TOPICS: Public Diplomacy: who, what, how? Why Strategic Communications (StratCom)?

1. Public Diplomacy/Strategic CommunicationsEric Povel, Strategic Communications Coordinator, NATO HQ, Public Diplomacy DivisionApril 2012

2. STRATEGIC COMMUNICATION CELL NATO PUBLIC DIPLOMACY DIVISION TOPICS: • Public Diplomacy: who, what, how? • Why Strategic Communications (StratCom)? 3. Why StratCom at NATO? • NATO StratCom Characteristics • Libya Example 6. StratCom Challenges 7. Conclusions

3. NATO StratCom Definition (SEP 2009) The coordinated and appropriate use of NATO communications activities and capabilities – Public Diplomacy, Public Affairs (PA), Military PA, InfoOps and PsyOps, as appropriate – in support of Alliance policies, ops and activities, and in order to advance NATO’s aims.

4. Public Diplomacy Definition: NATO civilian communications and outreach efforts responsible for promoting awareness of and building understanding and support for NATO’s policies, operations and activities, in complement to the national efforts of Allies.

5. Our common PDD vision “NATO’s Public Diplomacy and Strategic Communications Division will strive to be the best-in-class international organisation in engaging and communicating with the public. Our activities and services are key to build an enhanced understanding in our publics about NATO’s values and policies. We want to build a truly integrated and focused communications approach and become better in telling NATO’s stories through multiple tools and to multiple audiences.”

6. The desired end-state A Division capable of engaging in the planning, execution and evaluation of integrated communications campaigns, aimed at informing and engaging the publics at home and abroad. A Division able to learn, adapt and evolve with technology and shifts in the public environment.

7. KEY PUBLIC DIPLOMACY PILLARS People-to-people engagement in Allied and Partner countries Mass communications and branding 24h media operations long-term impact mid-term impact short-term impact

8. Spokes- person approves all news- relevant stories and products ASG approves all other stories and products

9. Secretary General ASG Public Diplomacy Division DASG Public Diplomacy Division Spokesperson StratCom Cell Executive Officer Press & Media Service Deputy Spokesperson MOC Speechwriters Communication Directorate Head: SM Head: GN Editor-in-Chief Engagement Directorate Head: MD Head: AC NIO Kyiv Office Visit Unit Divisional Support Executive Officer

10. STRATEGIC COMMUNICATION CELL NATO PUBLIC DIPLOMACY DIVISION The need for Strategic Communications Our Motto: Be good and tell it!

11. David Axelrod, Senior Advisor to Obama: “It’s important to communicate what you’re doing and why. But without the what and the why, the communicating is of little value. Ultimately, we’re going to be judged not on the power of the oratory but the record”. (“Will words finally fail Obama”, Peter Baker, IHT, 13/11/09)

12. NATO Strasbourg/Kehl Summit 2009: “Increasingly important that the Alliance communicates in an appropriate, timely, accurate and responsive manner on its evolving roles, objectives and missions. StratComs are an integral part of our efforts to achieve the Alliance’s political and military objectives”.

13. NATO StratCom Definition (SEP 2009) The coordinated and appropriate use of NATO communications activities and capabilities – Public Diplomacy, Public Affairs (PA), Military PA, InfoOps and PsyOps, as appropriate – in support of Alliance policies, operations and activities, and in order to advance NATO’s aims.

14. Other (draft) StratCom Definitions: UK MoD: “Advancing national interests by using all Defence means of communication to influence the attitudes and behaviours of people”. Christopher Paul (RAND):“Coordinated actions, messages, images, and other forms of signaling or engagement intended to inform, influence, or persuade selected audiences in support of national objectives”.

15. WHY NEED FOR STRATCOM? • Changes in technology and media: * information is global, permanent and increasingly two-way; * loss of message control; * increasing competition with other narratives; 2. Character of conflict changes: * no more neat categorisation, diffuse nature, mix of asymmetric and conventional means; * use of proxies and non-state actors; * adversaries unencumbered by legal, ethical, media scrutiny/public perception constraints for our forces.

16. WHY NEED FOR STRATCOM? • Political Ambiguities - coalition like NATO! – impact on clarity of messages and speed of decision-making; bureaucracies slow to adapt; • Chance tactical events to have strategic impact increased exponentially (Sarkozy announcement early FRA withdrawal from AFG after 4 FRA killed by ANA); • Complexity of mission like ISAF proves challenge to align words with deeds (COIN to rely on credible local partner, but Karzai regime seen as corrupt and illegitimate).

