LARGE-SCALE ENERGY PROJECTS IN NEW-ZEALAND - WHITHER SOCIAL IMPACT ASSESSMENT

The New Zealand response to the disruptions to oil supply and pricing during the 1970s included the exploitation of indigenous energy supplies through the development of large-scale projects. This was popularly referred to as the 'Think Big' strategy. The construction of the Motunui synthetic petrol plant and an expansion of the existing Marsden Point oil refinery were important initiatives within this programme. The national-level objectives of increased security of supply and relief of the balance-of-payments situation were given priority in evaluating the options for development. Regional economic and social concerns were largely overlooked, however. Evaluation of the decision-making environment, employing some concepts of organisational analysis, suggests several linked reasons for the lack of attention given to the social consequences of development. A review of the impacts actually realised in association with these projects reveals, on the one hand, that the influx of capital and workers provided some stimulus to the local economies. Yet, the projects also proved to have significant negative social and economic repercussions. An absence of forward planning meant that stress was placed on local services and there was a worsening of some economic conditions over the longer run. Recommendations for reform of the social impact assessment process in New Zealand refer to the need for greater attention to social impacts at each of the policy, programme and project levels of decision making, greater cooperation between agencies of government, and improved opportunities for public involvement.