Appendix 3..................................................................................................................9
Social baseline study ..................................................................................................9
Community and stakeholder engagement strategy ....................................................9
Impact and opportunity assessment .........................................................................10
Mitigation strategies..................................................................................................10
Monitoring program...................................................................................................11
Appendix 4. An example of Social opportunity and impact risk assessment ....12
Glossary....................................................................................................................13

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1. Introduction
The purpose of an environmental impact statement (EIS) is to assess and report on a
project’s social, economic and environmental impacts and the measures proposed to
avoid, manage, mitigate or offset the predicted impacts of the project. Impacts can be
either positive (i.e. benefits and opportunities to capitalise on) or negative (i.e. adverse
impacts to be managed).
In the State Development and Public Works Organisation Act 1971 (SDPWO Act) and the
Environmental Protection Act 1994 (EP Act), the definition of ‘environment’ includes
social impacts that affect people and communities. Consequently, social impact
assessments (SIAs) are a component of the EIS process for assessing coordinated
projects (resource and non-resource) under the SDPWO Act and resource projects under
the EP Act. This guideline applies to projects assessed under either the SDPWO Act or
the EP Act.
The Coordinator-General and the Department of Environment and Heritage Protection
(DEHP) have streamlined the approval processes and reduced approval timeframes for
the EIS. DEHP and the Coordinator-General have developed a generic terms of
reference for all EIS process and a proponent service delivery charter which includes
timelines for project assessment. The streamlined environmental impact assessment
process focuses on high risk impacts and uses outcomes-focused measures, (not
prescriptive conditions), to better manage the impacts of projects.
This guideline complements the streamlined environmental impact assessment process.
It will assist proponents to assess the social aspect of their projects, promote a risk-based
approach to social impact assessment and focus on outcomes to encourage innovative
solutions to capitalise on social opportunities and mitigate detrimental impacts that may
arise from the project.
The Coordinator-General’s/DEHP delegate’s preference is to recognise commitments that
address social impacts that are directly related to the project. However, for coordinated
projects being assessed under the SDPWO Act, the Coordinator-General may deem it
necessary that outcome focused conditions are required for social impact measures.
These conditions will be developed in consultation with the proponent and stakeholders.
This guideline emphasises the value of building long-term relationships between
proponents, stakeholders and communities of interest who are directly affected by the
project. This guideline informs relevant parties of their roles in the development and
implementation of a SIA.
The guideline complements the Queensland Government’s A new approach to managing
the impacts of major projects in resource communities July 2013. This framework
provides clarity on roles and responsibilities of industry, local government and
government agencies in mitigating the social, economic and infrastructure impacts of
resource development.

Social impact assessment guideline -1-

2. The EIS and SIA process
The EIS assessment processes, including the SIA, pursuant to the SDPWO Act and the
EP Act are set out in Appendix 1 and Appendix 2 respectively.
Each project’s terms of reference (TOR) includes a SIA. The Proponent Service Delivery
Charter (an agreement between the proponent, the Office of the Coordinator-General
(OCG)/ DEHP and, if applicable, the Australian Government) may establish further details
of the components that the SIA should focus on, subject to their level of risk and impact.
Proponents should consult with OCG and DEHP about the guideline to ensure a
consistent approach to its application. However the application of the guideline may vary
because projects’ social impacts vary on a case-by-case basis, depending on their extent
and duration.

3. Core SIA principles

The following principles underpin this guideline:
 SIA will only assess impacts (both beneficial and detrimental) arising from the project
and cumulatively with other developments in the region. Proponents are expected to
mitigate impacts that are directly related to their project
 social impact mitigation incorporates the principles of adaptive management
 SIA covers the full lifecycle of the project to the extent possible
 SIA is based on the best data available
 SIA will identify strategies to capitalise on social opportunities and to avoid, manage,
mitigate or offset the predicted impacts arising from the project
 communities of interest will be engaged in a meaningful way during the development
of the SIA, recognising local knowledge, experience, customs and values. Community
participation should continue across the project lifecycle.

4. Stakeholder roles
This guideline informs relevant parties on their roles in the development and
implementation of a SIA.

Project proponents
 Prepare a SIA that identifies the social impacts and mitigation measures with a focus
on those that are high risk, for the project lifecycle and that includes commitments for
the project’s construction and operational phases.
 Commit to continuous improvement in SIAs through recognised best practice as set
out in tools such as those developed by the International Council on Mining and Metals
(ICMM).
 Engage with the local community and interested stakeholders.

