Vision

Enabling the DoD AT&L workforce to 

achieve the right acquisition outcomes.

Mission

Provide practitioner training, career 

management, and services to enable the 

Acquisition, Technology, and Logistics 

community to make smart business 

decisions and deliver timely and 

affordable capabilities to the warfighter.
Table of Contents

1

President’s Message....................................................... 2

A Solid Foundation for Strategic Planning .......................... 4

DAU Organizational Commitment .................................... 6

2008–2013 Strategic Plan

Achieving the Right Acquisition Outcomes........................ 10

Strategic Goal Alignment.............................................. 11

DAU Strategic Planning Process ..................................... 12

Mission ..................................................................... 14

Vision ....................................................................... 15

Strategic Goals & Strategic Measures

 Goal 1 | Mission................................................... 16

 Goal 2 | Infrastructure............................................. 17

 Goal 3 | Transformation .......................................... 18

 Goal 4 | People .................................................... 19

 Goal 5 | Customers ............................................... 20

Performance Learning Model......................................... 21

FY08 Organizational Performance Plan

FY08 Performance Tasks............................................... 24

Performance Task Format .............................................. 25

Performance Task Definitions & Key Terms ........................ 26

Performance Tasks

 Goal 1 | Mission................................................... 27

 Goal 2 | Infrastructure............................................. 28

 Goal 3 | Transformation .......................................... 29

 Goal 4 | People .................................................... 30

 Goal 5 | Customers ............................................... 31
We have come a long way since we published our first 

Strategic Plan. During these last six years, we transformed the 

Defense Acquisition University (DAU) from a 20th century training 

consortium into a 21st century premier corporate university. We 

aligned with our senior leadership, reorganized our business 

structure, regionalized our campuses, modernized our business 

and learning infrastructure, adopted a world-class learning 

architecture, updated our curricula, recruited the right talent, 

rewarded for performance, and garnered national recognition 

as the best corporate university in the world—thus accomplishing 

our original vision.

During 2006, in recognition for our continuing success, DAU was 

selected as “Best Overall Corporate University,” “Best Mature 

Corporate University,” “Best Virtual Corporate University,” and 

“Corporate University Leader of the Year”; selected as the Best 

Leadership Development Program in the public sector for 2006, 

the second consecutive year DAU was rated #1; and was also 

acclaimed by the United States Distance Learning Association for 

its new 21st Century Best Practices Award for the Performance 

Learning Model (PLM), the highest award bestowed upon any 

organization in their industry. In 2006, we also helped the Under 

Secretary of Defense for Acquisition, Technology and Logistics 

(USD (AT&L)) publish his first AT&L Human Capital Strategic Plan. 

Recently, we just re-published a breakthrough update to the plan 

that will attract, retain, motivate, reward, and right-shape a highperforming, top-quality workforce for future success. Finally in the 

spring of 2007, DAU was the recipient of the Computerworld 21st 

Century Achievement award for its world-class implementation 

of its data warehouse. To be recognized as a Laureate (top 25% 

of over 400 participants from 25 countries) is a big deal! To be 

2 THE DEFENSE ACQUISITION UNIVERSITY

President’s Message
selected as one of the ten top organizations in the entire world 

is a WOW achievement!

We must always improve ways we can enable the

DoD AT&L workforce to be successful on the job. Our intent is 

to be a continual engaging presence with our workforce both in 

the classroom and on the job. To do this, we will enhance their 

learning environment using more 

games, simulations and 24/7 

accessible learning assets within 

all our new learning products. 

Our workforce will be able to 

know and/or access everything about their jobs, on the job—all 

at their fingertips at their learning point of need.

But, we can not stop here...Given the rapid pace of change with 

breakthrough technologies, pending demographic challenges, 

and a global competition for talent, we must constantly re-invent 

ourselves to remain competitive. The stakes are high! Starting with 

this 2008–2013 Strategic Plan and our 2008 Organizational 

Performance Plan, we are raising the bar again with a new 

Strategic Vision for DAU, one that is outcome-based and 

contributing to what our customers must accomplish....”Enabling 

the AT&L workforce to achieve the right acquisition outcomes.” 

