1. THE DEFENCE OPERATIONAL LANGUAGES SUPPORT UNIT (IMPLEMENTATION TEAM)
The “Project Team” became the “Implementation Team” on 1 Sep 07 when the DOLSU posts and the DLCC were brought together and re-subordinated under the Directorate Joint Capability in the MoD.
The additional 6 posts to take the DOLSU from IOC to FOC were not approved for FY 08/09. A step too far, perhaps in FY 09/10. Aim was to develop a better capability management capacity and a better languages SME service to PJHQ.
The additional 72 posts to create a dedicated Defence Lang Unit have not yet been approved. I will come back to this later on. 67 posts were approved as additions to Defence Intelligence Language Capability
LT COL A J PARROTT RLC
SO1 DOLSU (IT)

2. PRESENTATION AIM
To inform you of developments in the UK approach to the generation of operational language capability
The DOLSU has created a Defence Focus for non training language issues which was not previously present and this focus is helping take forward language issues. There is a critical mass. Of course this critical mass has only been achieved with serious focus on Afghanistan as an enduring or continuing campaign. UK commitment continues to increase. Very sadly the 98th British soldier to die in Afghanistan was one of 2nd Bn Para’s newly trained SLP 2 Pashtu linguists.
I will not touch on training issues directly, that is the preserve of DSL, but all other aspects of stating the requirement for linguists and generating the capability that meets the requirement.

3. ISSUES Higher Skill Level Primary Role Linguists
Lower Skill Level Secondary Role Linguists
Intelligence Role Linguists
Afghanistan Theatre Specialists
Longer Term Capability Generation
Other Challenges
Training is the means to the end.
Training, by virtue of its length, is a critical part of meeting the operational requirement – fitting into its proper place in the programme
Welcome Steve Jones from SHAPE working on the AJP on provision of Language Capability for Operations.
Welcome the Study Group Topic on Integrating Language Education and Training into Military Career Development. Very relevant to some current topical work in UK

4. Higher Skill Level Primary Role Linguists
Regular and Reserve Military Linguists
UK and 3rd Country Contracted Civilians
Management Issues
Regular personnel, 15 mth SLP 3 course then a 6 mth op deployment. Volunteers from any service and any rank from Pte to Maj
Reserve personnel, a 3 year contract, 15 mth SLP 3 course, first 6 mth deployment, leave and further training for 9 mths towards SLP 4, then a second 6mth deployment
Present system, particularly for reg pers, brings a host of issues relating to pers admin, career admin and appraisal because lang trg and duties have no formal place in our career structures. We continue to have difficulties in attracting sufficient numbers of volunteers with appropriate language aptitude scores and the right motivation.
Contracted civilians – expensive, security issues limit employability, availability issues limit their numbers, fickle as can give notice at any time, part of the solution but not all of it.
Systems run in isolation from each other Mil by DOLSU, Civ contract by PJHQ although we are seeking to assume responsibility for the Civ Contract management in DOLSU.

5. Lower Skill Level Secondary Role Linguists
Regular Military Personnel
Locally Employed Civilians
Training Issues
Project on the Operational Utility of Linguists
Regular personnel, 10 week SLP 1 course or 40 week SLP 2 course before deployment. Mainly soldiers or JNCOs, also some junior officers.
Timing and location of course is everything. Courses should finish before Pre deployment training but that training should include some lang refresher trg. Skills should be used on pre-deployment trg. 1 Irish Guards in 52 Brigade deploy in Spring SLP 2 trg should start in late Autumn 2008.
Location of courses should be “commutable” for attendees whenever possible. They won’t volunteer for 40 weeks of SLP 2 if it is yet more time away from home to add on to Op Tour deployments
Considerable debate on the exact op utility of SLP 1 and SLP 2 linguists. Maj Newland will deploy to Afghanistan in Jul for 6 to 8 weeks to find the hard evidence that backs up the anecdotal contention that lang skills are a good thing.
LECs. Same constraints as contracted civilians and the additional one of personal security. Nevertheless ideas are being developed to offer more English trg to the best so that perhaps they can replace some of our expensively contracted civilians from UK and elsewhere.

