Foreign and Commonwealth Office Annual Report 2007-08 - Foreign Affairs Committee Contents


10  PUBLIC DIPLOMACY AND COMMUNICATION

Communications Directorate

219. Throughout the FCO's Annual Report and its new Strategic Framework there is a strong sense that diplomacy in the future must involve reaching out to the global public and not just a small elite. This view has been reflected in a number of recent changes to the ways in which the FCO communicates both internally and externally.

220. One of the most significant reforms, outlined in the Annual Report, has been the creation of a new unified Communication Directorate which is now responsible for a wide range of communication and public diplomacy initiatives. These include: developing new theories and models of communication; the FCO's direct engagement with the public through the UK-based media; its own website and the FCO's scholarship and fellowship programmes; relationships with the major FCO-funded public diplomacy partners organisations—the BBC World Service, the British Council, British Satellite News and Wilton Park, and improving two-way communication with the FCO's own staff, and strengthening the links between UK and overseas posts.[293]

221. The FCO press office has also been restructured to create a smaller, high-calibre team "with an emphasis on developing innovative and productive relationships with out most important media contacts". New skills-based training courses have been introduced for key personnel, including one specifically tailored for heads of mission, and there is a new strategic communication consultancy team to "provide targeted support to the network on specific communication issues." [294]

222. The Annual Report states that the team responsible for 'stakeholder engagement'

    has been reviewed and will continue to focus on providing a consistent approach to getting organisations involved in developing and delivering our policies. The team has developed frameworks and toolkits to help feed these principles into all area of our work. This is a move away from its previous and traditional outreach activity." [295]

223. We asked the FCO what this actually meant. In response, the FCO told us:

    This support and advice included publication of a comprehensive internal guide to best practice on stakeholder engagement; developing stakeholder engagement training courses for FCO staff; advice on mainstreaming stakeholder objectives into all departmental/directorate Business Plans; and facilitating increased interaction (for example, through round table discussions) between senior FCO officials/Ministers and stakeholder groups. Areas of particularly effective dialogue and co-ordination with—and outreach to—stakeholders include the international climate change agenda, global arms trade negotiations and counter-radicalisation/counter-terrorism.[296]

224. The FCO added that the Stakeholder Engagement Team has identified a group of priority stakeholders "judged key to the delivery of our eight Departmental Strategic Objectives".[297] It further explained that appropriate individual leads across the Office have been tasked with "promoting and co-ordinating an enhanced relationship with these "top tier" stakeholders", and that an electronic 'customer relationship tracking system' was being developed to "enhance our oversight of the broad range of FCO stakeholder relations."[298]

225. We note the creation of a unified FCO Communications Directorate and recommend that in its next Annual Report, the FCO provides details as to how well this is working and what benefits, if any, it has led to.

FCO website

226. The FCO states that it is "committed to using the web to deliver its policy goals as well as key services such as travel advice and visa information"[299] and that the web is vital for "the delivery of the FCO's departmental strategic objectives".[300] It adds that more people, in the UK and overseas, have contact with the FCO through the web than by any other means.

227. A comprehensive review of the FCO's online activity was undertaken during the summer of 2005 by digital agency Rufas Leonard. This produced a web strategy which is intended to set the direction for the development of the FCO's web presence for the next five to seven years.[301]

228. The strategy underpinned a series of changes which, so the FCO's Annual Report states, were implemented on time and to budget between March and September 2008.[302] The old FCO website was replaced with a new one, providing a new structure and 'look and feel' to all of the subordinate FCO websites: 229 embassy, high commission and special mission sites in multiple languages, together with the Arabic and Urdu versions of the website, the UKvisas website and the FCO Freedom of Information website. New content includes blogs by ministers and other staff as well as features such as the 'FCO in Action' Google map.[303] The Department is also using YouTube and Flickr to share videos and photos with a wider audience who may not otherwise visit the site.[304] A new head of digital engagement will oversee the FCO's web presence with a view to using the internet as a forum for discussion with the public, rather than just information delivery.

