The Suggested Best Practices for Industry Outreach Programs to Stakeholders is a staff product and does 

not necessarily reflect the views of the Commission or any Commissioner. All images are property of 

FERC or have been approved for use in this product by the image provider.
1

TABLE OF CONTENTS

I. Introduction ..............................................................................................................................3

II. Stakeholder Outreach.................................................................................................................5

III. Components of a Stakeholder Outreach Program ..................................................................7

Management Commitment........................................................................................................7

Internal Collaboration ...............................................................................................................7

General Training .........................................................................................................................8

Stakeholder Engagement and Education..................................................................................8

Documentation and Tracking....................................................................................................9

IV. Implementing Outreach Principles .........................................................................................11

Outreach Levels .........................................................................................................................11

Project Development ................................................................................................................12

Stakeholder List........................................................................................................................12

Initial Project Briefings .............................................................................................................13

Public Outreach Materials........................................................................................................13

Initial Communications ...........................................................................................................14

V. FERC Review Process ................................................................................................................17

Pre-filing.....................................................................................................................................17

Applications...............................................................................................................................22

Post-Certificate ..........................................................................................................................24

VI. Ongoing Public Awareness.......................................................................................................25

FERC Regulated Activities.........................................................................................................25

DOT Programs ..........................................................................................................................26

VII. Conclusion ................................................................................................................................27
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3

I. Introduction

The Federal Energy Regulatory Commission (FERC or Commission) is an independent agency that regulates the 

interstate transmission of electricity, natural gas, and oil. FERC also authorizes the siting, construction, and operation 

of facilities for transporting natural gas in interstate commerce, for liquefied natural gas (LNG) import and export 

terminals, and for non-federal hydroelectric projects.

Over the past decade the natural gas industry has 

experienced a period of significant growth. This 

growth, along with increased public awareness of 

the Commission’s review process and heightened 

controversy over pipeline projects, has resulted in 

greater public involvement in the development and 

siting of natural gas facilities. As a result, the staffs of 

FERC and other federal, state, and local agencies have 

become increasingly interested in providing guidance 

for stakeholder involvement both within and outside the 

agencies. At FERC, we1 are addressing this issue, in part, 

by organizing and attending conferences, seminars, 

public meetings, and workshops designed to explain 

and explore issues related to siting natural 

1 “We,” “us,” and “our” refer to the environmental staff of FERC’s Office 

of Energy Projects.

gas projects. In addition, we routinely work with the 

project sponsors and stakeholders to identify and 

resolve issues prior to the filing of an application 

through use of the Commission’s pre-filing process. 

The pre-filing process provides an opportunity and a 

means for the Commission’s staff to involve the public 

early. It also reduces the time it takes to develop the 

record on which the Commission makes its decision 

while ensuring the highest levels of environmental 

protection and public participation.

For several years we have discussed with the natural 

gas industry the importance of a strong and efficient 
4

stakeholder outreach plan that incorporates the use 

of public outreach tools and involves greater training 

for industry representatives. Some companies have 

embraced this idea and established model programs, 

while other companies have yet to implement a 

stakeholder outreach program. Consequently, we met 

with some of the companies with well-established 

stakeholder outreach programs to review how they plan 

for and execute outreach on individual projects. We 

combined the results of those discussions with our own 

experience to identify some of the best practices for 

stakeholder outreach. 

The purpose of this document is to present those best 

practices and highlight the tools we believe can be used 

to effectively engage stakeholders in the application 

process for siting, construction, and operation of 

interstate natural gas facilities and LNG terminals. 
5

II. Stakeholder Outreach

In our experience, project sponsors have realized substantial benefits from implementing a stakeholder outreach 

program as part of their project development model. Companies are better able to successfully navigate the 

Commission’s review processes by creating a respectful, educational, and transparent approach to engaging 

stakeholders. Although not all projects will experience the same level of benefit, we believe that the absence of 

public outreach in the planning of a project leads to unnecessary delays. A formal company program for stakeholder 

outreach, managed by a company representative who is working collaboratively with other project development 

team managers from the onset of project development, greatly increases the chances that a project will proceed in a 

timely, efficient, and credible manner.

“Outreach” is generally defined as two-way 

communication between individuals and/or groups of 

individuals or organizations focused on information 

exchange, without expectation of immediate outcomes. 

The goal is to create and sustain mutually beneficial 

relationships. As used here, “Stakeholder Outreach” 

refers to the programs and processes used by companies 

to communicate with, listen to, and solicit feedback 

from any entity that could be affected by or is interested 

in the planning, construction, and/or operation of a 

project. Stakeholders include, but are not limited to, 

potentially affected landowners; nearby residents; 

concerned citizens; elected representatives; federal, 

state, and local government officials; non-governmental 

organizations (local or national advocacy groups and 

chambers of commerce, etc.); Native American tribes; 

community leaders; and the media. 
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7

III. Components Of A Stakeholder Outreach Program

Based on our experience and review of existing 

stakeholder outreach programs, successful programs 

incorporate the following components:

• senior management support; 

• integrate the thoughts and ideas of the entire 

project development team;

• training programs for project staff;

• engage and educate stakeholders, including 

permitting agencies and potential opponents 

about the industry, as well as the project; and

• utilize technology (e.g. GIS database management 

systems and interactive web based tools) to 

manage and document stakeholder interactions. 

