Public Outreach 

and Education for 

Carbon Storage Projects

Best Practices for:

First Edition
Disclaimer

This report was prepared as an account of work sponsored by an agency of the United States 

Government. Neither the United States Government nor any agency thereof, nor any of 

their employees, makes any warranty, express or implied, or assumes any legal liability or 

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Cover Photos

Top Left: SECARB teacher training session

Center: MGSC–Illinois Geological Survey CO2 storage demonstration

Bottom Left: SECARB tour of Plant Daniel CO2 pilot injection 

(Credit: Southern Company–Mississippi Power)

Bottom Right: BSCSP information session
Public Outreach and Education for 

Carbon Storage Projects

DOE/NETL-2009/1391

December 2009

National Energy Technology Laboratory

www.netl.doe.gov
4
5

Table of Contents

List of Acronyms and Abbreviations _______________________________________________________6

List of Tables __________________________________________________________________________7

List of Figures__________________________________________________________________________8

Executive Summary_____________________________________________________________________9

Public Outreach and Education for Carbon Storage Projects

1.0 Introduction ______________________________________________________________________________11

 The Lifecycle and Parameters of CO2 Storage Projects ____________________________________________________ 12

Public Outreach – What Is It? Why Is It Necessary?________________________________________________________ 13

2.0 Best Practices in Public Outreach Programs and Activities ______________________________________15

Best Practice 1: Integrate Public Outreach with Project Management _______________________________________ 15

Best Practice 2: Establish a Strong Outreach Team _______________________________________________________ 16

Best Practice 3: Identify Key Stakeholders ______________________________________________________________ 17

Best Practice 4: Conduct and Apply Social Characterization _______________________________________________20

Best Practice 5: Develop an Outreach Strategy and Communication Plan ____________________________________ 21

Best Practice 6: Develop Key Messages _________________________________________________________________ 24

Best Practice 7: Develop Outreach Materials Tailored to the Audiences ______________________________________ 24

Best Practice 8: Actively Oversee and Manage the Outreach Program throughout the 

Life of the CO2 Storage Project ____________________________________________________________________ 27

Best Practice 9: Monitor the Performance of the Outreach Program and Changes in 

Public Perceptions and Concerns __________________________________________________________________ 29

Best Practice 10: Be Flexible – Refine the Outreach Program As Warranted ___________________________________30

3.0 Conclusion _______________________________________________________________________________31

Appendix 1: RCSP Information ___________________________________________________________ 32

Appendix 2: Planning and Managing Public Outreach Activities ________________________________38

Appendix 3: Using Social Characterization to Enhance Project Management ______________________ 42

Appendix 4: Sample Communications Plan _________________________________________________44

Appendix 5: Sample Press Release Elements ________________________________________________ 47

Appendix 6: Sample Fact Sheet and Poster Guides ___________________________________________48

Appendix 7: Planning A Site Visit _________________________________________________________ 51

Appendix 8: Conducting a Focus Group ____________________________________________________54

Appendix 9: Resources and Additional Information __________________________________________58

Acknowledgments ____________________________________________________________________60

Contacts _____________________________________________________________________________ 61

Table of Contents
6

List of Acronyms and Abbreviations

Acronym/Abbreviation Definition

3-D ________________________ Three-Dimensional

Big Sky______________________ Big Sky Carbon Sequestration Partnership

CBM________________________ Coalbed Methane

CCP ________________________ CO2 Capture Project

CCS ________________________ Carbon Capture and Storage

CO2_________________________ Carbon Dioxide

CSI _________________________ Climate Status Investigations 

DOE ________________________ U.S. Department of Energy

ECBM_______________________ Enhanced Coalbed Methane

EERC _______________________ Energy and Environmental Research Center 

EIS _________________________ Environmental Impact Statement 

EOR ________________________ Enhanced Oil Recovery

EPA ________________________ U.S. Environmental Protection Agency

FEP ________________________ Features, Events, and Processes

GCCC _______________________ Gulf Coast Carbon Center

GIS_________________________ Geographic Information System

GHG _______________________ Greenhouse Gas

H2S_________________________ Hydrogen Sulfide

IABC________________________ International Association of Business Communicators

IEA_________________________ International Energy Agency

IPCC _______________________ Intergovernmental Panel on Climate Change

LBNL _______________________ Lawrence Berkeley National Laboratory

MGSC ______________________ Midwest Geological Sequestration Consortium

MIT ________________________ Mechanical Integrity Test

MRSCP______________________ Midwest Geological Carbon Sequestration Consortium

NatCarb____________________ National Carbon Sequestration Database and Geographical Information System

NETL _______________________ National Energy Technology Laboratory

NEPA _______________________ National Environmental Policy Act

NGO(s) _____________________ Non-Governmental Organization(s)

OWG _______________________ Outreach Working Group

PCOR _______________________ Plains CO2 Reduction Partnership

PPE ________________________ Personal Protection Equipment

PRSA _______________________ Public Relations Society of America

RCSP _______________________ Regional Carbon Sequestration Partnership

SECARB _____________________ Southeast Regional Carbon Sequestration Partnership

SWP________________________ Southwest Regional Partnership

UIC_________________________ Underground Injection Control

WestCarb __________________ West Coast Regional Carbon Sequestration Partnership

List of Acronyms and Abbreviations
7

List of Tables

Table 2-1: Description of Major Stakeholder Groups _________________________________________________________ 18

Table A2-1: Examples of Outreach Objectives and Activities by Planning Stage ____________________________________ 39

Table A2-2: Sample Planning Matrix: Managing Pre-Site Announcement Activities and Seismic Survey _________________ 40

List of Tables
8 List of Figures

List of Figures

Figure 1-1: Public Outreach Process Flow Chart _____________________________________________________________ 13

Figure 1-2: BSCSP Information Session ____________________________________________________________________ 14

Figure 2-1: Physical Model Demonstration at an RCSP Open House _____________________________________________ 27

Figure A1-1: RCSP Validation Phase Activities ________________________________________________________________ 34

Figure A1-2: Validation Phase Geologic and Terrestrial Field Test Project Details ____________________________________ 35

Figure A3-1: Comparison of Data Collection Challenges and Information Values ____________________________________ 42

Figure A7-1: Main Phases to Planning a Site Visit______________________________________________________________ 51

Figure A9-1: Core Sample Demo___________________________________________________________________________ 58
9

Executive Summary

This manual represents a distillation of best practices 

for public outreach and education to support carbon 

dioxide (CO2

) storage projects; it is derived from the 

experiences of the seven Regional Carbon Sequestration 

Partnerships (RCSPs). Within the scope of the RCSP 

initiative, the partnerships have recognized the 

importance of conducting public outreach in tandem 

with the pilot-scale field tests. The goal of these 

field tests is to validate CO2 storage opportunities 

in each of the RCSP regions. Results obtained from 

these efforts are providing the foundation for future 

commercialization efforts – and even more extensive 

outreach efforts. The best practices highlighted in this 

manual add a valuable perspective by addressing the 

practical implications of implementing CO2 storage 

projects across a variety of U.S. geologic and cultural 

settings. The objective of the Public Outreach and 

Education for Carbon Storage Projects Best Practices 

Manual is to communicate the lessons learned and to 

recommend best practices emerging from the first six 

years of public outreach conducted by the seven RCSPs. 

The manual is intended to assist project developers in 

understanding and adopting best practices in outreach 

to support CO2 storage projects. Although project 

developers are the primary audience for this document, 

other stakeholders may find the contents of this 

document of interest. 

Early CO2 storage projects have been highly visible 

and their success will likely impact future CO2

storage projects. The primary lesson learned from 

the RCSPs’ experience is that public outreach should 

be an integrated component of project management. 

Conducting effective public outreach will not 

necessarily ensure project success, but underestimating 

its importance can contribute to delays, increased 

costs, and community ill will. Effective public 

outreach involves listening, sharing information, and 

addressing concerns through proactive community 

engagement. The intent of the individuals who have 

contributed to this document is to facilitate project 

success and boost the effectiveness of outreach efforts. 

The following best practices represent a framework for 

designing an outreach program associated with a CO2

storage project. Based on the specific characteristics 

of a planned project, the project developers, and the 

Executive Summary

community in which the project is planned, some of 

these best practices may be more relevant than others. 

This manual was developed as a means to share the 

experience gained to date and inform future project 

developers.

Best Practice 1: Integrate Public Outreach with 

Project Management 

Best Practice 2: Establish a Strong Outreach Team

Best Practice 3: Identify Key Stakeholders 

Best Practice 4: Conduct and Apply Social 

Characterization

Best Practice 5: Develop an Outreach Strategy and 

Communication Plan

Best Practice 6: Develop Key Messages 

Best Practice 7: Develop Outreach Materials 

Tailored to the Audiences

Best Practice 8: Actively Oversee and Manage the 

Outreach Program throughout the Life of the CO2

Storage Project

Best Practice 9: Monitor the Performance of 

the Outreach Program and Changes in Public 

Perceptions and Concerns

Best Practice 10: Be Flexible – Refine the Public 

Outreach Program as Warranted
10
11

Public Outreach 

and Education for 

Carbon Storage Projects 

1.0 Introduction

Carbon dioxide (CO2) is the most common 

anthropogenic greenhouse gas (GHG). According to 

the U.S. Environmental Protection Agency (EPA), the 

United States emitted roughly 6.2 billion tons of CO2

in 2006 due to the combustion of fossil fuels.1 Nearly 

40 percent of these emissions were due to combustion 

of fossil fuels to generate electricity.2 Carbon capture 

and storage (CCS) is an emerging strategy for 

preventing the emission of anthropogenic CO2

 into the 

atmosphere. The long-term storage of anthropogenic 

CO2 is a promising technology for slowing, and 

ultimately reversing, the buildup of GHG emissions in 

the atmosphere. Carbon dioxide storage can take place 

in several settings, including terrestrial ecosystems 

(biomass, soils, and trees), oceans, and deep geologic 

formations. The latter, known as geologic CO2 storage 

(or sequestration), is the focus of this manual and is 

referred to as “CO2 storage” hereafter. Underground 

geologic features, such as depleted oil and gas 

reservoirs; unmineable coal beds; and deep, brine-filled 

(saline) rock formations, are all potentially suitable 

reservoirs for secure, long-term CO2

 storage. 

The U.S. Department of Energy (DOE) estimated a 

potential storage capacity of 3,900 billion tons of CO2

within geologic reservoirs in the United States and 

parts of Canada.3

 This capacity estimate is sufficient to 

store CO2 emissions for at least several centuries from 

large “point sources” in these two countries at current 

emission rates. The Intergovernmental Panel on Climate 

Change (IPCC) states, “...to continue to extract and 

combust the world’s rich endowment of oil, coal, peat, 

and natural gas at current or increasing rates, and so 

release more of the stored carbon into the atmosphere, 

is no longer environmentally sustainable, unless CCS 

technologies currently being developed can be widely 

deployed.”4

 The prospect of achieving significant CO2

emission cuts through CO2 storage has led to growing 

interest and investment by governments and the private 

sector to develop the necessary technology and to 

demonstrate how this approach can be safely and 

effectively implemented.

One of the prominent CO2 storage demonstration 

programs in the United States is DOE’s Regional 

Carbon Sequestration Partnership (RCSP) Initiative 

managed by DOE’s National Energy Technology 

Laboratory (NETL). The RCSP Initiative has the goal 

of developing a network of public-partnerships at the 

regional level to lay the groundwork for practical and 

environmentally sound CO2

 storage. In Fall 2003, 

DOE funded seven regional partnerships to work with 

regional experts to identify and characterize major CO2 

sources; identify and characterize major geologic zones 

suitable for storage of CO2

; address regulatory needs, 

best practices, and CO2 storage project opportunities; 

and undertake outreach and education (see Appendix 1 

for additional information). 

At the onset of the RCSP Initiative, CO2 storage 

was unknown to many audiences, including policy 

developers, community leaders, nongovernmental 

organizations (NGOs), educators, and the general 

public. During the early years of the RCSP Initiative, 

public opinion surveys revealed little public 

familiarity with the term “CO2

 storage” and even less 

understanding of the meaning of the term.5, 6 Low 

public awareness, combined with related concerns 

1.0 Introduction

1 U.S. EPA, “Inventory of U.S. Greenhouse Gas Emissions and Sinks: 1990-2006,” Table 2-5: CO2

 Emissions For Fossil Fuel Combustion By 

End Use Sector, Washington, DC (2008).

2 Ibid.

3 DOE – Office of Fossil Energy (FE), NETL: Carbon Storage Atlas of the United States and Canada, Second Edition, 2008. 

4 B. Metz, O.R. Davidson, P.R. Bosch, R. Dave, L.A. Meyer (eds), “Contribution of Working Group III to the Fourth Assessment Report of the 

Intergovernmental Panel on Climate Change,” 2007, Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA.

5 Curry, T.E., D.M. Reiner, M.A. de Figueiredo, and H.J. Herzog, “A Survey of Public Attitudes towards Energy and Environment in Great 

Britain,” March 2005.

6 Reiner, D.M., T. Curry, M. de Figueiredo, H. Herzog, S. Ansolabehere, K. Itaoka, M. Akai, F. Johnsson, M. Odenberger, “An International 

Comparison of Public Attitudes towards Carbon Capture and Storage Technologies,” presented at the 8th International Conference on 

Greenhouse Gas Control Technologies, Trondheim, Norway, June 2006.
12

on climate science and fuel preferences, suggested 

that ongoing outreach and education would be 

critical to boosting the public’s understanding of CO2

storage and to getting their informed input to project 

implementation decisions. These concerns include: the 

degree to which an individual believes climate change 

is occurring and could personally affect his or her way 

of life; the feasibility of other carbon-reducing options; 

the status of CO2 storage as an emerging technology 

with potential risks; and environmental concerns over 

expanded use of coal, petroleum products, or other fuels. 

In recognition of the importance and complexity of the 

issues involved with CCS, DOE charged the RCSPs 

with developing and implementing an outreach and 

education program that would:

•	 Raise the awareness and understanding of the general

population in the RCSP regions with respect to longterm CO2

 storage in geologic formations for GHG 

reduction.

•	 Focus outreach on audiences in areas where CO2

storage validation tests or long-term demonstrations 

are planned. 

The significant technical underpinnings for CO2

 storage 

are found in the processes of enhanced oil recovery 

(EOR) (where CO2 is injected into mature oil fields to 

help lower the viscosity of residual oil that might not be 

recovered otherwise), underground natural gas storage, 

and disposal of industrial fluid wastes in the subsurface. 

There is extensive information available that describes 

the discovery of CO2 in the subsurface; the history 

of CO2

 use in EOR and now the new application in 

geologic storage; the geologic occurrence of CO2; and 

the underlying technologies of CO2

 capture, transport, 

and underground storage and monitoring. However, 

access to information is of little use if the efforts for 

sharing that information are poorly matched to the 

needs of the target audiences. This manual represents a 

distillation of best practices for outreach and education 

derived from the experience of the seven RCSPs that 

have conducted CO2 storage field verification tests and 

are now planning and/or conducting large-scale CO2

storage demonstrations in their respective regions. 

These best practices add a valuable perspective by 

addressing the practical implications of implementing 

CO2 storage projects across a variety of U.S. geologic 

and cultural settings. The manual represents a 

framework for designing an outreach program 

associated with a CO2

 storage project. Based on the 

specific characteristics of a planned project, the project 

developers, and the community in which the project 

is planned, some of these best practices may be more 

relevant than others. This manual is intended to assist 

project developers in understanding and adopting 

outreach best practices to support CO2

 storage projects. 

Although project developers are the primary audience, 

other stakeholders will likely find this manual of 

interest. 

The Lifecycle and Parameters of 

CO2

 Storage Projects 

Most CO2 storage projects will unfold through 

a series of overlapping stages, including project 

conceptualization and fundamental source/

sink matching, site screening and selection, site 

characterization, project design and permitting, project 

operations, closure, and post-closure monitoring and 

environmental stewardship (See Figure 1-1). In some 

stages, obtaining legal or regulatory permission for 

several aspects of a project, such as access to public 

and private property, use of pore space, and permits 

for drilling and CO2 injection, will necessitate some 

level of public interaction on behalf of the project team. 

Furthermore, most organizations strive to develop and 

maintain good relations with the communities where 

their facilities are located. One goal of public outreach 

is to establish open lines of communication between 

project developers and a host community; this will 

provide a means to solicit community input, build trust, 

and ensure the community that the project will be safely 

and responsibly carried out. In many cases the developer 

may have longstanding relationships with the community 

where a project might occur. When this is true, a goal of 

public outreach is to build on those relationships.

Despite important differences, CO2

 storage projects 

all share some common characteristics – they occupy 

land at the surface of the earth, as well as a threedimensional (3-D) space in the subsurface. As such, 

CO2

 storage projects have a highly visible surface 

component and a subsurface component that can 

only be visualized through the use of monitoring 

technologies. 

 

CCS projects may be affiliated with existing CO2

sources (i.e., industrial plants) or they may be part 

of a plant expansion or a new development. Thus, 

local stakeholders may have a long history with the 

1.0 Introduction
13

CO2 source or, in the case of a new facility, may 

be unfamiliar with both the operator and the CO2

storage operations proposed in conjunction with the 

new facility. In the future, projects may also take the 

form of central regional CO2 repositories serving a 

number of CO2 sources linked by pipeline(s). 

In addition, the level of activity at a CO2 storage project 

site can range from minimal alterations to oil field 

equipment in the case of an EOR project to major 

engineering projects that entail alterations to the CO2

source, pipeline construction, drilling injection wells, 

and installing monitoring systems. 

Public Outreach – What Is It? Why Is It Necessary?

