ReportAnnual Air Force Culture and Language Center // Annual Report - 2017 Table of Contents Introduction 04 Our Brand 05 Director’s Message 06 LREC Symposium 09 Our Mission 11 Real Education for a Real Global Capacity 12 CSAF’s Priorities 13 Enlisted Online Courses 14 ECFGs 16 LEAP Spotlight 18 Career-Spanning 19 Academic Initiatives 20 eMentor Spotlight 22 GOPAC 24 The Process 26 Regional Affairs Strategist 28 Our 2017 Numbers 29 Page - 2 // // Annual Report - 2017 “Innovation isn’t a priority, innovation is a culture. It’s in our DNA and is always running in the background.” 551 E Maxwell Blvd Montgomery, AL 36112 Connect Enable Execute http://culture.af.mil Connecting Cultures Enabling Airmen Executing Airpower Page - 3 // // Annual Report - 2017 Introduction — The Air Force Culture and Language Center is proud to present this annual review, which will share data and content beginning 1 June 2016 and ending 30 June 2017. These dates have been carefully considered in accordance with internal program schedules. All other data is available on our website at culture.af.mil, or by contacting us at [email protected]. Thank you for your support of our culture and language programs. AFCLC’s incredible staff and partners are unique, not only for their drive and skills, but for the recognition that they have garnered among their peers. Just a few of this year’s highlights are: NCO CIVILIAN CIVILIAN AWC FALCON- OF THE QTR OF THE YEAR OF THE QTR EXCELLENCE THUNDERBOLT IN ELECTIVES AWARD TSgt Alisha Ms. Rebecca Mr. Chris Dr. Suzy Steen Caton, McKenzie Chesser Booz Allen 2nd Qtr 2017 2nd Qtr, 2017 Hamilton Team Page - 4 // // Annual Report - 2017 New Look: Effecting Our Brand Innovation Inno-vision — In the past year, AFCLC has adopted a new Visual impact was at the informational and graphical appearance. The forefront of our minds when designing the new AFCLC and message of a harvest of culturally-capable program logos. Each color, Airmen is sometimes difficult to carry out. shape and size has been carefully planned out in order That is why AFCLC has carefully redesigned to achieve the best rhetorical its logo to streamline the way it has reinvented first impressions, regardless of culture. culture education in the Air Force and beyond. In line with a complete aesthetic overhaul, is a Inno-lutions published branding guide outlining guidepoints — on how to edit, enhance, and employ versions Solution-centered marketing impacts our people. of our newest logo and vision statement. We Technology and information are aim to export Language, Regional Expertise rapidly evolving as imperative pacesetters in tomorrow’s and Culture education to a global force, and the universal communicators. Our encircled globe with blue color choices reflect new brand sets the stage for a global viewfinder and outreach many of our service and Center related goals. for our Center. Page - 5 // // Annual Report - 2017 you’re a Language Enabled Airman Program (LEAP) participant, PME student, immersed in research, or the beneficiary of our expeditionary content, you’ve seen our products and delivery methods change with the times but our commitment to preparing Airmen to operate seamlessly with many air forces has been constant. If you or your organization are at a place where you need to take a fresh look at innovation, here are some questions you may want to use as your compass to guide discussions that can lead to a more innovative Director’s Message: culture: 1. What is our methodology for innovation? Innovation Mr. Howard Ward isn’t a concept that simply happens on its own. Without a strategy that links people and resources, innovation Innovation is not a matter of enlightenment. Innovation is will die on the vine as a good idea and nothing more. a matter of survival. 2. Is the organization mentally prepared to be Regardless of your business, change is inevitable. mission focused rather than product focused? Organizations and even individuals who fail to evolve with When organizations find their identity in a product, the environment will be left behind. Organizations that their focus becomes so narrow that they fail to fail to recognize opportunities and take action in those recognize changes in their environment or a window defining moments will not win even if they survive. It’s true of opportunity opening. Sadly, many organizations in business, sports, and even in the business of culture and filled with hard working people doing high quality work language. go bankrupt because they are unwilling or unable to embrace the inevitability of change. Organizations that find their identity in a mission will easily let go of At the AFCLC, we have some beliefs that guide our thinking existing products for an opportunity to be better at on innovation. One belief that profoundly impacts our their mission. ability to innovate is the belief that our organization itself is our greatest creation because it is a vehicle for