Together, I know we will achieve this vision and make a huge 

contribution to the DoD AT&L workforce and the warfighter!

3

“The stakes are high! So, we are raising the 

bar again with a new Strategic Vision for DAU.”
4 THE DEFENSE ACQUISITION UNIVERSITY

A Solid Foundation for Strategic Planning

Values

Our values and core competencies form a solid foundation for our 

strategic planning. Our values define who we are and our core 

competencies define what we do. Our DAU values of teamwork, 

customer focus, performance excellence, and speed and agility form 

the basis for providing the “DAU Experience”—the deeply felt and 

remembered quality of our service. Everyone who comes in contact 

with DAU—our stakeholders, customers, and faculty and staff—

whether in the classroom, online, on the phone, at conferences, or 

in meetings will receive the same great customer-focused experience 

anywhere, anytime.

Within DAU we need 

to provide the DAU 

experience to our 

faculty and staff by 

creating a working 

environment that 

promotes cooperation, trust, helpfulness, and professional growth. Our 

interaction with each other must be marked by respect, consideration, 

and mutual assistance. Such an environment will make a good place 

to work even better—a model for others to emulate.

By all of us embracing the DAU experience as a guiding tenet to our 

professional behavior and attitude, we contribute to the idea that we 

are all working together to achieve common goals and objectives—

an enterprise that is totally customer-focused. To provide the DAU 

experience, we all must lead by example, doing the right thing the 

first time and every time. This level of commitment will create quality 

experiences that are relevant and responsive, and make a strong, 

positive, and lasting impression of DAU. We each can do our part. 

Our enduring motto is “You get the same great experience no matter 

what part of DAU you experience!”

Our Values

Alignment & Teamwork 

We are a team aligned with our 

senior leadership. Through support, 

respect, and trust we develop one 

vision, one team, one game plan. 

Customer Focus

We are a customer centric 

organization. We consider our

customers’ view in all we 

do, helping them succeed by 

maximizing their capabilities.

Performance Excellence

We pursue excellence in all we do 

and take pride in our work. We 

value professionalism, integrity, 

and quality.

Speed & Agility

We are proactive and anticipate 

requirements. We produce timely 

products and services at the speed 

of business.

Our enduring motto is “You get the 

same great experience no matter what 

part of DAU you experience!”
Core Competencies

Our core competencies have become strategic resources for the DoD 

AT&L community and consist of:

Multi-Functional, Applied Subject Matter Expertise

Having held positions as highly skilled field practitioners, DAU faculty 

and staff collectively possess experience and expertise across DoD 

AT&L disciplines and are unique in their comprehensive knowledge 

of the DoD environment, business practices, and processes.

AT&L Unique Curriculum Development

and Rapid Response Capabilities

DAU’s curriculum development expertise is unique in regard to 

design, content, and intimate understanding of the DoD AT&L 

environment and culture. This facilitates the alignment of the 

curriculum to the career-long learning needs of the DoD AT&L 

workforce, and rapid training on emerging AT&L policy initiatives.

Knowledge Sharing

DAU is the knowledge manager and repository for the DoD AT&L 

body of knowledge and steward for its communities of practice.

Practitioner Training, Performance Support, Applied 

Research, and AT&L Career Management

DAU faculty and staff deliver practitioner training, performance support, 

applied research, and DoD AT&L career management to meet the careerlong needs of their customers—end-to-end learning and development.

Relationships with AT&L and Defense Industrial Communities

Because they are a key part of the DoD AT&L workforce themselves, 

DAU faculty enjoy trust and confidence and are able to directly relate 

to their customers. Together, as part of the DoD AT&L team, they build 

and maintain strong professional, mutually beneficial relationships in 

curriculum development, performance support, continuous learning, 

and in promoting government best practices in the execution of the 

DoD AT&L mission.

5
6 THE DEFENSE ACQUISITION UNIVERSITY

DAU Organizational Commitment

DAU’s organizational structure, based on regional 

campuses ensures efficient support for students and 

staff alike. As a customer-centric organization, all 

planning and related activities put the customer 

in-line-of-site to the entire organization and its 

mission. Within our organization, the key personnel 

roles and responsibilities have been optimized to 

reflect this customer-centric focus.
7

We are committed to working together with our senior leadership, faculty 

and staff, stakeholders and partners, and most importantly, our customers, 

to turn the Strategic Plan into a reality and ensure that all who come in 

contact with DAU receive the DAU experience—an experience second to none.

