ARK 2.2.7 .pdf

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ARK has a track record of developing strategic communication functions in political
institutions. In the six months preceding the widely hailed opposition performance at the
Geneva II (GII) negotiations in early 2014, ARK worked closely with the Syrian opposition
writ large to enhance their strategic communications capacity and capability, with a particular
focus on the NC and NC Presidency, in close coordination with the HMG communications
advisor and other HMG programmatic and diplomatic efforts.
Central to developing strategic communications functions within any institution is the
development and entrenching of a consistent, core narrative. In the first instance, the
audience for this agreed narrative is internal, helping unite the institution around a core
vision. Senior leadership buy-in to this is key. In the Syrian context, the external audience
must then be segmented into numerous target audiences, including the Syrian regime and
regime-supporters, the international community, in-country opposition, extremist groups, the
general population inside Syria, and refugee and diaspora communities – to distinguish
differing attitudes and behaviours, as well as their underpinning drivers/motivators, identify
desired outcomes and opportunities for influence, and from that, tailor and deliver effective
messaging as appropriate. All of these groups require further subdivision to target optimally.
Development of a core Syrian opposition narrative was initiated at an ARK-run workshop in
July 2013, in collaboration with HMG, for political figures from the NC and media offices
affiliated to Syrian opposition institutions. The workshop, which primarily aimed to facilitate
the start of the development of a core narrative, was closed by FCO Minister Burt and well
received. Subsequently, anecdotal monitoring of perceptions both internationally and in Syria
noted that the opposition narrative showed indications of improved unity.
Crucially, this initial phase was then built upon; HMG subsequently awarded ARK funding for
further workshops focused on technical press office and media handling skills, providing
valuable opportunities for further engagement and entrenchment of strategic
communications functions. As a result of the training and strong relationships, the opposition
also formally requested media advice from a number of ARK staff members. ARK
communications experts were therefore able to work closely with the NC media office and
HMG communications advisor to develop a core narrative based on workshop outputs for
NC Political Committee approval. Complementing these efforts, ARK’s senior Syrian staff
routinely work with leading members of the political opposition as part of their day-to-day
roles, acting as a bridge between external representatives and grassroots activists inside
Syria to guide political responses and strategic communications. They have accompanied
senior figures on international trips to provide communications advice (including at GII).
To develop this further, ARK would conduct a formal baseline survey of Syrian attitudes
towards the institution in question, utilising its majority Syrian communications capability,
well-networked research and analysis team and its strong, trust-based relationships with
Syrian opposition figures and organisations. Results would be communicated to
stakeholders and interventions designed accordingly in partnership with all stakeholders.
These would likely cover both strategic and operational aspects including: establishing a
clear internal information flow (including editorial meetings, media grids and messaging
priorities) to ensure messages are constantly aligned; assist in developing unambiguous
strategic communications responsibilities; synchronisation/coordination of messages with
other institutions; branding exercises; crisis communications training; creation/augmentation
of social and digital media; internal media monitoring and analysis training (or out-sourced
support) to assess and improve impact of communications and understand and counter
competitor narratives; production support; training on keeping a story in the public eye
(including through full use of multi-media platforms, angles and the news cycle); and
mentoring of key spokespeople and leadership.

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