229. Information about the costs involved in setting up and maintaining the website has been provided in a series of Written Answers. These indicate that the initial cost of the new web platform was £9.7 million, with costs expected to rise to £19.2 million over five years.[305] The FCO says that this includes running costs, for example hosting and support, and some staff salaries. The cost of maintaining the FCO's 232 departmental websites on its previous web platform was approximately £870,000 in 2007-08, whereas the cost of maintaining the 240 departmental websites on the FCO's new web platform in 2008-09 is expected to be £1,386,000. The FCO notes that costs are not directly comparable because of the extensive changes in the way the web platform is managed in 2008-09 compared to 2007-08. It also added that it is not possible to calculate the individual cost of the 'parent' website www.fco.gov.uk.[306]

230. We note that the FCO web project appears to have been delivered on time and to budget, and we recognise the valuable role that the website can play in helping to deliver the Department's policy goals and essential services. However, we conclude that increased interactivity and multimedia applications should not be achieved at the expense of the unglamorous but important function of information delivery, which is of particular value to researchers and policy professionals. We recommend that the FCO website should be modified to incorporate a chronological archive of press releases and an improved Search function.

Public diplomacy initiatives

231. Public diplomacy is key to the FCO's efforts to exert UK influence abroad. We have commented on this subject in detail in our last Report and our 2006 report on Public Diplomacy.[307]

232. The Public Diplomacy Board has defined the purpose of this effort as "delivering the Government's goals rather than promoting the UK for its own sake, or UK-branding".[308] A larger Public Diplomacy Partners Group has also been established to bring together wider public diplomacy partners. Chaired by the Chief Executive of Visit Britain, the Public Diplomacy Partners Group has a remit to provide input and advice to the Public Diplomacy Board and to develop the Board's specific initiatives.[309]

233. In our last Report we recommended that the Public Diplomacy Board focus on developing strategies rather than discussing the detail of operations. The FCO told us that one practical example of this in action is "the two year public diplomacy pilots approved by the PD [Public Diplomacy] Board and jointly run by FCO and British Council staff in selected countries, and on which regular reports are submitted to the PD Board."[310] The pilots are being used to create and evaluate a new framework for evaluating public diplomacy.[311] We asked Nigel Chapman of the BBC World Service for his views of the impact of the Public Diplomacy Board. He told us that he thought co-ordination on public diplomacy was better than it had been before.[312]

234. In July 2008, the FCO launched Engagement: Public Diplomacy in a Globalised World, a collection of essays intended to "generate debate and stimulate thinking" on public diplomacy in a world "subject to the forces of globalisation".[313] We asked the FCO what impact it hoped this initiative would have. In a letter to us, the Permanent Secretary stated that it was difficult to measure the precise impact of the essays, but that he believed it was helping the FCO to "move the public diplomacy debate forward, to energise the FCO and PD partners around the agenda, and to establish the FCO and the UK as a leading thinker on the theory and practice of public diplomacy."[314]

235. We recommend that in its next Annual Report the FCO explains what progress it has made towards creating and evaluating a new framework for evaluating public diplomacy efforts.

Commonwealth Scholarships

236. In March 2008, the Foreign Secretary told us that he had decided to reduce the extent of FCO support for certain scholarship schemes; this included ending the FCO's contribution to the Commonwealth Scholarship and Fellowship Plan (CSFP). He argued that this would free up some £10 million a year for new activity on the FCO's new policy goals.[315] In practice this means that Commonwealth Scholarships in the UK will now be available only to developing Commonwealth countries through DfID. The FCO will still support a limited number of scholarships for Commonwealth citizens through its global Chevening Scholarships Programme[316], but Commonwealth countries will have no special status in this.

237. We received a number of submissions expressing dismay at this termination of FCO funding for the Commonwealth scheme. The Commonwealth Scholarship Commission highlighted the "complete lack of consultation on the announcement" and suggested that it was "based on very little concrete evidence."[317] It proposed that instead it should be offered the opportunity to administer those scholarships still offered by the FCO in Commonwealth countries. [318] It also argued that the decision represented "a backward step for Britain's role in the world" and meant that "a brand that has produced thousands of influential friends for Britain will be unnecessarily discarded".[319]

238. Valerie Davey, Executive Chairperson of the Council for Commonwealth Education, wrote to us expressing dismay at the decision and suggesting that the FCO thought that the move would be "an easy cut". She added:

    My feeling is that officers in the FCO thought […] take from the rich and give to the poor, without a real concept of the nature of the Commonwealth (i.e. it is more than an aid agency), failing to recognise the reciprocal nature of the scholarships by which British students benefit, and forgetting the contribution British universities make for these exceptionally highly qualified students.