Mrs. Margaret A. S. Hogan-Roy

Director, Human Resources

Hon. John J. Young, Jr.

Acting Under Secretary of Defense

(Acquisition, Technology and Logistics)

Dr. James S. McMichael

Vice President

Dr. Chris R. Hardy

Director, Planning, Policy, & Leadership Support

Mr. Randy T. Fowler

Director, Learning Capabilities Integration Center

Mr. Andrew A. Zaleski

Dean, DAU West Region

Ms. Barbara J. Smith

Dean, DAU Mid-Atlantic Region

Hon. James I. Finley

Deputy Under Secretary of Defense

(Acquisition and Technology)

Mr. Mark C. Whiteside

Director, Performance & Resource Management

Mr. Dave L. Scibetta

Director, Operations Support Group

Dr. J. Robert Ainsley

Director, e-Learning & Technologies Center

Mr. James L. McCullough II

Dean, DAU South Region

Mr. John J. Higbee

Dean, DSMC - School of Program Managers

Mr. Garry R. Shafovaloff

Special Assistant to the President

Mr. Frank J. Anderson, Jr.

President and Chief Learning Officer

Mr. Joseph E. Johnson

Chief of Staff

Mr. Yunhyok (Joe) Chang

Acting Director, Acquisition Workforce &

Career Management

Mr. Travis L. Stewart

Dean, DAU Midwest Region

Mr. John T. Shannon

Dean, DAU Capital & Northeast Region

Mr. William A. Erie

Director, Acquisition Performance Solutions

Dr. Craig L. Lush

Director, Library and Knowledge Repository

Mr. Paul T. McMahon

Pentagon Liaison

9
10 THE DEFENSE ACQUISITION UNIVERSITY

The need to transform our Armed Forces, as well as the organizations 

and processes that control, support, and sustain them, is compelling. 

President George W. Bush’s mandate for defense transformation 

was “to challenge the status quo and envision a new architecture 

of American defense for decades to come.” President Bush views 

transformation as a continuing process, one that not only anticipates 

the future, but also seeks to create it. 

The Defense Department’s transformation is working because its military 

and civilian leaders recognize the need and are giving the effort the 

high level of emphasis it requires. DoD transformation must address 

three major areas: how we do business inside the Department, how 

we work with our interagency and multinational partners, and how 

we fight. New weapon systems and state-of-the-art technology are 

important parts of the Defense Department’s transformation, but the 

key to the process is the people involved.

As the primary learning assets provider for the DoD AT&L workforce, 

DAU is a strategic enabler. Our strategic intent is to enable the right 

acquisition outcomes by fully engaging our students, both in the 

classroom and on the job. Through a virtual, continuous presence 

with the workforce that allows us to be on the job worldwide, DAU 

products and services enhance workplace performance, promote 

mission effectiveness, and help reshape the DoD AT&L workforce to 

meet future challenges. DAU’s mindset is that we are fully integrated in 

our learners’ careers from the time they enroll in their first DAU course 

until they retire, helping them provide the very best weapon systems, 

equipment, and services for our nation’s warfighters.

Achieving the Right 

Acquisition Outcomes

“The Department must have a vision 

that conveys to the public a commitment 

to attract and develop the best mix of 

people, both military and civilian. This 

vision must be supported by an effective 

human capital strategy that is actively 

measured against well defined goals.”

— Hon. Robert M. Gates

Secretary of Defense

“We need to create an inspired, highperforming organization where each 

person makes a difference. We also 

need to collaborate effectively across 

traditional boundaries. This means we 

need to see the value of an informal 

organization. We need to see ourselves 

as part of a community or neighborhood 

that comes together as stakeholders 

around joint projects.”

— Hon. John J. Young, Jr.

