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

By Paul D. Raymond Jr.

In today’s high-stakes environment, corrections agencies cannot afford to be silent, slow or scattered when it comes to communication. From use-of-force incidents and in-custody deaths to staffing shortages, escapes, contraband smuggling and legislative scrutiny, corrections professionals are increasingly finding themselves in the public spotlight — sometimes by choice, more often by necessity.

Yet far too many agencies still lack a dedicated public information officer, or PIO, and a strategic communications plan. Some rely on administrators to handle the media in addition to their already demanding responsibilities. Others assign the spokesperson role to someone without proper training, resources or a communications framework. In the absence of a strategy, agencies risk losing control of the narrative — or worse, losing public trust.

It doesn’t have to be this way.

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Silence is still a message

In corrections, “no news” is rarely good news. A lack of communication from an agency creates a vacuum, and that void is often filled by speculation, misinformation or sensationalism. Whether it’s a facility lockdown, a viral video of staff behavior or an inmate escape, the public expects timely, accurate information. And in today’s 24-7 news cycle and social media environment, the window of time to respond is measured in minutes, not days.

If your agency isn’t telling the story, someone else will. And that person may not have the facts, your agency’s perspective or any interest in accuracy.

A trained, empowered PIO allows the agency to respond with clarity, credibility and consistency. The PIO is more than a spokesperson — they are a strategic adviser to agency leadership and help shape how the organization communicates both internally and externally, during crises and periods of stability.

The strategic value of a communications plan

A communications plan is more than a binder collecting dust on a shelf. It is an operational document that defines the agency’s voice, values, messaging priorities and engagement strategies.

A strong plan outlines how to manage crisis communications, identifies spokesperson roles and approval workflows, and defines messaging for key audiences including staff, media, families and elected officials. It should also include standard templates for news releases, holding statements, social media posts and internal updates. Additionally, the plan should address monitoring protocols to identify misinformation, as well as guidance on internal communications tools such as email updates, leadership bulletins and intranet systems.

With a plan in place, the agency is positioned to communicate deliberately rather than reactively. That difference can determine whether an incident is well managed or spirals into a full-blown reputational crisis.

What happens without one?

The risks of operating without a PIO or communications plan are not hypothetical. Agencies across the country have experienced avoidable setbacks due to communication failures.

For example, an in-custody death occurs late on a Friday night. No public comment is made until Monday. Over the weekend, families and advocates take to social media with allegations. Staff feel blindsided, and confidence erodes.

In another case, a use-of-force video is leaked online. With no context or immediate response, the media frames the agency as secretive or negligent. Public trust declines.

Even positive stories are often missed. A successful reentry program receives national recognition, but the agency fails to share it publicly. The opportunity to highlight good work is lost.

These aren’t isolated cases — they are common outcomes when communication is an afterthought.

No budget? No problem. Start where you are.

Even agencies without the resources to hire a full-time public information officer can take meaningful steps to improve communications:

1. Assign a part-time communications lead, ideally someone with strong writing or media skills. Provide them with basic training, such as the Federal Emergency Management Agency’s Public Information Basics course, also known as L0105.
2. Develop core message templates, identify who can approve messaging, and create a simple process for getting information out quickly.
3. Establish a consistent, professional presence on social media. Even a basic approach that highlights programs, staff recognition or key initiatives can help build trust and visibility over time.
4. Include communications in emergency planning. The designated communications lead should participate in tabletop exercises, command post drills and after-action reviews.
5. Create an internal update process. Whether it’s a weekly email, staff newsletter or short video message from leadership, regular communication with staff can foster trust and reduce confusion.

These small actions can create immediate improvements, and they lay the groundwork for long-term capability.

Communication is staff support

Beyond the media and public, your most important audience may be your own staff. Correctional employees work in high-risk environments under tremendous stress. They deserve to feel informed and supported by leadership.

A well-organized internal communication strategy ensures that staff don’t hear about facility events from the evening news or social media. They hear it from you — clearly, directly and first.

Internal messaging also allows leadership to reinforce values, recognize achievements and build morale. Especially during times of change, strategic communication becomes a key leadership tool for maintaining unity and trust.

The bottom line

Strategic communication is not about spin. It’s about telling the truth, telling it well and telling it in a way that builds long-term credibility.

Every corrections agency has a story. That story can either be shaped intentionally or left to others to define.

Having a trained, trusted PIO backed by a communications plan is no longer a luxury — it’s an operational necessity. Agencies that invest in communication are better prepared to handle crises and better equipped to serve their staff, stakeholders and communities with transparency and professionalism.

Because in corrections, the message matters just as much as the mission.

FAQ about media relations in corrections

What does a public information officer do in a correctional facility?

A public information officer (PIO) serves as the primary liaison between the correctional agency and the public, including the media, elected officials and community stakeholders. The PIO manages crisis communications, drafts press releases, coordinates interviews and ensures consistent, accurate messaging. A well-trained PIO also advises leadership on communication strategy and helps build public trust through transparency.

How should correctional facilities respond to media inquiries?

Correctional facilities should respond to media inquiries promptly, professionally and with accurate information. Ideally, a designated PIO or communications lead should handle all responses using approved messaging protocols. Even if limited details are available, acknowledging the inquiry and setting expectations for updates is critical to maintaining credibility and avoiding speculation.

What’s included in a correctional crisis communications plan?

A correctional crisis communications plan outlines procedures for managing internal and external messaging during critical incidents such as in-custody deaths, escapes, riots or use-of-force events. Key components include:

• Designated spokespersons
• Approval workflows for messaging
• Prewritten templates for press releases and social posts
• Guidelines for staff communication
• Media monitoring and misinformation response protocols
• Contact lists for media, stakeholders and emergency partners

About the author

Paul Raymond Jr. is the assistant commissioner of the New Hampshire Department of Corrections. He previously served as the director of personnel & information and as a public information officer for the New Hampshire Department of Safety and the Division of Homeland Security and Emergency Management. During the COVID-19 pandemic, he led the state’s Joint Information Center at the direction of Gov. Chris Sununu. Raymond is one of 179 FEMA executive public information officers worldwide and teaches FEMA’s Public Information Basics (L0105) and Advanced Public Information Officer (E0388) courses. He is the founder of PDR Strategies, a consulting firm that specializes in crisis and strategic communications for corrections and public safety agencies.

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