Public outreach involves both the transfer of information 

and a means to gauge the success of the transfer. It 

begins at the onset of the project, continues through the 

close of the project, and involves each individual on the 

project team. In addition, public outreach encompasses 

an array of activities through which information about 

CO2

 storage projects is shared with, and feedback is 

obtained from, stakeholders. In this context, stakeholders 

are the parties who believe they are most affected by CO2

storage project decisions.7 Hence, the group of relevant 

stakeholders for a particular project will be somewhat 

self-defined based on the project specifics.

When done effectively, public outreach can be used 

to help identify the main values and concerns of a 

host community as well as the perceived benefits of a 

proposed project. This understanding can help a project 

team to foster public acceptance by addressing the issues 

of relevance to a particular community. However, it 

should be noted that public outreach, even when done 

well, does not guarantee public acceptance of a given 

CO2 storage project. 

1.0 Introduction

7 Cox, Robert. 2009 Edition. Environmental communication and the public sphere. Sage Publications, Thousand Oaks, California, USA. 

Figure 1-1: Public Outreach Process Flow Chart
14

The RCSPs’ concept of public outreach involves 

significant efforts to understand, anticipate, and address 

public perceptions and concerns about CO2

 storage in 

a community being considered for a project. Ideally, 

public outreach can lead to a mutually beneficial 

outcome where project developers move ahead with 

the support of well-informed stakeholders who are 

comfortable with the project benefits and potential 

risks and trust the project team. 

In the absence of a concerted outreach effort, research 

and experience suggest that community members will 

form their opinions of CO2 storage technology based on 

elements8, 9 that may not reflect the technical merit of the 

1.0 Introduction

8 Bradbury, J., K. Branch, J. Heerwagen, and E. Liebow, “Public Involvement In Chemical Demilitarization,” Paper Presented at the 20th 

Annual Conference and Exposition of the National Association of Environmental Professionals, Washington D.C., June 10-13, 1995, Battelle 

Research Center.

9 Bradbury, J., I. Ray, T. Peterson, S. Wade, G. Wong-Parodi, and A. Parker, “The Role of Social Factors in Shaping Public Perceptions of CCS: 

Results of Multi-State Focus Group Interviews in the U.S.,” Paper presented at GHGT-9 Conference in Washington, DC, November 2008, IEA.

Big Sky Carbon Sequestration Partnership (BSCSP) 

Value of Outreach

In the initial stages of the Big Sky Carbon Sequestration Partnership’s (BSCSP) Phase II pilot test, the focus was 

on understanding the project’s technical component and project logistics, and obtaining the necessary permits.

Outreach activities and community engagement for the project was limited. The partnership did not view outreach 

as a priority because of the small amount of CO2 that was injected and unfamiliarity with the local community. As the 

project moved forward, local community groups expressed valid concerns, largely due to a separate initiative of a 

developer interested in building a coal-based power plant on the pilot test location. Several groups in the community 

opposed the power plant and did not trust the developer. These feelings and attitudes transferred to the pilot test, and 

some individuals vocally opposed the project. At this point, the project team launched a concerted public outreach 

effort. The project location was moved to a paper mill. A member of the BSCSP outreach team and the paper mill 

communications manager collaborated to develop an outreach strategy and materials that described the benefits of 

the pilot and its importance in providing the public with sound data on CO2 storage technology. The team conducted 

dozens of interviews and discussions with stakeholders in order 

to develop a better understanding of the specific concerns 

and how they could be addressed. The media was briefed on 

the project prior to the issue of a press release containing new 

project details and information on the partnership with the 

paper mill. In addition to interviews, interested groups were 

given the chance to attend an open house and take a tour. The 

project team also met with several regional geology professors 

and invited their classes to tour the laboratories and the drilling 

site. This outreach resulted in an increased understanding of 

the pilot’s objective, clarified misconceptions held by some 

individuals in the community, and reduced apprehensiveness 

about the project. These efforts resulted in little to no public 

opposition toward the modified pilot test, positive articles 

in the press, reduced project delays, and improved public 

trust and public relations. Additionally, student interns have 

become involved with the research.

Figure 1-2: BSCSP Information Session

project. Public opinions may be influenced by inaccurate 

perceptions of project risks or benefits; by whether the 

project is viewed as consistent with the community’s longterm goals; by social factors, such as the degree of trust 

placed in the project team and government agencies; and 

by the perceived equity in the process for developing a 

project. Media coverage; word-of-mouth; and information 

sources, such as blogs and other electronic media, often 

influence how individuals form opinions. Perceptions that 

may seem exaggerated from a technical point of view 

must be taken seriously. Perceived risks are no less “real” 

for purposes of implementing a public outreach program. 

If these concerns are not addressed by project developers, 

they can rapidly transform into public opposition.

 
15

2.0 Best Practices in Public Outreach 

Programs and Activities 

The most valuable lesson learned by the RCSPs is that 

public outreach needs to be incorporated as an integral 

component of CO2

 storage project management – ideally 

starting at the time of project conceptualization. Although 

there is no single formula for conducting effective 

outreach, success typically relies on the following:

•	 A strong, capable outreach team.

•	 A productive working relationship with the project’s

technical and regulatory teams.

•	 Extensive preparation that involves listening to the

community.

•	 Readily accessible information that explains the

project and addresses local concerns.

•	 Frequent monitoring of the project and outreach team

performance.

•	 The flexibility to make changes as conditions warrant.

The following best practices are intended to serve 

as a framework to aid developers in designing and 

implementing effective outreach programs. A continuing 

theme throughout this manual is that outreach needs to 

take into account the needs and concerns of the target 

audience as well as the extent to which the developer 

already has relationships in the community. In some 

cases, it may be appropriate to emphasize certain best 

practices over others. This can only be determined 

on a case-by-case basis. Best Practices #1 through #4 

generally relate to “doing the homework” necessary to 

understand the community in which a project will be 

located as well as other stakeholders. Best Practices #5 

through #7 generally relate to developing outreach plans 

and materials that reflect what has been learned about the 

community and its concerns. Best Practices #8 through 

#10 generally relate to the operational steps of outreach 

including implementation, assessment, and refinement as 

necessary. Although these best practices are presented in 

a sequential order, the RCSPs’ experience shows that they 

will be utilized in an iterative manner.

2.0 Best Practices in Public Outreach Programs and Activities

Best Practice 1: Integrate Public Outreach with 

Project Management

Timing can have a significant effect on the cost of 

implementing a CO2 storage project. Carbon dioxide 

storage projects proceed in a series of overlapping stages 

(Figure 1-1). By including outreach in the critical path 

of a CO2

 storage project, outreach activities will be more 

effective, in sync with other key project stages, and 

beneficial to the overall project. A key component of 

integrating public outreach with project management is 

building in the time necessary to accomplish the various 

steps in advance of engaging the public. Questions 

like how and when to engage stakeholders need to be 

addressed as part of the overall project management plan. 

This will be especially critical during the early stages of 

a CO2

 storage project. 

As a project progresses through the various stages, there 

are several outreach points when the project personnel 

will seek (and may be legally required) to interact with 

the public, or when the project will become highly visible. 

In addition, the public could learn of a project at an early 

stage in the project lifecycle before the outreach efforts 

have officially begun. An effective outreach program 

supports each of these project stages (Figure 1-1) and 

includes measures for handling early notice by the public.

The RCSPs believe that it is preferable to proactively 

implement public outreach in order to avoid having to 

act in a reactive or responsive mode. Flexibility also 

plays a role because the project team may need to adjust 

the nature and timing of outreach activities if events 

do not go as planned (e.g., the public learns about the 

project before it has been announced). As part of the 

site selection process, it is useful to ensure that the key 

project steps are fully understood for the jurisdiction 

in which a potential site is located. This includes 

developing an understanding of the regulatory process, 

as well as any other necessary permissions or approvals. 

The outreach team should also consider the process 

that will be internally used to complete final review and 

production of outreach materials. This kind of analysis 

will assist the project team in taking a proactive 

approach to project management.

Outreach points often coincide with times of high exposure 

for a project. To prepare for high visibility outreach points 

and required engagement activities, it is useful to review 
16

the full range of regulatory permits and approvals that 

a storage project must obtain. They likely include the 

following (and may include others):

•	 National Environmental Policy Act (NEPA) review

(if Federal funds or lands are involved) or comparable 

state legislation or other requirement for an 

Environmental Impact Statement (EIS).

•	 Permission to conduct seismic surveys, access private

property, and/or use public roads.

•	 Access to private land for site characterization activities,

surface equipment, and/or monitoring activities.

•	 Access to pore space for CO2 storage or in zones 

potentially impacted by the CO2

 storage project.

•	 Permission for drilling non-injection wells (e.g.,

stratigraphic test wells, monitoring wells, or other 

exploratory wells).

•	 A permit for injection (including completing a public

hearing, staged approvals of project design and 

construction).

•	 CO2

 injection permit renewals.

•	 Approvals by other regulatory agencies, including

those with jurisdiction over wildlife areas, historic or 

cultural sites, local zoning, or business oversight, etc. 

•	 Certification of closure.

In addition to outreach in support of permitting and 

approvals, several other possible points of public 

interaction include:

•	 Contract requests for qualifications or proposals.

•	 Meetings or focus groups with stakeholders.

•	 Interviews with community leaders.

•	 Start of drilling or CO2 injection operations.

•	 Reporting of monitoring data to the regulatory agency.

•	 Site visits or tours.

•	 Periodic scheduled project update meetings with the

public.

•	 Interactions with the media.

•	 Other community events (e.g., farm shows, science

open houses).

A final point of public contact that must be considered 

in planning for CO2

 storage projects is a potential crisis 

event. This topic is covered in Appendix 4: Sample 

Communications Plan.

2.0 Best Practices in Public Outreach Programs and Activities

Although it may not be possible to anticipate all occasions, 

events, or circumstances for public outreach at the 

inception of a CO2

 storage project, early and ongoing 

consideration of these matters will help the project team 

to define areas where more information is needed and 

ensure that outreach efforts are coordinated with other 

activities throughout all project stages. 

Best Practice 2: Establish a Strong Outreach Team 

Outreach is not simply an add-on activity – it is integral 

to implementation of the project. It is essential to 

establish a strong outreach team with a clearly defined 

structure that delineates roles and responsibilities 

covering both internal and external communication. 

Carbon dioxide storage projects can involve many 

individuals from the host company and, potentially, from 

several companies, including: plant managers, scientists, 

government relations officers, company spokespersons 

and communications personnel, safety personnel, 

onsite supervisors, technical service providers, and 

other personnel who are key decision makers in project 

communications. These individuals become the face of 

the project – whether in the community where the project 

is located or at other levels (e.g., state or Federal); their 

words and conduct can have a direct influence on the 

public’s perception of whether the project is being carried 

out professionally and in a safe, transparent manner. 

It is imperative that the outreach team include individuals 

who are involved in and knowledgeable about the 

technical details of the project, as well as individuals 

who have backgrounds in communication, education, and 

community relations. In cases where multiple companies 

are involved, it is invaluable to include employees who 

have some knowledge of the local community and can 

help to identify opinion leaders, interested citizens, and 

other key stakeholders. These employees may also be 

able to help identify benefits to the community or may 

know other individuals or groups who can provide a 

better understanding of community values. 

Given that the outreach team will consist of individuals 

who also have other responsibilities, care must be 

taken to ensure coordination of efforts, consistency 

of information, sensitivity to major concerns, and 

awareness of good communication practices. As 

discussed in Best Practice #5, a communications 

plan should be developed that clearly identifies team 

member roles and responsibilities, key messages, 

communication protocols, and other information. This 

plan should be shared with the outreach team so that 

all communications reflect a common understanding of 

stakeholder concerns and perceptions. 
17

Accountability is another key issue. Establishing a 

structure for the outreach team and identifying “message 

developers” and spokespeople, as well as someone to 

provide follow-up information, will help team members 

to understand their roles and responsibilities.

Many companies have adopted safety as a core element 

of their corporate culture. In these companies, each 

individual has a role in ensuring and promoting safety. 

Ideally, within companies participating in a CO2

 storage 

project, outreach can become a facet of the corporate 

culture, where each individual understands his or her role 

in helping the public to have confidence in CO2

 storage. 

Best Practice 3: Identify Key Stakeholders

Early CO2 storage projects may be viewed as primarily 

local concerns, but they are being carried out in the context 

of national and international debates on climate change 

mitigation. Stakeholders may come from an area that 

extends well beyond the project’s locale and regulatory 

jurisdiction. The RCSPs believe that it is critical to identify 

and engage all stakeholders in the project lifecycle.

Section 1 defined stakeholders as parties who believe 

they are affected by the decisions regarding a CO2

 storage 

project. At the local level, these may include elected and 

2.0 Best Practices in Public Outreach Programs and Activities

Midwest Regional Carbon Sequestration Partnership (MRCSP) 

The Value of a Diversified, Coordinated, Team Approach to Planning

The Midwest Regional Carbon Sequestration Partnership’s small-scale CO2 injection test in Michigan benefitted from 

the use of a subgroup to develop a strategy and plan for outreach activities related to the test. The team included 

Battelle technical and outreach staff, staff from the host site who were able to apply local knowledge in planning 

and implementation, technical and communications staff from two local partners (Core Energy, the site operator, 

and DTE Energy), and geologists and educational staff from Western Michigan University. The team provided 

diverse perspectives upon which the project could draw, including technical understanding of planned activities, 

valuable knowledge about local culture and politics, an existing network of media and local contacts, and effective 

ways to communicate with local residents. 

The team first identified several key points of interaction with the public as the technical project progressed: announcing the 

test location and initiating site activities; applying for an injection permit; injection activities; and project closure. In effect, 

outreach planning and implementation consisted of a series of plans tailored to the particular technical stage of the project. 

For each project stage, the team developed timelines and a matrix to guide the specific outreach objective and the 

interactions and associated information materials to be undertaken with identified stakeholders. The matrix, shown 

in Appendix 2, was an iterative working document that used a systematic approach for identifying and interacting 

sequentially with stakeholders and gradually built up the necessary information base. It also established clear roles 

and responsibility for each activity, which proved invaluable for keeping participants coordinated and on track.

safety officials, regulators, landowners, citizens, civic 

groups (including environmental, business, and religious 

groups), business leaders, media, and community opinion 

leaders. In the case of FutureGen10 in Illinois, for example, 

farmers were a key stakeholder group. 

Moving further away from the project site, state or 

regional stakeholders may include elected and appointed 

officials (e.g., Governors); regulatory agencies, including 

those with oversight and permitting of pipelines, utilities, 

natural resources, and environmental protection; 

economic development groups; and environmental and 

business groups. At the national level, stakeholders 

may include: government agencies, such as EPA and 

DOE; Congressional leaders, committee/subcommittee 

chairs and key staff; national environmental groups; and 

other individuals in fields that have an interest in CO2

storage, such as the financial community and the legal 

profession. Table 2-1 presents a brief description of 

various stakeholder groups and strategies for identifying 

them. Not all of these groups may be relevant in a 

specific community; the following table is offered to 

provide an overview of the types of groups that may 

be important to a project. The RCSPs have also found 

it valuable to work with a partner with an excellent 

reputation in the community to identify stakeholders 

and their concerns.

10 Based on discussions with stakeholders involved in the development of proposals for the two candidate sites in Illinois.
18

Table 2-1: Description of Major Stakeholder Groups

Stakeholder Key Points Identification 

Strategies

Officials

Individuals at the local, regional, state, or national level who represent 

the community, or who have special interest in matters such as energy 

and/or climate change, the economy, or the environment. 

This may include elected or appointed individuals, individuals serving in 

volunteer capacities, executive boards, and others. Officials will be especially 

sensitive to activities that may affect their constituents and will want to be 

informed beforehand so that they can answer any questions raised. 

It may be valuable to talk with officials to help sort out who has jurisdiction 

over what area of decision-making in instances where government is 

multi-layered. For example, there may be several jurisdictions involved in 

giving approval for activities like a seismic survey. Each jurisdiction could 

have different requirements – for example, in one jurisdiction the Mayor 

may have authority over road use and in another it might be a Township 

Trustee or a Regional Engineer. Insight into how the community makes 

official decisions, how it is governed, and how it relates to surrounding 

communities can help a CO2

 storage project proceed smoothly. 

Some officials may have a strong influence on a project, even if their 

explicit permission is not required to move ahead with the project. For 

example, the Commissioner of Public Health may not have jurisdictional 

authority over a project but may have a leadership role if something 

goes wrong and therefore may have a strong opinion about the project 

from the outset. Thus, it is prudent to try to identify and work with officials 

who may become involved as well as those with direct responsibilities.

• State, county, and 

community websites

• Local phone books

• Interviews with 

stakeholders in this 

category

• Local newspapers

Regulators

Typically, one of three agencies will have primary regulatory oversight 

of the injection portion of CO2 storage projects: the EPA regional office, 

the state environmental protection agency, or the state natural resource 

(including oil and gas) management agency. However, other regulatory 

agencies may have authority to review the project or may govern other 

aspects of a project. For example, regulatory officials in charge of land 

management, fisheries and wildlife, water, solid waste, air emissions, or 

other areas of jurisdiction could have a permitting and oversight role. 

Permits may also require a review for potential impacts on coastal zones, 

historic sites, and other protected features. 

• Federal and state 

websites or directories 

• Stakeholder interviews

Business Interests 

Economic development professionals may be elected or appointed 

officials and could also hold volunteer or non-governmental posts. 

Business groups in a community may be quite interested in a CO2

 storage 

project. This interest can range from a broad interest in long-term 

community development to contracting opportunities and/or concerns 

about secondary impacts on their businesses. In the case of CO2 storage, 

there may well be synergistic relationships with the local business 

community, particularly if the area supports other subsurface economic 

development activities.