Acting Under Secretary of Defense 

(AT&L)
2008—2013 STRATEGIC PLAN 11

Strategic Goal Alignment

AT&L Goals

1) High performing, agile, and 

ethical workforce

2) Strategic and tactical 

acquisition excellence

3) Focused technology to meet 

warfighting needs

4) Cost effective joint logistics 

support for the warfighter

5) Reliable and cost-effective 

industrial capabilites sufficient 

to meet strategic objectives

6) Improved governance and 

decision processes

7) Capable, efficient, and costeffective installations

“I would like you to listen from the point of view that 

you have a very special responsibility...not only sharing 

the vision, guiding principles, goals, methodologies, but 

actually playing a part in bringing them to pass.”

— Hon. John J. Young, Jr.

Acting Under Secretary of Defense

(AT&L)

DAU’s Strategic Plan is aligned with the goals of the:

•	 Nation, as established in the President’s Management Agenda 

and National Security Strategy

•	 Defense Department, as set forth in the National Defense Strategy, 

National Military Strategy, and Quadrennial Defense Review

•	 USD (AT&L), as stated in the Strategic Goals Implementation Plan 

and the AT&L Human Capital Strategic Plan

DAU’s Strategic Plan flows down to our Annual Organizational 

Performance Plan. To successfully achieve objectives in that plan, 

each member of the DAU team must ensure that his or her activities 

and individual objectives, as reflected in their Faculty Contribution 

Assessment Plan (FCAP) and NSPS development plan, support the 

tasks contained in the Organizational Performance Plan.

National DoD AT&L DAU

NSPS

FCAP
12 THE DEFENSE ACQUISITION UNIVERSITY

Our strategic planning process does not stop with the publishing of the 

strategic plan. It is an end-to-end planning process that encompasses 

performance measurement, budgeting, and contribution-based 

employee evaluation systems. It includes the following products:

•	 Strategic Plan contains the mission, vision, goals, measures, and 

enabling strategies. It covers six years, but is updated annually as 

a living document. 

•	 Organizational Performance Plan has performance tasks and 

targets for the current year in support of each strategic goal. 

•	 Organizational Performance Assessment shows the actual versus 

planned accomplishments for the year, as well as progress on long 

term measures for each goal of the Strategic Plan. 

•	 Annual Report provides to DAU’s customers and stakeholders 

achievements for the preceding year. 

•	 Performance-based individual contribution plans are used for both 

our faculty and our staff. 

Each year, DAU reviews, updates, and validates our strategic goals 

and measurements, and enabling strategies. The Planning, Policy, 

and Leadership Support group is responsible for leading this effort. 

They engage the participation of faculty and staff from across the 

University in this review. The review process begins with an analysis of 

organizational strengths and weaknesses followed by an environmental 

scan to identify: 1) opportunities; 2) threats; 3) major shifts in 

technology, market, competition, or regulatory environment; and 4) 

long-term organizational sustainability. Areas for improvement/focus 

are determined through leadership reviews of mission/operational 

performance, customer satisfaction ratings, stakeholder inputs, and 

annual performance plan task accomplishments. Updates to the 

strategic plan are presented to the Strategic Planning Council (SPC) 

(membership consists of DAU’s senior leadership team) and reviewed 

by our Board of Visitors prior to final approval by the SPC.

In addition to, and in alignment with, the strategic goals, separate 

performance tasks to be accomplished during the year are defined in 

the DAU Organizational Performance Plan. These tasks are projects 

headed by a project manager. Performance targets, outcomes/output 

DAU Strategic Planning Process

Program Learning

Roadmap

Human Capital Plan

Facilities Plan

NSPS

FCAP

Strategic

Plan

Organizational 

Performance 

Assessment

Annual Report

Organizational 

Performance 

Plan
2008—2013 STRATEGIC PLAN 13

measures, and indicators of success define progress 

toward the higher level enabling strategies.

Our progress toward meeting our strategic goals 

and fulfilling our mission is measured and reported 

regularly. DAU has adopted an online enterprisewide performance measurement tool, the DAU 

Performance Dashboard, (https://clo.dau.mil). We 

use the Dashboard to set baselines, manage tasks, 

and analyze results. This dashboard, available to 

all managers, tracks progress of the performance 

tasks and targets that support each strategic goal. 

