The Foreign Service Journal, October 2009

ficers engage policymakers on how to best shape public opinion in pursuit of U.S. interests. None of these initiatives would have been as successful without the embeds’ thorough understanding of U.S. policy in those countries and their informed PD perspective. Ac- cordingly, all bureaus would benefit from embedded public diplomacy desk officers in their regional offices. Today, the success of U.S. diplo- macy relies more heavily than ever on cooperation from our democratic part- ners and allies, who answer to their own publics. “Mutual understanding” remains a catch phrase in the public diplomacy portion of Mission Strategic Plans, but the work needed to gain buy-in for U.S policy from foreign publics — much of the meaning be- hind the phrase —must be an integral part of eachMSP. Embassy leadership should recognize this by encouraging political and economic officers to work with public affairs officers to identify key audiences and opinion-makers on issues of strategic importance, and to cooperate and participate in outreach designed to influence those audiences. Create More Opportunities for ECA and IIP The expertise of the Bureaus of Ed- ucational and Cultural Affairs and In- ternational Information Programs can be more fully utilized if they are more engaged in policy discussions. Even though ECA and IIP report to the Of- fice of the Under Secretary for Public Diplomacy and Public Affairs (known as R), the critical role the programs they oversee play in advancing our for- eign policy objectives is not always clear. The two bureaus’ long-overdue move out of SA-44 in Southwest Wash- ington, D.C., has brought them physi- cally closer to Main State. And that proximity brings with it the chance for better collaboration. There is no shortage of talent at ECA and IIP; within both bureaus, there is a large cadre of dedicated and experienced Civil Service employees. These professionals have created a range of effective programs, but at times the link between programs and U.S. foreign policy priorities lags or is missing entirely. To address this, we should increase the opportunities for those bureaus’ civil servants to work on State’s policy desks and in overseas mis- sions, and simultaneously augment the Foreign Service presence in ECA and IIP program offices One option would be to offer 12- month rotations in ECA or IIP for non-PD Foreign Service personnel to gain in-depth experience either in ex- change and cultural programming, or creating traditional and new media products. Similarly, Civil Service ECA and IIP employees should have the op- portunity to do rotations in regional PD offices and be encouraged to bid on hard-to-fill public diplomacy posi- tions overseas. These rotations would help all personnel in those bureaus, as well as the regional PD offices, work together more effectively to ensure that there is no disconnect in our im- plementation of foreign policy. Develop an Esprit de Corps As mid-level public diplomacy offi- cers, we recognize the need to build a strong esprit de corps among all PD- cone FSOs, regardless of rank, position or career history. Those who lead the public diplomacy cone, fully aware that USIA as it existed is not coming back, need to help PD officers at all levels build a stronger sense of identity, and emphasize a unified mission within the PD family. Like the Bureau of Consular Af- fairs, R and the regional public diplo- macy offices should develop a repu- tation for taking care of their own when it comes to career development and bidding. We also need to promote the PD “brand” at all career levels. With a strong sense of shared identity and purpose, both new and experi- enced PD officers — and the rest of the State Department — will know that the R Bureau is a place to build a successful career and to make a differ- ence in U.S. foreign policy. R has already begun to do this by creating a formal “staff line,” modeling itself like other under secretary offices. This change is an example of PD in- serting itself into the policy process, in- tegrating itself into State Department culture and claiming a seat at the table. It would further strengthen the re- gional press and public diplomacy of- fices if a PD-cone deputy assistant secretary were assigned to each bu- reau, with a mission to keep senior PD officers linked into the policy process and thus better informed and more relevant. Even the most experienced public diplomacy officers are at a dis- advantage when they enter policy dis- cussions late — or not at all. Smart Technology for Smart Power Today’s PD officers need to be tech- nologically savvy and fully equipped with the most modern tools to promote our values and messages. They must master print, radio and television media as well as podcasts, webchats, blogs and social networking sites. Other tools at our disposal that have been in use for some time include books, magazines and DVDs. While still incredibly useful, these do not nec- essarily reflect the communications O C T O B E R 2 0 0 9 / F O R E I G N S E R V I C E J O U R N A L 15 S P E A K I N G O U T