‘81 Second to None

1. ‘81 Second to None ENDOWMENT PROPOSAL

2. OUTLIER: [out-lahy-er] noun: 1.something that lies outside the main body or group that it is a part of. 2. someone who stands apart from others of his or her group, as by differing actions, beliefs, religious practices, etc.. Superstar lawyers and math whizzes and software entrepreneurs appear at first blush to lie outside ordinary experience. But they don't. They are products of history and community, of opportunity and legacy… Their success is not exceptional or mysterious. It is grounded in a web of advantages and inheritances …critical to making them who they are. .. The outlier, in the end, is not an outlier at all. Malcolm T. GladwellNew York Times bestseller Outlier “ ” Malcolm T. Gladwell Four-time New York Times Bestseller Author and Speaker

3. The USAFA Class of ‘81 Endowment Committee believes… Successful world leaders can be created from USAFA Cadets by producing a web of advantages, a history of community, opportunity and legacy through support of the ’81 Endowment efforts. “ ” Mike Beale Bob Bledsoe*Mike BloomfieldJohn FagnantDrew Grant Richard Haddad Tim Harris Tom Kallman Scott Schafer*Mary Beth ShagenaRandy Worrall * Committee Co-Chairmen USAFA CLASS OF ‘81

4. We Believe USAFA graduates, in and out of uniform, are faced with a myriad of international challenges. Cultural awareness and appreciation of international relations and interdependencies are critical traits of effective world leaders. Our nation’s ability to promote U.S. values of freedom and free enterprise is dependent on our ability to navigate and influence in a multi-cultural arena. First-hand experience with varied and diverse cultures is the most effective means for gaining awareness and developing the skills necessary to succeed in today’s global environment “ Cultural understanding is extremely important to our ability to affect positive outcomes… If we underestimate the significance of language, region, and culture in our global endeavors, we do so at our own risk, and to the detriment of our effectiveness. ” General Norton A. SchwartzAir Force Chief of StaffUSAFA CLASS OF ‘73

5. Therefore… The Class of ‘81 seeks to structure its endowment to support International Programs Where Cadets gain first hand knowledge and experience with varied and diverse cultures Guided by experienced internationally accomplished leaders at the Academy, in U.S. Embassies abroad, and in corporate offices in the United States and around the world In programs that must: • Be available to any cadet, independent of academic major, background, etc. • Be sustainable in the long-term, able to provide value as the world changes • Provide valuable experience that is applicable throughout the cadets military and civilian careers. “ Though well prepared for a career in the Space program, I had very little preparation for the international challenges that I faced after graduating… ” Col (Ret) Mike BloomfieldThree-time Space Shuttle Pilot and Mission CommanderUSAFA CLASS OF ‘81

6. ‘81 Endowment Purpose Contribute to the “Web of Advantages” that help USAFA accomplish its mission: “The mission of the United States Air Force Academy is educate, train, and inspire men and women to become officers of character motivated to lead the United States Air Force in service to our nation.” To introduce Cadets to the community of global leaders whose guidance and example will help them begin to build the skills they need as uniformed officers and civilians leaders. To provide financial assistance to programs that provide high-level learning experiences for interested cadets and in doing so reinforce those values we feel important based on our life experiences “ ” We supply technology and applications to more than 90% of communications companies worldwide today… To give future cadets “advantages and inheritances, opportunity and legacy,” that they might become exceptional leaders in an increasing complex world arena. Charles PhillipsCEO of Infor and Member of the President's Economic Recovery Advisory Board USAFA CLASS OF ‘81

7. USAFA International Program Implementation Dean ( Coordinated with the Commandant) Department of Foreign Languages • International Program Council (IPC) • Members from most academic departments represented • Assures checks and balances so all departments have equal access to IP funding • The roles of the IPC and the DFIP are managed through a fairly new USAFA AFI. The DFIP manages and executes the program, deciding what funding is available and where it goes, based on the funding guidance it has. (see next paragraph) The IPC role is more like a Board of Directors’s.  They provide oversight and approves the general direction and budget allocations made by the DFIP.  The IPC would only step in and change something if they feel that it went against guidance.  For instance, if USAFA ‘81 funds were being allocated by the DFIP for the French Dept to hire another Instructor, then they would step in to stop it knowing that it wasn't in accordance with the Endowment.  Otherwise they are oversight only. Director of the Office of International Programs (DFIP)

8. USAFA International Program Implementation Dean ( Coordinated with the Commandant) Department of Foreign Languages • International Program Council (IPC) • Members from most academic departments represented • Assures checks and balances so all departments have equal access to IP funding • The roles of the IPC and the DFIP are managed through a fairly new USAFA AFI. The DFIP manages and executes the program, deciding what funding is available and where it goes, based on the funding guidance it has. (see next paragraph) The IPC role is more like a Board of Directors’s.  They provide oversight and approves the general direction and budget allocations made by the DFIP.  The IPC would only step in and change something if they feel that it went against guidance.  For instance, if USAFA ‘81 funds were being allocated by the DFIP for the French Dept to hire another Instructor, then they would step in to stop it knowing that it wasn't in accordance with the Endowment.  Otherwise they are oversight only. Director of the Office of International Programs (DFIP)

