Eight steps to a stronger US Public Diplomacy

The foreign policy community has come alive with papers, studies and advice for President-elect Biden and his foreign affairs team. Let me add something simple — a short to-do list for America’s Public Diplomacy. Energizing it need not wait for new money, and it can begin right away, even before a full team is confirmed by the Senate. 

Public Diplomacy will support the new administration as it addresses familiar regional and global challenges with its familiar toolkit of media relations, press conferences, websites, speeches and exchanges. The foreign policy landscape is no longer familiar, however. 

Because Americans characteristically regard military and economic power as decisive in international relations, even experts have been surprised by the disruptive gales of disinformation and propaganda. A world of malign websites — and Russian and Chinese broadcasting — spread falsehoods and conspiracy theories. These winds fell old trees of authority, credibility, secrecy and decision. The Department of State’s Public Diplomacy must now reshape itself to focus on “informational power” and “influence” in the digital age.   

This can’t happen, however, without first addressing a preliminary need. Maintenance and repair of the machinery that implements American foreign policy and conducts Public Diplomacy is long overdue. Tending this need will energize the field and swing open the door of innovation. 

Former defense secretaries Robert Gates and James Mattis both argued against underfunding the civilian instruments of American power. Their advice was unheeded, and U.S. diplomacy is parched of people and resources. President Trump’s decision to ask for a 30 percent reduction in the foreign affairs budget damaged programs and morale. Considering the career Foreign Service as part of the “deep state” had its own adverse effects. 

Can the Biden administration recharge and reshape Public Diplomacy? There are obstacles. All hope more funding will fuel a relaunch, but budget increases are unlikely. Senate confirmations may be prolonged, leading to extended vacancies. New principals will want to focus on familiar high-visibility issues; commitment to the hard work of organizational change will be scarce when appointees know they will move on to new pastures in a few years.  

Most U.S. informational power comes from America’s media, universities, foundations and Hollywood. None takes directions from the U.S. government. The executive branch has four instruments of informational power — public affairs, Public Diplomacy, the five federally-funded international broadcasting networks, and operations in the information environment (OIE) by the armed forces. These four all have different authorities, funding streams and boundaries; unifying them is a bridge too far. Cooperation is, however, achievable, and the Secretary of State can jumpstart change with a few immediate actions.  

Eight right-away, low-cost initiatives for the Secretary of State:  

1. A career Foreign Service Officer will be “acting” under secretary for Public Diplomacy and Public Affairs for some time. On inauguration day, empower that officer to develop an agenda for renewal.   

2. To start the alignment of State’s Public Diplomacy and Defense’s OIE, tell the “acting” to visit the Defense Information School and the Cyber Command at Fort Meade and the Special Operations schoolhouses at Fort Bragg — to gain firsthand knowledge of Defense’s informational programs. These visits should then cascade down to embassies and commands.  Each new Country Public Affairs Officer, for example, must visit the regional combatant command (EUCOM, SOUTHCOM, AFRICOM, INDOPACOM) for consultations on public affairs and OIE. 

3. Visit the U.S. Agency for Global Media (USAGM) to demonstrate support for the much-battered Voice of America and the other networks. Stay a few hours for full briefings on the reach and influence of broadcasting.  

4. As non-career ambassadors are named, mandate thorough briefings on U.S. Public Diplomacy and informational power. Discussion of these at State’s short “charm school” for new ambassadors is too brief. (To respect the Senate’s prerogatives, a professional organization should organize the briefs.) 

5. The former Broadcasting Board of Governors strengthened U.S. broadcasting when President Obama appointed experienced, nationally prominent members. Do the same with the Advisory Commission on Public Diplomacy.

6. Many of Public Diplomacy’s exchange programs reflect yesterday’s priorities. With no additional money, some programs must sunset to allow new ones to grow. The acting under secretary should prepare recommendations.  

7. Convene three blue-ribbon panels — to evaluate Public Diplomacy training at the Foreign Service Institute, to recommend how Public Diplomacy can “look like America,” and to consider targeted professional recruiting. Ask for express recommendations within two months. 

8. Go to item 1 on this list. Ask the acting secretary for a progress report each week. 

Donald M. Bishop was a career public diplomacy officer in the Foreign Service and now is the Donald Bren Chair of Strategic Communications at Marine Corps University.