• Local chamber of 

commerce

• Local phone books

• Stakeholder interviews

• Local newspapers

2.0 Best Practices in Public Outreach Programs and Activities
19

Stakeholder Key Points Identification 

Strategies

Landowners and 

Neighbors 

These are the individuals most likely to be directly impacted by and 

interested in the project, although CO2

 storage may not be familiar to 

them. It is important to identify neighbors along transportation routes 

for project-related materials and/or for whom site activities will be 

visible, as well as neighbors who fall within the regulatory Area of Review 

or from whom access may be required for conducting a seismic survey. 

Open communication with neighbors ensures they have an opportunity 

to learn what steps are involved in a project and to voice any questions 

or concerns.

• Local outreach team 

members

• Town or county clerks, 

surveyors

• Legwork (driving 

around the site to 

identify who are the 

neighbors)

Civic Groups

Even small communities can house hundreds of non-profit civic groups. 

Although some of these groups will have no interest in a CO2

 storage 

project, many will and can provide a vehicle for communicating with 

members of the community and learning about their concerns (e.g., 

chapters of the League of Women Voters; clubs like Elks, Kiwanis, Rotary, 

and Shriners; garden clubs). 

• Local Chamber of 

Commerce

• Local economic 

development 

personnel

• Local phonebooks

• Group websites

Environmental 

Groups

Both local and national/international environmental groups have 

expressed interest in CO2 storage projects. At the local level, an 

important subset could be environmental justice groups, particularly if 

there are “legacy issues” in the community as a result of past emissions/

discharges or insufficient reclamation from industrial or governmental 

operations. At either the national or local level, it is common to find 

environmental groups that offer cautious support for CO2 storage 

because of its potential role in addressing climate change, as well 

as some groups that oppose the technology out of concern about 

continued reliance on coal or other factors. 

• Stakeholder interviews 

at local level

• Website reviews

• Local newspapers

• Local outreach team 

members

Senior Citizens

Increasingly, senior groups are becoming involved in local issues 

and the national climate change debate. The views held by seniors’ 

organizations can vary as much as any other segment of the community. 

Their interest in serving as community guardians can range from 

activism in environmental protection to monitoring the size and role of 

government. 

• Local Chambers of 

Commerce

• Local outreach team 

members

• Local newspapers

• Website reviews

Religious Groups

In some communities, the strong social networks of religious groups 

provide a means for information exchange. Many religious groups have 

an environmental stewardship focus within which to promote reduced 

GHG emissions and reduced impact on the environment. 

• Ask local religious 

leaders to help 

identify groups

Educators

Educators are key disseminators of information in a community. They 

often serve as a conduit for current events and have the opportunity 

to interact with multiple stakeholder groups. They can also provide 

information specifically related to CCS or to a particular local project 

once they become informed on these subjects.

• State and local boards 

of education

• Community colleges

2.0 Best Practices in Public Outreach Programs and Activities
20

Best Practice 4: Conduct and Apply Social 

Characterization

As used in this manual, social characterization11 is an 

approach for gathering and evaluating information to 

obtain an accurate portrait of stakeholder groups, their 

perceptions, and their concerns about CO2

 storage. This 

can be applied to identifying the factors that will likely 

influence public understanding of CO2

 storage within 

a specific community. The information gathered will 

enable the project team to develop better insights into the 

breadth of diversity among community members, local 

concerns and potential benefits, and assist in determining 

which modes of outreach and communication will be 

most effective. Social characterization is initiated in 

the early stages of a CO2

 storage project and continues 

throughout the project. The level of effort necessary 

for this varies based on the community characteristics 

and the extent to which the developer has existing 

relationships in the community.

Numerous issues contribute to public perception of CO2

storage projects. Examples of information collected 

during social characterization may include:

•	 Local economic conditions: What are the major 

industries employing individuals in the community? 

Is the base more service-oriented or industrial? How 

is the economic health of the community and the 

region? What is the tax base? What are local energy 

costs? What are the local perceptions of the likely 

benefits and role of the project in the community?

•	 Local empowerment: How established/present are 

local property owners? Do community members 

feel that they have a voice in making decisions that 

impact the community? Are there examples of this? 

What is the community’s experience with industry or 

environmental concerns?

•	 Underlying views: Can any overarching views on 

climate change, fossil fuel-based energy, alternative 

energy source, coal mining, drilling, oil and gas 

production, natural gas storage, and emissions trading 

be identified? How do local residents view the role of 

the Federal government in funding research? Is there 

a history of royalty payments for mineral or other 

property rights?

2.0 Best Practices in Public Outreach Programs and Activities

•	 Environment: Has a community experienced 

environmental damages in the past? How was this 

issue resolved?

•	 Energy: What are the local and regional sources of 

energy? What role does energy play in the economy? 

•	 Trust: Who do the stakeholders trust? Why are these 

individuals trusted? Do stakeholders trust regulators, 

project developers, and the Federal government? 

Are there any key community gatekeepers? Do 

community members look to local universities or 

environmental groups for unbiased information? 

•	 Media: Is there a strong local media presence? What 

forms of media are common in the community? 

Where do individuals get their information?

•	 Local education: What educational resources are 

in the area – community colleges, universities, 

schools? Are there academic stakeholders who can 

be brought into the project? Are there opportunities 

to collaborate with the local schools in implementing 

educational programs, such as those developed by the 

Keystone Center,12 or with a local community college 

in developing training opportunities and future 

employment for local youth?

•	 Local traffic conditions: The impacts of project 

construction and implementation on local traffic 

congestion and safety can have a major influence on 

community opinion regarding a particular project.

•	 Local hazards: Questions may arise concerning 

issues, such as earthquakes and whether or not 

drilling in an area or the injection of CO2 may cause 

earthquakes. Similarly, in some areas, the ability of 

CO2 injection and storage infrastructure to withstand 

hurricanes or tornadoes may be perceived as having 

an impact on overall project safety.

Outreach presentations to the local community should 

show thoughtful consideration of the information 

learned during the social characterization research.

As is the case with technical geologic site characterization, 

the process of gathering social data is iterative. A first 

round of information gathering would focus on readily 

available sources, including government and civic group 

websites, media, published demographic data, local news 

11 This concept of social characterization has emerged from the RCSP experience. See Appendix 3 for additional information about this framework.

12 The Keystone Center, “Climate Status Investigations,” curriculum and teacher training program, see: http://keystone.org/cfe/pel/services/csi.
21

media archives, local blogs, published surveys and opinion 

papers (if available), and conversations with stakeholders 

at all levels (local, state, and national). These data sources 

may be used to supplement information already available 

to the site host or project developer. In the same manner 

that readily available information is used in technical 

geologic site characterization to develop a preliminary 

or static geo-model, readily available social information 

can provide the project developer with a preliminary 

understanding of community concerns and opportunities 

for synergy. 

A second round of community information collection 

involves more direct investigation. Key representatives 

of important community stakeholder groups might 

be consulted through more detailed discussions or 

interviews. Representatives may be initially identified 

through the aforementioned secondary information 

sources and through a project developer’s existing 

network of contacts and subsequently expanded 

through a “snowball” approach (i.e., concluding an 

interview with “who else should I talk to?”). These 

kinds of community discussions lay the groundwork for 

relationships that can impact a CO2

 storage project as it 

moves forward.

As a sense of the issues that need to be addressed 

is formed, several tools may be used to identify 

specific concerns. These tools include interviews; 

focus group sessions; surveys; and small, interactive 

briefings involving a representative cross-section of 

the community. Opinions and concerns from the first 

round of information gathering can be validated, and 

additional information gained, through such activities.

For stakeholders with strong vested interests or for 

interested citizens who can afford a greater investment 

of time, the development of a citizen task force or 

citizen advisory panel may be appropriate. Such 

citizen groups enable active citizens to become more 

involved in project development and possibly serve as 

a more impartial source of communication to others 

than the project developer alone. Other tools that could 

be productive include structured discussions using 

frameworks such as the Princeton Wedge Game13 or 

an approach to risk assessment using the Features, 

Events, and Processes (FEPs) that is being adapted for 

CCS by the International Energy Agency (IEA), the 

CO2

 Capture Project, Lawrence Berkeley National Lab 

(LBNL), Schlumberger,14 and others. These open-ended 

exchanges can be undertaken independently or as 

part of a citizen task force and can help in identifying 

crucial acceptance factors that might not stand out in 

less interactive sessions with the community. 

These same tools can be used during project 

implementation to monitor changes in public 

perceptions over time. Once a project is underway, 

canvassing tools like public opinion surveys (which 

may not be sensitive enough before opinions 

are formed or informed), may become useful as 

stakeholders gain experience with a project and the 

project team.

Best Practice 5: Develop an Outreach Strategy 

and Communication Plan

The outreach strategy and communications plan ties 

together the information, planning, and preparation 

referred to in Best Practices #1 through #4. The 

outreach strategy formulates an approach to outreach 

that is tailored to the stakeholder needs and concerns 

of a particular CO2 storage project. The strategy 

should inform the overall plan to manage and monitor 

project outreach throughout the duration of the project. 

Specifics will include outreach objectives, outreach 

tasks, and events that coincide with the project stages, 

a timeline for outreach activities, and the roles and 

responsibilities of the outreach team. The outreach 

strategy will also identify key stakeholders and 

messages, and the timelines, roles, and responsibilities 

for producing outreach materials and managing 

outreach events. A component of the outreach strategy 

is a communications plan that focuses on representing 

the project directly to the public and through the media. 

It should include plans for everyday communications, 

high visibility communication periods, and 

communications in the event of a crisis. Crisis 

communications should cover who has responsibility 

for specific tasks in the event of an emergency, how 

emergency services will be handled, and what safety 

procedures will be followed. 

2.0 Best Practices in Public Outreach Programs and Activities

13 Carbon Mitigation Initiative (CMI), “Stabilization Wedges: Solving the Climate Problem with Current Technologies,” developed by 

Princeton University, available online at: http://www.princeton.edu/wedges/.

14 K. Hnottavange-Telleen, I. Krapac, C. Vivalda, “Illinois Basin – Decatur Project: initial risk-assessment results and framework for 

evaluating site performance,” Presented at GHGT-9, Schlumberger Carbon Services, Cambridge, MA, 2008.
22

A documented outreach strategy is valuable because 

it enables the outreach team to achieve the following 

objectives: 

•	 Implement a “no surprises” engagement plan that starts

early and publicly defines the project before the media 

and other outside sources of information weigh in.

•	 Develop an approach to public outreach that allows

stakeholders to:

- Learn how CO2 storage works and how it can 

contribute to global climate change mitigation.

- Learn about the CO2 storage project in their 

region early in its development and be assured 

that the project developer has the appropriate 

expertise and will conduct the projected safely.

- Express their views to project team members in a 

manner with which they are comfortable.

- Form relationships with project team members.

- Proactively and constructively address stakeholder 

concerns.

- Monitor the success of outreach activities and 

events.

As noted in Best Practice #1, the RCSPs have identified 

several key points of interaction with the public as a CO2

storage project progresses, including: announcement 

of the project location and target storage formation; 

applying for drilling and injection permits; initiating site 

characterization activities (seismic testing, if applicable, 

and drilling); infrastructure development, injection 

activities and routine permit compliance activities 

(e.g., well mechanical integrity tests); monitoring, 

verification, and accounting (MVA); and project closure. 

The outreach strategy can be viewed as a series of plans 

tailored to the particular technical stages of a project. 

To be effective, the outreach team should use a 

systematic approach (See Appendix 2) for identifying 

and interacting sequentially with stakeholders, and 

gradually building up the necessary information base. 

Elements related to each event include: 

•	 Timeframe.

•	 Stakeholder group.

•	 Research – focus groups, media clips, etc.

•	 Outreach objective(s) for each stakeholder.

•	 Activities and performance metrics.

•	 Needed materials/logistics.

•	 Responsibility.

•	 Follow-up.

The outreach strategy should include a timeline of 

activities in parallel to the project steps. The timeline 

can be derived by working backwards from the 

expected date of key steps that will involve interaction 

with the public. For example, a critical path item 

is often the Underground Injection Control (UIC) 

permit application process. This activity entails public 

disclosure of substantial project detail, for which the 

outreach team may wish to conduct briefings with 

community leaders and elected/safety officials. The 

lack of adequate coordination among planners could 

inadvertently put the outreach team into a reactive, 

catch-up mode. Appendix 2 provides additional details 

about the types of activities that are likely to take place 

during various stages of a project. In general, the RCSPs 

have found that it is best to begin detailed planning 

several months in advance of any planned interaction 

with the public. 

The outreach team will need to establish protocols 

for developing and reviewing outreach materials. 

Typically, the RCSPs follow a process that allows for 

the development of print and web materials by the 

outreach team in consultation with the technical team, 

followed by review from the site host, others in the 

management team, DOE officials, and sometimes, 

external peer reviewers. This review process can take a 

substantial amount of time and must be accounted for in 

the planning phase. Slide presentations follow a similar, 

although somewhat abbreviated, development cycle.

Typically, a project involves various parties with 

different interests and areas of expertise. For the 

RCSPs, this has included the research team, the host 

company and, in some instances, technology providers. 

All individuals and companies working on the project 

should be familiar with the outreach strategy and 

communication plan. One RCSP used a sign-off sheet to 

ensure that staff read and understood the plan. 

2.0 Best Practices in Public Outreach Programs and Activities
2.0 Best Practices in Public Outreach Programs and Activities 23

Working with the Media

News media are a particularly important community stakeholder group because – despite the best outreach 

efforts – a large portion of the public is likely to hear about a project, an event, or an incident associated 

with a project through the media, and individuals are likely to form their opinions based on media coverage.

The strategic tradeoff inherent in media engagement is that the media provide wide distribution of project information 

at little cost (compared with advertising or direct mailing) in exchange for the loss of control over the message. 

The best chance of the media conveying the message desired by the project team results from well-prepared and 

well-executed media outreach efforts, but no effort can ensure success (however, ill-prepared efforts heighten the risk 

of unfavorable coverage).

In the news business, media types are generally categorized as “print” (e.g., newspapers and magazines) and 

“broadcast” (e.g., radio and television). Internet media is similarly divided, with blogs and Twitter akin to print, and 

video sites, such as YouTube, akin to broadcast. The nature and depth of stories for print and broadcast media differ 

and the associated outreach team preparations for media engagement should differ accordingly.

Media interest is dependent upon the interests and instincts of reporters and their editors. In small communities, 

individual reporters may cover every type of story. At major daily newspapers in metropolitan areas, reporters 

have topical “beats,” and a CO2

 storage project could be covered by a reporter specializing in science, energy, 

environment, business, or even human interest (in which case the project would be explained through a story 

on a profiled individual from a project team). It is useful to be familiar with a reporter’s beat assignment and the 

types of stories he or she has previously written on carbon sequestration, if any, or more broadly on industry and 

government initiatives to address air quality and climate change.

A media member will report on a project as he or she sees it. The outreach team must provide an adequate 

understanding so that reporters can relate the story to others; however, providing too much detail can overwhelm 

busy reporters and the story could be dropped in favor of others that can be quickly completed. Journalism training 

– and human nature – suggest that every story has at least two sides, and as a result, despite efforts by the outreach 

team to be objective, it is common for news stories to contain quotes or viewpoints from a project opponent or 

skeptic, even though their familiarity with the project, or carbon sequestration in general, may be minimal. 

Deadlines and timely news govern the media world. Reporters are often writing on short deadlines and do not 

normally provide drafts of their stories for technical review in advance of publication. Magazines may occasionally 

provide drafts for review or conduct fact checking, but daily newspapers operate on such short time cycles that this 

is impractical. Consequently, it is common to find factual errors and lost nuances. Furthermore, reporters sometimes 

dispense with the qualifications on information typically provided by scientists, such as the preliminary nature of 

data or limits on the applicability of findings or conclusions. Thus, in general, success is defined as having the major 

facts and messages about the project come through clearly and correctly in any given story. An understanding of 

the news media’s business environment can assist the outreach team in crafting and supplying project information 

in a manner that eases the reporter’s task in “seeing the news hook” and writing the story, and build relationships for 

further news coverage.
24

Best Practice 6: Develop Key Messages

Carbon dioxide storage is technically complex, 

involving advanced science related to climate change, 

geology, and other fields of study; public policy 

related to energy, environment, and the economy; and 

issues related to risk, safety, and financial assurance. 

Therefore, identifying a set of key messages that can be 

consistently repeated in outreach activities and materials 

can help stakeholders develop a clearer understanding 

of the project and how their concerns will be addressed. 

The following is a list of potential topics and key 

messages that could be used in outreach activities and 

materials; developers will have to determine the key 

messages that are appropriate for their project:

Potential Topic Areas:

•	 Role of CO2 storage in mitigating CO2 build-up in the 

atmosphere.

•	 Foundation of experience for CO2 storage, including 

other projects and injection practices.

•	 Standard practices used to ensure project safety.

•	 Role of government in overseeing/regulating CO2

storage. 

•	 Experience of the project team.

•	 Potential costs and benefits to the community from

CO2 storage.

Potential Messages:

•	 Protecting public safety is a priority for these projects.

•	 Engineered geologic storage of CO2 has been safely 

practiced for 30 years.

•	 Natural geologic CO2 storage has occurred for 

millions of years (e.g., Bravo Dome, Sheep Mountain, 

and McElmo Dome).

•	 Pipeline transportation of CO2 is a mature and safe 

technology.

•	 Injection and reservoir monitoring are mature

technologies.

•	 There is a well understood approach to site selection

and characterization to ensure that geologic 

conditions are suitable and that storage projects are 

conducted safely. 