Social impact assessment guideline -2-

 Engage with state agencies on impacts and mitigation strategies.
 Engage with local governments on impacts and mitigation strategies.
 Engage with the community on impacts and mitigation strategies.
 Implement, monitor, review and report on mitigation strategies.
 Where practicable, provide data to the data portal led by the Queensland Government.
 Prepare commitments that are outcomes-focused and relevant to social impacts
needing mitigation.

State agencies
 Provide information and data for the social baseline assessment.
 Review the proponent’s SIA and assessment of impacts on state government services
to the community during the EIS public consultation period and make a submission to
the Coordinator-General/DEHP delegate as appropriate.
 Engage with proponents on strategies and commitments to mitigate impacts on state
government services, acknowledging that it is not appropriate to seek funding to
deliver core state government services beyond the impacts that are directly related to
the project.
 Where the Coordinator-General deems it necessary that outcome focused conditions
are required for social impact measures, provide draft outcomes-focused conditions
relevant to their areas of expertise for consideration in the Coordinator-General’s
evaluation report on the project.
 DSDIP may play a key role in linking the proposed mitigation actions in the EIS to
broader government programs.
 Provide data to the data portal led by the Queensland Government that informs SIA
assessment and mitigation strategies.

Local governments
 Review and provide consistent information, data and advice for the social baseline
assessment.
 Review and provide advice on the proponent’s SIA and assessment of impacts on
local government services to the community during the EIS public consultation period
and make a submission to the Coordinator-General/DEHP delegate as appropriate.
 Engage and provide advice to proponents on strategies to mitigate these impacts on
local government services.
 Represent local community groups as appropriate.

Non-government organisations
 Provide information and data for the social baseline assessment.
 Review the proponent’s SIA and assessment of impacts on non government services
to the community during the EIS public consultation period and make a submission, to
the Coordinator-General/ DEHP delegate, as appropriate.

Social impact assessment guideline -3-

 Engage with proponents on strategies to mitigate these impacts on non-government
services.

5. Social impact assessment

The SIA will identify and assess a project’s social impacts that are directly related to the
project and propose measures to enhance potential positive impacts and strategies to
avoid, manage, mitigate or offset the predicted negative project impacts.
Components to be considered as part of an SIA include:
 community and stakeholder engagement
 workforce management
 housing and accommodation
 local business and industry content
 health and community wellbeing.
SIAs do not assess project impacts on hard infrastructure such as roads and transport
facilities and utilities. The proponent addresses these impacts in other sections of the EIS
and not in the SIA.
SIAs contain (See Appendix 3 for a detailed explanation of these points):
 a definition of the stakeholders and impacted communities of interest
 a social baseline study of the impacted communities of interest, for example:
– community history, Indigenous communities, culture and key events that have
shaped economic and social development, resilience and trends
– key industries in the region and any historical lifecycle considerations, pressures or
vulnerabilities experienced by these industry sectors.
 an overview of state government legislation and policies that complement the
mitigation measures for social impacts that are directly related to the project
 an explanation of methods used to gather information including a description of how
the communities of interest were engaged during the development of the SIA
 identification of potential direct social impacts and prediction of the significance of any
impacts and duration and extent of each impact
 the proponent’s proposed enhancement and mitigation measures
 the proponent’s monitoring framework that informs stakeholders on the progress of the
enhancement and mitigation measures.

6. Reporting and review

The Coordinator-General may request annual progress reports, and the DEHP delegate
may note or draw attention to requests from OCG, on enhancement and mitigation
measures, during the construction phase and for the early years of the project’s
operations phase, for example, up to two years for most projects. Where a project is

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larger and more complex, reports may be required for more than two years of its
operational phase.
The Coordinator-General/DEHP delegate may consider the review reports in conjunction
with state agencies, local governments and community groups and recommend further
action or publish the reports if it is considered necessary.
After the Coordinator-General’s reporting requirements or the DEHP delegate’s noted
requests have concluded, proponents may choose to continue to publicly report on their
measures to address a project’s social impacts, including to demonstrate their social
licence to operate. The ongoing engagement and reporting process should be described
in the project’s SIA.

7. Timing
The SIA will be an integral part of the EIS documentation and will go on public display as
part of the process. The EIS must contain all the information needed to address the
Terms of Reference (TOR) for the project, including a comprehensive SIA and the
proposed mitigation actions.

