How to start a PIO program in your corrections agency

From inmate deaths and finding contraband to escapes, staffing shortages and viral videos, corrections agencies are under increasing scrutiny. Yet many still lack a dedicated public information officer (PIO) or a structured communications program. This leaves the frontline staff vulnerable, the leadership reactive and the public uninformed — or worse, misinformed.

Corrections agencies need to recognize communications not as a “nice-to-have,” but as a critical function of professional, modern public safety leadership. Building a public information program is one of the most strategic moves a corrections agency can make, and it’s possible no matter your size or budget. Here are seven steps to get you started.

| RELATED: Why every corrections agency needs a public information officer and strategic communications plan

Step 1: Make the case to leadership

Before hiring anyone or rolling out a new policy, start by gaining leadership buy-in. Correctional administrators face daily operational, staffing and budget challenges — so communications must be framed as a solution to risk, not another burden to bear.

A strong PIO program helps:

• Manage public narratives during high-stakes events like escapes, deaths in custody, use-of-force events, or legal challenges
• Ensure consistent messaging across staff, incarcerated individuals’ families, the media and elected officials
• Reduce misinformation, speculation and confusion — both internally and externally
• Demonstrate transparency and leadership during times of crisis
• Build long-term public trust through proactive storytelling

In many communities, fire departments, police agencies and EMS already rely on trained PIOs. It’s time for corrections to catch up — and step up.

Pitching it to leadership? Develop a short memo or presentation for executive leadership that outlines the risks of operating without a PIO and the benefits of building a communications function. Include recent examples of incidents that escalated due to silence or inconsistent messaging.

Step 2: Define the role and reporting structure

Next, clarify what your PIO will do and, just as importantly, what they won’t. In corrections, this role must be both strategic and operational. It’s not just about writing news releases — it’s about managing how information flows inside and outside the facility. Key responsibilities should include:

• Media relations and handling inquiries
• Drafting and distributing public statements
• Internal staff communications (especially during emergencies)
• Coordinating with facility leadership on incident messaging
• Managing agency social media accounts
• Developing talking points for wardens, directors, and senior leaders

To be effective, the PIO must report directly to senior leadership — ideally the commissioner, director, or superintendent. During critical incidents, the PIO should be embedded in the command structure and included in unified command decisions.

Deliverable: Draft a job description and an organizational chart that show where the PIO fits within your agency’s structure. Include key coordination points with legal, security, re-entry and human resources.

Step 3: Hire or assign the right person

You don’t need a large budget to launch your program — but you do need the right person. Some agencies start by reassigning an existing staff member with strong communication skills. Others bring in external candidates with backgrounds in journalism, public relations, or public safety communications.

Whether hiring or designating, look for:

• Strong writing and public speaking skills
• Ability to remain calm under pressure
• Familiarity with corrections culture and chain of command
• Willingness to be trained in best practices

Preferred qualifications might include:

• Experience in communications
• Journalism or public relations experience
• Public information training (e.g., FEMA IS-29 Public Information Awareness, FEMA L0105 Public Information Basics, FEMA E0388 Advanced Public Information Officer)

Deliverable: Recruit, assign, or contract a communicator — and commit to developing their capabilities through training and mentorship.

Step 4: Build the core tools

Even with a small team or part-time PIO, you need infrastructure. Start with these essential tools:

• An agency-specific strategic communications plan (should include crisis communications information)
• Pre-approved media holding statement templates
• A communications flowchart for critical incidents
• A media inquiry log or tracking system (Microsoft Excel works fine)
• Spokesperson guidelines and procedures for message approval

These documents ensure that your team isn’t improvising under pressure. They also provide consistency when multiple facilities or shifts are involved in a single incident.

Deliverable: Use free tools from resources like Corrections Communicated, FEMA, or partner agencies to quickly assemble your toolkit. Customize each to your agency’s policies and command structure.

Step 5: Establish protocols and training

Once you’ve got a person and a plan, establish clear protocols that include:

• Who drafts and approves public messages
• When and how to notify staff before news releases are issued
• How to coordinate and collaborate with legal counsel and human resources
• What the first 60 minutes of a high-profile incident response looks like
• When and how the PIO is activated during an event

Then, train accordingly:

• Train command staff on disciplined, consistent messaging
• Train supervisors on controlling rumors and internal information flow
• Train all staff on social media do’s and don’ts — including what not to post

Make public information part of your incident command training and shift-briefing culture. Treat it as a leadership function, not an afterthought.

Deliverable: Create a communications standard operating procedure (SOP) and integrate it into emergency planning and policy reviews.

Step 6: Communicate before the crisis

The best time to build public trust is before you need it. Too many corrections agencies only communicate when something goes wrong. But a good PIO program shares stories that reinforce the humanity, professionalism, and service-oriented mission of corrections.

Share:

• Staff promotions and graduations
• Community service events
• Re-entry success stories
• Family reintegration programs
• Volunteer spotlights and faith-based programs
• Partnerships with law enforcement or nonprofits

These stories show the public that corrections is more than confinement — it’s rehabilitation, service and leadership.

Deliverable: Start with a basic monthly messaging calendar. Commit to sharing at least one positive communication per month. Then build up from there.

Step 7: Keep growing the program

A PIO program isn’t a checkbox — it’s a professional practice. Your PIO must keep learning, adapting and connecting. Encourage your communicator to:

• Join professional associations like the National Information Officers Association (NIOA) or the National Association of Government Communicators (NAGC)
• Complete FEMA courses such as IS-29 (PIO Awareness), L0105 (PIO Basics) and E0388 (Advanced PIO)
• Attend local and regional training with other law enforcement agencies, fire departments, or emergency management
• Conduct after-action reviews (AARs) after each incident to improve future communications

Also consider succession planning. Don’t let your entire PIO function rest on one person. Cross-train a deputy or alternate spokesperson.

Deliverable: Create a professional development plan for the PIO and include it in annual performance reviews or operational planning documents.

Five common media communications errors in corrections

Click an error to see the better approach first, then how to train it. Copy ready-to-use language.

Final thoughts

A formal PIO program isn’t just about news releases. It’s about protecting your staff, informing your public and leading your agency with confidence — especially when the spotlight is on.

You don’t need a big budget to get started. You don’t need a full-blown media team. What you need is leadership buy-in, a clear structure and the will to act before the next crisis hits.

Corrections professionals are doing some of the hardest, most important work in public safety. Their story deserves to be told — truthfully, respectfully and strategically. Don’t wait for the next viral video, protest, or lawsuit to get serious about public information. Start now. Your staff, your community, and your mission depend on it.

How does your agency handle media communications? Share below.