Management Commitment

The establishment and implementation of a successful 

stakeholder outreach program requires the support 

and commitment of all levels of management. Without 

this commitment and adequate resources, even wellintentioned programs can fail. As a result, even projects 

that are technically, commercially, and financially 

sound can be unnecessarily delayed. Incorporating a 

stakeholder outreach program into the budget of the 

project elevates its importance and shows management 

commitment. 

Internal Collaboration

Companies should ensure that stakeholder outreach 

representatives are part of the project development 

team from the outset and develop the outreach plan 

to align with project goals and schedules. Public 

perception can determine whether a project follows a 

path of predictable success or contentious uncertainty. 

Early outreach team involvement can ensure that 

contacts with key stakeholders are made at the 

appropriate stages in the project development to help 

maintain schedules (e.g., presenting project details to 

elected officials first).
8

General Training

Many companies we spoke with agree that a specific 

and detailed training program for right-of-way 

agents is beneficial because the agents usually make 

the first contact with landowners. Of course, that is 

not where the communication ends. On any given 

project, engineers, environmental professionals, 

surveyors, construction personnel, etc., have contact 

with landowners and should be prepared to represent 

the company and the project in a responsible 

manner. Therefore, part of the strategy to achieve 

successful public outreach is the training of all project 

representatives—all company staff and contractors 

that could come into contact with stakeholders. It is 

important for project representatives to make a good 

first impression and then deliver a consistent and 

clear message throughout the project life. One of the 

companies we consulted coined the phrase “Ambassador 

Training”, believing in the long-term benefit of a positive 

representation of the company. As a result, training 

is provided to everyone within the company about 

natural gas, the company’s safety program, and the 

company’s commitment to the community where they 

do business. It is also helpful if this training provides 

an understanding of the various natural gas facility 

permitting processes. This type of training provides 

employees with the ability to respond when approached 

by anyone in the general public to discuss a project or 

natural gas in general. While many companies presume 

their employees know the general facts about their 

company and the industry that they work in, that is 

not always the case. Providing consistent messaging 

and timely feedback can improve the level of trust with 

stakeholders. 

Stakeholder Engagement and Education

Companies should be aware that most stakeholders, 

including many agency representatives, do not have 

experience with natural gas projects, particularly those 

projects regulated by FERC. As a result, the project will 

generally benefit from an offer to provide information 

and training to those agency personnel regarding the 

construction and operation of natural gas facilities and 

the FERC review process. This often results in improved 

communication and working relationships. The training 

and education could take the form of workshops, 

written materials, videos, field visits to proposed facility 

locations, or visits to active construction areas. The 

Interstate Natural Gas Association of America (INGAA) 

website has a collection of useful videos (see ingaa.org).

Along with educating agencies about natural gas 

facilities, having educational materials for the general 

public is crucial to an outreach plan. Company websites, 

routine project mailings, open houses, and additional 

informational meetings are some effective tools. 

While most stakeholder outreach focuses on a specific 

project, many companies have broader outreach efforts 

related to ongoing operations. This provides a good 

opportunity to explain the use and benefits of natural 

gas, and to describe company activities through mass 

media options such as billboards, television ads, social 

media, etc.
9

The Interstate Natural Gas Association of 

America Committment to Landowners

The Interstate Natural Gas Association of 

America member companies agreed to adhere 

to 8 Commitments and to review them with 

any personnel expected to be in contact with 

landowners or other stakeholders on interstate 

natural gas pipeline projects (http://www.ingaa.

org/Topics/Pipelines101/LandownerCommitment.

aspx). In addition, interstate natural gas pipeline 

companies are encouraged to perform additional 

right-of-way agent training to assure issues and 

questions are addressed in a consistent manner 

during pipeline project planning. 

What are these eight commitments?

1. Respect and Trust

2. Accurate and Timely Information

3. Negotiate in Good Faith

4. Respect the Regulatory Compact

5. Respond to Issues

6. Outreach

7. Industry Ambassadors

8. Ongoing Commitment to Training

Documentation and Tracking

A company should document its public outreach 

efforts and agency meetings. Some companies use a 

comprehensive stakeholder database system designed 

as an open platform and reporting tool. The system 

enables a company to track and edit stakeholder lists, 

event records, individual landowner contacts, and issues 

compiled from public meetings and/or mass mailings. 

Individual stakeholders can be linked to events to create 

a comprehensive contact record that is fully searchable 

by keyword. In addition, reports and/or lists can be 

generated based on categories such as municipality, 

organization, or project segment. This type of system 

can be useful for tracking comments and questions and 

ensuring timely responses.

Filing this information with FERC throughout the 

environmental review process creates a record of the 

company’s outreach efforts, allowing for additional 

transparency. This also aids FERC staff in ensuring that 

all substantive project issues are addressed. 
10
11

IV. Implementing Outreach Principles

Numerous opportunities exist within the project development process to implement stakeholder outreach. The tools 

discussed in this chapter can be used to improve the development of a project. 

Outreach Levels

Interstate natural gas transmission and LNG projects 

vary greatly in scope and complexity. Location, facility 

type and size, construction techniques, sensitive 

environmental resources, landowner concern, and 

regulatory agency involvement are just some of the 

factors that influence the development of a natural 

gas project. Therefore, a company’s outreach program 

should be tailored to meet the needs of an individual 

project. To help companies determine the appropriate 

level of outreach effort best suited for a particular 

project, we have developed the following three project 

categories. 

