U.S. Public Diplomacy: State Department Expands Efforts but Faces Significant Challenges

In September 2003, the GAO recommended, "to improve the planning, coordination, execution, and assessment of U.S. public diplomacy efforts...the Secretary of State develop and widely disseminate throughout the department a strategy that considers the techniques of private sector public relations firms in integrating all State's public diplomacy efforts and directing them toward achieving common and measurable objectives." In response, the Department established a new Office of Policy, Planning, and Resources for Public Diplomacy and Public Affairs, which was approved by Congress in September 2004. This office is responsible for providing long-term strategic planning and performance measurement capability for public diplomacy and public affairs programs. In addition, State revised its 2003 Public Diplomacy Strategy by late 2004 to include a section on strategic direction and performance measurement. This strategy also includes various sections on methods for cooperating with the private sector on public diplomacy efforts.

In September 2003, the GAO recommended, "to improve the planning, coordination, execution, and assessment of U.S. public diplomacy efforts...the Secretary of State consider ways to collaborate with the private sector to employ best practices for measuring efforts to inform and influence target audiences, including expanded use of opinion research and better use of existing research." In response, the Department established a new Office of Policy, Planning, and Resources for Public Diplomacy and Public Affairs which was approved by Congress in September 2004. This office is responsible for providing long-term strategic planning and performance measurement capability for public diplomacy and public affairs programs. In addition, State revised its 2003 Public Diplomacy Strategy in 2004 to include several sections on methods for cooperating with the private sector on public diplomacy efforts. Also, State's Office of Intelligence and Research conducted a research survey on public opinion dated June 2006, which is similar to the type of opinion research conducted by the private sector.

In September 2003, the GAO recommended, "to improve the planning, coordination, execution, and assessment of U.S. public diplomacy efforts...the Secretary of State strengthen efforts to train Foreign Service officers in foreign languages...." In response, the Department increased the overall amount of language training since 2003. For example, FSOs previously received around 23 weeks for language training, but can now receive up to 36 weeks of language training for difficult languages. In April 2006, State established an additional language-training program in five languages, including Arabic, called the Director General Language Initiative directed at entry-level FSOs. In addition, State developed its first distance learning language module for public diplomacy in fiscal year 2005.

In September 2003, the GAO recommended, "to improve the planning, coordination, execution, and assessment of U.S. public diplomacy efforts...that the Secretary of State program adequate time for public diplomacy training into State's assignment process...." In response, the Department revamped its public diplomacy training courses to meet the needs of different public diplomacy positions. State created separate courses for the various public diplomacy staff, such as Information Officers and Cultural Affairs Officers in 2003. Similarly, in 2006, State streamlined the courses to focus more on the post-specific needs of the trainees. State officials believe that the new length of training meets State's needs and realities.