8. Coordinator-General’s and DEHP EIS

evaluation report
The SIA will inform the Coordinator-General’s/DEHP delegate’s evaluation/assessment
report. In assessing the SIA, the Coordinator-General’s/DEHP delegates will have regard
to issues raised in submissions, additional information provided by the proponent and
advice received from state agencies, local governments, communities of interest and
other stakeholders.
The proponent should commit to mitigation measures that address impacts that are
directly related to their project. The Coordinator-General’s/DEHP delegates preference is
to recognise commitments that address social impacts that are directly related to the
project.
However, for coordinated projects being assessed under the SDPWO Act, the
Coordinator-General may deem it necessary that outcome focused conditions be required
for social impact measures. These conditions will be developed in consultation with the
proponent and stakeholders. Emphasis will be given to direct impacts assessed as
having a high probability and significant to severe consequence or impact.
For projects proceeding under the EP Act, the DEHP delegate cannot set conditions
relating to social impacts but may note or draw attention to requests from the Office of the
Coordinator-General that the proponent provide annual progress reports on mitigation
measures for social impacts (See Section 6 Reporting and Review).

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9. Transition arrangements for coordinated
projects
For Coordinator-General’s evaluation reports that are well-advanced but are expected to
be finalised after this guideline is implemented, proponents can choose to:
 commit, in writing, to adopt the SIA guideline, or
 continue with some or all of the current arrangements for the preparation of a social
impact management plan (SIMP).
For completed evaluation reports, where proponents have been conditioned to have a
SIMP, proponents can choose to:
 continue with the current arrangements, or
 notify the Coordinator-General, in writing, that they wish to amend or replace the SIMP
conditions by adopting some or all of the SIA guideline.

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Appendix 1. SDPWO Act EIS process
including SIA components

•Required for projects to be declared as a coordinated project under the

Initial advice SDPWO Act. Can also assess whether the project includes controlled actions
as defined in the Commonwealth Governmentʹs Environmental Protection and
statement Biodiversity Conservation Act 1999 (EPBC Act) and may result in a bi‐lateral
EIS agreement. The IAS includes an overview of social impacts.

• The TOR is developed detailing the environmental and if relevant the social
assessment requirements to be covered in the assessment. The TOR includes
TOR provision for public, local government and advisory agency comment. The
TOR may require the proponent undertake an SIA.

•Where a SIA is required, the issues to be addressed will include

Proponent Community and Stakeholder Engagement Strategy; Workforce
service delivery Management; Housing and Accommodation; Local Business and Industry
charter Content; and Health and Community Wellbeing. The determination of these
issues should be negotiated with the SIA Project Manager.

•Proponent commences preparation of the EIS using the ToR which includes
EIS the SIA as one component and based on the SIA Guidelines. This stage may
(including SIA) include additional information through the submission of a Supplementary
EIS.

Impact •Relevant commitments/ mitigation strategies with all stakeholders will be

listed in the SIA. The SIA forms part of the project’s EIS documentation. It
mitigation and will describe mitigation and management strategies, and the ongoing
management monitoring and review framework.

•Prepared pursuant to section 35 of the SDPWO Act. Provides an evaluation

Coordinator‐ of the EIS process for the project and includes an assessment and
Generalʹs conclusions regarding environmental and social effects of the project and
evaluation report any associated mitigation conditions. EIS Assessment Report prepared
under section 57 of the EP Act.

Implementation, •The implementation, monitoring and review process should be ongoing

throughout the life of the project. The process should be documented. The
monitoring and Coordinator‐General may condition the project proponent provide annual
review progress reports on mitigation measures for social impacts.

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Appendix 2. EP Act EIS process
including SIA components

•DEHP has trigger criteria for mining and petroleum projects that would be
required to undertake an EIS under the EP Act. Can also assess whether the
Project triggers project includes controlled actions as defined in the Commonwealth
EIS Governmentʹs Environmental Protection and Biodiversity Conservation Act 1999
(EPBC Act) may result in a bi‐lateral EIS agreement. The project description
may include an overview of social impacts.

• The TOR is developed detailing the environmental and social assessment

requirements to be covered in the assessment. The TOR includes provision
TOR for public, local government and advisory agency comment. The TOR may
require the proponent undertake a SIA.

•Where a SIA is required the issues to be addressed will include

Proponent Community and Stakeholder Engagement Strategy; Workforce
service delivery Management; Housing and Accommodation; Local Business and Industry
charter Content; and Health and Community Wellbeing. The determination of these
issues should be negotiated with the SIA Project Manager.

•Proponent commences preparation of the EIS using the TOR which includes
EIS the SIA as one component and based on SIA Guidelines. This stage may
(including SIA) include additional information through the submission of a Supplementary
EIS.

Impact •Relevant commitments/ mitigation strategies with all stakeholders will be

listed in Social Impact Assessment. The SIA forms part of the project’s EIS
mitigation and documentation. It will describe mitigation and management strategies, and
management the ongoing monitoring and review framework.