Category I 

This category includes projects that require an 

environmental impact statement (e.g., projects 

comprised of large diameter pipelines in new rights-ofway and/or with new major aboveground facilities near 

population centers). These projects often are more likely 

to be controversial based on substantial stakeholder 

concern about the project location or effects. An 

effective stakeholder outreach program for a Category I 

project will consider all or most of the tools described in 

this document. 

Category II 

Generally, construction of projects in this category 

would not require preparation of an environmental 

impact statement (e.g., projects comprised of pipeline 

loops, smaller-diameter lateral pipelines, and/or 

modifications to existing aboveground facilities). 

Although smaller in scale than those in Category 

I, projects in Category II could also be considered 

controversial. An outreach process that uses a number 
12

of the tools described in this document is appropriate 

for projects in this category. 

Category III 

The construction and operation of projects in this 

category would have little to no potential to significantly 

impact the environment and/or to be controversial (e.g., 

projects comprised of activities mostly within existing 

rights-of-way or at aboveground facility sites). Although 

projects in this category could be easily referred to as 

insignificant and/or benign, companies should still have 

some components of outreach built into the projects. 

Project Development

A public outreach program for any project should begin 

while the commercial aspects and project scope are still 

being determined. During this early stage of project 

development, the project team is created. A project 

team typically consists of individuals who can effectively 

fulfill the following roles:

• Project Developer

• Engineer

• Project Manager

• Attorney

• Regulatory Agency Representative

• Right-of-Way (Lands) Representative

• Environmental Analyst

• Government Affairs Representative

• Stakeholder Outreach Representative

• Media/Public Affairs Representative 

• Local Operations Representative.

The Commission staff suggests that companies consider 

working with public relations specialists in the project 

area that are familiar with elected officials and the local 

and regional political issues. These firms can assist in 

disseminating project information to the media and 

initial key stakeholders and in developing a complete 

stakeholder outreach plan. It is very important to 

understand the culture of the project area where a 

natural gas facility is proposed. 

INITIAL KEY STAKEHOLDERS - Will vary by 

project, but will generally include federal, state, 

and local elected representatives; permitting 

agency officials; and other community leaders. 

Often, the first public communication occurs while 

the commercial feasibility and scale of a project is still 

under development pending the outcome of an open 

season solicitation. Many companies develop a news 

release for the open season announcement and send 

the announcement to a wide range of stakeholders 

in the general project area. Upon completion of the 

open season, companies should develop another news 

release describing the results and any further project 

definition (i.e., the capacity of the project, more specific 

project locations, and the overall generic schedule for 

the project). Be prepared to discuss the open season 

process at initial briefings, community meetings, and 

agency meetings.

Stakeholder List

In order to begin presenting a project to the public, 

the project team should undertake a thorough search 

to identify all parties who may be affected by or may 

be interested in the project. Computer programs 
13

are available that can gather information from local 

databases, which can make developing and updating 

a list of potential stakeholders much easier, but this 

information must still be verified. Acquiring accurate 

data and maintaining the stakeholder list is one of 

the most important tasks on a project. This will avoid 

the costs of returned or undeliverable mail, and guard 

against stakeholder claims that they were not notified.

Development of a stakeholder list begins as soon as 

the project scope has been initially identified (prior to 

initiation of pre-filing activities at FERC).

A complete stakeholder list includes:

• Affected landowners and businesses

• Federal, State, and Local legislators

• Federally recognized tribes

• County and Municipal elected officials

• Federal, State, and Local 

Agencies

• Local community leaders 

(including homeowners associations)

• Local emergency responders

• Local special interest groups

• Non-governmental organizations.

This list will evolve as 

a project changes, and 

needs to be updated 

frequently. The 

stakeholder list should 

be commensurate with 

the level of outreach 

necessary for a project.

Initial Project Briefings

To help the project team manage expectations, provide 

a project briefing during an initial meeting with key

stakeholders. These briefings educate public officials 

about the purpose and need of the project, the open 

season results, the preferred location of proposed 

facilities, the project schedule, and any public benefits 

to be realized by project implementation. Preparing 

for project briefings by gathering information about 

legacy or emerging issues will aid in focusing meetings 

on concerns relevant to the project area. Be sure to ask 

about the desired frequency for future update meetings. 

Keeping community leaders informed about a project 

also helps to ensure they are knowledgeable about a 

company’s plans to interact with their constituents and 

provide them with the capability to respond to inquiries.

During these project briefings, it is useful to assess the 

political climate, issues, and barriers that may affect 

the project and develop an understanding of any local 

community perceptions or concerns regarding the 

company, affiliates, or the industry in general. These 

initial project briefings provide an opportunity to 

develop partnerships with special interest groups, 

municipalities, and community business organizations. 

Public Outreach Materials

Before a project can be introduced to the public, 

companies should develop outreach materials specific 

to the project. Depending on the project category (see 

pages 11-12), the variety of public outreach materials 

and scope of information presented may differ. At a 

minimum, public outreach materials should include 

information about the company, FERC, specific project 

18 CFR 157.6(d)

(2) Defines the 

stakeholders that need 

to be identified for a 

project. 
14

information, and any key messages that are important 

to relate to stakeholders. 