•	 The experience in the oil and gas exploration industry

is being used to evaluate the information coming from 

the RCSPs (which is publically available) and to refine 

the understanding of CO2 storage.

•	 There are similarities between the major expansion of

oil and natural gas systems after World War II with 

respect to pipeline and natural gas storage location 

development and the expected deployment of CO2

storage projects. 

Best Practice 7: Develop Outreach Materials 

Tailored to the Audiences

First and foremost, the development of outreach 

materials involves consideration of the intended 

audience. The amount of information and level of 

technical detail provided must be tailored to match 

the audience’s degree of interest, education, and time 

constraints. Any concerns that have been identified, 

including perceived risks, should be addressed in 

language and formats suited to the intended audiences. 

In some instances, stakeholders may need to hear 

information more than once and in a different format 

in order to gain an understanding of the subject matter. 

Having multiple types of materials available provides 

the outreach team with the flexibility to use different 

options, depending on the audience’s makeup and 

interests.

The RCSPs have developed a broad array of fact sheets, 

PowerPoint briefing slides, physical models, videos, 

websites, posters, and other information materials 

that are available as examples or for use by others. 

Collectively, these materials describe DOE’s RCSP 

Initiative, provide specific details about each RCSP, and 

outline the general processes and mechanics involved 

in CO2

 storage. A primary objective has been to craft 

materials that are readily understandable, jargon-free, 

and contain information that is technically accurate and 

addresses common concerns, such as safety. 

2.0 Best Practices in Public Outreach Programs and Activities
25

 

2.0 Best Practices in Public Outreach Programs and Activities

West Coast Regional Carbon Sequestration Partnership (WESTCARB) 

The Value of Analogies and Visualization Aids in Communication Materials

Outreach materials can help stakeholders and the public create a mental picture of subsurface CO2 storage processes 

even when the reader or listener has little or no familiarity with geology or underground injection. A combination of 

cogent explanations of porous rock formations and caprock seals along with analogies and other means of helping an 

individual visualize CO2 trapping can foster a clearer understanding. Visuals and physical models help in face-to-face 

meetings (see the Midwest Geologic Sequestration Consortium [MGSC] text box), but there is a comparable need for 

verbal means of facilitating visualization in telephone or radio interviews, lecture halls, newspaper stories, etc.

The WESTCARB outreach team has observed that CO2 storage practitioners often use particular natural and industrial 

analogues to illustrate technical or legal points, but that outside of professional circles, these analogues – such as 

natural gas storage – may not convey the intended message. For example, a primary design criterion for natural 

gas storage sites is easy retrieval of the injected gas, which clearly is not the objective of CO2 storage. WESTCARB 

personnel have used imagery that depicts ready absorption of fluids but difficult extraction, likening CO2 storage, 

for example, to condensation dripping down the side of an iced drink into a sandstone coaster. In this example, the 

water is readily absorbed, yet turning the coaster upside down or shaking it will not release a drop.

The depth and scale of CO2 storage projects are also outside the norms of usual conceptions about the subsurface. 

Carbon dioxide storage sites must be more than one-half mile deep, and can often be one to two miles deep, 

whereas a typical water well might be 100 to 200 feet deep. That is a significant difference in terms of the path 

length any escaping CO2 would have to travel to reach the surface. WESTCARB personnel have found that scale 

diagrams of stratigraphic columns can reinforce the point that a significant number of rock layers help to keep 

any CO2 that should happen to leave the storage zone from reaching the surface. One recommendation for public 

presentations is to show diagrams to true scale and without exaggeration of the vertical axis, which is common in 

professional communications among geologists (this practice inadvertently makes mild dips appear more severe, 

potentially heightening concerns about stored CO2 migration upward).

In addition, CO2 quantities are typically expressed in tons, which few individuals can conceptualize. For its small-scale 

injections tests, WESTCARB has likened the size of a 2,000 ton subsurface CO2 plume to the volume of water in a 

community swimming pool. Commercial projects will entail much larger volumes, but they are still small relative to 

the volume of water in a lake or reservoir, which can be used as comparative references.

An understanding of a CO2 storage project can also be facilitated by general interest information on the geology 

and paleontology of an area, particularly if natural features offer dramatic display, such as in the canyon lands 

of Western states. For an example, see WESTCARB’s webpages on Arizona geologic formations, available at: 

http://www.bki.com/westcarb/formations.html.
26

The most effective method for developing outreach 

materials has been for the outreach team to serve as the 

lead and work with technical team members to draft 

the structure and content, taking into account social 

characterization data and other information relating to 

audience concerns. 

The RCSPs developed the following checklist of 

high-quality outreach material characteristics:16

•	 Relates specifically to the interests of the community.

•	 Easy to read and understand.

•	 Visually appealing.

•	 Main message repeated at beginning and end.

•	 Credible research, researchers, and institutions.

•	 Relevant to audience and attention grabbing.

•	 Tells a story.

•	 Call to action by the audience, when appropriate.

•	 Incorporates available feedback from the intended

audience.

•	 Continuity and consistency with other outreach

materials.

•	 Appeal to multiple learning styles – visual, auditory, etc.

•	 Opportunity for the public to interact and be involved

in learning about CO2 storage.

Topics covered by outreach materials include the 

following:

•	 The science of climate change and the potential role

of CCS in the energy economy.

•	 How CCS works.

•	 Why the selected storage site is a safe place to store

CO2.

•	 The role of CO2 storage in addressing atmospheric 

CO2 build-up and climate change.

•	 Safety precautions to ensure that CO2 storage projects 

will protect human life and the environment, under 

plausible scenarios, such as brine displacement or, 

depending on location, earthquakes. Explanations of 

the implausibility of perceived risks such as a natural, 

rapid release of CO2

 caused by a Lake Nyos-type 

event.17

•	 Project-specific information, such as local geologic

formations, well depth and construction information, 

information about injecting CO2

, and monitoring 

results.

•	 CO2

 injection details, including potential sights, 

noises, and truck traffic, and what will be done to 

mitigate these impacts.

•	 How a seismic survey is conducted and how seismic

data are interpreted.

•	 How a computer simulation of subsurface CO2

location is developed, validated, and calibrated, and 

what the results show.

•	 Permitting processes and the role of the developer and

regulator in that process.

2.0 Best Practices in Public Outreach Programs and Activities

16 Based on discussions with PCOR Partnership staff.

17 “Lake Nyos and Mammoth Mountain: What Do They Tell Us About the Security of Engineered Storage of CO2

 Underground.” NETL 

Program Fact Sheet. http://www.netl.doe.gov/publications/factsheets/program/Prog064.pdf.
27

Best Practice 8: Actively Oversee and Manage 

the Outreach Program throughout the Life of 

the CO2

 Storage Project

Outreach programs should be actively managed 

to ensure that consistent messages are being 

communicated and that requests for information are 

fulfilled. The identification of an outreach leader or 

coordinator to manage, coordinate, and direct outreach 

is crucial for project success. The outreach lead will 

be supported in their efforts by the outreach team and 

other project team members. As a project unfolds, 

public perception will be influenced by the extent 

to which the project and the project team are well 

coordinated and responsive. 

2.0 Best Practices in Public Outreach Programs and Activities

Moreover, sharing information about a CO2 storage 

project and soliciting input from stakeholders cannot 

be done passively. The project team needs to seek out 

opportunities to engage stakeholders and make an effort 

to inform the media and respond to media requests for 

information. This pro-active engagement can contribute 

to a sense of project openness and transparency. It is 

worth noting that some stakeholders may be skeptical 

about whether the government or the project developer 

will provide accurate information. This underscores the 

need to present unbiased, accurate information and seek 

opportunities to partner with spokespeople who have 

gained the public’s trust.

Midwest Geological Sequestration Consortium (MGSC)

The Value of Physical Models and Demonstrations

MGSC approached outreach with the idea that showing audiences 

what sequestration might look like would be the best way to open 

the CO2 storage discussion. They have had success with two different 

physical demonstrations that focus on key questions often asked 

in the context of CO2 storage: (1) how will you keep the CO2 in the 

ground, and (2) what happens to the CO2 once it is injected into 

the ground?

Demonstration kits were made for key presenters, including the 

chief scientist and communications coordinator. The kits include 

a whole core sample of the carbon storage unit (Mt. Simon 

Sandstone), a whole core sample of the caprock seal (Eau Claire 

Shale), and a small water dropper. Using this kit allows a simple 

discussion of porosity, permeability, and the impermeable 

nature of the seal.

MGSC also created a three-dimensional model that demonstrates EOR and storage of CO2 in a deep saline reservoir. 

The model has several rock units, represented by different gravel material, that are isolated from each other. Oil can 

be placed in the EOR reservoir. When CO2 is added to water and injected into an “injection well” oil and formation 

water are produced. The deep saline reservoir has a single injection well and a pressure-valve system for injection. 

When liquid CO2 (oil for the purposes of the model) is injected, the observer sees CO2 dispersing into pore spaces 

and being held in place by the caprock seal above.

The main value of these physical tools has been to provide learning opportunities for multiple audiences, from 

farmers to business executives and teachers to legislative decision makers. These models served as door openers 

during public meetings. Presenters often found that when stakeholders did not know who to approach or what 

questions to ask, these models provided an easily accessible way to ask questions in a non-threatening manner. 

Figure 2-1: Physical Model Demonstration at 

an MGSC Open House
28

Management of the outreach program should evolve 

over time to meet the differing needs of each phase 

of a storage project. During the early stages of a CO2

storage project, heavy emphasis will likely be placed on 

developing a common vision of outreach among members 

of the team and using appropriate tools to develop an 

understanding of the stakeholders and their concerns. 

Extensive planning will take place as site selection 

focuses on a particular location. As a project location 

firms up, outreach will involve direct engagement with 

community leaders and other stakeholders. This is 

when the face of the project will emerge and the public 

will begin to judge for themselves how they view the 

project, the project team, and CO2

 storage. Frequent 

communication amongst the outreach team and the 

rest of project team helps to ensure consistency and 

identify that emerging concerns are addressed. It is 

also important at these early stages to evaluate how to 

communicate with stakeholders; this can be done in 

part by working with stakeholders and the project team 

to obtain feedback on early outreach efforts.

As the project moves forward to the design and 

permitting stages, outreach becomes a key element of 

the overall project and involves every member of the 

project team at some level. Some of the most effective 

outreach activities may involve significant interaction 

with stakeholders both as a means of conveying 

technical information about the project and also as 

a means for the project team to obtain invaluable 

information about the community’s views and concerns 

about the project.

As a project enters operations, the focus of the outreach 

program may shift to sharing the progress and results, 

which can serve to keep stakeholders engaged. As 

a project nears closure, the outreach activities will 

likely ramp up and involve more active discussion 

with stakeholders about the status of the project and 

future safeguards. The efforts to actively manage the 

outreach program help to ensure that the project team 

members are fully integrated in outreach activities and 

to productively involve stakeholders.

2.0 Best Practices in Public Outreach Programs and Activities

Southeast Regional Carbon 

Sequestration Partnership (SECARB) 

The Value of Employee Advocacy, 

Beginning with Plant Management

Goals of the employee advocacy program 

include:

• Acceptance and understanding of CCS by the 

employees.

• Outreach to the community through plant 

management, plant personnel, and their families.

• A willingness to talk to neighbors “over the fence” 

about CO2

 storage.

• Building support, understanding, and an 

educational base for community acceptance.

How it happened?

Plant management of the CO2 provider, upon 

hearing of the potential for the CO2 capture 

project, embraced the project and the concepts 

of CCS from the initial stages of project 

development. Management briefings were held 

with key plant personnel and information was 

disseminated to all plant employees through 

company newsletters, briefings, and even an 

open house for employees and their families.

After all, neighbors talking to neighbors are 

extremely effective in taking the case to the 

community.

In fact, when the plant manager was moved to a 

second plant, another opportunity to participate 

in CCS demonstration evolved and, once again, 

this community outreach approach was valuable 

in achieving public acceptance of the project.
29

Best Practice 9: Monitor the Performance of 

the Outreach Program and Changes in Public 

Perceptions and Concerns

Monitoring the performance of the outreach program 

allows the project team to stay abreast of how the 

community perceives the project and gauge the 

effectiveness of the outreach activities. Monitoring can 

also help identify any misconceptions about the project 

or CO2 storage and develop outreach strategies to 

correct them. Monitoring can be accomplished through 

informal telephone calls and/or routine interviews with 

key stakeholders both within the local host organization 

and in the community. The tone of coverage in local 

media can also provide a source of information, as is 

true of social media (e.g., blogs, Twitter, and Facebook), 

which are becoming increasingly common. In addition, 

websites that discuss the project could be informative 

and provide a platform for public interaction on a more 

spontaneous basis.

Outreach program monitoring also takes into account 

changes in local conditions, such as economic 

fluctuation or other significant impacts, which may 

influence the perception of a CO2 storage project.

As a project moves from conceptualization to 

implementation, the same activities used in social 

characterization (see Best Practice #4) will be useful 

in monitoring project performance and identifying 

potential areas of concern to be addressed in ongoing 

public outreach.

2.0 Best Practices in Public Outreach Programs and Activities

The Plains CO2 Reduction (PCOR) 

Partnership

The Value of Using Geographic 

Information Systems (GIS) to Monitor 

Performance

Carbon dioxide storage projects require a match 

between large-scale CO2 sources and a suitable 

geologic CO2 storage site. These projects also 

occur within a human framework. Both the 

technical and the human aspects of storage 

projects have a geographic component. The 

technical information fundamental to storage 

assessments (e.g., CO2 source location, injection 

location, pipeline route, terrain, geology) can be 

complimented by layers of “human” information. 

The PCOR Partnership Outreach Information 

System contains general layers addressing 

political and geographic divisions; population; 

households; school districts; coverage areas 

for key media; service areas for utility partners; 

coverage areas for ongoing partner outreach 

programs; as well as layers containing information 

regarding CO2 sources, sinks, mineral extraction 

activity, regulatory jurisdiction, and CO2 storage 

projects. By adding outreach information into 

this framework, assessments can be made that 

take into account coverage areas and populations 

served for select media (e.g., key newspapers, 

key magazines, public television, and PCOR 

Partnership outreach materials), as well as 

outreach activities (e.g., location and number of 

attendees of presentations or teacher seminars, 

location of school teachers who have attended 

education seminars, and locations and attendees 

for focus groups). In most cases, the county is 

the fundamental area used for assessment. The 

output consists mainly of thematic maps, tables, 

and sums dealing with the general question 

“number (or percent) of households in a particular 

area exposed to a particular type of outreach 

action during a particular period” or “number, 

type, and number of attendees for a certain 

type of presentation during a particular period” 

and the like. Data entry for outreach activity is 

supported by a simple set of questionnaires and 

forms filled out on a periodic basis, and output 

can be readily customized.
30

Best Practice 10: Be Flexible – Refine the 

Outreach Program As Warranted 

The outreach team must be ready to adapt to changes 

in information about the site, unexpected events, and 

other conditions that may have a strong influence on 

the public’s perception of CO2

 storage during project 

implementation. 

The analogy to technical geologic site characterization 

furnishes a good model for considering feedback 

and response processes. In technical geologic site 

characterization, a series of monitoring activities 

are designed to calibrate and validate the reservoir 

simulation model. More importantly, the feedback from 

monitoring is used to improve the project performance 

by making the necessary operational changes. Likewise, 

developing processes to collect, analyze, and respond 

to feedback gathered through outreach can be used to 

continually improve the overall performance of the 

project and the outreach team while helping to work 

toward increasing public acceptance. External outreach 

processes and materials, as well as communications 

within the project organization should be updated as 

needed to reflect project progress, lessons learned, 

and communication improvements identified through 

target audience feedback. If a case arises where some 

concerns cannot be addressed, the communications 

materials should explain why.

2.0 Best Practices in Public Outreach Programs and Activities

Southwest Regional Partnership on 

Carbon Sequestration (SWP) 

The Value of Using Feedback to Refine 

Outreach Programs

SWP conducted focus groups in order to 

provide outreach materials that responded to 

the primary concerns of the public, as well as 

concerns that CO2 storage project developers 

believe are important. Focus group participants 

were encouraged to share their concerns, ask 

any questions they believed were important, 

and voice potentially controversial concerns. 

SWP members told the participants that they 

were primarily interested in learning what was 

important to them, rather than advocating for 

the technology. In addition, SWP also provided 

assurances of confidentiality. The outreach 

team then developed outreach materials that 

responded directly to the concerns identified 

through the focus groups. Thus, the focus groups 

were initially used to identify basic concerns and 

questions of the public. After the materials were 

drafted, additional focus groups were conducted 

to determine whether the outreach materials 

provided information in ways the public believed 

to be useful and obtain suggestions for how to 

improve the materials. Participant comments 

were then used to guide refinement of outreach 

materials. SWP used two separate strategies to 

organize participants in the focus groups. First, 

SWP recruited participants from communities 

that were near potential CO2

 storage sites to 

uncover specific questions that may be limited 

to communities concerned with siting issues. 

Second, SWP conducted focus groups that 

targeted specific sectors that might be expected 

to have special interest in the technology, such 

as science teachers. SWP used the combination 

of (1) community-based and (2) sector-specific 

groups to guide both message development and 

subsequent determination of appropriate means 

(media, channels, etc.) for sharing the message.
31

3.0 Conclusion

This Best Practices Manual presents the lessons 

learned and experience gained by the RCSPs during 

the Validation Phase (Phase II) small-scale CO2

storage projects and commencement of Development 

Phase (Phase III) larger-scale projects. Early CO2

storage projects will be highly visible and their 

success will likely influence public receptiveness to 

future CO2 storage projects. The primary lesson from 

the RCSPs’ experience is that public outreach should 

be an integral component of project management. 