•EIS Assessment Report prepared under section 57 of the EP Act. Provides an

EIS assessment evaluation of the EIS process for the project and includes an assessment and
report conclusions regarding environmental and social effects of the project and
any associated mitigation conditions.

Implementation, •The implementation, monitoring and review process should be ongoing

throughout the life of the project. The EIS Assessment Report may note OCG
monitoring and requests for annual progress reports on mitigation measures for social
review impacts be provided to EHP.

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Appendix 3
Social baseline study
The social baseline assessment should include impacts at the project site and, as
appropriate, along the supply chains to where the associated service activity is located.
Agreement on the extent of the project’s direct impact should be agreed with the
OCG/DEHP to ensure an appropriate baseline is established.
The baseline study needs to be supported by recent on-the-ground research. Desktop
research, on its own, is not sufficient to form baseline data.
Quantitative data can be accessed from the Australian Bureau of Statistics, current
census data, the Government Statistician or various government agencies and local
governments. Qualitative data may be sourced from stakeholder engagement activities,
community strategies, plans and other research.
Broad data categories may include:

Community history and culture Income and cost of living

Population Social infrastructure
Workforce participation, employment and Technology
diversity profile
Community health and safety
Housing and accommodation
Transportation and access
Education and training
Other, including socio-economic advantage
Business, industry and economy and resilience, relevant economic modelling
and cumulative impact data

Quantitative and qualitative data captured in the development of the social baseline study
should be compared, aligned and analysed using appropriate social science research
methods like triangulation, and cause and effect analysis.

Community and stakeholder engagement strategy

The strategy needs to be an inclusive and continuous process between the proponent
and the communities of interest that identifies social opportunities and impacts that are
directly related to the project. The strategy should begin early and include for example:
 holding information meetings at which the communities of interest are advised of the
project details, the expected social impacts and opportunities, and the possible
mitigation strategies identified to date
 consult with the communities of interest to verify social impacts and opportunities and
to formulate mitigation strategies based on the responses from the communities of
interest
 seeking responses from communities of interest and the transparent integration of
these responses in the project’s SIA.

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Engagement with communities, local governments and government agencies needs to be
ongoing to ensure that their input is appropriately reflected in the SIA.
The strategy must be reviewed to assess the effectiveness and efficiency of engagement
policies, processes and tools. Stakeholders may be asked to participate in the review.

Impact and opportunity assessment

The proponent’s approach and methodology for identifying and rating social impacts
should be acceptable within its organisation and by the communities of interest . The
process implemented by the proponent will need to be consistent with the community’s
capacity to participate.
An assessment of potential impacts and opportunities across each stage of the project
lifecycle is to be informed by the social baseline study and the feedback from stakeholder
engagement. The potential opportunities and impacts will be identified by considering the
potential changes to key areas included in the social baseline study.
Appendix 4 provides an example of a risk impact and opportunity assessment. This is
illustrative only and proponents should use rating tools consistent with nationally or
internationally recognised best practice risk management standards.
Stakeholders should be given the opportunity to comment on the rating of the impacts. In
instances where stakeholders do not support the ratings, this should be stated and the
reasons why explained and documented in the SIA. Once the social opportunities and
impacts are identified and able to be attributed to the project, the proponent, in
consultation with stakeholders, will develop mitigation measures.
In assessing and determining appropriate mitigation measures, proponents will consider
whether the social opportunities and impacts are accurately, reasonably and reliably able
to be attributable to:

Considerations Are impact mitigation measures required?

The project Yes

A cumulative impact where the proportion of Yes
the impact of the project can be readily and
reasonably forecast and/or separated from the
total cumulative impact or opportunity.
An existing issue, legacy or cumulative impact No
which is not attributed to the project

Mitigation strategies
The mitigation and management strategies must be included in the SIA and be submitted
with the EIS. The mitigation strategies must include:
 the impacts documented in the SIA
 description of the mitigation and management strategies.
 outcomes, performance indicators and targets

Social impact assessment guideline - 10 -

  significant stakeholders
 timing/timelines
 monitoring framework
The mitigation and management strategies that have resulted from the SIA need to be
embedded across the proponents business. This will include developing management
systems and operating procedures to deliver social outcomes.