In developing public outreach materials, give extra 

consideration to materials for widespread use. For 

example, project fact sheets/cards should not only be 

provided to the stakeholders, but to all personnel (e.g., 

contractors, surveyors) who may come in contact with 

stakeholders. 

This helps to ensure that consistent information 

about a project is communicated to the public. A 

project website can effectively describe the project to 

stakeholders and be a valuable resource to store and 

convey information. All Category I and most Category 

II projects should have a project website. A project 

website can include many of the public outreach 

materials suggested below. Most importantly, include 

a toll-free hotline number and e-mail address on the 

website and on all public outreach materials so that 

stakeholders can easily access additional information 

and contact a company representative that will respond 

to questions or concerns. To ensure the public is aware 

of project developments, we suggest that companies 

update outreach materials frequently and disseminate 

them as necessary. 

Public Outreach Material Examples

• Project-Specific Website

• Press Release

• Project Summary

• Landowner Letters

• Company Asset and Market Area Maps

• Project Maps (including individual landowner 

maps)

• Project Fact Sheets/Cards

• Project Brochures

• Power Point Slides for Presentations

• Construction Methods Graphics

• Compressor Station Fact Sheets

• Safety Brochures 

• Regulatory Steps Information Sheet 

• FERC Process Flowchart

• FERC Landowner Brochure

• FERC Upland Erosion Control, Revegetation, and 

Maintenance Plan

• FERC Wetland and Waterbody Construction and 

Mitigation Procedures

• FAQs 

• Information on the purpose and benefits of the 

project, especially local benefits

Initial Communications

Introductory Letter

Once a project is defined and the input gained from 

the initial project briefings has been considered, 

companies should prepare an introductory letter to 

send to all stakeholders. This letter provides the basic 

project information discussed previously. If available, 

it is beneficial to include individual parcel maps for 

landowners that might be impacted by a project.

Community Meetings

After holding initial project briefings with key federal 

and state public officials and announcing the project, it 

is often useful to present the project at local meetings 

such as: city; county; township; parish; borough; rotary 

club; homeowner associations; chamber of commerce 
15

etc. At this time the community may have only begun 

learning about the project and it is important to reach 

out early and provide stakeholders with information. 

Ideally, these meetings would be held prior to beginning 

survey work so that landowners have the opportunity 

to ask questions of and get answers from the company 

before anyone approaches them to seek permission to 

come onto their land to conduct a survey. 

Stakeholders routinely request that the companies 

themselves hold a formal question and answer meeting 

to address their questions during the early stages of 

a project. Commission staff believes this is beneficial. 

Often a local elected official or a local agency will 

conduct these meetings; the company and FERC 

staff may attend to answer stakeholder questions, as 

appropriate. These types of meetings are generally 

more productive when hosted and moderated by a local 

entity acting as/serving as a neutral party. 

Agency Meetings

Companies should present projects to key permitting 

agencies as early as possible (a requirement if utilizing 

the Commission pre-filing process). Introductory 

agency meetings provide an opportunity to outline the 

project, establish relationships with agency staff, discuss 

the FERC process and recent/past project experiences, 

and identify potential issues early in the process. Early 

involvement with the key permitting agencies can 

improve the overall efficiency of the many review 

processes and help keep a project on schedule. 
16
17

V. FERC Review Process

Pre-filing

The FERC pre-filing process is designed to engage 

federal and state agencies, tribes, landowners, nongovernmental organizations (NGO), and any additional 

stakeholders to identify and resolve issues at the 

earliest stages of project development. The process 

is mandatory for LNG terminals but voluntary for 

pipeline and storage projects, although the Commission 

encourages the use of the pre-filing process for all 

major pipeline projects. The pre-filing process provides 

an opportunity for constructive discussions about 

potential issues and environmental concerns, and 

early consideration of alternative pipeline routing and 

aboveground facility locations. Further, it allows for 

FERC staff and all stakeholders to review and discuss 

the company’s draft resource reports and additional 

environmental information before the company files an 

application. If used effectively, the pre-filing process 

can streamline the review once an application is filed. 

It allows the Commission to focus on any remaining 

significant issues, and to make more timely decisions.

Unlike the traditional filing process, where FERC staff 

starts its environmental review after the filing of an 

application, the pre-filing process involves staff devoting 

significant resources to the potential project prior to the 

filing of an application. While the pre-filing process is 

best suited to Category I and II projects, companies are 

encouraged to consult with FERC staff when making the 

decision on whether or not to use the pre-filing process. 

The pre-filing regulations at 18 CFR 157.21(c) require 

an initial consultation with the Office of Energy Projects 

(OEP). During the initial consultation, the company 

and FERC staff will discuss the scope of the project, the 

public participation plan, the content of the pre-filing 

request, and the items required to complete the prefiling request. 

A company’s request to use the pre-filing process must 

contain the information described in 18 CFR 157.21(d), 
18

which includes a:

• Project Description – The project description 

describes all planned facilities and their 

location(s), all project efforts to date (surveys 

completed, etc.), and any outreach efforts made 

prior to filing.

• Public Participation Plan – This plan outlines 

how the public will be kept informed prior to 

construction and for the life of the project, as 

discussed further in this document. 