6. Intelligence Role Linguists
Combined approach
Additional allocated resources
New focus on recruiting
Pan-government approach
I have no specific responsibilities in this area but we are increasingly aware that in Defence we have one pool of linguists that must meet all needs. We are all fishing in the same pond.
Addl 67 posts allocated to Def Int for meeting linguist requirements. I see this as enabling more personnel to be on long trg courses without established working posts being gapped.
Army Intelligence Corps have realised a new focus is needed on recruiting personnel with language learning aptitude. 15 to 20% of all posts have a lang requirement therefore probably a majority of pers need lang skills.
Beyond Defence there is now greater interest in a co-ordinated approach to meeting lang needs across the security sector. We already seek to share trg opportunities, we are now seeking to share resources. Difficulties are different needs and protective attitudes before we get to individual willingness and realities.

7. Afghanistan Theatre Specialists
Greater Requirement Recognized
Package of Measures
Attract, Train, Deploy, Retain
Cultural Awareness
High level recognition of an urgent need for a more co-ordinated approach to meeting requirements for linguists, cultural specialists and perhaps other relevant specialists delivering soft influence effects. The approach must enhance careers not detract from them
We need a package of measures to attract, train, deploy and retain the right personnel.
Money, Qualifications, Career benefits, Sound administration and a good dose of recognition.
Greater emphasis on cultural awareness, understanding and competence. Language is embraced by cultural issues. Longer or repeat deployments to ensure continuity of relationships on the ground
3 Star recognition. Plan by end Jul, progress by Nov

8. “MEETING THE AFGHAN SPECIALIST REQUIREMENT” AN OUTLINE CAREER PROGRESSION MODEL1
ENTRY LEVEL
LEVEL ONE – SUPPORTING SPECIALIST
LEVEL TWO – PRIMARY SPECIALIST
LEVEL THREE – LEAD SPECIALIST 2 3 4
Overview.
These are essentially my ideas worked up to inform the discussion
First time we have sought to establish a model that fits these specialist requirements into career structures.
We will not get full career linguists, we must fit language and culture into other primary careers 5
Slides as numbered address each level in more detail
While the structure provides for progression from one level to the next through the entire structure it is probable that many personnel will enter the structure at other than the entry level and leave the structure before level three. Others may “repeat” a particular level.

9. MEETING THE AFGHAN SPECIALIST REQUIREMENT AN OUTLINE CAREER PROGRESSION MODEL2
ENTRY LEVEL
Initial or subsequent operational tour in primary career or trade role as Officer (2Lt/Lt) or Soldier (Pte/LCpl)
Individuals receive the basic Language and Cultural Awareness training mandated for all personnel. Army Officers take MLAT at RMAS to identify language learning aptitude.
Many / most personnel in “Afghan Specialist” terms will not proceed beyond the Entry Level although some personnel may develop greater Cultural Understanding from successive tours or particular appointments.
Basic cultural awareness sets the preconditions for use of basic language skills when the opportunity arises.
Entry level – the starting point which essentially everyone crosses. Ops are not voluntary in the UK Armed Forces
12,000 deployed at any one time on HERRICK + TELIC perhaps 13,000 in all. Need 65,000 to meet within harmony guidelines. Army is 100,000 strong give or take a few with up to 15% not deployable. So 65K out of 85K committed to ops.
At a mtg with US on “Human Terrain Teams” it was casually mentioned by US side that USMC would grow from 175K to 210K. UK Mirth 210K is bigger than our entire regular force. Topped by NL who said the increase was bigger than their entire regular force.
Idea is to integrate this model with the career management structures of each service, including giving recognition for this type of specialist service.
Basic cultural awareness a precondition to basic language skills

10. LEVEL ONE – SUPPORTING SPECIALIST
MEETING THE AFGHAN SPECIALIST REQUIREMENT AN OUTLINE CAREER PROGRESSION MODEL 3
LEVEL ONE – SUPPORTING SPECIALIST
Officer (Lt/Capt) or Soldier (JNCO) is selected for an Afghan Specialist post. At this level the specialist skills required are in addition to the primary career or trade skills required for the post. Linguists must be selected on aptitude and motivation. Army JNCOs take MLAT during CLM training.
Individuals receive SLP 1 or 2 level language training and / or additional Cultural Understanding training. Language training should be completed before PDT so skills can be used during training.
At this level individuals are probably motivated by the opportunity that specialist skills offer for a higher profile role.
Supporting specialist.
Another idea is to integrate the lower level linguists with the higher level linguists generating “pull through” and a concentration of trg effort