Although conducting effective public outreach will 

not necessarily ensure project success, it can make 

important contributions to schedule adherence, cost 

controls, and community goodwill. Effective public 

outreach involves listening to individuals, sharing 

information, and addressing concerns through 

proactive community engagement. The RCSPs have 

developed the following best practices as a way to 

share the experience gained to date and to inform 

future project developers.

Best Practice 1: Integrate Public Outreach in 

Project Management 

Best Practice 2: Establish a Strong Outreach Team

Best Practice 3: Identify Stakeholders 

Best Practice 4: Conduct and Apply Social 

Characterization

Best Practice 5: Develop an Outreach Strategy and 

Communication Plan

Best Practice 6: Develop Key Messages 

Best Practice 7: Develop Outreach Materials 

Tailored to the Audiences

Best Practice 8: Actively Oversee and Manage 

the Outreach Program throughout the Life of CO2

Storage Project

Best Practice 9: Monitor the Performance of 

the Outreach Program and Changes in Public 

Perceptions and Concerns

Best Practice 10: Be Flexible – Refine the Public 

Outreach Program as Warranted

3.0 Conclusion
32

Appendix 1

RCSP Information

When DOE formed the RCSP initiative in 2003, it 

took into account the differences in the United States’ 

geology, topography, climate, economic activity, 

population density, infrastructure, and socioeconomic 

development. DOE awarded cooperative agreements 

to seven partnerships through an open and competitive 

solicitation. The RCSPs are regionally based networks 

of state agencies, universities, private companies, 

national laboratories, environmental groups, and 

nonprofit organizations, whose diversity has proved 

relevant to their success. Under this arrangement, 

the various partnerships could focus on the CCS 

opportunities within their specific regions, collectively 

build an effective and robust nationwide initiative, and 

begin to build the regional infrastructure necessary 

to deploy the technology. The seven RCSPs currently 

comprise more than 350 organizations covering 

43 states and four Canadian provinces. 

The RCSPs are founded on the premise that local 

citizens, institutions, and organizations will contribute 

valuable experience, expertise, and perspectives that 

more appropriately represent the concerns and desires 

of a given region, resulting in the development and 

application of technologies best suited to their areas 

of the United States. In addition to geologic carbon 

storage, the RCSPs are also evaluating terrestrial 

sequestration options in soils and organic material 

through the restoration of agricultural fields, grasslands, 

rangelands, wetlands, and forests.

The RCSP effort consists of three interrelated phases – 

Characterization, Validation, and Development – with 

each subsequent phase augmenting and building upon 

the previous phase. This approach has provided the 

RCSPs with invaluable knowledge and experience. The 

purpose of the Characterization Phase (also referred 

to as Phase I), completed in September 2005, was to 

collect data on CO2 sources and sinks and develop the 

resources to support and enable future CO2 storage 

field tests and deployments. By the end of this phase, 

each partnership had succeeded in establishing its 

own regional network of companies and professionals 

working to support CO2 storage deployments; created 

a network of regional carbon storage atlases for the 

United States (NatCarb), which were used to identify 

the most promising CO2

 storage opportunities; and 

raised awareness and support for CO2

 storage as a 

GHG mitigation option, both within industry and the 

general public. During the Characterization Phase, the 

partnerships also began to assess public awareness and 

attitudes toward carbon storage.

The transition from the Characterization to the 

Validation Phase (Phase II) began in 2005. The 

focus shifted to pilot-scale field tests of geologic and 

terrestrial sites to validate the efficacy of CO2

 storage 

technologies in the United States and Canada. General 

information on the RCSP Validation Phase activities is 

shown below (Figures A1-1 and A1-2). Included are the 

locations of the pilot-scale tests conducted between the 

RCSPs and their commercial partners for injecting CO2

into saline formations, depleted oil and gas reservoirs, 

and unmineable coal seams, and the locations of 

terrestrial sequestration projects. During this work, the 

RCSPs continued their efforts to characterize regional 

geologic and terrestrial CO2 storage opportunities by 

using the results of the field projects and collecting 

additional data. The Validation Phase tests allowed the 

partnerships to further their knowledge of the geology 

in various regions and to test techniques and approaches 

for modeling and monitoring injected CO2

. The field 

tests provided them with the opportunity to work 

closely with the public to develop a better understanding 

of the concerns about carbon storage and the ways in 

which those concerns could be successfully addressed.

Appendix 1: RCSP Information
Appendix 1: RCSP Information 33

The Development Phase (Phase III) started concurrently 

with the last part of the Validation Phase and includes 

seven to nine large-scale field demonstrations, each 

injecting at least 1 million tons of CO2 into a range of 

geologic formations. Each formation is considered to 

be a major storage reservoir in its respective region. 

Together, these formations are expected to have the 

potential to store hundreds of years of stationarysource CO2

 emissions. In total, the third phase will 

last 10 years, including two to three years of site 

characterization, three to four years of injection 

operations, and at least two years for post-injection 

monitoring and site closure after injection has ceased. 

For the Development Phase, the RCSPs are developing 

outreach and educational materials to actively engage 

the public, stakeholders, and policy makers and to 

communicate the progress, results, and benefits of the 

large-scale projects and the overall benefits of removing 

CO2

 emissions from the atmosphere. Public outreach 

and education during the Development Phase will also 

encompass issues related to regulatory compliance.

Because public outreach plays a significant role in the 

RCSPs’ activities, there is an outreach coordinator 

for each partnership, who is required to develop and 

implement detailed outreach plans during each of the 

phases of research. Development Phase outreach efforts 

will employ the best practices learned in the first two 

phases and may yield further best practices as largescale projects are undertaken.

Each of the partnerships has developed information 

relating to the geology and projects within their region. 

In general, this information includes:

•	 General information about the partnership and its

region; the project team, its partners, the partnership’s 

lead organization; announcements and technical reports 

as they are published.

•	 General information about carbon storage, climate

change, and CO2.

•	 Access to the national or regional atlas of CO2 sources 

and emissions in the region; information on geologic 

CO2

 storage potential in the region; information on 

terrestrial sequestration options in the region; and 

regulatory and permitting information.

•	 Detailed information about the Phase II and Phase III

storage projects.

•	 Information and educational products developed

by the partnership, including fact sheets, briefing 

materials, links to the latest carbon storage news 

stories; and links to scientific topical reports.

•	 Links to photographs, video clips, and other multi-media

resources.

•	 Information about energy saving, GHG calculators,

and other tips for reducing CO2.

•	 Frequently Asked Questions page.

•	 Links and resources with additional information.

•	 Links to educational resources and pages for “kids” to

help school-age children learn more about the climate 

and the weather, potential climate change, and the 

greenhouse effect through online games, climate 

animation, and other activities.

The list below includes links to each RCSPs’ website 

and is followed by a summary description of each 

RCSP:

•	 Big Sky Carbon Sequestration Partnership –

http://www.bigskyco2.org

•	 Midwest Geological Sequestration Consortium – 

http://www.sequestration.org

•	 Midwest Regional Carbon Storage Partnership –

http://www.mrcsp.org

•	 Plains CO2 Reduction Partnership – 

http://www.undeerc.org/pcor

•	 Southeast Regional Carbon Sequestration Partnership

– http://www.secarbon.org

•	 Southwest Regional Partnership

on Carbon Sequestration – 

http://www.southwestcarbonpartnership.org

•	 West Coast Regional Carbon Storage Partnership –

http://www.westcarb.org
34 Appendix 1: RCSP Information

Figure A1-1: RCSP Validation Phase Activities (as of late 2009)
Appendix 1: RCSP Information 35

Figure A1-2: Validation Phase Geologic and Terrestrial Field Test Project Details (as of late 2009)
36

Big Sky Carbon Sequestration Partnership 

(BSCSP) 

BSCSP is a coalition of more than 60 organizations 

including universities, national laboratories, private 

companies, state agencies, Native American tribes, 

and international collaborators. The BSCSP region has 

extensive basalt formations, saline formations, deep 

coal seams, and depleted oil reservoirs with significant 

storage potential for the regional CO2 emissions. The 

region also includes vast acreage of agricultural, range, 

and forest lands that can be managed for greater storage 

of soil carbon and carbon in biomass. While the BSCSP 

region currently produces only four percent of the CO2 

emissions in the United States, it is a key area for fossil 

fuel energy development and has one of the largest 

population growth rates in the Nation.

Midwest Geological Sequestration Consortium 

(MGSC) 

The MGSC is assessing the technical and economic 

feasibility of geologic formations in the Illinois Basin to 

store CO2 in coal seams, mature oil and gas reservoirs, 

and deep saline formations. Highly favorable storage 

areas exist in this region, given that two or more types of 

potential CO2 storage formations are vertically stacked 

in some localities. MGSC is also developing MVA 

protocols, investigating CO2 capture technologies for the 

region’s stationary sources, and determining the costs 

of transporting large quantities of CO2 via pipeline, and 

conducting regional hydrologic studies to determine the 

effects of commercial development of CCS in the region.

Midwest Regional Carbon Storage Partnership 

(MRCSP) 

The MRCSP lands have a great potential for carbon 

storage in deep geologic formations, including large 

areal extents of deep saline formations, depleted oil 

and gas reservoirs and coal seams. Gaining a better 

understanding of the distribution of these formations 

across eight states and their ability to sequester CO2 

is a continuing focus of MRCSP’s geologic research. 

MRCSP’s terrestrial field tests to demonstrate soil 

carbon storage in cropland, degraded wetland and 

marshland, and reclaimed minelands have enabled 

the partnership to measure the impact of improved 

land management practices and increased their 

understanding of storage opportunities in the region.

Plains CO2 Reduction (PCOR) Partnership 

The PCOR region, covering parts of both the United 

States and Canada, offers significant potential for 

storage in limestone, sandstone, coal seams, and 

depleted oil and gas reservoirs. PCOR has confirmed 

an enormous potential for carbon storage in strata 

suitable for EOR and estimates additional oil recovery 

through regional EOR applications of over 1.4 billion 

barrels. Geologic field tests conducted by PCOR 

have established the multiple benefits of CO2 storage 

with EOR, CO2 storage with hydrogen sulfide (H2S) 

disposal and simultaneous EOR, and CO2 storage with 

simultaneous enhanced coalbed methane (ECBM) 

extraction. PCOR’s wetland restoration activities in the 

Prairie Pothole Region are providing the background 

information needed to determine carbon offsets, 

develop protocols and standards for land management 

practices, and provide a market-based CCS strategy 

for the future. PCOR is one of only two of the RCSPs 

encompassing a part of Canada.

Southeast Regional Carbon Sequestration 

Partnership (SECARB) 

SECARB estimates that 31 percent of the Nation’s 

CO2

 stationary source emissions come from the 

states in the SECARB region, and the region’s deep 

saline formations offer potential capacity for safe and 

permanent storage of those emissions. SECARB is 

working to characterize carbon sources and potential 

storage sites in the Southeast; identify the most 

promising capture, storage, and transport options; and 

address issues for technology deployment. SECARB 

has determined that the saline formations of the Gulf 

Coast and mature coalbed methane (CBM) reservoirs in 

the Appalachian and Black Warrior Basin are extensive 

and of regional significance as potential sinks for 

carbon storage.

Appendix 1: RCSP Information
37

Southwest Regional Partnership on Carbon 

Sequestration (SWP) 

SWP was created to advance early commercial 

opportunities for carbon storage. The partnership is 

investigating a variety of carbon sink targets for storage 

potential. More specifically, SWP is leveraging 30 

years of EOR experience in the region to determine the 

potential for saline formations, natural gas and depleted 

and marginal oil fields, and coal seams to store CO2. 

SWP is exploring the option to utilize the CO2 produced 

from natural CO2

 reservoirs with anthropogenic CO2

from power plants for EOR and natural gas recovery in 

the region. The existence of CO2

 pipelines that link CO2

sources with potential CO2 storage formations in the 

region makes the southwestern United States an optimal 

location for carbon storage.

West Coast Regional Carbon Storage 

Partnership (WESTCARB)

WESTCARB, encompassing areas in both the United 

States and Canada, is examining the storage potential 

in depleted oil and gas reservoirs, coal seams, and 

deep saline formations. The region offers significant 

potential for storage in porous sediments greater than 

2,500 feet deep, especially the saline formations and 

depleting hydrocarbon reservoirs of California’s Central 

Valley, Washington’s Puget Trough, and the depleting 

oilfields of Alaska’s North Slope. WESTCARB is 

also quantifying the extent to which changes in the 

management of forests, rangelands, and agricultural 

lands could increase carbon storage by plants and soils.

National Energy Technology Laboratory 

(NETL)

The NETL website, http://www.netl.doe.gov, offers 

extensive information about the elements that help 

to define the DOE Carbon Sequestration Program. 

The website provides an extensive program overview 

webpage with details about the five technical Core 

R&D focus areas, Systems Analyses capabilities, a 

FAQ information portal, information about the RCSPs 

with links to the partnership websites, and an extensive 

reference shelf. Links to numerous resources can be 

accessed via the Carbon Sequestration Reference 

Shelf on the NETL website. Each of the 10 categories 

on the Carbon Sequestration Reference Shelf has 

a variety of documents posted for easy access to 

current information. Once at: http://www.netl.doe.gov/

technologies/carbon_seq/refshelf/refshelf.html, click 

on the category link to view all materials related to the 

following categories:

•	 The Carbon Sequestration Newsletter

•	 Major Carbon Sequestration Educational Resources

•	 Program Overview Presentations

•	 Program Reports, Plans, and Roadmaps

•	 Journals and Scientific Articles

•	 Conference Proceedings and Presentations

•	 Project Descriptions

•	 Program Fact Sheets

•	 Regulatory and Policy Issues

•	 Systems Analysis

•	 Peer Review

•	 Best Practice Manuals

Appendix 1: RCSP Information
38

Appendix 2

Planning and Managing Public 

Outreach Activities

RCSPs have identified several key points of interaction 

with the public during the routine progression of each 

project. These include: announcing the test location and 

initiating site activities (seismic testing, if applicable, 

and drilling); applying for an injection permit; injection 

activities; and project closure. In effect, the overarching 

outreach strategy can be viewed as a series of plans 

that are tailored to the particular technical stage of the 

project. 

The expected outreach objectives and activities for 

each of four basic project stages are outlined in greater 

detail below. For each stage, the outreach team can 

develop a matrix or other tool to guide the specific 

outreach objective and the interactions and associated 

information materials to be undertaken with identified 

stakeholders. These matrices can be used as iterative 

working documents that change as events that are 

further away become more pressing.

Appendix 2: Planning and Managing Public Outreach Activities
39

Table A2-1: Examples of Outreach Objectives and Activities by Planning Stage

Stage Objectives Outreach Activities

1. Selection of Project, 

Conducting the Seismic 

Survey, Drilling and 

Core Sampling

Identify and inform key stakeholders 

about the nature of the project and 

types of likely activities, identify 

and inform stakeholders along the 

seismic survey routes, secure permit 

for drilling, and prepare for potential 

media coverage or public inquiry.

Activities may include:

• Developing talking points

• Conducting social characterization

• Holding informal conversations with local officials 

and key community leaders

• Developing project facts sheet and PowerPoint 

briefings

• Developing and disseminating information about 

the seismic survey

• Developing additional information about climate 

change, carbon storage, and the range of project 

activities

2. Submission and Review 

of Injection Permit

Build public awareness and support, 

secure injection permit, prepare for 

potential requirement for public 

hearing, and prepare for potential 

media coverage or public inquiry.

Activities may include:

• Updating talking points, fact sheets, PowerPoint 

briefing and the website, and preparing and 

distributing additional information materials as 

needed. Project updates (photos ongoing activities) 

are a helpful way of showing what is happening

• Confirming the preliminary list of stakeholders

• Scheduling and conducting telephone calls 

or informal meetings/briefings with identified 

stakeholders to provide information, ensure project 

awareness of potential issues of concern, and need 

for additional outreach

• Deciding on the extent of media activities

• Coordinating with the regulators in conducting an 

open house/informational meeting

• Where the regulator required a public meeting, 

providing an information table and staff to respond 

to questions at that hearing

3. Injection

Focus attention on the research, 

respond to questions, build further 

public awareness and support

The types of activity will depend on the process and 

outcome of the permitting process and may include:

• Media event(s)

• Site tours

• Website and information materials development

4. Closure, Research, and 

Dissemination of Results

Cement relationships by keeping 

the community informed and 

disseminate results to a broad 

audience

Activities may include:

• Website and materials development

• Informational briefings

• Presentations

Appendix 2: Planning and Managing Public Outreach Activities
40 Appendix 2: Planning and Managing Public Outreach Activities

Table A2-2: Sample Planning Matrix: Managing Pre-Site Announcement Activities and Seismic Survey

Timeframe 

(time in advance 

of event date)

Stakeholder Outreach 

Objective

Outreach 

Approach

Needed 

Materials Responsibility Completed

3-4 Months Prepare and print 

needed information 

materials:

-- neighbor letter

-- briefing (ppt)

-- fact sheets

-- bullets 

Outreach staff

Corporate and 

plant site to review 

3 Months, 

before any 

activity occurs

State regulatory 

contacts

Initiate working 

relationship 

Project briefing Technical lead and 

staff

6 Weeks, before 

any activity 

begins

 Plant employees Inform, provide 

opportunity to 

ask questions 

Brief as part of 

regular employee 

meetings and 

communications

• Neighbor letter

• Summary fact 

sheet

Plant manager; 

project team 

to assist with 

materials

6 Weeks, before 

any activity 

begins

 Corporate staff Inform, address 

questions

~ 4 Weeks 

(coordinate with 

press release)

State officials 

(identify by name: 1, 

2, 3, etc.)