creativity and agile thinking. The second is a belief that products and Innovation isn’t a task. Innovation isn’t a priority. practices are fleeting but our values are enduring. Whether Innovation is a culture that constantly runs in the background of everything we do. Innovation, like culture and language, is essential and operational. Page - 6 // // Annual Report - 2017 INCREASE CONNECTIONS MANUFACTURE TIME ENHANCE STABILITY Language How far can you see? We have synchronized setting our future planning sights on the year 2050, alongside SecAF and CSAF’s priorities. Region Budget-Saving Programs Our LREC education methods ensure quality training, while Culture eliminating end costs. Page - 7 // // Annual Report - 2017 As an organization, we hold unchanging values and standards in balance with changing cultures daily. Page - 8 // // Annual Report - 2017 2nd Annual Language, Regional Expertise and Culture Symposium 1. AFCLC organized and hosted Air University’s 2nd LREC Symposium with international interest on connecting military and their families into the future of culture education. 2. Over 200 DoD and international attendees participated in the Symposium’s two-day event preluding the Airpower Symposium and Maxwell AFB Air Show. 3. Cultural Property Protection presented by keynote speaker Dr. Peter Stone. 4. Gen. Roger Brady, USAF (Ret.) opened the ceremonies with his views and experiences on the importance of cross-cultural communication. 5. 25th Air Force’s Virtual Reality M.A.G.I.C. (Mobile Applications and Games for Intelligent Courseware) demonstration showed some innovative futures to military LREC education. I have never seen the convergence of hard and soft power like this under one roof. -2nd Annual LREC Symposium Attendee Page - 9 // // Annual Report - 2017 Apply Airpower Seamlessly operate Core with many Air Forces Purpose Deliver LREC education Strategy and training to the General Purpose Force Method Design — In the field, curriculum design, LEAP participants converge with anthropologists to develop ground-breaking culture curriculum for our new-age Air Force. Page - 10 // // Annual Report - 2017 Why We Serve Our Mission Enable airmen to operate with many air “Global operations forces. require global skills.” The thing we understand in of the Airman’s toolkit. An the AFCLC is understanding Airman’s global perspective is - Lt. Gen Gina Grosso culture and language holds the uniquely strategic and offers key to solving many challenges incredible capacity to further and also allows us to build the interests of our nation and lasting partnerships based our international partners when upon mutual respect that will armed with the tradecraft of make our world a safer place. culture and language. It’s especially important for the US Air Force, since airpower is not constrained by lines on a map, to embrace culture and language as essential parts Delivery Impact — — Less strenuous delivery methods Mission success and interoperability. Real mean more operational up-time. leaders at Air War College and Air Command Professional development and and Staff College here at Maxwell impact a focus on core mission is our operators half a globe away by sharing driving value. a common goal in culture and language education. Page - 11 // // Annual Report - 2017 REAL EDUCATION FOR A REAL GLOBAL CAPACITY With time spent in more than 13 African countries, She says it comes down to the ability to “think” in Capt. Megan Gallagher is not your typical U.S. Air another language – not just to speak in another Force officer. language. “So many things don’t make sense if they are just directly translated.” That ability must “We usually lead engagements of about one to four be continually sustained over time, because it goes weeks with a partner nation,” Gallagher said. “We away quickly if not used in conversations with native deliver training and facilitate a dialogue and exchange speakers, she said. Through LEAP and eMentor, more of information on best practices. Depending on the and more Airmen have the opportunity to not just gain needs of the partner nation, we could be focusing a language, but to sustain that valuable asset. on humanitarian missions, maintenance practices, intelligence – really any areas of interest that further “The Air Force is striving to become more “joint,” she the capabilities and capacities of their aviation said. “But to have Airmen who are truly capable on enterprise.” an international level, who can facilitate our interests around the world, requires language skills. It’s When she’s back home, in addition to her duties as something we must develop and encourage across the squadron’s executive officer, Gallagher logs the Service.” about two hours a day in online classes, honing her French language skills through the Language Enabled Airman Program’s eMentor courses. The coursework Gallagher completes at home isn’t a generic, “off-the-shelf” computer training course, though.