11. LEVEL TWO – PRIMARY SPECIALIST
MEETING THE AFGHAN SPECIALIST REQUIREMENT AN OUTLINE CAREER PROGRESSION MODEL 4
LEVEL TWO – PRIMARY SPECIALIST
Officer (Capt/Maj) or Soldier (JNCO/SNCO) volunteers to fill an Afghan Specialist post. At this level the specialist skills take primacy over other career / trade skills which may influence the post the individual fills.
Individuals receive SLP 3 or 4 level language training and or additional Cultural Competency training, building possibly / probably on skills gained earlier.
Individuals fill a particular post on one tour (generalist) or serve with the Defence Linguists Pool on two tours over three years to maximise return on training (specialist).
At this level individuals are probably motivated by the career progression prospects associated with specialist service or career stability.
Highest levels of cultural competency can only be used to best effect by individuals with highest levels of appropriate language skills.
Primary specialist
Arrow 4 is the bit we have to deliver on now through our personnel management systems
High level language skills are a precondition to exploiting highest levels of cultural competency

12. LEVEL THREE – LEAD SPECIALIST
MEETING THE AFGHAN SPECIALIST REQUIREMENT AN OUTLINE CAREER PROGRESSION MODEL 5
LEVEL THREE – LEAD SPECIALIST
Officer (Maj / Lt Col / possibly Col) or Soldier (SNCO / WO) is selected to serve in a designated Afghan Specialist post. At this level the specialist skills required for the post are fundamental to the post. The duties will include direction to other specialists and specialist policy issues. Posts could be deployed or UK based.
At this level individuals will already have the specialist skills and competencies required and the focus of any training will be on refreshing and updating relevant skills.
At this level individuals are probably motivated by the career stability or job satisfaction aspects associated with this type of specialist service.
Essentially a step beyond.
Embraces my idea for dedicated LCM posts
Provides “champions” for the language and cultural roles.
My post might be one. Others might be in PJHQ or Land Forces
Example no clear focus for these issues in PJHQ but better now J7 co-ord but shouldn’t J7 have someone who can truly lead on these issues with SME.

13. Longer Term Capability Generation
Where next?
What time frame?
Which languages?
What capability?
What decision making process?
DCDS(C) at last DLCMB signed up to the DLCMB being the forum for decisions on prioritising future requirements proactively.
I am trying to lead work that will present the DLCMB with a short list of languages and when and how many we must train for starters so we can have endorsed support for this longer term requirement being funded for training.

14. Other Challenges Financial Incentives
Seen as a key component for the package of measures I have described above.
Two schemes
Payment for achievement in any language – one off payment of £150 to £1600 at present
Payment for achievement and use of op langs (Arabic Pashto Farsi/Dari) – up to £2700 pa for each of three years or longer given requalification.
Help from floor – Personnel branch want to know what other nations do. Can you give us the brief details of any financial incentive schemes you have
Maximum Benefits
Major Conditions
Languages Applicable
Other Major non Financial Inducements to language skill generation – no lang skills, no career progression.

15. Financial Incentives Information
Country
Maximum and Minimum Financial Benefits
Major Scheme Conditions
Qualifying Languages
Other Major Non-Financial Inducements / Incentives
Other points
Questionnaire example

16. THE DEFENCE OPERATIONAL LANGUAGES SUPPORT UNIT
IMPLEMENTATION TEAM
Any Questions
ANY QUESTIONS ?

17. THE DOLSU
MISSION
The DOLSU will seek to facilitate the generation in a timely way of language capability to support joint operations when required and will manage operational language capability when deployed.
Seek to facilitate the generation
PJHQ state present and likely future requirements to support operations
DOLSU will engage with FLCs to try to ensure the requirement is met.
Op capability an FLC issue not a MoD issue
DOLSU will own some of the assets for LCM and will be able to direct tasking of others