Initiate low-key 

courtesy call

Telephone call, 

informal meeting 

• Briefing (ppt)

• Summary fact 

sheet

• Other?

Government 

Affairs staff with 

assistance from 

project team

~ 4 Weeks 

(coordinate with 

press release)

State and Federal 

legislators (identify 

by name: 1, 2, 3, etc.)

Same Same • Six bullets

• Briefing (ppt)

• List of 6 bullets 

Government 

Affairs staff with 

assistance from 

project team

~ 4 Weeks 

(coordinate with 

press release)

Local officials 

in nearby states 

(identify 1, 2, 3, etc.) 

Initiate low-key 

courtesy call

Telephone call, 

informal meeting

• Briefing (ppt)?

• Neighbor letter

• Fact sheet

Plant manager 

with assistance 

from government 

affairs and project 

team

~ 4 Weeks 

(After host site 

contact with key 

officials)

Broader local public Announce 

selection

Press release:

Battelle press 

release followed 

by host site 

release

Draft release for 

management 

review and 

approval prior to 

Partners’ meeting

Outreach staff with 

technical leads
Appendix 2: Planning and Managing Public Outreach Activities 41

Timeframe 

(time in advance 

of event date)

Stakeholder Outreach 

Objective

Outreach 

Approach

Needed 

Materials Responsibility Completed

2-3 Weeks, 

ahead of seismic 

studies

Local road 

authorities and 

property owners

Discuss potential 

access/traffic 

issues on 

local roads 

with affected 

jurisdictions 

Obtain 

permission 

from private 

landowners 

for access to 

property 

Individual contact Permission form 

and information 

packet (cover 

note, neighbor 

letter, project fact 

sheet and seismic 

graphic)

Project team 

and seismic 

subcontractor (will 

coordinate with 

outreach staff and 

plant manager)

2 Weeks, after 

press release

Broader public Inform about 

broad activities, 

including 

selection of 

geologic and 

any other related 

work

Post information 

on website

• Program 

information and 

fact sheets 

• Site-specific 

information and 

fact sheets

Outreach staff

1-2 Weeks, just 

before and at 

onset of seismic 

studies

Neighbors who may 

feel/see testing

Inform and 

provide contact 

information in 

case of questions

Door tag 

information 

package

• Neighbor letter

• Project fact 

sheet

• Seismic 

graphic from 

subcontractor

Project team 

and seismic 

subcontractor (will 

coordinate with 

outreach staff and 

plant manager)

Post event: post 

selection of 

demonstration 

sites on project 

website

Leaders of state 

and regional 

environmental 

organizations 

Inform/provide 

opportunity for 

constructive 

engagement

Low-key call to 

inform about 

latest additions 

to website 

and provide 

for continued 

contact 

Information 

posted on website

Outreach staff
42

Appendix 3

Using Social Characterization to 

Enhance Project Management

“Social characterization” is an approach that uses 

social science methods to gather information about 

a community’s perceptions of geologic CO2

 storage 

and concerns about the technology in order to begin 

to develop an understanding of perceived community 

benefits from a project.

In this context, RCSPs define social characterization18 

as the rigorous and iterative investigation, analysis, 

and use of social science methods to improve project 

performance throughout the stages of site selection, 

project design, construction, operation, and project 

closure. By conducting social research within a 

community, the project team can begin to understand 

the ways in which individuals perceive the need for, 

risks of, and tradeoffs of carbon storage in a particular 

community. This research can yield insights about the 

different “publics” or stakeholders within a community 

and their levels of interest, information needs, and 

perspectives. Social characterization can also suggest 

appropriate ways to address those differing needs. 

The purpose of social characterization includes:

•	 Developing a solid understanding of the stakeholders’

concerns and perceptions about geologic CO2 storage. 

•	 Developing materials and outreach approaches that

inform and address various concerns, convey benefits, 

and making these materials accessible to target 

audiences.

•	 Gaining the broader public “permission” to conduct

a storage project (in addition to necessary permits) 

through openness and transparency. 

Just as the steps in geologic site characterization involve 

collecting and interpreting data, so the steps in social 

characterization also involve interpretation. The two 

diagrams in Figure A3-1 qualitatively portray this 

notion.19 The diagram on the left shows some of the data 

collected during geologic site characterization. The axes 

of the graph represent the degree of difficulty (cost or 

access) in collecting the data (vertical) and the relative 

importance of the data in assuring the performance of 

a project (horizontal). For example, it may cost more 

to conduct a seismic survey than it does to collect and 

review generic information on the regional geology of 

a site. However, the detailed information provided by 

a seismic survey may be more valuable in determining 

Appendix 3: Using Social Characterization to Enhance Project Management

18 Wade, S., S. Greenberg, “Afraid to Start Because the Outcome is Uncertain?: Social Site Characterization as a Tool for Informing Public 

Engagement Efforts,” Presented at GHGT-9, Washington, DC, 2008, El Sevier. 

19 Kelly, B. et al., “The Regional Carbon Sequestration Partnerships: Scaling-Up Outreach Efforts for the Deployment Phase,” presentation by 

Outreach Working Group at Carbon Sequestration Conference, May 2009, Pittsburgh, PA.

Figure A3-1: Comparison of Data Collection Challenges and Information Values
43

the suitability of a site. Yet, neither piece of data stands 

on its own and must be integrated for a full geologic 

“picture” of a site. As one moves to the upper right 

quadrant, it also takes more effort to interpret the data, 

requiring a higher degree of training and experience. 

In similar fashion, the diagram on the right presents 

information collected during social characterization. 

In the upper right quadrant, the information not only 

becomes more important to the success of a project, but 

it also becomes increasingly difficult to interpret.

Although the concept of social characterization 

may seem straightforward, it requires concerted 

and methodic effort to do well. To the extent public 

outreach plays an important role in the cost-effective 

implementation of projects, social characterization 

should be approached seriously and integrated into 

the overall effort to develop a project. It should be 

noted that social characterization is not a means by 

which to identify communities that are economically 

or otherwise disadvantaged. Rather, it is a means of 

gaining insight into the driving forces, key decision 

makers, questions and concerns, and group dynamics 

within a community – all factors that contribute to 

community engagement.

Appendix 3: Using Social Characterization to Enhance Project Management
44

Appendix 4

Sample Communications Plan

Creating a communications plan is a major step in 

defining and making explicit the communication 

strategy for a project or partnership. Several 

components need to be considered when creating 

a communications plan, such as: who will be 

communicating, what methods will be used, which 

project member has priority, how will multiple partners 

be represented, when will communication take place, 

etc. This appendix provides an outline for creating a 

communications plan. These guidelines are meant to 

be used as a starting point and will not be all-inclusive 

for any individual project or partnership. A useful 

communications plan will be tied to the specifics 

of a project and will provide guidelines for how a 

partnership will conduct its communications activities. 

Questions for discussion include:

•	 What are the communication goals for each main

partner?

•	 Who needs to be at the table?

•	 Who will be communicating about the project?

•	 What are the media goals?

•	 Who talks to the media?

•	 What is the message?

•	 Who responds in a crisis?

•	 Whose communications get priority?

•	 Which policies get priority?

•	 Who is included in press releases?

•	 Will there be site visits?

•	 Will photography be allowed?

•	 How will the communications plan be implemented?

•	 How do communications impact safety and operations?

Open and early discussion needs to take place between 

all partners about what their respective communications 

goals are. Partners may have different communication 

goals that will need to be integrated into the overall 

communication plan and strategy. 

For example, one organization might want to highlight 

the scientific contribution they are making toward the 

project and to be recognized as a leader in storage 

research; another company may want to highlight their 

technological contribution to site characterization, 

site development, and project management; while yet 

another could be interested in highlighting themselves 

as a project cooperator.

Several meetings may need to be held to prior to 

writing a communications plan. The following is a 

sample approach the writing and review process for the 

development phase of a communications plan:

•	 Hold an initial meeting to discuss project

communication goals.

•	 Create a draft plan between one or two of the major

partners.

•	 Incorporate lessons learned from other sites, if

possible.

•	 Have plan reviewed by principals.

•	 Send draft to multiple groups and individuals who

will have input into plan. 

•	 Host meetings to discuss merging of corporate

policies.

- Safety.

- Crisis.

- Media.

- Photographs.

•	 Have a second round of revision and review

incorporating all comments and policies.

•	 Distribute final version.

When implementing a communications plan, devise 

a way that all individuals and companies who will 

be working on the project receive a copy of the plan. 

Another option is to have a sign-off sheet that is 

distributed with the plan (either in person or via e-mail). 

This assures that staff has read and agree to the plan. 

Distribution of the plan is best handled in person with 

a brief presentation about the contents of the plan. 

Pick a meeting where the staff will be present, such 

as a mandatory Quality, Health, and Safety Training. 

E-mail copies of the plan to individuals who cannot 

attend such a meeting. All new personnel should 

Appendix 4: Sample Communications Plan
Appendix 4: Sample Communications Plan 45

Sample Communications Plan Outline

1. Purpose of Plan

Explain why the plan was created, who needs to read and follow the plan, and give contact information for 

individuals who have questions about the plan.

2. Project Information and Description

Create a standard description of the project background that provides plan users with information. This 

description can also be used by the communications team when a project description is requested by the media 

or other contacts.

3. Consortium Descriptions and Funding Statement

Provide the standard funding statement for all publications. 

4. Target Audiences

Outline your target audiences and define how this plan will be used to reach those target audiences.

5. Communications

Identify the individuals who are cleared/trained to speak with the media and conduct project communications. 

Provide contact information for those individuals. You may also want to write a simple response statement for your 

project staff to use when referring media to someone on your approved list.

6. Papers, Presentations, and Research Findings

Outline how each of these categories will be handled on the project. Discuss the review process, the posting 

process, delivery guidelines, etc. Provide contact information, including who to contact with questions.

7. Site Visits

Outline how site visits will be handled, who will conduct tours, onsite rules and procedures. State whether 

or not cell phone usage or photographs will be allowed. CO2 storage projects have the potential to attract a 

lot of attention. Planning ahead for visitors and providing learning opportunities is an important piece of the 

communications strategy. By having a plan in place, you can be prepared for periods of high activity, such as 

drilling wells (and other activities outlined in Appendix 2). Consider possible audiences to determine how site visits 

will be done and your onsite policies. Audiences may consist of:

• International visitors.

• National and local media.

• VIPs.

• Partnership meetings. 

• Community members.

• Government officials.

• EPA personnel.

• University faculty and students.

• Teachers.

• Bus drivers.

8. Personal Protection Equipment (PPE) Requirements

Give a brief description of the onsite PPE requirements to reinforce personnel understanding of what is expected 

of them onsite.

9. Photography Policy

Define and describe the photography policy: Are photographs allowed? If so, is there a designated person/group 

that must approve photos taken? How will approved photographs be shared? 

10. General Safety Rules

Describe onsite safety rules.

11. Crisis Communications

Indicate who is cleared to speak to the media in the event of a crisis, the call tree order, the procedure for 

communicating with onsite staff. It is important to stress that crisis responses to the media will be dealt with only

by specific personnel, who are listed along with their telephone numbers.

12. Webpage

Give the link to your website here and a general outline of the contents so everyone can familiarize themselves 

with it and refer interested parties to seek more information.

13. Frequently Asked Questions

Consider providing a set of frequently asked questions so that the staff knows the answers and are familiar with 

the project.
46

receive a copy of the plan. Other parties to consider 

for plan distribution: corporate partners, new onsite 

personnel, office personnel, new scientific personnel. 

There are additional professional communicator resources 

a project developer may wish to consider in developing 

communications plans. These include the International 

Association of Business Communicators (IABC) and 

the Public Relations Society of America (PRSA).

Crisis Communications

The project manager, major subcontractors, and host 

industrial partner should develop a crisis plan to go into 

effect in the event a technological crisis occurs. This 

document, which may be called a “bridging document,” 

details responsibility for specific tasks in the event of an 

emergency, how emergency services will be handled, 

and what safety procedures will be followed. The first 

step for the communications team, when thinking about 

crisis response, is to determine if the project has a 

crisis plan in place. If it does, the outreach team should 

familiarize itself with the details of the plan, consider 

how that information relates to communications, and 

determine what details need to be repeated in the 

communications plan. The team also needs to define 

how communications will be handled in the event there 

is a crisis. Who are the individuals authorized to speak 

to the media? How will each member of the team be 

notified? Who is the first call? 

The point to remember in crisis communications is that 

many key individuals will be busy handling the crisis 

and the communications team should be able to respond 

externally with a spokesperson or two who can quickly, 

calmly, and effectively communicate with the media. 

The crisis communications plan needs to account for 

this fact and ensure that the individuals who need to 

be on the ground handling the crisis are not the same 

individuals who will speak with outside sources. 

•	 Crisis team defined.

•	 Plan in place.

•	 Call list established.

•	 Emergency phone number posted at each telephone.

•	 All staff safety induction.

•	 Risk reduction and mitigation.

There are additional professional communicator resources 

a project developer may wish to consider in developing 

communications plans. These include the International 

Association of Business Communicators (IABC) and 

the Public Relations Society of America (PRSA).

Appendix 4: Sample Communications Plan
Appendix 5: Sample Press Release Elements 47

Appendix 5

Sample Press Release Elements

The following template contains four main sections and 

guidance for writing a good press release.

Guide for Writing a Good Press Release

1. A release date (and time, if needed). 

Example: FOR RELEASE June 20, 2010.

Use “FOR IMMEDIATE RELEASE” when information is not time sensitive. 

2. Contact information for the person journalists should contact if more information is desired.

3. Headline

4. Body text:

• Try to limit the overall length to one or two pages. Make each word count. Keep paragraphs short. Consider using 

the Associated Press Style Guide.

• Write a strong opening. Lead off with a “capsule” of the most important information (who, what, where, when, 

why) in paragraphs one and two. Allow for elaboration and greater detail in subsequent paragraphs.

• Write a complete story as you want it told. The news release, or part of it, may appear in a publication or with 

little or no modification.

• Write in a plain, direct style that is easy to read:

- Avoid jargon, clichés, and hyperbole

- Spell out acronyms

- Use active verbs whenever possible

- If it is necessary to use terms or concepts that are likely to be unfamiliar to the general public, provide concise 

explanations

• Consider using direct quotes from reputable sources to provide a first-person point of view.

• Ask another person or several people to proofread the news release to identify any errors or omissions and to 

suggest possible improvements/clarifications. If several organizations are involved, try to obtain review from 

each.

• Check any images to make sure they do not contain unintended visual messages (someone without a hardhat on 

a drill site, for example).

• If you are using outside sources, make sure you have permission. Provide credit if it is requested by the source.

• Include brief background information on the organization(s) involved in the project or event.

• Gain exposure for your news release by posting it on your website, alerting media contacts, and notifying 

potentially interested parties (partners, people mentioned in the news release, DOE/NETL, and/or other 

organizations engaged in similar activities).
48 Appendix 6: Sample Fact Sheet and Poster Guides

Appendix 6

Sample Fact Sheet and Poster Guides 

Outlined below are some useful considerations for 

creating fact sheets and posters for CCS projects:

•	 Targeting an Audience: The first aspect to 

determine when planning a fact sheet or poster is the 

intended audience. A document designed for general 

readership is going to differ from a document drafted 

for a targeted audience such as a community with a 

proposed CCS project. Where more general content 

would work for broader distribution, fact sheets and 

posters for a targeted audience should contain more 

localized or specialized content that addresses the 

information needs and level of understanding of the 

intended audience. 

•	 Providing Useful Content and Addressing Gaps

in Public Knowledge: One of the most common 

mistakes made when writing a document for the 

public is to assume that individuals are aware 

of the activities in their community, region, or 

nation. Some individuals are limited by time and 

resources, including accessibility to information and 

knowledge of where to look. This is especially true 

for information pertaining to climate change and 

strategies for mitigation and adaptation. To account 

for possible knowledge gaps, fact sheet and poster 

content should provide background information, 

which may include topics such as why CO2

 storage is 

important, how it is done, what goes into choosing a 

suitable site for storage, and what safety measures are 

in place to address risk. Interaction with a community 

and research to better understand their needs and 

concerns can help determine what information 

is appropriate and what gaps exist. This includes 

obtaining demographic information and researching 

past experiences with health, economic and 

environmental issues. A community’s history with 

industry and government agencies can potentially 

impact community members’ overall view of a project 

(i.e. trust and fairness issues). A community’s belief 

in or skepticism toward climate change should also 

be taken into account. This background research can 

then be used to shape the content of the document, 

making the information relevant to the community 

by addressing their specific questions and concerns 

about the proposed project within the context of their 

understanding.

•	 The Power of Objectivity and Transparency:

When individuals are notified about of a proposed 

CCS project in their community, they want factual 

information that accurately depicts the possible 

impacts (e.g., economical, environmental, and social). 

They are not interested in promotional materials. 

Fact sheets and informative posters need to use 

statements that are straightforward, while avoiding 

an authoritative tone (i.e., implying the experts know 

best), which can be off-putting. The audience should 

be allowed to draw their own conclusions about a 

technology without feeling pushed in one direction or 

another.

In relation to objectivity, fact sheet and poster content 

should also strive to be transparent. This includes 

being open about such things as locations, impacts, 

partners, etc., as well as admitting to uncertainties. 

Though transparency will not eliminate skepticism, 

it can build trust with a community, opening up 

opportunities for more positive discussion. 

