Exorcising Strategic Communication An Operator’s Perspective

1. Exorcising Strategic Communication An Operator’s Perspective Strategic Communication Theory and Organizational Review Understanding the Information Environment Dynamics By BGen Eric Tremblay Deputy DCOS Communication and ISAF Spokesperson 13 April 2010

2. Strategic Communication System Strategy Implementation Assessment (Monitor and Evaluate) Communication Effects Comms Mediums (Intn Regional Afghan) Strategic and Ops Analysis Themes Messages Talking Points Internal and External Stakeholders ISAF NATO

3. Strategic Communication Objectives Reference: NATO/ISAF Strategic Communications Framework 2010 (except text in Italic) • “Win the understanding and active support for the mission” • “Protect the mission” • “Demonstrate sustainable [security/stability] progress” • “Counter the insurgent’s propaganda” • Support the legitimate efforts of GIRoA • Influence GIRoA to reform • Neutralize malign influence (other than the insurgents)

4. Stability Support extension of governance Support Socio-Economic Development Security Protect the population Enable the ANSF Neutralize malign influence ISAF – Campaign Themes • Security • “Win the understanding and active support for the mission” • “Protect the mission” • “Demonstrate sustainable [security] progress” • “Counter the insurgent’s propaganda” • Stability • Support the legitimate efforts of GIRoA • Influence GIRoA to reform • Neutralize malign influence (other than the insurgents)

5. Information Environment (IE) Dynamic Strategic Communication Themes Reference: NATO/ISAF Strategic Communications Framework 2010 Clear Strategy – Unity & Resolve – Fresh Momentum Reality • Ground truth • Converging and diverging interests • Diverse strategic strengths and vulnerabilities • Alignment and Misalignment issues • Action-reaction force

6. Strategic Communication System Strategy Implementation Assessment (Monitor and Evaluate) Comms Mediums (Intn Regional Afghan) Communication Effects Themes Messages Talking Points Internal and External Stakeholders ISAF NATO

7. Strategic Communication Vulnerabilities • Political Expectations • Political pressures to deliver success • Strategic Debate • Need an internal strategic communication mechanism (council, dialogue) to inform and debate key strategic subjects with the senior leadership • Common Understanding • Requirement for common understanding of the strategic objectives, IE audiences and the reality • Requirement for understanding by the staff at all levels of strategic communications and their role to provide effects and themes to facilitate • Requirement for internal coordination in within Strategic Communications and with the sub-commands • Requirement for external strategic communication coordination with lead embassies • Depth of analysis • Requirement for analysis of the IE audiences and their interrelationships in order to identify their strategic strengths and vulnerabilities • Requirement for analysis to develop themes, messages and talking points • Requirement for adequate resources and coordination to optimize the communications mediums • Requirement for assessment resources to identify, observe and report on the measures of effectiveness and performance • Understanding the lack of capability and capacity of a host nation to plan, communicate and execute strategic communication • Reactive versus Proactive • Driven by event and lack of depth to have a proactive approach

8. Strategic Communications Risk Mitigation Initiatives Common Understanding • Better communicate the strategic objectives, the themes for 2010, the various players of the information environment and the reality. //ongoing// (CUB, SCWG) • Increase coordination between various staff to share their understanding of the various players: • CJ2: insurgents, power-brokers, malign influences. //ongoing// (Morning Stand-Up) • Public Diplomacy: information on strategic strength and vulnerabilities of key regional players, information to maintain the cohesion of the Alliance and its partners, and information on strategic strength and vulnerabilities of key international organizations in Afghanistan. //under development// (SCR Office) • Coordinate the strategic communications’ effort internally, within ISAF HQ but also with the sub-commands. //ongoing// (SCWG, Daily ADOBE Collaborative Approach, Daily Edit Board) • Improve understanding of Strategic communication and ways to create a collaborative approach within ISAF HQ. // ongoing// (SCWG, Daily Stand-Up) • Inform higher HQs on initiatives, progress, strength and vulnerabilities. //ongoing// (Weekly Strategic Communication VTC, Daily SHAPE Conference Call)

