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UNITED KINGDOMCULTURE & LANGUAGE IN DEFENCE
Deputy Chief of the Defence Staff (Personnel & Training)
MOD London – Strategic Headquarters
Christine Adamson, MOD Culture & Language Policy Desk Officer
Member of The Chartered Institute of Linguists
Language Training – Challenges
£ £ £ £ £
Language Training – Challenges
MOD budget deficit
Adverse financial climate
Unpalatable choices
No stones unturned
Re-validating the requirement for C&L capability
“The ability to communicate effectively is a pre-requisite for the successful application of
military and diplomatic influence.” Defence Language Capability Policy (DLCP)
Re-validating the requirement
Re-validating the requirement
“Culture & Language should support current & contingent
operations in support of UK foreign policy in a timely and
responsive manner” 2010 Study ‘The Future of Defence C&L Capability
Emerging C&L Governance
MODSenior Responsible Owner
for C&L
Training Requirements & Assurance (DOLSU)
Training Delivery(DefAc/DSL)
Force Generation Linguists & Cultural
Advisors (DCSU)
ArmyJoint Forces CommandUnifying Joint User
Other Government Departments
Academic & Commercial Partners
Challenges & Opportunities
Need to develop a new delivery model to deliver the
requirement with reduced financial resource
Implementation by the end of Financial Year 2013/14
C&L Training – Future Delivery Project
PROJECT AIM
“To develop and implement a coherent and cost-effective delivery
model in order to meet Defence and Security Culture & Language
training and education requirements.”
“Language training includes per se a degree of cultural training.
All personnel engaged in Defence Missions overseas and with
allies will require a degree of training for cross-cultural working,
although not all posts will require foreign language skills. Cultural
education and training may, therefore, be delivered independently
of language training.” DLCP
Cross Government initiatives
Language skills in Diplomatic Excellence initiative
Foreign & Commonwealth Office lead
MOD, DfID, HMRC, UKBA, Metropolitan Police all engaged
E-Learning
Face to Face training
Blended learning
CULTURAL CAPABILITY The Defence Cultural Specialist Unit (DCSU)
DCSU
Established in April 2010
Mission – to improve Cultural Capablity across Defence
Main effort – support to Operation HERRICK (Afghanistan)
To date, 34 linguistically & culturally trained Cultural Advisors
(CULADS) generated by DCSU have deployed to Helmand
Province to help shape operations at Brigade and Battlegroup
level
Collect, Plan, Advise, Influence
Cultural Advisors
Understanding of the local population and local nuances of an area
Cultural knowledge
Ability & tools to develop their understanding
Linguistic skills
Primary role that focuses on the people
1 2 3 4
CULAD Training Model
32 24 3
DCSU DSL DCSU Def Ac
40 weeks
15 Months
DCSU integrated course
1 - Induction2 - Language Training (40 weeks DSL course then integrated to mitigate skills fade)3 - Military combat and staff skills 4 - Culture Training delivered by Cranfield University
“Our wider regional engagement is critical to the UK’s influence in a part of the world which is essential to the UK’s own security and prosperity. To have someone on my team who understands the culture and speaks the language has been absolutely invaluable.”
COS COMUKTG
DCSU Broadening Scope
2011 the first maritime CULAD, an Officer of the Royal Navy
Reserve, deployed with the COMUK Task Group’s Flag Ship,
HMS ALBION, to the Middle East & Persian Gulf
Maritime CULAD contribution
Advise Commander and his staff
Low level cultural briefs to ship’s company – particularly prior
to “Runs-ashore”
Receiving & hosting VIP and military from the host country
Key leadership engagement
Cultural Capability - Key Challenges
Meeting Op HERRICK requirements through Transition
Reinforcing the training and force generation pipeline
Refocusing to meet contingency
Meeting the wider Defence requirement for cultural capability;
Defence Diplomacy, training tasks, working with allies
Developing relevant, robust and coherent training at all levels
Address career implications, recognition and reward