PIO Stands for - Political Incident Organizer

“I’m a PIO, so I’m going to stay out of the politics and just do my job.” Aww…bless your heart. Being a PIO means that you have to be concerned with political ramifications and be good at political discourse and reconnaissance.

The first political scenario I faced early in my communications career was complex. Here are the facts:

• An elected official in the organization was stopped for a DUI by county law enforcement

• The official was released and escorted home by County Sheriff's Office

• My news contact calls me for information

• This Public official was a big advocate of Law Enforcement funding
  

Step 1: Assess the Situation

In political crisis communications, the foundational step is to swiftly and accurately assess the situation. As a government communicator, it's important to gather relevant information from reliable sources. These sources may include official reports, direct communications from involved parties, and credible news outlets. The objective is to construct a comprehensive picture of the crisis, encompassing both its immediate and potential long-term impacts.

In the above scenario, the list of facts above served as an assessment tool. Knowing the situation is imperative to initiate the narrative of the situation. Figure out the best-case scenario and work backward to achieve the optimal outcome.

Step 2: Locate Liability

Understanding the scope of the political crisis is essential. This involves identifying the magnitude of the situation, the geographical areas affected, and the demographics impacted. The potential ripple effects on public opinion, economic stability, and political alliances must also be considered. A thorough analysis of these factors can help in understanding the full landscape of the crisis.

In the above situation, the ramifications were clear.

1. Favoritism (by County Law Enforcement) on behalf of a County official who is an advocate for funding the department.

2. Improper use of County resources to transport the County official home.

3. Not prosecuting a County official who broke the law.
   

The potential liability runs rampant in this scenario. My job as PIO was to get in front of the situation, to find an explanation of the actions, and to clear up any potential reputation fallout that may result from the public's view.

Step 3: Create/Deploy a Communication Plan

The development of a strategic communication plan is paramount. This carefully crafted plan serves as the blueprint for all communicative efforts, ensuring that messages are clear, concise, and consistent across all platforms. The first step involves setting specific communication objectives that align with both the immediate needs of the crisis and the long-term goals of the government. These objectives should aim to address public concerns, dispel misinformation, and restore confidence.

The incident above doesn't lend itself to broad communications deployment, the information is sensitive and should be handled as such. So I chose a strategic approach to rectify the situation. After proper assessment, I realized that the County was not legally liable. All parties involved were their own entity - elected public officials. This fact made my job easier because each party involved had its own constituency. The County official was elected by their district and the Sheriff was elected by the County citizens. Any perceived misappropriation or favoritism would land inside their own camps.

Step 4: Align with Stakeholders

Aligning the communication plan with overarching political and governmental goals is essential for maintaining coherence and unity in messaging. This alignment fosters trust and credibility, as it shows a consistent narrative and a unified response from the government. Furthermore, the communication plan should incorporate mechanisms for feedback and adaptability, allowing for real-time adjustments based on public response and evolving circumstances.

In my scenario, I contacted my supervisor (The County Manager), the PIO for the County official, and the Sheriff's PIO. I crafted a message to subtlety let citizens know that responsibility for this incident lay within the Sheriff's office and the office of the elected official. If the media or public needed further details they would have to contact the appropriate entities. My organization (The County) re-directed any inquiries about the matter to the sources involved. It was imperative to keep open communication channels, to track public sentiment.

Step 5: Assess Community Reaction

Assessing the community reactions helps to anticipate potential crises. Looking for comments on social networks or in the media that could harm the organization's reputation is crucial. Assessment enables the detection of weak or strong signals that constitute potential threats to the organization. Post-crisis monitoring should be conducted to determine corrective actions and identify lessons learned from the crisis or "bad buzz".

My final step was to monitor local, newspapers, newscasts, radio shows, and social media. The story broke on several platforms, but the well-crafted message did not damage the County's reputation. However, it did serve as a teaching moment, informing the public that elected offices have information infrastructure to handle their crises.

Ultimately, a well-developed strategic crisis communication plan not only navigates the immediate crisis but also reinforces the government's commitment to transparency and accountability. By addressing public concerns directly and effectively, the government can mitigate the adverse effects of the crisis and work towards a swift resolution. So yes you are political, but in the best possible way.

Please reference the online resources below for more Information:

NATIONAL DEMOCRATIC INSTITUTE

THE PRESS PAGE

LINKEDIN