18. WHY THE DOLSU ? Lessons identified on OPERATION TELIC
House of Commons Defence Committee Report
Directorate of Operational Capability – Appraisal of Defence Language Capability
PROJECT GALLIARD – Review of the Operational Language Capability Requirement
It provides a focussed team at the Defence Level in contrast to disconnected staff efforts at the FLC level
Why? Lessons identified on OP TELIC
House of Commons Defence Committee
Director of Operational Capability Appraisal of Operational Language Capability?
PROJECT GALLIARD
Focus at the right level. Scarce resources controlled at the highest practical level

19. “THE FORGOTTEN FORCE MULTIPLIER”
LANGUAGE CAPABILITY IS
(NOT QUITE)
“THE FORGOTTEN FORCE MULTIPLIER”
Forgotten because the provision of adequate language support at the start of an operation has not normally happened in the past.
We train our soldiers generally against the possibility of their use. Why are we not prepared to train linguists against the possibility of their use.
Massive variety of languages v Relatively few military functions
Long training time and cost v Short training time and cost
We must make educated estimates of what languages might be needed!
Individual Training for functions that might be needed – why not for languages
Collective Training for physical environments – why not for cultural environments
Science (technology) v Art (languages)
No primary trade or career structure for linguists
A growing realisation in formations and units that in the context of current and likely future operations language capability is an important component. 16 Air Assault Brigade a prime example. Changing Attitudes
16 Air Assault Bde as the example.

20. THE DOLSU TASKS DEFENCE LANGUAGE POLICY LANGUAGE CAPABILITY GENERATION
LANGUAGE CAPABILITY MANAGEMENT
INTELLIGENT CUSTOMER CELL
DLP What we want and how we go about getting it DLTP How we go about training it. Linkage with Cultural Awareness Joint Doctrine Publications
LCG Main Effort – the “Virtual Language Unit”
LCM Main Effort - Work started on the TNA and links with PJHQ
ICC TNA, Trg Eval and Exam Management

21. DEFENCE LANGUAGE POLICY
(DLP)
Management Structure
DLCMB, DLTCEB, DLCWG, UKIDSCOL
Policy Statements
Language Component of Joint Doctrine
Linkage with Cultural Awareness
DLCMB = Defence Languages Capability Management Board - DCDS(C) Chairman 3 Star
DLTCEB = Defence Languages Training Customer Executive Board – DJtCap Chairman 1 Star
DLCWG = Defence Languages Capability Working Group – SO1 DOLSU Chairman
UKIDSCOL – UK Inter (Government) Departmental Standing Committee on Languages
Policy Statements
Joint Doctrine
Cultural Awareness

22. LANGUAGE CAPABILITY GENERATION
(LCG)
Build Language Skills Database
Maintain Language Skills Database
Co-ordinate Requalification
Language Skills Financial Incentives Scheme
BUILD
JPA based Language Skills Database “The Virtual Language Unit”
15,000 records from legacy admin systems
25,000 records from various partial databases
The right functionality in JPA for what we want - Recording Style for Info and Search Capability – right by Aug 08
MAINTAIN
1,000 records per month onto system
Deletion of inactive records
Generating Management Information
REQUALIFICATION
Time limited quals
Invitations to requalify for selected languages
INCENTIVES
DOLSU is now paying authority based on quals for lang awards – A considerable streamlining compared with previous practice

23. LANGUAGE CAPABILITY GENERATION
(LCG)
High Level Language Skills Generation
Low Level Language Skills Generation
Reserve Forces Language Skills Generation
Wider Language Capability Generation
Management of Deployed Linguists
High Level – Proactive - Setting Requirement, Comparing with Database, Informing Training Requirement, Tasking FLCs
PJHQ Driven Op Specific Courses
Low Level – Less Proactive – Generic Requirement, Identifying Aptitude, Engaging with Formations
Reserve Forces – Not to be forgotten – Reserves on database but Reservists not!
Contracting People and Services, Meeting Short Term Requirements
Line Admin Management of Pers on Long Courses and Deployed