• Stakeholder List – This list includes names and 

addresses of all project stakeholders. Based on 

the project, this list may change, but a working 

list should be submitted to FERC staff with the 

pre-filing request. See the discussion below of 

§157.21(f)(3) for more information.

The FERC pre-filing starts once the Director of OEP 

approves the request to enter pre-filing. There are 

certain outreach efforts that are required by FERC prefiling regulations. Any previous outreach efforts should 

continue and will serve to supplement the FERC prefiling regulations.

A pre-filing docket number (using the PF prefix) will be 

assigned to the project when the company files its prefiling request letter. This docket number is an important 

part of the pre-filing process and enables stakeholders 

to stay informed of all information filed or issued on 

any given project. The Commission encourages all 

applicants to let stakeholders know to take advantage 

of the eLibrary and eSubscription services to track 

projects. More information on how to participate in the 

Commission process can be found at www.FERC.gov.

Open Houses

Generally, open houses are held within 30-45 days after 

receiving a PF docket number. An open house allows 

the applicant to publically and formally introduce a 

project to stakeholders. The format of the open 

house allows stakeholders, especially those that could 

be directly affected by 

the project, to engage 

with various applicant 

representatives and 

have one-on-one 

discussions. In 

addition, FERC staff or 

its consultant attends 

the open house to 

educate the public 

about the 

Commission’s prefiling and application 

review process and its 

responsibilities 

regarding the siting and construction of jurisdictional

natural gas facilities. For this reason, coordination with 

FERC staff on the location, date, and logistics of each 

open house meeting is important.

The number of open houses held for each project 

depends on the size and scope of the project and 

the facilities associated with it. One open house is 

typically held for each pipeline loop or for each county 

depending on the scope of the project. It may be 

appropriate to hold additional open houses at a later 

date if the project scope or route changes. 

Consider soliciting input about appropriate locations 

18 CFR 157.21(f)(1): 

Within 7 days of prefiling approval, and 

after consultation with 

Commission staff, establish 

the dates and locations 

at which the prospective 

applicant will conduct open 

houses and meetings with 

stakeholders (including 

agencies) and Commission 

staff.
19

and timing from local/municipal officials and public 

relations firms when scheduling an open house. This 

will assist with dissemination of information to the 

community and possibly maximize turnout. Things 

to consider in choosing locations include minimizing 

driving distances, timing of other local events, and 

seasonal activities such as harvest periods.

Prior to the open house, the applicant should:

1. Develop an Open House Checklist—decide on 

format and staffing levels.

2. Mail a letter to stakeholders notifying them of the 

scheduled open house (date, time, and location) 

and indicate that FERC staff will be in attendance.

3. Develop media kits to notify the media and the 

public prior to an open house. Include newspaper 

advertisements or press releases (sent one week 

prior to the open house), posters in town halls, 

and a media advisory notice 24 to 48 hours before 

the event. 

4. Ensure the project website has been updated with 

the date, time, and location for each open house.

5. Provide appropriate written and graphic materials 

including:

• Project Fact Sheet

• General and detailed maps (e.g., pipeline 

system map, project area map, aerial maps, 

USGS quadrangles). Large, clear maps/

alignment sheets showing potential pipeline 

routes and aboveground facility locations 

along with hard copy mapping illustrations. 

A program utilizing Google Earth or similar 

technologies using a computer or TV monitor is 

very beneficial 

• Corporate materials, including information 

about existing infrastructure in the area. 

Include similar materials for each company 

involved if the project is a joint venture

• Typical right-of-way and construction method 

drawings

• Facilities models and diagrams (e.g., images/

simulations of typical compressor stations, 

meter stations, valves, and pigging facilities 

and visual impact simulations for aboveground 

facilities that include views from the 

surrounding areas)

• Construction/restoration or natural gas facilities 

photos 

• Company contact information 

• Permit/Approval process list

• FERC Landowner Brochures

• Videos (e.g., before, during, and after 

construction)

• Media kits (including news releases)

• Social media links

• Informational signs with company logo 

• Company information on safety records, 

easement negotiations, construction, and 

operations.

Stakeholder Contact

Applicants are 

responsible for 

maintaining a 

stakeholder mailing 

list and updating 

the list as required 

(e.g., returned mail, 

pipeline reroutes, 

alternatives). 

Applicants should 

18 CFR 157.21(f)(3): 

Within 14 days of prefiling approval, contact all 

stakeholders not already 

informed about the project, 

including all affected 

landowners as defined in 

paragraph 157.6(d)(2).
20

notify anyone not previously informed about the project 

within 14 days of entering pre-filing. Applicants should 

send a letter to local agencies and officials notifying 

them of the project. 

To keep stakeholders informed, consider issuing 

a newsletter on a regular basis (at least monthly 

during pre-filing) and provide updates on the project, 

upcoming events, milestones, etc. 

Typically, applicants will contact the following entities 

regarding the project:

• Governor’s office

• Legislators representing the project areas

• Local/municipal officials in the project areas

• Members of Congress (and key staff) representing 

the project areas

• Congressional delegation representatives in state 

offices

• Affected and adjacent landowners

• Federal, state, and local resource agencies

• Native American tribes

• Public Utility Commissions 

• State, local, and municipal administration 

officials, including economic and development 

and energy officials

• Community leaders

• Environmental groups

• Non-governmental organizations

• Local/neighborhood associations

• Business leaders

• Other interested parties.