Monitoring program
The proponent’s monitoring framework will monitor the progress and effectiveness of
mitigation strategies and ensure stakeholder input is considered as part of the ongoing
implementation process.
The proponent may use existing and/or new community engagement forums to play a key
role in monitoring the social impacts and the effectiveness of the mitigation and
management strategies. The monitoring framework must include:
 a list of identified impacts and issues
 targets and outcomes sought
 an explanation of how management of the impact will be monitored—for example,
regular communication with state government agencies or local governments
 the names of each party responsible for implementation of each monitoring strategy
 timing and frequency—documenting how often monitoring of the impact should take
place for example, monthly, annually, throughout pre-construction, construction, and
operations phases, life of the project
 performance indicators—need to be informative, relevant, measurable, reliable, widely
recognised, simple to report and easily understood.

Social impact assessment guideline - 11 -

 Appendix 4. An example of Social opportunity and impact
risk assessment
Social opportunity and risk categorisation
Very likely to occur or be an
opportunity at either a specific stage of Social impact or opportunity Social impact or opportunity Social impact or opportunity
HIGH

the project lifecycle or more broadly.

Likely to occur or be an opportunity at
either a specific stage of the project Social impact or opportunity Social impact or opportunity Social impact or opportunity
Likelihood of Occurring

lifecycle or more broadly.

Possible to occur or be an opportunity
at either a specific stage of the project Social impact or opportunity Social impact or opportunity
lifecycle or more broadly.
Unlikely to occur or be an opportunity
at either a specific stage of the project
lifecycle or more broadly.
Very unlikely to occur or be an
opportunity at either a specific stage of
the project lifecycle or more broadly.
LOW

LOW Opportunity/Impact/Consequence HIGH

Incidental Minor Significant Major Severe
Local, small-scale, easily Short-term recoverable changes Medium-term recoverable Long-term recoverable Irreversible changes to social
reversible change on social to social characteristics and changes to social changes to social characteristics and values of
characteristics or values of the values of the communities of characteristics and values of characteristics and values of the communities of interest or
communities of interest or interest or community has the communities of interest or the communities of interest or community has no capacity to
communities can easily adapt substantial capacity to adapt and community has some capacity community has limited adapt and cope with change.
or cope with change. cope with change. to adapt and cope with capacity to adapt and cope
Local small-scale opportunities Short-term opportunities change. with change.
emanating from the project that emanating from the project. Medium-term opportunities Long-term opportunities
the community can readily emanating from the project. emanating from the project.
pursue and capitalise on.

*Process adapted for illustrative purposes from a review of socio-economic impact assessments included in Social Impact Assessments for a selection of resource projects.

Low Social Impact or Opportunity Medium Social Impact or Opportunity High Social Impact or Opportunity

Social impact assessment guideline - 12 -

 Glossary
 Adaptive Management — A process of decision making that reduces uncertainty and
manages responses to environmental changes over time through ongoing monitoring and
review of mitigation strategies.
 Communities of interest—communities that are impacted (both beneficially and
detrimentally) by the project
 Cumulative impact—successive, incremental and combined impacts (both beneficial and
detrimentally) of an activity or multiple activities on communities of interest
 Environmental impact statement (EIS)—describes the current environment; the project's
social, economic and environmental impacts; and ways of avoiding, managing, minimising
and mitigating these impacts
 Environmental Protection Act 1994 (EP Act)—a Queensland Government Act to protect
Queensland’s environment while allowing for development that improves the total quality of
life
 Social impact—an activity related to the project that has the potential to affect the
communities of interest (both beneficially and detrimentally)
 Social opportunity—a project benefit that the proponent has assessed as appropriate to
pursue
 Mitigation measure—activity or strategy designed to alleviate social impacts of the project
 Project lifecycle—the various stages of the project including pre-construction activities,
construction, operation and decommissioning
 Project proponent—project owner and their nominated representatives
 Social impact assessment (SIA) – an assessment of the project’s social impacts (both
beneficial and detrimental) and identifies social opportunities and measures to avoid,
manage, minimise and mitigate social impacts
 Social licence to operate (SLO)—the acceptance within the communities of interest of both
the proponent and its project
 State Development and Public Works Organisation Act 1971 (SDPWO Act)—a
Queensland Government Act to provide for state planning and development through a
coordinated system of public works organisation, for environmental coordination and related
purposes.

Department of State Development, Infrastructure and Planning

PO Box 15517, City East Qld 4002
tel 13 QGOV (13 74 68)
fax +61 7 3225 8282
info@dsdip.qld.gov.au

www.dsdip.qld.gov.au

Department of State Development, Infrastructure and Planning

PO Box 15517, City East Qld 4002
tel 13 QGOV (13 74 68)
fax +61 7 3225 8282
info@dsdip.qld.gov.au

www.dsdip.qld.gov.au