9. Strategic Communications Risk Mitigation Initiatives Common Understanding • Inform higher HQs on initiatives, progress, strength and vulnerabilities. //ongoing// (Weekly Strategic Communication VTC, Daily SHAPE Conference Call) • Improve understanding of Strategic communication and ways to create a collaborative approach within ISAF HQ. //ongoing// (SCWG, Daily Stand-Up) • Inform higher HQs on initiatives, progress, strength and vulnerabilities. //ongoing// (Weekly Strategic Communication VTC, Daily SHAPE Conference Call) • Internal strategic coordination forum to discuss strategic communication. //ongoing// (International and Local Media Deep Dives, Comm Dir Update to COMISAF, SCWG, Bi-weekly Assessment Report overlooking the LOOs, Key Themes and Messages, Monthly Communication Analysis Summary, Lines to take for key operations, ISAF Lines to Take Executive Summary) • External strategic coordination forum to discuss strategic communication issues. //under development// (Currently performed by a weekly strategic communication meeting with UNAMA/ the intent is to have a monthly meeting sponsored by ISAF and the US Embassy with all lead embassies and the Weekly CUBs) • Maintain a continuous engagement with higher HQs in order to manage expectations. //ongoing// (Weekly Strategic Communication VTC, Lines to Take)

10. Strategic Communications Risk Mitigation Initiatives • Depth of Analysis • Identify the strategic communication effects. //under development// • Need to institutionalize a Theme, Message, Talking Points (TMTP) process within ISAF. //under development// • Focus the effort of the assessment cell to improve the strategic communication system – ongoing. //SCWG, Daily Stratcom coordination meeting// • Connect the efforts of the staff with the various HQs to ensure strategic communication synergy //ongoing// (Synchronization Calendar, SCWG, CJ5 Planning Meeting) • Help GIRoA to improve strategic communication. //ongoing// (GMIC, mentors with GIRoA, Dialogue with Spokespersons, Strategic Communication liaison cell in IDLG) • Proactive versus Reactive Need to balance the requirement to be driven by event versus looking ahead and shaping the environment. //ongoing// (creation of an integrated planning cell, a synchronization calendar, SCWG)

11. Strategic Communication System Strategy Implementation Assessment (Monitor and Evaluate) Comms Mediums (Intn Regional Afghan) Communication Effects Themes Messages Talking Points Internal and External Stakeholders ISAF NATO

12. Reality • Ground truth • Converging and diverging interests • Diverse strategic strengths and vulnerabilities • Alignment and Misalignment • Action-reaction force Strategic Communications System Audiences Information Environment

13. Ground Truth Analysis - Stability • Difficulty to take the leadership, ownership and the responsibilities • Lack of connectivity between the central and provincial-district governments • Lack of overall capacity (human, physical and institutional) to deliver systematically • Lack of capability to deliver effective strategic communication • “Notes with strong concern the effects of widespread corruption on security, good governance, counter-narcotics efforts and economic development, and urges the Afghan government, with the assistance of the international community, to vigorously lead the fight against corruption, and to enhance its efforts to establish a more effective, accountable and transparent administration.” UNSCR 1917 (2010)

14. Ground Truth – Themes • The ANSF and ISAF tempo and its effects are slowly turning the corner (slowly reversing the momentum) and impacting the insurgents’ momentum • Still too early to tell that we are gaining the initiative, but there are early signs such as a higher level of activities than the insurgents - based on the level of troops since June 2009 • Can anticipate a much higher level tempo with the arrival of all force packages by next fall leading to stronger indicators that we are gaining the upper hand • Can anticipate another violent year based on CIVCAS, ISAF and ANSF casualties’ trend.

15. Reality • Ground truth • Converging and diverging interests • Diverse strategic strengths and vulnerabilities • Alignment and Misalignment • Action-reaction force Strategic Communications System Audiences Information Environment

16. Strategic VulnerabilitiesISAF/SCR • Up and Out • Managing Expectations of TCNs and GIRoA • Insurgents’ propaganda claiming ISAF is an ‘occupier’ • Need for strengthened cooperation, coordination and mutual support with UNAMA, lead embassies, IOs and NGOs • CIVCAS • ISAF Casualties • Down and In • Unity of purpose (COIN) and effort • When words and actions differ • CIVCAS • Casualties • Lack of communications with Afghans • Lack of respect and understanding of local customs • Lack of partnership with the ANSF

17. Mitigating Strategic VulnerabilitiesThemes • A military solution is only part of the equation. The other is the ability of the Afghan government to take the ownership, to reform, to connect and to deliver. • ISAF under a UN mandate and GIRoA’s invitation builds the ANSF and provides security. • Civil-military cooperation is key to improve coherence and sustainable development aid. • The core of the strategy is to protect the population. However, it is understood that we will never be able to completely eliminate civilian casualties as long as we need to fight to maintain security. • Every effort is undertaken to limit ISAF casualties.

18. Mitigating Strategic VulnerabilitiesThemes • ISAF must connect with the population and use the right words in order to improve understanding, and deliver trust and confidence with the right actions. • Partnership improves cultural understanding and delivers effectiveness.

19. Exorcising Strategic Communication • Need to be constantly vigilant and adapt our processes and output • Measures to mitigate the organizational vulnerabilities are delivering results • Must understand the ground truth to realize the importance of time and expectation