Posted: 3:55 am EDT
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Matt Armstrong () is a lecturer on public diplomacy and international media. He is writing a book on how the White House, State Department, Congress, and the media fought, struggled, and ultimately collaborated in 1917-1948 to establish U.S. “public diplomacy.” In 2011, he served as executive director of the U.S. Advisory Commission on Public Diplomacy. He was nominated and confirmed as a member of the Broadcasting Board of Governors (BBG) on August 1, 2013. He blogs sometimes at mountainrunner.us. He recently wrote, No, we do not need to revive the U.S. Information Agency for War on The Rocks. Below is an excerpt. He says that the views expressed in this piece are his own, so don’t blame anyone else.
More than once in the past decade or more, I guarantee that you have heard — or read — someone declare the United States would be better off today if the U.S. Information Agency (USIA) were still around and how without it, the United States was robbed of the ability to properly engage in information warfare today. Some of these discussions have been in Congress and at least one bill was introduced in recent years to try to recreate a limited USIA. However, laments about USIA are really a coded way of saying that we lack a strategy, an organizing principle, and empowered individuals to execute information warfare today.
In 1999, the “peace dividend” needed more money, and either USAID or USIA was going to help fund it. While USAID’s chief fought for his agency, USIA’s did not. But why was USIA even on the chopping block? Partly because of the incomplete, or tainted, knowledge of its role (primary credit goes to Fulbright), but also partly because USIA’s narrative, its raison d’être, had failed to adapt to the new normal, which would have been a lot like its early years.
Abolishing USIA was messy. Parts went to State, mostly under the purpose-built office of the Under Secretary for Public Diplomacy and Public Affairs, but not all. And the broadcasting portion was spun off into a separate federal agency, the Broadcasting Board of Governors. A 2000 report on the status of the so-called merger captured part of the culture clash. While accounting at USIA served the mission and the field, at State, former USIA employees saw “accounting is an end itself.”
If we truly want to recreate USIA, the public affairs officers and their sections at our Embassies and Consulates would go to the new agency. The libraries and America’s Corners and all the similar programs would be moved, and likely moved out from behind fortress walls where some are invite-only, if they are accessible at all. The Bureau of Educational and Cultural Affairs would also leave State. The Under Secretary for Public Diplomacy and Public Affairs would be abolished, though the Bureau of Public Affairs would remain in the department. The Broadcasting Board of Governors would be merged with this new entity as well. Perhaps most important of all, the Defense Department would defer to this new agency in its public communications, as would USAID and other agencies. Obviously such a reorganization is not going to happen.
We must remember that USIA operated in a simpler time of limited information flows and limited government communications. It virtually owned access to many foreign media markets, markets where the only “competition” was local government propaganda or silence.
Perhaps State could revamp itself. It is worth noting here that the title “public affairs officer” used by State and the United States Information Service were created in 1917 by the foreign section of the Committee for Public Information because State refused to do “public diplomacy” abroad. Nelson Rockefeller’s Coordinator for Inter-American Affairs was established prior to Pearl Harbor as a USIA-like organization focused on Latin America because State refused to respond to FDR’s requests and engage the public. In 1953, State was all too eager to dump the responsibilities of engaging foreign publics directly in the interest of “streamlining.” And in 1999 through today, we see how poorly State integrates, funds, and prioritizes “public diplomacy” into its operations. Even the title of the public diplomacy chief is discordant: “Public Diplomacy and Public Affairs.”
The lesson here is that each successful change followed a clearly defined and articulated requirement to fulfill a strategic purpose. Consolidation, or dis-aggregation, is not a strategy and it will not conjure up a strategy. In today’s noisy communications environment, we need coordination that comes not from a supremely empowered individual or central organization, but comes from a clear mission and purpose. USIA is held out as a symbol of our success to organize for information warfare, but it really was part of a larger effort. And ultimately, it came to reflect the segregation of “public diplomacy” from “diplomacy” that remains today. Today is not yesterday, so let’s stop looking at a mid-twentieth century solution for a 21st century problem.
Read in full here via War on The Rocks.
Click here for the end notes.