24. LANGUAGE CAPABILITY MANAGEMENT
(LCM)
Support to PJHQ
Deployment of LCM teams to support operations
Home based support to LCM teams
Prepare Basic Level Lang + CA Packages
Training Packages for LCM Personnel
Training Packages for Interpreters / Translators
Advise to formations in the Op Prep cycle
PJHQ - Language specialists to quantify the “language factor” for operational estimates and carry out the language component of any recce
Joint Force Operating Procedures
Pool of 24 across defence, 4 in DOLSU, small teams from 1 to 4 personnel for an operation
Focus for “reach back” from Op Theatre to co-ord additional support
Pro-active prep of Basic Lang and CA trg for contingency ops
Ensure our LCM pers are properly prepared for op tasks
Ensure our linguists are properly prepared as interpreters / translators
Ensure contracted civ pers have sufficient understanding of op environment
CA is the first bldg block. Get non-verbal comms wrong and you may not get the chance to use your verbal skills

25. INTELLIGENT CUSTOMER CELL
(ICC)
Statements of Training Requirement
MoD Language Examination Board / Westminster University Contract – Other Initiatives
Training Needs Analysis
Training Evaluation
Be the acknowledged focus for expertise in OLC
Prepare the SOTR for all language requirements based on clear guidance on priorities and a robust database of existing skills
Run the examination system that gives linguists mil quals based on our needs but also mapped across to cuv lang quals
Continually review the trg needs of linguist posts and tasks. Is the right trg being done
Continually review that the trg contracted is providing the right things. Is the right trg being delivered properly

26. DOLSU TIMELINES Sep 07 - Initial Operating Capability reached
Apr 08 - Full Operating Capability authorised?
Apr 09 - Full Operating Capability in place?
Aug 09 - Full Operating Capability reached?
Apr 10 – Move in to long term future location?
Tasks cleared, C2 structure in place, IOC pers in place, FOC pers sought, Location pending

27. THE DEFENCE OPERATIONAL LANGUAGES SUPPORT UNIT (DOLSU)
THE FUTURE PERFECT STRUCTURE
DOLSU MANAGEMENT TEAM
DEFENCE LANGUAGE POLICY
DOLSU IT
SO1 ARMY
DOLSU FOC
CIV C2
WO2 SP ARMY
TRG POSTS
CIV E
LANGUAGE CAPABILITY MANAGEMENT SECTION
LANGUAGE CAPABILITY GENERATION SECTION
LANGUAGE INTELLIGENT CUSTOMER CELL
SO2 RN
Yellow = Existing posts
Blue = Aspirational Posts from Apr 08
Green = 72 Aspirational Long Course and Deployed Posts
SO2 ARMY
SO2 ARMY
MSF C2
SO2 ARMY
CIV D
SO3 ARMY
WO RN
HIO 1 C2
CIV D
SO3 RAF
SO2 RAF
HIO 2 C2
CIV E

28. THE DEFENCE OPERATIONAL LANGUAGES SUPPORT UNIT (DOLSU)
THE PRESENT IMPERFECT STRUCTURE
DOLSU MANAGEMENT TEAM
DEFENCE LANGUAGE POLICY
DOLSU IT MIL
SO1 ARMY
DOLSU IT CIV
CIV C2
WO2 SP ARMY
LONDON
DOLSU FOC
CIV E
LANGUAGE CAPABILITY MANAGEMENT SECTION
LANGUAGE CAPABILITY GENERATION SECTION
LANGUAGE INTELLIGENT CUSTOMER CELL
IRAQ
SO2 RN
Reality
Deployment on Operations = Green
Retasking as dictated by availability of pers and progress of development work
FTRS Reinforcement
Yellow = Civ Brown = Mil
SO2 ARMY
WO2 SP ARMY
SO2 FTRS
SO2 ARMY
MSF C2
SO2 ARMY
OMAN
CIV D
SO3 ARMY
WO RN
HIO 1 C2
CIV D
SO3 RAF
SO2 RAF
SO3 RAF
HIO 2 C2
CIV E

29. THE DEFENCE OPERATIONAL LANGUAGES SUPPORT UNIT
IMPLEMENTATION TEAM
Any Questions
ANY QUESTIONS ?