Sign In
App icon


Available Now!
Get the App
Click Here to Continue Browser Session   ❯



USG Unmanned Aerial System (UAS) Policy Change Unmanned Aerial System (UAS) Policy Change2020-07-26T16:00:00Z and Weapon Systems/DAU_Global Hawk USAF_20170105.jpg, and Weapon Systems/DAU_Global Hawk USAF_20170105.jpg and Weapon Systems/DAU_Global Hawk USAF_20170105.jpg<div class="ExternalClass90263BE61EA54E469946AFE9182E9401">A long-awaited U.S. Government (USG) policy change to the Missile Technology Control Regime (MTCR) was announced late last week by the State Department that will affect future U.S. sale of UAS platforms including MQ-1 Predator, MQ-9 Reaper, and RQ-4 Global Hawk and MQ-4C Triton.<br> <br> Under the previous USG MTCR policy, any U.S.-origin UAS that carried a payload of over 500 kilograms and could fly over 300 kilometers - commonly referred to as MTCR Category I UASs -- was subject to a "presumption of denial" with respect sale or transfer to allied or friendly nations via U.S. Foreign Military Sales (FMS), International Cooperative Programs (ICPs), Direct Commercial Sales (DCS) or other USG arms cooperation or transfer mechanisms. While USG/DoD Category I UASs were exported despite this overall MTCR policy via FMS and ICP arrangements in past years -- including all of the aforementioned systems -- this MTCR "presumption of denial" policy made it difficult and time consuming for DoD and industry to navigate the process and achieve eventual USG case-by-case approvals.<br> <br> The State Department's revised MTCR approach will no longer implement the "presumption of denial" for UAS platforms that fly less than 800 kilometers per hour. Since all of the aforementioned U.S. systems fly significantly slower than this new top speed threshold, most informed observers believe future export approvals will be granted by State in a more transparent and timely manner.<br> <br> In a conversation with the media on July 24th, Assistant SecState for Political-Military Affairs R Clarke Cooper noted that "all proposed [UAS] transfers ... will continue to be subject to our regular review criteria ... [which is] very rigorous [and is] outlined in the UAV export policy" in conformance with the Administration's <strong><a href="/training/career-development/intl-acq-mgmt/blog/U-S--Conventional-Arms-Transfer-(CAT)-Policy-Implementation-Update">Conventional Arms Transfer (CAT) Policy</a></strong> and the statutory requirements of the U.S. Arms Export Control Act.<br> <br> Asst SecState Cooper also mentioned that this USG policy applies only to sale of U.S.-origin UASs, and is not binding on the other 34 MTCR signatories. At this point, response from the other MTCR nations is mixed, and whether or not they will attempt to oppose this policy or try to persuade the USG to change it is unknown.<br> <br> While this MTCR policy revision is certainly viewed in a positive light by U.S. defense industry -- as well as many in DoD who have supported this change -- there are some in Congress who have already expressed opposition to it. Whether these concerns translate into future opposition to specific UAS FMS or DCS sales, or establishment of a more generalized set of legislative restrictions on future UAS sales, remains to be seen.<br> <br> From my own vantage point, I would argue that DoD-supported UAS sales and transfers via FMS, ICPs and DCS in prior years have been a 'net positive' from a coalition military capability, political-military, economic, and industrial base perspective. I believe that the revised USG MTCR policy will achieve similar results in the future for the U.S. and our allies and friends around the globe.<br> <br> Until next time, Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/USG-Unmanned-Aerial-System-(UAS)-Policy-Change
Use of Decision Frameworks in DoD International Acquisition Efforts of Decision Frameworks in DoD International Acquisition Efforts2020-06-28T16:00:00Z Interest Areas/DAU_International Acquisition UN_20170104.jpg, Interest Areas/DAU_International Acquisition UN_20170104.jpg Interest Areas/DAU_International Acquisition UN_20170104.jpg<div class="ExternalClass26D6CD57BC4F4AA08FB50387A501C188">One of the major challenges that DoD acquisition workforce members face in their daily activities is translating theory into practice. At Defense Acquisition University (DAU), we support DoD acquisition efforts in a number of ways -- including Foundational Learning courses, Workflow Learning online resources, and Performance Learning mission assistance efforts -- to help acquisition professionals employ broad critical thinking skills and deep International Acquisition & Exportability (IA&E) domain knowledge to accomplish complex tasks in the workplace.<br> <br> This blog will focus on recent experience in using DAU Decision Frameworks to help a DoD Component International Programs Organization (IPO) and Program Management Office (PMO) establish an important new IA&E transaction. <h3><strong>Tackling an International Acquisition Challenge</strong></h3> Last fall, a DoD Component IPO and PMO were tasked with establishing a new International Cooperative Program (ICP) with a key ally on a major program. The development and negotiation of ICP International Agreements (IAs) are based on policies and procedures contained in DoDI 5530.03 (International Agreements), DoD 5000 series policy, and the <strong><a href="/guidebooks/_layouts/15/WopiFrame.aspx?sourcedoc=/guidebooks/Shared%20Documents/Chapter%201%20Program%20Management.pdf&action=default">Defense Acquisition Guidebook Chapter 1 IA&E Supplement</a></strong>. Since the IPO and PMO had limited knowledge and experience in how to establish a new ICP IA for a major program, they asked DAU’s International Center for mission assistance support.