Applicants should ensure that the stakeholder mailing 

list is as up to date as possible. It should then be 

submitted directly to the FERC environmental project 

manager. The 

Commission will 

include entities on 

the stakeholder list on 

its mailing list for the 

project. 

• Applicants should clearly identify any changes 

made to the mailing list (e.g. crossed out, 

highlighted, or otherwise clearly identified).

• Applicants should submit updates to the mailing 

list to Commission staff on a monthly basis.

Applicants should also consider filing all outreach 

mailings with FERC, which will place them in e-Library, 

as a means to reach the widest possible audience with 

its outreach materials. 

Before a company files a formal application with 

FERC or another agency, it should consider additional 

stakeholder outreach activities, such as providing key 

stakeholders with information about the formal filing 

process, and issuing a news release to designated media 

outlets.

Status Reports and Agency Meetings

During pre-filing, 

applicants should 

summarize all project 

activity including 

stakeholder outreach 

activities in a monthly 

report and file it with the 

Commission. This 

status report, in addition 

18 CFR 157.21(f)(4): 

Within 30 days of prefiling approval, submit a 

stakeholder mailing list to 

the Commission staff.

18 CFR 157.21(f)(6): 

On a monthly basis, file 

status reports detailing 

the applicant’s project 

activities including 

surveys, stakeholder 

communications and 

agency meetings.
21

to regularly scheduled conference calls, keeps FERC 

informed of progress and ensures that staff is aware of 

any issues as they arise. It also ensures that appropriate 

outreach is occurring with agencies tasked with 

reviewing a project. FERC staff may also hold agency 

meetings for the project. The purpose of these meetings 

is to gain expertise from the agencies and encourage 

cooperation in FERC’s National Environmental Policy Act 

review. 

Applicants may be asked to attend meetings between 

FERC staff and other agencies and should be prepared 

to provide a brief overview of the project and discuss 

any agency-specific issues.

18 CFR 157.21(f)(7): 

Be prepared to provide 

a description of the 

proposed project and 

to answer questions 

from the public at the 

scoping meetings held 

by OEP staff.

Scoping Meetings

Scoping meetings for a project are held at the 

discretion of FERC staff. A scoping meeting is a FERCrun formal meeting that provides an opportunity for 

stakeholders to orally comment (oral comments hold 

the same weight as written 

comments), present 

written comments, and to 

receive information about 

the project and FERC’s 

review process. Oral 

comments are transcribed 

and placed into the FERC’s 

Public Record.

Prior to the scoping meeting, applicants should:

1. Communicate with the FERC environmental 

project manager about the logistics and FERC 

staff’s expectation of the applicant at the meeting.

2. Update the project website with the date, time, 

and location of each scoping meeting. 

3. Arrive approximately one hour before the FERC 

scoping meeting begins with project materials 

(maps, alignment sheets, aerials, etc.) and be 

prepared to answer landowner questions before 

and after the meeting. 

4. In some cases you may be asked to prepare a 

brief presentation (5-10 minutes) about the 

project and to answer project-specific questions 

on the record during the FERC scoping meeting. 

The company employee(s) responsible for the 

presentation should be familiar with the project, 

construction details, and have experience 

speaking with the public (i.e., a company 

executive is not always the best choice). 
22

Responding to scoping 

comments is extremely 

important and can set 

the stage for judging 

the effectiveness of the 

pre-filing process. If the 

applicant is willing and able 

to make adjustments or 

accommodations to address 

issues raised during scoping, site visits, or stakeholder 

meetings, applicants should widely publicize them. In 

addition to filing the information with the Commission, 

consider sending relevant information directly to 

affected landowners and posting it on the project 

website. 

Site Visits

Site visits provide an 

opportunity for FERC staff 

and stakeholders to see the 

project area first hand, and 

for FERC staff to hear about 

local issues. Notes from 

these meetings are put in 

the public record. They are 

not conducted for every 

project. 

These visits also provide another opportunity for 

applicants to:

• Speak with the interested stakeholders that 

attend to explain construction procedures in the 

field.

• Describe how the project will be constructed, 

157.21(f)(8): 

Be prepared to attend 

site visits and other 

stakeholder and 

agency meetings 

arranged by the 

Commission staff, as 

required.

especially to landowners of affected properties.

• Discuss unique situations and/or environmental 

concerns with agencies and stakeholders.

Applicants should have alignment sheets and any site 

specific mapping available during the site visit. 

Applications

At the end of the pre-filing process, the company 

sponsor will file a formal application with the 

Commission. Commission staff will review the 

application within ten business days to ensure that the 

application meets the minimum filing requirements 

in 18 CFR 380.12.  The Commission will subsequently 

issue a Notice of Application and FERC staff will begin 

its preparation of the environmental document and 

other non-environmental information to inform the 

Commissioners at FERC when they make a decision on a 

project.

Public Notification

In addition to satisfying the Commission’s landowner 

notification requirements described in 18 CFR 157.6(d), 

we recommend that applicants continue to implement 

stakeholder outreach efforts initiated in the project 

development and/or pre-filing phases of the project. 

Maintaining contact with key stakeholders, many of 

whom represent or are charged with acting in the 

interest of the public, can improve the relationships 

crafted earlier in the development phase of the project. 