9. USAFA International Program Implementation Dean ( Coordinated with the Commandant) Department of Foreign Languages International Program Council (IPC) • Director of the Office of International Programs (DFIP) • Executive Agent to the IPC • Plans and executes IPC meetings • Creates international opportunities for cadets • All of the programs under DFIP, except the Cultural Immersion Program, are POMd through DODs Defense Language Authority-Language Regional Education and Culture Fund. • USAFA IP Programs • International Officer Personnel Exchange Program • 4 year International Cadet Program • Cadet Foreign Academy Visits Program • Cadet Semester Academy Exchange program • Cadet Semester Study Abroad Programs • Academy Staff Foreign Military Interaction Programs • Cadet Foreign Area Studies Academic Major • Embassy Programs with Political Advisors • Asian Pacific Center for Security Studies These two programs align well with the ‘81 mission statement

10. USAFA International Program Implementation Dean ( Coordinated with the Commandant) Department of Foreign Languages International Program Council (IPC) • USAFA IP Programs • International Officer Personnel Exchange Program • 4 year International Cadet Program • Cadet Foreign Academy Visits Program • Cadet Semester Academy Exchange program • Cadet Semester Study Abroad Programs • Academy Staff Foreign Military Interaction Programs • Cadet Foreign Area Studies Academic Major • Embassy Programs with Political Advisors** • Asian Pacific Center for Security Studies** • ** Technically, these programs fall under Cadet Foreign Area Studies Academic Major Director of the Office of International Programs (DFIP) These two programs align well with the ‘81 mission statement

11. Potential Programs Funded by ‘81 Endowment Embassy Programs with U.S. Embassy Political Advisors (POLADs) - Well established, three-week program at one of the following: AFSOUTH, USPACOM, PACAF, or USAFE - Provides high-level exposure to both Defense and State Department Operations - Allows for interagency and international development opportunities Positive feedback from DFIP: “Cadet called me 10 days into her three-week program with one of the POLAD offices, thanking me profusely for an opportunity that she believes will have a lasting impact on her future.” “ • Other Possibilities • Increase the number of POLAD and Asian Center type programs • Expand to other areas of Embassy specialties • Create possibilities to partner with International businesses My first real international experience was a command position in Iraq during Desert Storm. I would have welcomed some international perspective or training as a cadet”… ” To give future cadets “advantages and inheritances, opportunity and legacy,” that they might become exceptional leaders in an increasing complex world arena. Maj Gen Richard “Beef” HaddadDeputy to the Chief of the Air Force Reserve USAFA CLASS OF ‘81

12. Potential Programs Funded by ‘81 Endowment(continued) Asian Pacific Center for Security Studies 3 week program Led by former U.S. Ambassador retired General Officer 2012 was first year cadets were hosted (2) Positive feedback: “Through the immersion program, we were able to experience first-hand the importance of foreign relations, cultural understanding and language in both public and military leadership.” “ • Other Possibilities • Increase the number of POLAD and Asian Center type programs • Expand to other areas of Embassy specialties • Create possibilities to partner with International businesses American companies are behind their international counter-parts when it comes to global commerce and awareness. We’ve got to do something to train tomorrow’s leaders… ” To give future cadets “advantages and inheritances, opportunity and legacy,” that they might become exceptional leaders in an increasing complex world arena. Tom KallmanPresident & CEO, Kallman WorldwideUSAFA CLASS OF ‘81

13. Potential Programs Funded by ‘81 Endowment(continued) • Expand to other areas of Embassy specialties • In conjunction with USDOC Commercial Specials • In conjunction with the Office of Defense Cooperation • Create partnerships with International businesses • Domestically • Abroad • Other opportunities aligned with the Endowment’s vision “ “ We live in a global community. The more opportunities we can provide to the future leaders of that community the better equipped they will be to protect and defend the freedom we enjoy. Mary Beth ShagenaVisiting Professor, Department of Finance, Xavier University USAFA CLASS OF ‘81 ” ”

14. ‘81 Endowment Drive Schedule Solicit lead gifts to initiate the drive Present to our class in Sept 2012 Begin making phone calls to classmates in Sept / Oct 2012 Goal is $1,000,000 by October 2016, in time for our 35th reunion

15. Get Involved TODAY Successful World Leaders can be created by producing a web of advantages, a history of community, opportunity and legacy. Supporting the USAFA Class of ‘81 Endowment is not only important to the future of young men and women who will lead our military forces around the world, but America’s long-term strength will depend on the successful businesses run by those same men and women. This is our class’ opportunity to give back and to further improve the unique institution that shaped our lives. Please contact the USAFA ‘81 Endowment Committee today – for as little as $2.00 per day, you can help make a million dollar difference. • Other Possibilities • Increase the number of POLAD and Asian Center type programs • Expand to other areas of Embassy specialties • Create possibilities to partner with International businesses Visit www.usafa81endowment.com or email donate@usafa81endowment.com today! Visit www.usafa81endowment.com or email donate@usafa81endowment.com today! To give future cadets “advantages and inheritances, opportunity and legacy,” that they might become exceptional leaders in an increasing complex world arena.

16. Final Thoughts The Endowment Committee understands that giving is a very personal matter. There are dozens of causes that are worthy of our consideration and support. The ‘81 Endowment Committee held several meetings and conference calls to arrive at a solution that we all believe in and a program that we truly feel will create better cadets, officers, and future business leaders entrusted with the long-term strength and prosperity of America. The program is well structured, measurable, and sustainable – we hope that you agree and will join the Committee and the dozens of other ‘81 grads that have pledged their support.