DAU conducts a tri-annual Enterprise Performance 

Review and Analysis (EPRA) to review progress 

for all annual performance tasks and targets 

and long term measures for strategic goals. This 

enables management to make resource allocation 

decisions in the context of past results and allocate 

or reallocate resources as appropriate. All of 

our decisions are data driven. Progress toward 

achieving each strategic goal is also assessed 

using a select number of key long term measures. 

Long term goal performance and current year 

task performance are documented in our annual 

Organizational Performance Assessment. Results 

are reviewed and incorporated as necessary into 

the next update of the Strategic Plan.

DAU’s contribution-based employee evaluation 

systems ensure that each individual employee is 

focused on contributing to the execution of our 

mission, the accomplishment of the performance 

tasks and ultimately on the goals of the organization. 

Individual objectives are set based on the Strategic 

Plan and Organization Performance Plan. In the end, 

employee rewards are tied to specific contributions 

toward accomplishing DAU’s performance goals. 

The entire process is a deliberate, planned, 

measured, iterative, and integrated cycle that 

continuously moves DAU toward its organizational 

goals and vision.

Strategic Challenges/Strategic Goals

Strategic Plan

Facilities Plan

Human Capital Plan

Performance LearningRoadmap

Organizational 

Performance 

Plan Tasks

Product

Process

Transformation

People

Customer

Progress 

Tracking

EPRA

Performance 

Reviews

DataMart

Forecasting Our Environment

Joint Network-centric Operations, Capabilities-based 

Planning, Joint Rapid Acquisition, Homeland Security, 

Sense and Respond Logistics, Workforce Demographics

Emerging Concepts, Strategies, Tools, & Future Practices

Learning at the Point of Need, Mobile Learning, 

Simulations, On-the-job Performance Support,

Org. Team Training, Agile Learning Environment

Organizational Performance Assessment

Environmental Scan
14 THE DEFENSE ACQUISITION UNIVERSITY

Provide practitioner training, career management, 

and services to enable the Acquisition, Technology, 

and Logistics community to make smart business 

decisions and deliver timely and affordable 

capabilities to the warfighter.

Our mission statement reflects that DAU now serves an ever 

more inclusive DoD AT&L community and that we are using innovative 

techniques such as distributed learning, performance support, 

communities of practice, and continuous learning modules to enhance 

workplace performance.

DAU has broadened its misson scope to include a DoD AT&L workforce 

career management responsibility. The skill sets required by the new 

business environment of the 21st century can no longer be served 

by separating workforce learning and career management. Human 

capital best practices require a consolidated approach. The DoD AT&L 

workforce is now supported by a DAU that fully integrates education, 

job skill needs, assignment experience, succession planning, training, 

and policy. Additionally, DAU now: 

•	 Provides close alignment of all human capital activities that affect 

the workforce needs in support of AT&L goals

•	 Provides closer connectivity to workforce management and its 

developmental needs

•	 Provides additional subject matter expertise and resources in 

shaping policy with career-long learning needs

Mission

Mission Success

•	 Earned Accreditation (2002)

•	 7 Distance-Learning Awards

•	 15 Corporate University

Best-In-Class Awards

•	 #1 Corporate University in 

America—American Society 

of Training and Development 

(2004)

•	 #1 Organization in the 

Government for Leadership 

and Development (2006 & 

2005)

•	 Best Overall Corporate 

U n i v e r s i t y — C o r p o r a t e 

University Best-in-Class (2006 

& 2002)

•	 Best Mature Corporate 

University — C o r p o r a t e 

University Best-in-Class (2006)

•	 Best Virtual Corporate 

University — C o r p o r a t e 

University Best-in-Class (2006 

& 2002)

•	 Corporate University Leader of 

the Year—Corporate University 

Best-in-Class (2006 & 2002)

•	 Computerworld 21st Century 

Achievement Award (2007)
2008—2013 STRATEGIC PLAN 15

Enabling the DoD AT&L workforce to achieve the 

right acquisition outcomes.

Our vision, “enabling the DoD AT&L workforce to achieve the right 

acquisition outcomes,” is clear about what we must accomplish for 

success. We will measure our progress by how well the workforce 

does its mission.