    There are two ironies about the timing of this announcement. Less than two years ago when the Canadian Govt. proposed a similar cut we, the British Government. and the Commonwealth bodies, appealed to them and they relented - a fact which I believe Gordon [Brown] was reminded of by the Canadian Prime Minister recently. Also next year is the 50th Anniversary of the establishment of these scholarships, and there are plans by the Commonwealth Education Ministers to celebrate by extending them. […]It seems so awful that our credibility and former standing within the Commonwealth on this issue should be jeopardized now. [320]

239. We wrote to the Foreign Secretary about this issue in April 2008. In response, the Foreign Secretary stated:

    You asked about the evidential basis for concluding that Commonwealth scholarships are less worthy of FCO financial support than Chevening scholarships. We want our scholarship schemes to develop influence for us among the world's future leaders. And they do this most effectively when our Posts have clear ownership of the scholarships, have a clear ambition to select future leaders, and form and maintain strong links with scholars from the time of their selection through their careers. The CSFP is a well-run programme, but its nature is different, operating at arm's length from the FCO, selecting according to different criteria and not providing the level of engagement we need to form proper bonds with scholars and alumni. [321]

240. In October 2008, we asked Sir Peter Ricketts about the reaction of the Commonwealth countries to the FCO's decision. He told us he had received representations from those in charge of the CSFP as well as from one Commonwealth country criticising the decision.[322]

241. Sir Peter told us that the FCO spent around £2 million on Commonwealth scholarships.[323] He went on to note, "[w]e are still spending a very significant sum of money on scholarships. Our budget for that is £27 million this year and will be £25.5 million in the next two years, so we are still major scholarship funders."[324] In December 2008, the FCO provided us with more detailed information about its recent and projected levels of funding for Chevening Scholarships, Chevening Fellowships, Commonwealth Scholarships and the Marshall Scheme. We have printed this information with this Report.[325]

242. We conclude that the FCO's decision to end its funding of the Commonwealth Scholarship programme is regrettable. The ensuing saving of £2 million is very small in relation to the Department's overall funding, and has caused damage to the UK's reputation in the Commonwealth.


293   Foreign and Commonwealth Office, Departmental Report 1 April 2007-31 March 2008, p 96 Back

294   Ibid., p 96 Back

295   Ibid., p 97 Back

296   Ev 198 Back

297   Ev 198 Back

298   Ev 198 Back

299   HC Deb, 475 c1772-3W, 15 May 2008 Back

300   HC Deb, 474 c2321W, 25 April 2008 Back

301   HC Deb, 475 c1773W, 15 May 2008 Back

302   Foreign and Commonwealth Office, Departmental Report 1 April 2007-31 March 2008, p 98 Back

303   HC Deb, 475 c1772-3W, 15 May 2008 Back

304   Ev 135 Back

305   HC Deb, 475 c1772-3W Back

306   HC Deb, 483 1043W, 24 November 2008 Back

307   Foreign Affairs Committee, Third Report of Session 2005-06, Public Diplomacy, HC 903, April 2006 Back

308   www.fco.gov.uk/en/about-the-fco/what-we-do/funding-programmes/public-diplomacy/  Back

309   www.fco.gov.uk/en/about-the-fco/what-we-do/funding-programmes/public-diplomacy/  Back

310   Ev 175 Back

311   British Council, Annual Report 2007-08, p 11 Back

312   Q 142 Back

313   Foreign and Commonwealth Office, Engagement: Public Diplomacy in a Globalised World, July 2008, p 5, www.fco.gov.uk/en/about-the-fco/publications/publications/pd-publication/ Back

314   Ev 175 Back

315   Ev 73 Back

316   Ev 73 Back

317   Ev 73 Back

318   Ev 73 Back

319   Not printed  Back

320   Ev 124 Back

321   Ev 120 Back

322   Q 257 Back

323   Q 257 Back

324   Q 257 Back

325   Ev 196 Back


 
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Prepared 8 February 2009