public information officer – Command Staff Advisor, Strategist, and Voice
A Navy PAO peer recently wrote a fabulous post that really captured the modern role of a Public Affairs professional, and I think it’s essential also to capture the sentiment from the Incident Management Public Information Officer (PIO) perspective.
Huddled around a table covered in colorful maps, Incident Commanders, Emergency Managers, Liaison Officers, and operational personnel discuss the proposed operations for the next day. Where are firefighters going, what is the equipment doing, and where are the aircraft flying? All of this is covered, planned, staffed, supplied, and executed using the standard Incident Command System.
Should the public know what is happening at that table? Are PIOs there? Being an accepted and valued team member at this table is where a great PIO is worth their weight in gold. They observe the planning process and shape the upcoming communication strategy by evaluating the risks, perceptions, and consequences for both the firefighter and the public. The truly exceptional PIOs provide tactful and honest advice at this table, understanding the operational implications and how to strategically integrate them into the public arena.
We ask the public to "trust" that we're doing the work, but increasingly (really over the last decade), the public's trust in wildland firefighting actions has eroded. The public discourse around tactics, methods, and intent has arisen from a misunderstanding of information-sharing methods during the early years of mega fires and the public's ability to share their opinions from behind a screen.
As a PIO, I work to gain the trust of the public by sharing timely and accurate information about the wildfire I am representing. I tell the story of the fire and translate how the operational actions may impact the community. How do I know? Where do I get that information? The standard should be an active information-seeking task, rather than a reactive action.
I also ask that our Incident Management Team members trust that the PIO understands the operational picture, the tools used to fight the fire, and the implications that the actions will have on the public, all while not sensationalizing or "leaking" the planned actions.
When teaching, especially to a group of operational personnel, I liken this to the classic question, "if a tree falls in the forest and no one is around to hear it, does it make a sound?" This question is a philosophical one that probes the existence of an event based on the perception of action versus the physical acts being witnessed. If the public is not aware of the actions planned around the table, before, during, or after the event, then did they even take place?
The modern-day PIO must be brave enough to step up to that table. Requiring a combination of humble professionalism and a willingness to learn something new, despite likely years of successful service in the role. This promotes both internal and external transparency, providing an environment where leaders can understand the downstream effects of an operational period from the public's perspective. The ultimate opportunity to gain credibility and trust in a rapidly changing environment.
Around that table, covered in maps, planning the next operational period, the PIO can be a voice for the people we serve in times of crisis. You deserve to be at that table. Your voice matters, and you are a vital part of the incident response process.
If the PIO is the conduit between the incident, the public, and the operations taking place, what strategies can they implement to gain the public's trust? Step one, to co-op a line from Hamilton, is to be in the room where it happens, to be more than just a curious non-producer. Learn the operational language and use your skills to translate the information into publicly consumable nuggets. Select your tools for distribution—written, video, or face-to-face—and develop a strategy to convey the information across those channels. Written updates remain the anchor product for a PIO, utilizing one page to articulate the actions taken, planned, and conditions expected. However, to meet the audience where they are requires adaptation and an understanding of how your communities consume information. The methods will vary almost always from assignment to assignment, but understanding generational differences is also significant—a video versus a reel, a photo versus a map.
The evolution of the position from a simple secretarial support role to that of a strategist and advisor required brave steps into often unwelcome rooms. The role of a Public Information Officer is more critical than ever in fostering transparency and trust during emergencies. By actively engaging in the planning process, understanding the operational landscape, and effectively communicating to the public, PIOs can bridge the gap between the intricacies of incident management and the community's need for information.
As we navigate the complexities of wildland firefighting and other crises, let us remember that our voice is powerful; it is not just about conveying information but also about listening to and addressing the concerns of those we serve. Embracing this responsibility with courage and creativity will not only enhance public confidence but also empower us as leaders in our field. Together, we can ensure that our communities feel informed, supported, and resilient in the face of adversity.