The Commission maintains a publicly available 

administrative record; applicants should encourage 

stakeholders to take advantage of the Commission’s 

§157.21(f)(9): 

Within 14 days 

of the end of the 

scoping comment 

period, respond to 

issues raised during 

scoping.
23

eLibrary and eSubscription services to access and 

monitor that record. However, applicants should not 

assume that stakeholders are tracking the project 

through the Commission’s administrative record. 

Continue updating websites, issuing press releases, 

providing supplemental mailings/notices and direct 

communications as necessary to ensure stakeholders 

and the general public are aware of the progress of the 

project through the Commission’s process and any state 

processes. 

There may be other site visits and stakeholder meetings 

that occur after the filing of the application that could 

be held by the applicant, local officials, or FERC staff. 

Applicants should continue every effort to aid in 

making notifications to stakeholders. The Commission’s 

environmental project manager will also play a part in 

this process by mailing periodic project updates to the 

Commission’s stakeholder mailing list. These project 

update brochures are particularly important when there 

are several months between key milestones during our 

project review.

Agency Correspondence 

As described previously, federal, state, and local agency 

representatives (government officials) are considered 

key stakeholders due to their resource expertise and/or 

permitting authorities. In addition to directly notifying 

these key stakeholders via phone, mail, or email when 

an application is filed, applicants should provide or 

be prepared to provide agencies with copies of the 

application including all materials, appendices, and 

maps. 

Continual communication is a vital component of 

any public outreach program and this must include 

permitting agencies. Agencies often tell FERC staff that 

after filing an application, communications from the 

applicant are greatly reduced. Maintaining frequent 

and open communication is crucial to ensure all parties 

are aware of issues that could affect the schedule. 

An applicant should convene agency meetings with 

federal, state, and local agencies following the filing 

of an application to ensure agency representatives 

understand the contents of the application, and in 

turn, the applicant fully understands the agency review 

processes that will follow. An applicant should answer 

all questions about the application, confirm that the 

agencies know who the appropriate project contacts 

are, and ensure that the agencies are fully aware of how 

the project will proceed. 

Throughout the application review process, especially 

following the issuance(s) of an environmental document 

(EA or EIS), applicants should maintain communication 

with the agencies. Be aware that public disclosure rules 

vary greatly and applicants should know the restrictions 

on their communications. 

Issuance of Environmental Documents

Once we issue an environmental document, the 

applicant should update its website accordingly to 

help inform the key stakeholders of this milestone. The 

public comment period for an EA is normally 30 days, 

starting from the date of issuance. For a draft EIS, the 

public comment period is at least 45 days, which starts 

when the Environmental Protection Agency publishes 

the Notice of Availability in the Federal Register. If 

we hold one or more public comment meetings, we 

will announce the date, time, and location of the 
24

meeting(s) either in the environmental documents 

or in a later notice. Comment meetings provide the 

public with a forum, very similar to the scoping meeting 

discussed above, to give comments on the analysis and 

conclusions of the environmental document and to 

ask questions about our processes and next steps. An 

applicant should review the comments FERC receives 

and consider filing a response if it has substantial and 

constructive information to address a concern. In 

addition, we may request an applicant to respond to 

certain comments, if we think additional information is 

needed. 

Post-Certificate

If a project is approved by the Commission, the 

applicant should inform key stakeholders and affected 

landowners of the approval, and before construction 

provide as appropriate:

• project schedule including construction and 

restoration activities;

• other agency permits and conditions;

• a description of the environmental inspection 

program, including inspections that may be 

performed by FERC and others;

• the project’s single point of contact for landowner 

issues and an outline of the applicable complaint 

resolution process, including the Commission’s 

“Helpline”; and 

• the land agent contact information (if different 

from land acquisition) that will be responsible for 

their property.

In addition to maintaining stakeholder involvement, 

an applicant’s outreach program should also strive 

to maintain resource agency involvement, especially 

through project construction and restoration. As 

described previously, an effective stakeholder outreach 

program informs the public and agencies about 

the various construction-related activities including 

pre-construction meetings, permit requirements, 

construction schedules, environmental inspection 

procedures, reporting commitments and requirements, 

and measures that would be implemented to address 

environmental issues (i.e., non-compliance, landowner 

complaints). Stakeholder outreach can also be 

beneficial as applicants work to obtain any remaining/

outstanding permits. 

During construction and restoration of the project, 

public contact will most likely occur in the field. 

Therefore, all field personnel are potentially subject to 

public interaction and should be considered part of 

the stakeholder outreach program and process. Field 

personnel should be trained about appropriate public 

contact and refer questions to the designated company 

representative(s). It is critical, especially in any contested 

proceeding, that the requisite training and construction 

kickoff programs include the company’s procedures 

and policies for handling questions and complaints 

in the field. Be prepared to address affected property 

owners’ questions/issues which may include next 

steps, easement negotiations, eminent domain, and 

construction practices. 

During construction it may be useful to summarize 

construction progress and permitting and compliance 

activities in regular updates to stakeholders.