The DoD AT&L workforce represents DoD AT&L’s human capital – a 

highly valued asset – critical to DoD’s success in serving the nation. 

Maintaining the right mix of technical knowledge and subject matter 

expertise, as well as general business skills, is vital to achieving 

the acquisition mission. DoD AT&L’s ability to plan future workforce 

requirements will be key to maintaining a workforce capable of 

accomplishing its very important mission. DoD AT&L will need a 

competitive advantage as its employment environment is likely to 

become ultra-competitive, characterized by a shrinking qualified 

labor pool and intense competition for the technical skills that the 

DoD needs. We are currently facing the need for new skill sets and 

project the loss of experience and knowledge. Current environmental 

issues to planning, shaping, and managing the DoD AT&L workforce 

include: 

•	 Potential loss of retirement eligible personnel and their knowledge. 

•	 Understanding the differences in workforce generations. 

•	 The depleting U.S. workforce pool with increasing competition for 

talent.

In this regard, the 2008–2013 Strategic Plan addresses six strategic 

challenges, which form the basis for DAU’s vision and goals.

Vision

Strategic 

Challenges

Challenge 1

Staying relevant and current to a 

DoD AT&L workforce with value 

added learning assets that enable 

them to make better business 

decisions.

Challenge 2

Forcing data-driven decisions 

internally by deploying tools 

and technology and conducting 

analyses in order to be a role model 

for sound business decisions.

Challenge 3

Advancing our transformation 

journey while simultaneously 

building on infrastructure and 

enabling the workforce to improve 

acquisition outcomes and enhance 

national security.

Challenge 4

Meeting the growing demands of 

our customers and stakeholders 

with the fiscal constraints of a finite 

budget.

Challenge 5

Aligning people performance to 

organizational performance as 

measured from our customers’ 

perspective. 

Challenge 6

Integrating learning and 

development solutions with other 

talent management functions.
16 THE DEFENSE ACQUISITION UNIVERSITY

Strategic Goals & Strategic Measures

Goal 1 | Mission

Provide a fully integrated learning environment in 

concert with other talent management initiatives to 

engage the learner at the point of need.

Our customer-centric approach to our mission focuses all our efforts 

and resources on customer needs and stakeholder requirements.

Enabling Strategies: 

1) Enhance and fully integrate (content & infrastructure) all assets 

and tools within the Performance Learning Model. 

2) Partner with Learning Organizations to create an end-toend enterprise learning network to include personalized 

workspaces. 

3) Incorporate the most effective methods, tools, and techniques 

that will create and sustain expertise, knowledge, and skills. 

4) Leverage technology to provide real-time access and learning 

at the point-of-need capability.

Strategic Measures:

•	 Student graduates over 100,000 per year.

•	 Aggregate customer satisfaction for Kirkpatrick Level I surveys of 

learning assets greater than 5.6 (80%) on the 7-point Likert scale.

•	 Twenty percent of all DAU courses modularized and made available 

as continuous learning/knowledge sharing assets per year.
2008—2013 STRATEGIC PLAN 17

Strategic Goals & Strategic Measures

Goal 2 | Infrastructure

Continuously improve our mission/support processes 

and management.

We set the standards for the university to be among the very best. 

We leverage best practices and learning technologies, and optimize 

resources to provide our customers with skills they need to succeed.

Enabling Strategies: 

1) Enhance data-driven decision-making capabilities. 

2) Continue to integrate and modernize our IT support and 

online learning infrastructure.

3) Implement a cost containment strategy to optimize resources 

for learning asset development. 

Strategic Measures:

•	 Annual cost per hour of learning and development delivered is less 

than $20.

•	 Total student travel costs less than 20% of annual budget.

•	 Average annual teaching hours greater than 600 per faculty 

member (excluding Learning Support and Executive faculty), with 

an aggregate prep-to-teaching ratio of less than .5 to 1.0.

•	 Achieve a minimum of 24 registered students per applicable 

classroom course offering at least 85% of the time each year.
18 THE DEFENSE ACQUISITION UNIVERSITY

Strategic Goals & Strategic Measures

Goal 3 | Transformation

Support transformation in acquisition, technology, 

and logistics through thought leadership, innovation, 

and workforce support.