•	 Message Clarity: Crafting a message that speaks 

to an audience of various educational levels and 

backgrounds requires limiting the use of technical 

terminology. Technical language can alienate a 

general audience and cause them to miss the point of 

the document. Instead, fact sheets and posters should 

employ more common terms. A useful strategy for 

catching terms not commonly used in the public 

lexicon would be to test the content on individuals 

unfamiliar with the technology and make changes 

accordingly. Acronyms and abbreviations should be 

used sparingly, and a complete title should be written 

out before the continued usage of either. 
49

Length is another consideration. Time is a valuable 

commodity in today’s society and a fact sheet or 

poster that is too long runs the risk of losing the 

audience’s attention. Short, concise documents 

that present a clear message without peripheral 

information tend to be better received. This means 

providing only information that directly pertains to 

the project and/or process. Individuals want to be 

able to pick out the main points quickly and easily 

without getting bogged down in lengthy explanations. 

Font and font size are also something to consider, 

especially for posters. Trying to squeeze too much 

information into a document can be overwhelming, 

resulting in individuals moving on before reading the 

entire poster. Individuals also want to be able to read 

a poster from a distance to allow other readers the 

option of reading it at the same time. Therefore, text 

size and font should be scaled accordingly.

A final consideration is the possible need for 

materials in languages other than English. In areas 

of the United States where English may not be a 

first language, such as states bordering Spanish 

speaking countries or regions with Native American 

nations, this is especially important in order to ensure 

inclusion of all members of a community. Research 

into a community should be able to determine 

whether or not translated material will be necessary.

•	 Providing Contacts and Access to Further

Information: A key piece of information for any fact 

sheet or poster is the inclusion of contact information. 

Individuals want to know they can actually contact 

someone if they have questions or concerns about 

a project. In addition to serving as an additional 

reference to project outreach materials, providing 

contacts also builds community trust and contributes 

to future opportunities for open communication. 

Information should include multiple forms of contact 

such as a mailing address, e-mail address, and phone 

number.

Fact sheets and posters should also note other 

resources for accessing information about a project 

and/or planning process. This can be done by 

providing a project website or, where possible, a 

physical location where more information is available.

•	 The Value of Visuals: It is often said that a picture 

is worth a thousand words. In the case of CCS, an 

image sometimes communicates better than a long 

description and has the added benefit of saving 

space and breaking up text. Providing visuals, 

especially when discussing underground activities and 

processes, is a useful way to communicate how CCS 

works. Like the rest of the document, visuals and 

captions should use common language when possible. 

Examples of visuals include pictures and figures 

depicting equipment and activities (i.e., vibreosis 

trucks, injection wells, maps, models, and geologic 

cross sections) as well as tables demonstrating site 

capacities and timelines. It is also helpful to show 

action shots, provided they are visually appealing 

and compliment the written content. Complex figures 

that do not lend anything to the message should be 

avoided.

•	 Potential Topics for Fact Sheets and Posters: As 

mentioned in the best practices, fact sheet content 

depends on the audience and their questions and/

or concerns about a project. Listed below are a few 

suggested topics for CCS project fact sheets:

- CCS as a strategy for climate change mitigation.

•	 CO2 storage.

•	 Terrestrial storage.

- Policies related to CCS projects.

•	 Liability.

•	 Party responsibilities.

- Facts about the project and the process of CCS.

- CO2 sources and sinks.

- Mitigating risk.

- Frequently Asked Questions.

•	 Use of Sidebars and Text Boxes for Fact Sheets:

These sections can accommodate smaller pieces of 

information such as contact information, project or 

corporate websites, project costs and funding sources, 

a list of partners, project logistics (location, duration, 

etc.), additional references, or a digest of a company’s 

mission statement. 

Appendix 6: Sample Fact Sheet and Poster Guides
50

•	 Written Content for Fact Sheets and Posters: The 

following suggested sections depend on document 

topic, relevancy, and space. For fact sheets, one- to 

two-sided documents are preferable, but size can 

be expanded if content warrants it. Poster sizes can 

vary and are generally dependent on display space. 

Remember to use an easily readable font on fact 

sheets. Posters on the other hand require a larger font 

size. 

- Introduction or description.

- Background.

- Goals/benefits to society.

- Action steps or activities.

- Timeline/status.

- Successes/Accomplishments.

The RCSPs have developed numerous posters, fact 

sheets, and visual content about CCS and many of 

these materials are posted on the individual partnership 

websites, which can be accessed through: http://www.

netl.doe.gov/technologies/carbon_seq/partnerships/

partnerships.html.

Appendix 6: Sample Fact Sheet and Poster Guides
51

Appendix 7

Planning a Site Visit 

Site visits and tours provide an excellent opportunity to show stakeholders what is involved in a CO2 storage project 

and provide opportunities for one-on-one informal discussions with members of the technical team. There are four 

main phases to planning a site visit: 

This section offers suggestions for facilitating a productive site visit. 

Appendix 7: Planning a Site Visit

Figure A7-1: Main Phases to Planning a Site Visit

Phase 1: Conceptualization 

Determine the Purpose of the Site Visit

Defining the purpose of a site visit will assist in 

the later steps of the planning process and also 

allow you to gauge the effectiveness of your 

efforts. The purpose could include any of the 

following: community education; generating 

positive project publicity; relationship building; 

networking with partners; community trust 

building; information exchange with regulators; 

and/or generating community ambassadors/

supporters. In all cases, staff should use the visit 

as an opportunity to learn from the audience and 

engage in two-way communication. This can be 

accomplished by making sure there is adequate 

time for the audience to ask questions and to have 

discussions with project staff.

Determine the Expected Outcomes

In conjunction with defining the site visit purpose, 

the desired outcome(s) for the site visit should be 

determined. If possible, the desired outcome 

should be something that is measureable. 

Desired outcomes may include: public approvals, 

statements, endorsements, or quotes from 

community leaders; favorable press in local media; 

generation of financial support for the project; 

engagement with student interns; and/or improving 

or streamlining the permitting processes.

Determine the Audience

The audience will likely become apparent 

once the purpose and expected outcomes 

are defined. Audience members may include: 

industry representatives, researchers, non-profit 

members or staff, community leaders, interested 

groups, landowners, politicians or other decision 

makers, regulators, members of the media, 

teachers, students, or the general public. In a multistakeholder or public event, it is advisable to include 

those who may have vocally opposed the project. 

This will help initiate open relationships, correct 

misinterpretations, and ensure that community 

concerns or educational needs are addressed and do 

not become barriers for project implementation or 

financing.

Determine the Type of Site Visit

Once the purpose, expected outcomes, and audience 

have been determined, determine the type of event 

needed to accomplish the objectives. Group size, 

site visit location, and duration of event are factors 

to consider. 

•	 Group Size: Group size should be limited if 

substantial one-on-one interaction with the 

audience is desired. In some cases, a site visit 

tailored to one person may be valuable if that 

individual can significantly influence the project. 
52

In other cases, a large group may be appropriate 

to gain exposure for the project in the community. 

Group size will also be dependent on the number 

of available staff and site capacity.

•	 Site Visit Location: Site visits are often conducted 

at the field site, or sometimes at a laboratory. 

However, it may not always be possible to visit 

a field site due to weather, security, or other 

reasons. In that case, a site visit may be held 

at another public or private facility. Another 

option is to have a “tour” type visit, with stops 

at multiple locations. This can be a nice option 

if individuals need to be briefed in an inside 

setting, prior to or after a trip to the field site. 

Transportation, accessibility, and timing for the 

visit must all be taken into consideration to ensure 

that individuals can reach the site safely. Offsite 

parking may be necessary to keep the group 

together and limit the number of cars onsite or 

provide a gathering point for sites with restricted 

access.

•	 Duration: The duration of the event will depend 

on: project personnel’s and attendees’ schedules; 

travel time and time for safety briefings; and time 

necessary to accomplish the tour’s objectives, 

including allowing ample time for questions, 

answers, and discussions.

Phase 2: Planning

The planning phase will establish and organize many of 

the key details necessary for the event to be a success. 

Preparatory Planning

•	 Planning Team: First determine the roles and 

responsibilities of the staff who will be involved 

in the site visit. These individuals will make 

up the site visit planning team and will take 

care of the event planning. The following roles 

should be identified: group leader, spokesperson/

people, materials developer, safety manager, and 

additional staff support (administrative, note taker, 

photographer, videographer, etc.). It is a good 

idea at this point to discuss the event with project 

partners and determine their role(s) as well. 

•	 Budget: The budget for the event will need 

to be determined. Event expenses typically 

include: venue fees, materials and supplies, staff 

time, publicity/marketing expenses, hospitality 

expenses, and transportation. 

•	 Communications: Establish a communications 

team for the event and identify spokespersons 

early on. The communications team should 

be sure to cover both internal and external 

communications for the event. Company staff, 

while not working, often serve as ambassadors 

in the community and can inform individuals 

about the event and project outreach. Outside 

of the company, potential participants you 

may wish to invite include community leaders, 

partners, permitting agencies, and the public. This 

underscores the importance of having a presence 

in the community or, at a minimum, some 

contact with invitees prior to sending out event 

invitations. The communications team should 

also determine forms of marketing/publicity to 

be used for the event. Marketing options may 

include: advertising in local news (newspapers, 

TV, bulletins); online calendars/e-mail listservs; 

flyers; radio ads; press releases; website 

announcements and social media (Facebook, 

Twitter, etc.).

•	 Safety: Safety should be considered in the 

planning effort. This would include answering 

questions such as: What are the provisions for 

ensuring the safety of visitors? If visiting a 

site located on an existing industrial site, what 

are the safety protocols already in place at the 

industrial site? What are the contingency plans 

if an accident at the CO2

 storage site or the 

host industrial site occurs while the site visit 

is underway? Do visitors need to have safety 

equipment (e.g., hard hats, goggles, and/or 

noise protection) or wear appropriate clothing 

(e.g., steel-toed boots, closed shoes, and/or no 

loose fitting clothing)? Planners should also 

consider the logistics of keeping track of visitors 

and guiding them through the site.

Appendix 7: Planning a Site Visit
53

Site Visit Logistics

Site visit logistics include many details and are best 

completed early. 

•	 Determine a Time and Date for the Site Visit:

To determine the time and date of the event, first 

check with the personnel who will be involved 

with the event. Also, consider coordination 

with project activities, coordination with other 

community events, weather and seasonal 

conditions, and traffic.

•	 Determine the Site Visit Location and Policies: 

Determine if the event can be held in the field on 

site facilities. Alternative public locations include 

libraries, churches, schools, town hall rooms, or 

community centers. If the event is going to be 

inside (or have an inside component), consider 

the number of tables and chairs needed, audiovisual equipment needed (projector, laptop, 

cart, microphones, speakers, podium, stage, 

and screen). Determine the best options for 

transportation to the location (personal vehicles, 

company vehicles, or rented vans or buses). In 

addition, determine the visitor capacity of the 

location to make sure there is adequate space for 

the visitors and restroom facilities. For onsite 

or laboratory visits, visitor safety is a primary 

concern. Be sure to obtain a copy of site visitor 

regulations and permissions for the location and 

allow time for any required safety training or 

personal safety gear check-out. Determine the 

photo and media policy of the host site or facility. 

Decide if visitors will be provided with any 

refreshments. Write up an information sheet to 

include with the invitation to inform visitors of 

any policies or items they need to bring or wear 

(closed-toe shoes for example). 

Develop Site Visit Materials 

•	 Invitations: In advance of the event, start working 

on invitations. Establish the invitee list and their 

contact information and determine the best 

format(s) for the invitations (personal phone 

call, e-mail, letter, newspaper announcement, 

website postings, etc.). It is also wise to determine 

who the best person to deliver the invitations is 

for the event. Often, an invitation from a third 

party, community member, or local host may be 

more effective than from the project developer. 

After sending out the invitations, send out 

follow-up information that includes: directions, 

maps, policies, what to wear/bring, background 

information, and the event schedule and agenda. 

Send out reminders near the event date and 

include contact information for any event-related 

questions. 

•	 Other Materials: Determine what materials will 

be needed in advance and allow adequate time 

for development and production. Consider having 

some or all of the following materials on hand 

for the visit: event agenda, logistical information, 

project fact sheets, company brochures, 

PowerPoint presentations, question and answer 

sheets, project maps, project timeline, posters, 

folders for handouts, nametags for speakers and 

guests, sign-in sheet for attendees, signs to guide 

individuals, host site policy information, company 

contact information, rock or core samples, storage 

or other models, and multimedia (CCS or project 

videos). 

Phase 3: Event Day

By the day of the event, most of the work has been 

already taken care of to have a successful site visit. 

Here are some tips to run a smooth event: make sure all 

personnel involved know their roles, allow for ample 

set up and clean up time, bring all necessary materials, 

make sure food delivery times are coordinated, be 

sure to document the event (photos and notes), and

have a “Plan B” in case of inclement weather or other 

unforeseen circumstances. 

Phase 4: Follow-up Phase

Event follow-up can be as important as the site visit 

for the overall project outreach. Good event follow-up 

can solidify relationships, clarify questions, and show 

individuals that the outreach team is available and 

cares about their concerns. Below is a list of possible 

follow-up items: write-up an event summary; post 

any materials (photos, PowerPoint presentation, and/

or posters) on website or distribute as needed; answer 

any inquiries from attendees; send thank you notes 

to appropriate individuals; track all post-event press, 

publicity, and feedback; determine if an additional event 

may be needed; revise materials for the next event based 

audience understanding and feedback; and update the 

mailing list.

Appendix 7: Planning a Site Visit
54

Appendix 8

Conducting a Focus Group 

Focus groups provide information and guidance about 

a research topic through the use of group dynamics. 

Focus groups are essentially group interviews. A 

moderator guides a small group discussion on topics 

raised by the moderator. What participants in the 

group say during their discussions is the essential 

data in the focus group.20 According to Blankenship 

and Breen, “focus groups are an invaluable tool for 

marketing researchers and the sponsors that use them. 

For many purposes, nothing duplicates what can 

happen when a group of persons interested in a topic 

sit around a table for one to two hours discussing how 

they feel about that topic.”21

Effective moderation of focus groups is a specialized 

skill. Knowledge of facilitation techniques, developing 

appropriate questions, and how to analyze qualitative 

data are essential elements for effective focus groups. 

This document will not teach how to conduct a focus 

group, but simply provides helpful tips and information 

that can be used when conducting them.

A focus group’s success will be aided by the 

preparation that occurs before focus group participants 

become involved. In particular, consider these steps 

in planning and executing a focus group. Note that 

several suggestions in this Appendix refer to a focus 

group report prepared by the PCOR Partnership 

after conducting focus group interviews during the 

first phase of the partnership initiative. This report, 

entitled, “Carbon Sequestration – A Community Focus 

Group Study of Attitudes,” can be found in the reports 

section of the RCSP page on the NETL CCS website: 

http://www.netl.doe.gov/technologies/carbon_seq/

partnerships/phase1/workproducts_table.html.

Appendix 8: Conducting a Focus Group

20 Morgan, D.L., 1998, The focus group guidebook: Thousand Oaks, California, Sage Publications.

21 Blankenship, A.B., and Breen, G.E., 1993, State of the art marketing research: Chicago, Illinois, American Marketing Association, p. 225. 

22 Hanson, Sheila K., Daniel J. Daly, Edward N. Steadman, and John A. Harju. “Carbon Sequestration – A Community Focus Group Study 

of Attitudes in Williston, North Dakota.” PCOR Partnership, June 2005. http://www.netl.doe.gov/technologies/carbon_seq/partnerships/

phase1/pdfs/CommunityFocusGroup.pdf.

Step One: Establish a Purpose22

Defining the desired purpose from the outset will 

help guide the development of the focus group. For 

many focus groups, the purpose is likely explorative or 

descriptive in nature. However, focus groups can also be 

used to explain findings obtained from other methods, 

in which case research question(s) or hypothesis(es) 

should also be identified along with the overall purpose. 

Step Two: Choose a Research Team 

In addition to a moderator, someone experienced in 

qualitative data analysis is needed. Moderating the 

focus group and the resulting qualitative data analysis 

is typically done by the same person, but can involve 

more than one person or be a team effort. If a moderator 

is hired, spend some time communicating with him/her 

about the project. The moderator should understand the 

purpose of the research and what role it will play in the 

overall project. 

Step Three: Plan the Overall Logistics of the 

Focus Group(s)

Holding at least two focus groups is useful to compare 

and contrast findings. Focus groups should meet in 

neutral territory to minimize bias. A hotel room or 

conference room in a convenient location is best; 

corporate settings should be avoided. The dates and 

times of the focus group should be set far in advance, 

perhaps up to three months ahead of time. Plan to limit 

the time for a focus group to two hours or less. Usually 

somewhere in the range of 60 to 120 minutes is ideal. It 

may be appropriate to budget a stipend for participation 

of at least $25 per attendee or some suitable gift or 

gift certificate for participation. In addition, a meal or 

refreshments should be provided to help participants 

relax and feel comfortable.
55

Step Four: Recruit the Focus Group

A focus group consists of a small number (6 to 10) of 

relatively similar individuals who provide information 

to the interactive group discussion.23 Having a larger 

group does not allow sufficient time for all participants 

to speak and may also limit the detail of the responses 

because participants feel pressure to share time with 

others. Conversely, participants in a group that is too 

small may feel pressured into participating in the 

discussion more than they would like. Focus groups 

are particularly well suited for gaining insight into 

what issues are most relevant to target populations. 

•	 Determine a participant mix. The type of 

participants and the group dynamics in your focus 

groups will drive the type of information gathered. 

Focus group participants are typically chosen for 

their ability to provide insight into the issue under 

study. A balance is sought between homogeneity, so 

that the group gets along, and diversity to ensure that 

the group is truly representative of the population 

of interest. In the case of “general public,” an equal 

balance of men and women would be sought. It is also 

common to include various demographic categories, 

such as different age brackets and racial groups.

