Modern communications contexts require UN peace operations to explain their strategic intention to promote changes in the behaviour of key stakeholders rather than merely disseminate information. The goals of a successful strategic communication campaign are to inform and shape a narrative that resonates with the target audience, and to pro- mote dialogue and influence behaviour and perceptions in line with the mission’s mandate. This shift from top-down “one-way” messaging to a dialogue-driven approach through mechanisms such as social media builds engagement and partnerships, creates conversations, and allows a number of distinct but harmonized voices to come from the mission. However, such an approach requires commitment and resources.

Strategically designed and well-executed public communications are critical to a mission’s success, central to its ability to achieve the mandate and also contribute to the security of its personnel. The mission’s strategic communication plan should therefore be a key element of its political strategy. It can alter perceptions and dispel misconceptions, deter spoilers, provide greater situational awareness, solidify support, create partnerships, promote dialogue and, critically, generate political will and buy-in to a peace process. Communications also assist with maintaining consent, legitimacy and credibility, and managing local and international expectations. It is crucial that public information outreach activities, especially radio broadcasts, are able to reach the maximum number of local people, particularly women and marginalized groups, even if this may be logistically difficult or politically sensitive (for example in cases where the host government delays or obstructs the granting of a broadcast licence).

Effective internal communication (whether with UN mission personnel or the wider UN system) is also a necessary aspect of mandate implementation that is often underutilized or ignored by the UN leadership in modern peace operations. Staff at all levels use social media and have wide influence and outreach. Therefore, ensuring that UN staff understand what they are there to do and the leadership’s vision for implementing these frequently complex tasks is as vital as outreach to external constituencies.^[1]

The planning and ownership of public information activities and processes should be driven by the MLT and fully integrated into all stages of the deployment of a peacekeeping operation. The mission’s Chief of Strategic Communications and Public Information should be considered senior staff and be part of the MLT’s decision-making process, in order to advise on communication strategies and outreach mechanisms for any decisions taken. For their part, members of the MLT should be prepared to represent their components, the mission and the UN in discussions with international, national and local media. Finally, in the spirit of “One UN”, the mission’s information and overall messages need to be closely coordinated with those of the UNCT.