We will significantly impact the rapid transformation needs of DoD 

by promoting performance support, communities of practice, rapid 

deployment training on emerging initiatives, and relevant research. 

Enabling Strategies:

1) Leverage applied research to promote breakthrough change, 

performance excellence, and enhance learning assets for the

DoD AT&L community.

2) Provide DoD AT&L workforce with certification, professional 

growth, and leadership development opportunities.

Strategic Measures:

•	 Complete 100% of Congressionally mandated tasks and 60% 

of planned research projects/studies by assigned deadline each 

year.

•	 Update AT&L Human Capital Strategic Plan and accomplish 80% 

of applicable measures/milestones each year.
2008—2013 STRATEGIC PLAN 19

Strategic Goals & Strategic Measures

Goal 4 | People

Ensure DAU is a great place to work by providing 

an environment valuing achievement, growth, 

diversity, and career-long learning to enhance job 

performance.

In order for us to accomplish our goals, we must invest in human capital 

and professional growth that leads to value added contributions to 

the warfighter’s needs.

Enabling Strategies:

1) Attract and retain the most talented and experienced faculty 

and staff.

2) Implement a Professional Development Program.

3) Implement a performance-based assessment and incentive 

program.

Strategic Measures:

•	 Conduct climate survey at least every 2 years and achieve an 

aggregate mean score of 65 or above.

•	 Achieve 95% of the OSD target for full-time equivalents per year.

•	 Establish a budget for professional development at a minimum of 

2% of unloaded salary per year.
20 THE DEFENSE ACQUISITION UNIVERSITY

Strategic Goals & Strategic Measures

Goal 5 | Customers

Listen to and learn from our customers and 

stakeholders to exceed their expectations.

Customer Relationship Management is how we deliberately plan to 

interact with our external and internal customers and stakeholders to 

promote a great DAU experience. Our internal customers are our 

faculty and staff. Our external customers and stakeholders include 

the Congress, DoD AT&L senior leadership, Service acquisition 

organizations and, of course, the DoD AT&L workforce and

community.

Enabling Strategies:

1) Fully deploy a Customer Relationship Management Program.

2) Provide the DAU Experience to all who come in contact with 

DAU.

3) Gain a national leadership reputation and branding for DAU 

as a premier corporate university.

Strategic Measures:

•	 Visit 75% of key customers per year.

•	 Aggregate customer satisfaction for Kirkpatrick Level I surveys of 

learning assets greater than 5.6 (80%) on the 7-point Likert scale.
2008—2013 STRATEGIC PLAN 21

Given the rapid pace of change with learning concepts and enabling 

technologies, we must constantly improve ways we help our students 

learn and achieve the right acquisition outcomes by delivering the 

right knowledge and skills at the point of need. The AT&L Performance 

Learning Model (PLM) is primarily performance-based. It ensures that 

all learning activities are focused on enhancing job performance and 

workplace capability through:

•	 Training Courses | Web-enabled and classroom courses with casebased instruction aimed at developing critical thinkers

•	 Performance Support | Rapidly delivered program and business 

solutions offered to the DoD AT&L workforce through on-site 

consulting, targeted training, and rapid deployment training

•	 Continuous Learning | Self-paced, relevant training modules, 

available 24/7, to help meet continuous learning requirements and 

improve job performance

•	 Knowledge Sharing | AT&L Knowledge Sharing System and 

Acquisition Community Connection to provide connection with 

experts, peers, and acquisition resources

Performance Learning Model

THE DEFENSE ACQUISITION UNIVERSITY
DAU University Locations

Comments 

Dr. Chris Hardy

Director, Planning, Policy, & Leadership Support

703–805–3525

chris.hardy@dau.mil

West Region

San Diego, CA

619–524–4800

Midwest Region

Kettering, OH

937–781–1025

South Region

Huntsville, AL

256–722–1100

Mid-Atlantic Region

California, MD

240–895–7344

Capital & Northeast Region

Fort Belvior, VA

703–805–2764

DSMC | School of Program Managers

Fort Belvior, VA

703–805–2436

www.dau.mil