Further memorandum submitted by the Foreign
and Commonwealth Office
PUBLIC DIPLOMACY STRATEGY BOARD
Letter to the Chairman of the Committee
from the Secretary of State, Foreign and Commonwealth Office,
22 May 2003
I wrote to you in November last year about the
establishment of the new Public Diplomacy Strategy Board under
the Chairmanship of Michael Jay. I thought you might welcome a
brief summary of what the Board has achieved so far.
The Board has agreed an overarching Strategy
for our public diplomacy activities overseas. I enclose a copy.
The Strategy provides a framework and common agenda for our collective
efforts to understand and improve foreign perceptions of the UK.
The list of countries in the strategy is not meant to be prescriptive,
but to indicate the broad geographical areas where we aim to focus
our activities.
The Strategy is a living document and will be
kept under review by the Board. It will also be informed by data
from a new international tracking study. This study is being funded
jointly by the FCO, the British Council, British Trade International
and Visit Britain. It will provide a global snapshot of people's
attitudes towards the UK. It will allow us to track on an annual
basis how perceptions are changing and to identify areas or issues
on which we need to concentrate our efforts.
The Board is also developing ideas on a series
of public diplomacy campaigns. As you know, this year's campaign
in China is already underway. Unfortunately we have had to scale
down or postpone several events in May and June given the possible
public health risks from the SARS virus. But the campaign will
run until the end of the year and many elements of it are still
on track to deliver maximum impact, including a series of TV documentaries
which will be shown on the national TV network with an expected
audience of over one hundred million. In 2004 the focus will be
on the EU accession states and on Science and Technology in North
America. In addition, we are using the Strategy Board to ensure
that our efforts to break down the barriers of misunderstanding
between the West and Islam are taken forward in a coherent and
joined-up way, designed to maximise our collective impact.
I would be very happy to arrange for one of
my officials to brief the Clerk in more detail on the Strategy
Board's work, if the Committee would find that helpful. I know
Michael Jay would be happy to brief the Committee, too, when he
appears before you to discuss the FCO's Departmental Report on
24 June. I also have it in mind to arrange a seminar to explain
the work we are doing to promote the UK overseas to MPs and Peers
and to draw on their ideas and experience. I would welcome your
thoughts on this; and how we might best ensure that the time devoted
to such a seminar is used productively.
Rt Hon Jack Straw, MP
Secretary of State, Foreign and Commonwealth Office
May 2003
PUBLIC DIPLOMACY
STRATEGY
1. Purpose
The purpose of this strategy is to inform activity
by public diplomacy partners and identify a common agenda around
which they can focus their collective efforts. Some of this activity
will be joint; much will be separate but complementary. The aim
is that the overall impact of this activity should be more than
the sum of the parts.
2. Strategic Objective
To understand and improve foreign perceptions
of the UK
— so that we are increasingly seen
and appreciated as modernising, diverse, creative, successful
and relevant
— with a lively, inclusive, open and
welcoming people
— in order to underpin our political
and cultural influence, commercial competitiveness, and ability
to attract visitors, students, investment and talent.
3. Core Narrative
Information services, promotion of the UK and
policy presentation should be informed by, and seek to communicate,
the following two key messages about the UK:
(i) We are building dynamically on our traditions,
renewing and modernising our society through our:
— Creativity and innovation, including
in the creative industries, arts, sciences and industry.
— Openness to new ideas and new people.
— Regional, national and cultural diversity.
— Institutional adaptability, as seen
in devolution and constitutional change.
(ii) We are principled and professional,
as shown in our:
— Global engagement in the UN, EU,
Commonwealth, international peacekeeping and more generally.
— Reliability, straight dealing and
trustworthiness in business and international affairs.
— Commitment to justice, human rights,
the rule of law and international security.
4. Key Audiences
We want perceptions overseas to be as up-to-date
and positive as possible generally, and in particular amongst
influential, informed and educated people.
There is no single global audience for HMG's
collective public diplomacy efforts. For example, the FCO and
British Trade International will often wish to focus on business
and political opinion formers and decision-makers; the British
Council on the successor generation; and Visit Britain on those
who might visit the UK. But these audiences overlap; and there
will be considerable scope for joint action on specific public
diplomacy projects and campaigns.
5. Geographical Priorities
— Major transitional countries (eg
China, Brazil, India, Russia, South Africa).
— EU accession states (in Central and
Eastern Europe).
— Key Islamic countries (eg Egypt,
Saudi Arabia, Iran, Pakistan, Indonesia).
— Major developed countries (eg Japan,
France, Germany).
— The USA (which is sufficiently distinct
from other major developed countries to warrant its own category).
6. Priority Themes (in the forthcoming three
years 2003-06)
— The UK as a principled player in
the international arena, with a strong civil society, active NGOs
and a commitment to individual liberty.
— The UK as a business, political and
governance partner of choice in a globalising world (particularly
in the EU accession states and major transitional countries).
— The UK as a modern, diverse and innovative
country, with devolved systems of government allowing the different
parts of the UK to play to their strengths.
— The UK as a world leader in science
and technology (particularly in the USA and other major developed
countries).
— The UK as a world class destination
for study, training and tourism (in major educational and tourist
markets).
7. Key Operating Principles
We shall:
A. clarify the comparative strengths of
the public diplomacy partners, identify overlaps and maximise
complementarity.
B. listen and work together on public diplomacy
priorities where value is added by a joined-up approach.
C. work with others, including the business
and diaspora communities and NGOs.
D. base what we do on research, build in
performance measures at the design stage, monitor implementation
and evaluate results.
E. plan ahead, so that major public diplomacy
initiatives meet strategic priorities.
Foreign and Commonwealth Office
May 2003
PUBLIC DIPLOMACY
STRATEGY: ACTION
PLAN
The Public Diplomacy Strategy Board will oversee
the following activities:
1. A joint programme of tracking research
Project Group established March 2003. Tender
process is underway: contract to be awarded in July, fieldwork
to be completed before Ramadan, first survey to be complete by
end December 2003.
2. A joint programme of major campaigns
John Sorrell and David Green to organise a workshop
(preferably before the PDSB meets in July) to share understanding
on the strategic priorities and comparative strengths of each
organisation, to draw up a set of criteria to help us decide on
our future programme of campaigns and to generate ideas for possible
campaigns in 2005-07.
3. A single database of positive stories
about the UK to underpin the core narrative
Work is ongoing. Secretariat is to coordinate.
4. A grid of future public diplomacy activities
in the key countries
Circulated April 2003. Secretariat is to update.
5. Sufficient funds to implement this
Action plan for dialogue with Regional Development
Authorities and others agreed at PDSB, 1 May.
6. Communication
Board members to communicate strategy to internal
audience from 9 May; communication to wider audience to be kept
under review.
Foreign and Commonwealth Office
May 2003
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