•	Develop a contact list of potential attendees. An 

initial list can be derived from a regional phone 

book and recruited randomly. Although focus groups 

are not statistical samples, they should still be 

representative of the underlying population of interest. 

•	 Locate and screen participants. Once a source of 

contacts is determined, the potential focus group 

participants should then be contacted, using a 

script, until the quota for the session is reached. 

The script should contain some background 

information about the purpose of the research, 

describe the incentives for participation, provide 

logistics of the meeting, and possibly provide 

questions to recruit just those individuals that meet 

the demographic requirements. For example, 18 

may be set as the minimum age for participation. 

Typically, focus groups are over recruited with 

the expectation of last-minute cancellations and 

no-shows. If eight participants are desired, recruit 

about 12 participants with the expectation that six 

to ten participants will ultimately participate. 

•	 Collect background information from the

participants. In the case of the PCOR Partnership 

focus groups, participants were asked to answer some 

questions intended to characterize the focus group 

participants (background, age, and employment) and 

to characterize their opinions on various topics related 

to the environment. A few participants completed the 

questions in advance, while others answered them 

onsite before the focus group meeting began. Sample 

questions are found within the PCOR Partnership 

Focus Group Report referenced at the beginning of 

the Appendix.24

•	 Confirm and encourage participation. Prior to the 

focus group meeting, participants should be sent a 

letter confirming their participation and providing 

them with the logistics of the focus group (time, date, 

place, directions, stipend amount, time commitment, 

etc.). Correspondence may also include background 

material about the topic and/or brief background 

questions as previously mentioned. Reminder calls 

should be made the day before each session with some 

cancellations expected.

Step Five: Design Questions for a Discussion 

Guide in Advance

Planning questions in advance is important to obtaining 

valuable feedback from focus group participants. 

Typically, an experienced moderator, together with 

staff, would prepare the questions. However, it is called 

a “guide,” because conducting a focus group is more of 

an art than a science. An example of a discussion guide 

is found in the PCOR Partnership Focus Group Report. 

Some considerations for designing questions include:

•	 Use open-ended questions. In most cases, a 

moderator seeks to elicit more than one- or two-word 

answers from participants. Open-ended questions, 

as opposed to yes/no-type questions, encourage 

participants to provide a more detailed answer. 

Appendix 8: Conducting a Focus Group

23 Popham, W.J., 1993, Educational evaluation: Needham Heights, Massachusetts, Allyn and Bacon.

24 http://www.netl.doe.gov/technologies/carbon_seq/partnerships/phase1/workproducts_table.html.
56

•	 Use follow-up or probing questions. An experienced 

moderator will know how to “work the group,” 

following up or probing relevant lines of questions to 

try to uncover the feelings and motivations behind the 

statements. Having some follow-up questions planned 

in advance is also useful.

•	 Avoid leading questions. In order for focus 

group findings to be valuable, they should reflect 

the participants’ genuine thoughts and feelings. 

Moderators should be neutral about the questions 

they pose and avoid questions that suggest any type 

of answer. For instance, “Wouldn’t you agree that 

climate change is threatening our planet” is an 

example of a leading question.

•	 Consider using both direct and indirect questions. 

Direct questions are easiest to write and easiest for 

participants to give a simple response. However, when 

direct questions are likely to put participants on the 

defensive, make them uncomfortable or not elicit 

truthful answers, indirect questions may be helpful. 

An experienced moderator will be familiar with 

indirect questioning techniques. Projective techniques 

are a useful type of indirect questioning. For example, 

asking how a focus group member’s neighbors would 

feel about an issue is useful. The participants often 

“project” their own feelings through their neighbors. 

It is safer to say how your neighbor would feel than 

how you feel. These indirect techniques are useful 

with controversial topics, such as climate change. 

•	 Plan a logical flow to the questions. At the 

beginning of the group, start with one or two general 

questions that allow each group member a chance to 

speak and see what they have in common with the 

other group members. These “icebreaker” questions 

help build the group dynamic. It is customary to start 

with the easier questions and then move on to the 

more difficult ones. 

•	 Expect a realistic timeframe. In order for 

participants to respond thoughtfully to moderator’s 

questions, they must have sufficient time. Estimate 

in advance how many questions can realistically 

be posed in the given timeframe. For example, if 

participants will require an average of one minute to 

answer each question, then a group of six participants 

would be able to cover just 10 questions an hour or 

six minutes a question. Also, some extra time for the 

unexpected and follow-up questions is useful.

Prioritizing the questions is advised, and these priorities 

should be discussed with the moderator. That way the 

moderator can judge the amount of time and pace of the 

group progress accordingly. If the group is going longer 

than expected, the moderator can cut the less important 

questions.

Step Six: Facilitate the Focus Group(s) with the 

Research Team

It is not advisable for more than the essential researchers 

to attend the focus group. The necessary team includes 

the moderator and one or two individuals to handle the 

audiovisual aspects and note taking. Observers, who do 

not have an active or behind-the-scenes role, will make 

the participants feel nervous and may bias the results. 

The amount and quality of information gained from 

focus groups will relate directly to the style and quality 

of group facilitation by the moderator. These suggestions 

will help ensure focus group facilitation:

•	 Introduce the research team and the organization.

In order for focus group participants to offer opinions 

freely, they must feel at ease and trust the moderator. 

Unless there is some reason to keep the name of the 

organization secret, an upfront introduction is helpful. 

Introduce the moderator to the participants along with 

any other researchers that are present, such as a note 

taker and an audiovisual assistant.

•	 Provide the context for the focus group. Most 

participants will have questions about why they 

been invited to offer their opinions, how the group 

will function, and who will ultimately use the 

results the group generates. Moderators should 

provide a brief overview of how and why the 

group has been assembled and offer to answer any 

questions. This is also a good time to explain the 

logistics of the session, why the session is being 

recorded (taped or notes taken), and that there are 

no wrong answers to any focus group questions. 

Appendix 8: Conducting a Focus Group
57

•	 Establish a conversational atmosphere with some

ground rules. Because focus groups are intended 

to gather participants’ opinions, it is essential that 

participants are at ease and feel that their input is 

valued. Moderators should be attentive listeners 

themselves. They should not interrupt or appear 

disinterested, but should encourage the attendees 

to participate. This code of behavior applies to 

participants as well. A skilled moderator will ask 

each participant to introduce himself or herself to 

the group, provide the rules for group discussion, 

and diplomatically intervene if one participant 

interrupts another, is dominating the conversation, 

or is otherwise disrespectful. In order to create an 

atmosphere that encourages participants to share their 

thoughts and feelings. The focus group should held in 

a space that is comfortable, free of distractions, and 

conducive to conversation and listening. For example, 

cell phones should not ring (or vibrate).

•	 Arrange to record participants’ discussion. In order 

to analyze and compare focus group results, it is 

essential to record the participants’ comments. As it is 

difficult for one person to both moderate a group and 

effectively record the session, it is best to arrange for 

a research assistant to take detailed notes along with 

tape recording and/or videotaping the group. Since 

backup data is always valuable, it is recommended 

to do all three (notes, tape recording, and video 

recording).

Step Seven: Analyze the Results

Once the focus groups have been conducted, conclusions 

can be drawn from the participants’ comments. It is 

recommended that the person analyzing the results 

have experience in qualitative data analysis, typically 

someone with graduate education in marketing research, 

psychology, sociology, education, or counseling or some 

specialized training in focus groups or qualitative research. 

Transcribing the focus groups is often the starting 

point, before analyzing the qualitative “data.” General 

suggestions for analyzing focus group results include:

•	 Look for consistent patterns. Results that are 

consistent among focus groups or across different 

demographics represent consistent patterns. If 

Appendix 8: Conducting a Focus Group

a consensus emerges about a particular issue or 

question, it deserves attention as a finding, typical of 

a sample from the population. For example, if focus 

group participants are almost universally suspicious 

of corporate press releases but trusting of university 

press releases, that represents a finding.

•	 Analyze results within the context of the group.

Some patterns in focus group results may only be 

evident with certain participant demographics. For 

example, a younger demographic may wish to hear 

more about the environment via e-mail updates. 

Whatever the finding, note the group or context, so 

that findings are not generalized out of context.

•	 Identify issues about which participants feel

strongly. Some focus group questions or topics may 

generate passionate responses, which can be flagged. 

For example, if some focus group participants are 

passionate about doing something about environmental 

issues, the project team may want need to consider how 

to involve the public in a meaningful way. Difficult or 

sensitive issues should also be noted.

•	 Gather ideas about messaging and how to reach

the audience. Focus group research is an invaluable 

resource in developing outreach materials and to 

guide the development or refinement of outreach 

products. Outreach products or draft outreach 

products may be used within the groups to stimulate 

conversation. For example, the PCOR Partnership 

group used the video entitled “Nature in the Balance” 

as a starting point for group discussions.

The final product of the focus group analysis is 

PCOR Partnership’s report of the findings: “Carbon 

Storage – A Community Focus Group Study of 

Attitudes in Williston, North Dakota.” 25

25 Focus Group Study in Williston, North Dakota, June 2005. 
58

Appendix 9

Additional Information about 

CO2 Storage 

There is significant experience in selecting sites for 

underground injection, as well as safely operating, 

monitoring, and closing them. This section describes 

some of the resources available for use in developing 

outreach materials. It also includes website addresses 

that are active as of the publication of the manual. The 

reader can also contact the partnerships through the 

websites listed in Appendix 1 if seeking additional 

information resources.

Physical Models of CO2 Storage – There are several 

physical models that can be used to visually illustrate 

the concepts for CO2 storage. Interested developers may 

be able to borrow or recreate these as follows:

•	 Understanding CO2 – Dry ice is actually a 

solid form of CO2 that has been compressed and 

refrigerated. When it is allowed to melt, or sublimate, 

in a glass jar, it gives off CO2 gas. Because CO2 is 

denser than air, it will collect in the glass jar and can 

be used in various ways to demonstrate the properties 

of CO2. The Gulf Coast Carbon Center (GCCC) has 

created a worksheet called, “An audience-pleasing 

physical model to support CO2 outreach,” which 

can be used in conjunction with dry ice purchased 

at a local ice or beverage store to demonstrate the 

properties of CO2. The worksheet can be found in the 

kids’ section of their website: http://www.beg.utexas.

edu/gccc/ and http://www.beg.utexas.edu/education/

co2_outreach/co2_outreach03.htm. This worksheet 

also includes instructions for building a model from 

glass marbles, a glass jar, colored water, and vegetable 

oil to demonstrate porosity and permeability.

•	 Using Core Samples of Rock to Demonstrate

Porosity and Permeability – Western Michigan 

University developed a demonstration tool using core 

samples of rock taken from a deep well. One sample 

is of a porous and permeable rock such as sandstone; 

the other is from an impermeably rock, such as shale. 

A hole is drilled about two inches into each sample 

and the fitting for a bicycle pump is cemented into the 

hole. To complete the demonstration, each sample is 

submerged in a large beaker full of water and bicycle 

pumps are attached to the fittings. The audience is 

asked to attempt to pump air through the samples. It 

is relatively easy to pump air through the porous rock; 

this demonstrates the concept of an injection zone. It 

is impossible to pump air through the impermeable 

sample; this demonstrates the concept of a caprock. 

Posters can be developed to more fully explain these 

concepts and to relate them to the local geology. 

Pictures of the setup are available on the MRCSP 

website and a copy is included below; developers 

interested in using this kind of a model should either 

contact an RCSP representative or the state geological 

survey for assistance in developing a set of samples.

•	 Physical Model of EOR and CO2 Storage in

Saline Reservoirs – The MGSC developed a dual 

sectioned Plexiglas model (see Figure 2-1) that allows 

the audience to see a representation of the process 

of EOR in one section and CO2 storage in a saline 

reservoir in the other section. The model operator 

uses a combination of colored water, vegetable oil, 

and CO2 generated by sublimating dry ice in a bottle 

of water (or baking soda and vinegar) to show how 

injected fluids move through the pore space created 

by gravel. NETL developed four of these models 

for use by interested parties. There is an instruction 

booklet with the models and/or someone who is 

already trained may be able to assist. 

Appendix 9: Additional Information about CO2 Storage

Figure A9-1: Core Sample Demo (Courtesy of Battelle)
59

Fact Sheets and Posters – Fact sheets and posters 

are a versatile method for conducting outreach since 

materials can be easily adapted for various publics 

and can cover a wide breadth of information ranging. 

The RCSPs can assist in the development of posters or 

may have posters and fact sheets that can be used for 

outreach events. The RCSPs can be contacted through 

the websites indicated in Appendix 1. 

Videos – There are several videos and animations that 

may be of use in outreach:

•	 Overviews of the RCSP Initiative:

- NETL Multimedia page: NETL’s Carbon Capture 

and Storage Program http://www.netl.doe.gov/

multimedia/index.html.

- Overviews of CO2 storage:

- NETL multimedia page includes several videos 

with overviews of CO2 storage and interviews 

with researchers: http://www.netl.doe.gov/

multimedia/index.html.

- Prairie Public Television documentaries cover 

several aspects of CO2 storage: 

http://www.undeerc.org/PCOR/documentary/

default.aspx.

- CO2 Capture Project (CCP) has created two 

videos describing how carbon storage works 

and explaining their research program: 

http://www.co2captureproject.org/.

•	 Technical Aspects of CO2 Storage

- Schlumberger has an animation of a seismic 

survey and the construction of an injection 

well on their carbon services homepage: 

http://www.slb.com/content/services/additional/

carbon/index.asp?entry=carbonservices&; this 

site includes contact information for individuals 

wishing to use the video for their outreach efforts.

- MRCSP has a video of vibroseis trucks conducting 

a seismic survey posted at the bottom of the 

webpage for the Phase II East Bend project: 

http://216.109.210.162/CincinnatiArch.aspx.

- Smithsonian documented how a well is drilled and 

what goes into CO2 storage as part of series on 

energy. The video can be viewed at the following 

link, but arrangements would need to be made 

with Smithsonian to use the footage elsewhere: 

http://www.learner.org/resources/series209.html.

Reservoir Maps – RCSPs contributed to the development 

of a national atlas of potential storage reservoirs 

and a basic primer on storage. This atlas is available 

online and as an interactive website. Most RCSPs have 

included a mapping function for their region on their 

website. In addition, a national map can be accessed at: 

http://www.natcarb.org/.

Professional Development for Teachers and

Curricula – There are a number of resources available 

for teachers:

•	 PCOR Partnership Educators page includes multiple

resources for teachers (http://www.undeerc.org/

PCOR/educators/default.aspx).

•	 Keystone Climate Status Investigation (CSI) –

(http://www.keystone.org/cfe/pel/services/csi).

Image Libraries

•	 CO2CRC (http://www.co2crc.com.au/imagelibrary/

index.html).

•	 CCP (http://www.co2captureproject.org/media.html).

Additional CCS Information Resources

•	 Research Institutes

- Massachusetts Institute of Technology (MIT) 

(http://sequestration.mit.edu/).

- Princeton (http://cmi.princeton.edu/research/

storage.php).

- Stanford (http://pesd.stanford.edu/research/

climate/).

- University of Texas (GCCC) (http://www.beg.

utexas.edu/gccc/).

•	 Other Research

- CO2 GeoNet (http://www.co2geonet.com/).

- IEA GHG (http://www.ieagreen.org.uk/).

- CO2CRC (http://www.co2crc.com.au/).

- IPCC (http://www.ipcc.ch/).

Appendix 9: Additional Information about CO2 Storage
60

Acknowledgments

This report presents materials prepared by the Outreach Working 

Group of the Regional Carbon Sequestration Partnership Initiative. 

Lead authors include the following:

Big Sky Carbon Sequestration Partnership

Lindsey Tollefson

Midwest Geologic Sequestration Consortium

Sallie Greenberg

Midwest Regional Carbon Sequestration Partnership

Judith Bradbury

Plains CO2 Reduction Partnership

Dan Daly and Sheila Hanson

Southeast Regional Carbon Sequestration Partnership

Gary Garrett

Southwest Regional Partnership on Carbon Sequestration

Tarla Peterson and Andrea Parker

West Coast Regional Carbon Sequestration Partnership

Rich Myhre and Marian Stone

Outreach Working Group

Sarah Wade

The authors wish to acknowledge the excellent guidance, contributions, 

and cooperation of the NETL staff, particularly:

NETL Technical Monitors

Sean Plasynski, John Litynski, and Traci Rodosta

Acknowledgments
61

Contacts

If you have any questions, comments, or would like 

more information about DOE’s Carbon Sequestration 

Program, please contact the following persons:

Sean Plasynski

Carbon Sequestration Program Technology Manager

Strategic Center for Coal

412-386-4867

sean.plasynski@netl.doe.gov

John Litynski

Sequestration Division Director

Strategic Center for Coal

304-285-1339

john.litynski@netl.doe.gov

Traci Rodosta

Regional Partnership Coordinator

Sequestration Division

Strategic Center for Coal

304-285-1345

traci.rodosta@netl.doe.gov
3610 Collins Ferry Road

P.O. Box 880

Morgantown, WV 26507-0880

304-285-4764

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Suite 201

Fairbanks, AK 99709

907-452-2559

1450 Queen Avenue SW

Albany, OR 97321-2198

541-967-5892

December 2009

626 Cochrans Mill Road

P.O. Box 10940

Pittsburgh, PA 15236-0940

412-386-4687

13131 Dairy Ashford, 

Suite 225

Sugarland, TX 77478

281-494-2516

WEbsite: www.netl.doe.gov

Customer Service: 1-800-553-7681