If the project schedule is delayed, project 

sponsors should inform all stakeholders and 

update public outreach materials.
25

VI. Ongoing Public Awareness 

FERC Regulated Activities

After the project is built and in operation, outreach 

efforts should not stop—it is a good practice to continue 

to engage stakeholders about your facilities. In fact the 

majority of activities that occur on pipeline facilities 

within any given year are category III projects. Blanket, 

Section 2.55, and maintenance projects fall under this 

category. These activities are required to maintain 

and operate natural gas facilities, and involve rightof-way activities that often require communications 

with stakeholders. All projects that involve ground 

disturbance require landowner notification, and in 

addition, just as when starting a new project, operations 

personnel should consider: 

• Issuing regular newsletters;

• Developing and maintaining appropriate briefing 

materials for recurring and periodic activities;

• Providing regular updates to: governors’ offices; 

landowners; municipal and county officials in 

areas with proposed facilities; congressional 

delegation representatives in both federal 

and state offices; legislative leaders in areas 

with proposed facilities; other key legislators 

and staff; public utilities commissions; tribes; 

appropriate federal and state agency officials; 

municipal planning boards; community leaders; 

local associations; neighborhood groups; 

environmental and other non-governmental 

organizations; state, county, regional, and 

municipal economic development officials; 

business leaders and chambers of commerce;

• Identifying other parties interested in the project, 

meeting with them to address concerns, and 

providing them with periodic updates;

• Responding honestly and in a timely manner to 

concerns raised by public officials;

• Developing opportunities for partnerships 

with municipalities and civic and business 

organizations; and

• Participating in various business and civic 

organizations.
26

DOT Programs

The U.S. Department of Transportation - Pipeline & 

Hazardous Materials Safety Administration (PHMSA) 

regulates the safety of natural gas pipelines during 

their operation. PHMSA regulations require pipeline 

operators to develop and implement public awareness 

programs that follow the guidance provided by the 

American Petroleum Institute (API) Recommended 

Practice (RP) 1162. These public awareness programs 

are required to provide pipeline safety information to 

the affected public, emergency officials, local public 

officials, and excavators. Pipeline operators must also 

provide information about how to recognize, respond 

to, and report pipeline emergencies, the importance 

of using the one-call notification system prior to 

excavation, and the location of transmission pipelines 

to enhance emergency response and community 

growth planning. Additionally, PHMSA regulations 

require pipeline operators to periodically evaluate their 

programs for effectiveness and enhance programs as 

necessary, in intervals of no more than four years. For 

more information please visit: http://primis.phmsa.dot.

gov/comm/PublicAwareness/PublicAwareness.htm.

Through its Community Assistance and Technical 

Service (CATS) program, PHMSA works to advance 

public safety, environmental protection, and pipeline 

reliability by facilitating clear communications among 

all pipeline stakeholders, including the public, the 

operators, and government officials. An important aim 

of the CATS program is to reach out to all pipeline safety 

stakeholders. Responsibilities of CATS managers include: 

• Communicating information to help communities 

understand pipeline risks and improve pipeline 

safety and environmental protection 

• Fostering effective communications regarding 

pipeline safety among PHMSA, other federal 

agencies, state pipeline safety regulators, elected 

and emergency officials, pipeline operators, and 

the public 

• Serving as “honest brokers” in facilitating permits 

required for safety-related pipeline repairs. 

CATS managers are located within each PHMSA region 

and contact information can be found at: http://primis.

phmsa.dot.gov/comm/CATS.htm.

Pipelines and Informed Planning Alliance

The Pipelines and Informed Planning Alliance 

(PIPA) Best Practices for Risk-Informed Land Use 

& Development near Transmission Pipelines is 

a stakeholder initiative led and supported by 

the PHMSA. PIPA’s goal is to reduce risks and 

improve the safety of affected communities and 

transmission pipelines through implementation 

of recommended practices related to riskinformed land use and development near 

transmission pipelines. PIPA’s report, Partnering 

to Further Enhance Pipeline Safety In Communities 

Through Risk-Informed Land Use Planning, 

contains recommended practices which describe 

actions that can be taken by key stakeholders, 

including local governments, transmission 

pipeline operators, property developers/owners, 

and real estate commissions (www.pipa.info.com). 

We recommend companies support this effort and 

work with PHMSA to achieve PIPA’s goal.
27

VII. Conclusion

The development of stakeholder outreach programs and the successful implementation of those programs 

throughout the “life” of a project (i.e., from project inception to abandonment) has become increasingly important as 

public awareness of and involvement with these projects continues to grow. As outlined in this document, numerous 

opportunities exist to strategically apply outreach principles and tools to ensure all involved parties understand the 

actions affecting them. Additionally, stakeholders will be able to provide valuable insight and comments. Ultimately, 

we believe better communication and education will lead to decisions and actions that ensure the highest levels 

of environmental protection, provide opportunities for public participation, and improve timely processing for 

infrastructure projects in order to meet the public demand for energy. 

ACKNOWLEDGEMENT

The experience of FERC staff and the shared advice and 

knowledge from industry representatives helped shape 

the best practices developed in this document. We 

gratefully acknowledge the contributions of time and 

information provided by those industry leaders who 

have established outreach programs. We particularly 

thank David Hanobic, Jessica Harris, Alisa Lykens, Kelley 

Muñoz, John Peconom, and Maggie Suter of FERC staff 

and former FERC staffers, Lauren O’Donnell and Douglas 

Sipe, who prepared these best practices for stakeholder 

outreach.