18. Work with Source Countries International Info Ops Pakistan Engagement Strategic Communication Border Crossing Point Improvements Credible Voices Kinetics Jobs Programs Insurgent Needs Counter-Terrorist Force Ops Economic Development INS Senior Leader Guidance Weapons Non-kinetics Conventional Force Ops Money HaqqaniNetwork Foreign Fighters Taliban Education Afg Conventional &Special Forces Ops Command and Control Basic Services Other Groups Safe Havens Afghan Local Police Rule of Law Ideology Popular Support Reconciliation Counterinsurgency in Detention Facilities Politics Rehabilitation of Detainees Reintegration Detainee Ops Governance Transparency & Counter-NarcoticsTask Forces Inclusivity/ Transparency/Anti-Corruption Release Shuras Biometrics Intel, Surveillance, & Recon Platforms Intelligence 18 Intel Fusion

19. WHY STRATCOM IN NATO? • ISAF Experience: First major combat ops for NATO; “out-communicated by guys in caves”? • No clear top-down, pol-mil StratCom guidance • NATO transformation – lots to tell/explain • Incoherence/multipurpose NATO – lack of one clear narrative? • New post-Cold War generation

20. STRATCOM PURPOSES: • Contribute to NATO success thru gaining/maintaining understanding and support for NATO policies, operations and actions • Synchronise political, military, informational functions which influence opinions and behaviours • Ensure all actors pursue a complementary approach toward a common strategy to achieve a common objective • Ensure consistency of messaging - thru actions and communications - vital to maintaining credibility • Assure common strategic effect by continuous coordination

21. PRINCIPLES • Accuracy, clarity and timeliness • Consistency and coherence • Active engagement/dialogue/”listen” • Credibility • Effectiveness • Multiplicity/Repetition • Solicit views and adapt

22. But remember: • StratCom only effective if our pictures and words match with our actions and policies. No “Say-Do Gap”. 2. StratCom not panacea for poor policies or actions.

23. Key Characteristics of NATO StratCom: • Pol-Mil: truly integrated communications approach; not only on Operations, all major policy topics; • Leadership-driven; NAC-guidance, SecGen leadership; • Strategic Thinking/Deliberate Planning; long-term, unlike day-to-day media ops/PA; • A Process/Mindset/Philosophy; but needs some capability to coordinate, manage, train, educate;

24. Key Characteristics of NATO StratCom: 5. Coordination Function; no authority to decide, only responsibility to coordinate; 6. Advisory Function; • Not only for Communicators: all senior leaders; • Understanding of key audiences’ perceptions; cultural awareness 9. Measuring effect(iveness)/performance: behavioural change no exact science; difficult to establish causality.

25. Libya StratCom Planning Lessons Learned: Got StratCom guidance into SACEUR’s OPLAN: earliest phase possible. Basis for OUP StratCom Framework. But StratCom still being in its infancy, mechanisms not fully developed. Major StratCom/PA staffing shortfalls, quantitative and qualitative. No surge!

26. Libya StratCom Context in Execution phase: • OUP not as controversial as Kosovo 1999: Majority support for OUP: UN mandate, regional support, Qadhafi widely unpopular, humanitarian aspects; • But UN mandate fudged: protect civilians; impartial?; accused of violating UN mandate; serve as NTC air force; • Difficult balance between NATO and nations; • Only air power: “hands tied”, cannot work without boots on ground? • When is it “mission accomplished”? NATO claims of success premature? CivCas/drowned immigrant allegations spoil the good story?

27. Strategic Communications Challenges

28. Coalition of democratic states, coalition governments, permanent/lively debate, enlarged by global (new) media; • Nations/political leaders focus on national audiences/messages, look to NATO ops through a “national straw”;

29. 3. Globalised, 24/7 and new media mean loss of “message control”. Difficult for hierarchical org like NATO/military; • StratCom perceived as controlling PA? PA is separate command function, needs to retain its credibility with media/external actors. Credibility = Influence!

30. KEY CHALLENGES • Maintain credibility and authenticity … … while ensuring consistency and coherence • Improve speed and agility … … while ensuring accuracy • Empower all levels … … while protecting operational security • Enhance tools and training … ... while facing resource constraints

31. CONCLUSIONS: 1. StratCom crucial coordination function in support of operations and policies; 2. Urgent need to operationalise, clarify, educate, build cadre of qualified StratCom-related staffs; 3. StratCom is only as good as our actions and policies. So, our motto is: BE GOOD AND TELL IT!

32. QUESTIONS?

33. Backup slides

34. 6.Case Study: Libya

35. SHAPE StratCom Definition: In cooperation with NATO HQ, the co- ordinated, appropriate use of Military PA, InfoOps and PsyOps which, in concert with other military actions and following NATO political guidance, advances NATO’s aims and operations.

36. NATO (civil) Public Affairs: NATO civilian engagement through the media to inform the public of NATO policies, operations and activities in a timely, accurate, responsive and proactive manner.

37. NATO Military PA (MC 457/2): PA is the function responsible to promote NATO’s military aims and objectives to audiences in order to enhance awareness and understanding of military aspects of the Alliance. This includes planning and conducting media relations, internal communications, and community relations.