<br> <br> The ICP IA process is complex and challenging regardless of the type of cooperative acquisition program being considered. Fortunately, DAU’s ACQ 380 International Acquisition Management course introduces students to two Decision Frameworks (DFs) – <strong><a href="">Stakeholder Analysis and Engagement (SA&E)</a></strong> and <strong><a href="">Interest-Based Negotiation (IBN)</a></strong> – that are particularly well suited to the development and negotiation of ICP IAs. Here's how this DoD Component IPO and PMO have been able to translate theory into practice in today's DoD international acquisition environment using these two DFs. <h3><strong>Forming, Storming, Norming & Performing</strong></h3> Once the requirement for a new major cooperative program was identified and validated, the DoD Component assigned two Level III International Acquisition Career Path (IACP) members to lead the ICP IA development effort. One of these individuals had completed DAU’s ACQ 340 (Advanced International Management Workshop) course and the other had completed ACQ 380 (International Acquisition Management) so they were both generally familiar with SA&E and IBN DF concepts and principles. They used these DFs to tackle the challenge at hand as follows:<br> <br> <strong><em>Phase 1</em></strong>: The first step in the process for a major program ICP is forming an IA Team comprised of a Chief Negotiator, PMO Lead, Lawyer, Foreign Disclosure Officer and other Integrated Product Team (IPT) Subject Matter Experts (SMEs) including Contracts, Business/Financial Management, and requirements, programmatic, technical, and product support personnel. The Chief Negotiator and International Manager in the IPO and PMO used the SA&E DF to identify and engage organizational leaders and persuade them to assign key personnel to the ICP IA Team.<br> <br> <strong><em>Phase 2</em></strong>: Once the IA Team was formed, the Chief Negotiator and International Manager provided IA Team members with the DoD International Agreement Generator and other relevant IA model texts to begin development of a Summary Statement of Intent (SSOI) and draft IA. The various paragraphs in the SSOI address various ICP areas of interest to DoD and Interagency stakeholders. The IA Team used the SA&E DF to learn about the broad spectrum of stakeholder interests involved in a major program ICP – political-military considerations, operational planning, capability requirements, program management, financial, contracting, technology security & foreign disclosure, industrial base, etc. -- to ensure that the SSOI adequately addressed them.<br> <br> <strong><em>Phase 3A</em></strong>: After the initial version SSOI and draft MOU were completed, the SA&E DF was used to identify all of the key internal stakeholders that needed to be engaged prior to and during internal DoD Component coordination. They also used the IBN DF to address ambiguities and reconcile any divergent views raised by DoD Component stakeholders during the internal coordination process.<br> <br> <strong><em>Phase 3B</em></strong>: In parallel with Phase 3A efforts, the IA Team used the SA&E DF to organize and conduct Exploratory Discussions with partner nation counterparts on the key themes and overall objectives and scope of the proposed ICP. They used Power Point presentations to engage in programmatic and technical discussions with key partner nation stakeholders to identify areas of convergence, ambiguity, and divergence using IBN DF concepts and principles.<br> <br> <strong><em>Phase 4</em></strong>: Upon successful completion of Phases 3A and 3B, the IA Team revised the SSOI and draft MOU and obtained to DoD Component Acquisition Executive approval to send a formal Request for Authority to Develop (RAD) the ICP IA to Office of SecDef Acquisition & Sustainment/Int'l Cooperation (A&S/IC) for OSD-level coordination. <h3><b>Progress to Date</b></h3> The first four Phases took the IA Team about five months to complete, with 2/3s of this effort conducted under COVID-19 teleworking restrictions. The IA Team conducted hundreds of hours of ‘virtual engagement’ with over 25 different internal DoD and external partner nation stakeholder organizations to identify and address their various interests in the final RAD package sent to A&S/IC.<br> <br> From my perspective as a DAU mission assistance provider, I found the DoD Component IA Team’s ability to adapt and employ the SA&E and IBN DFs to the development and negotiation of a complex, high value ICP IA -- despite the disruption of COVID-19 -- nothing short of amazing. I wasn’t convinced at first that SA&E and IBN principles could be implemented solely through virtual engagement, but once the IA Team transitioned from norming to performing using these DFs they have been on a roll! <h3><strong>Next Steps</strong></h3> Those with a classical orientation have compared the ICP IA process to <strong><em>The Odyssey</em></strong>, a lengthy journey involving many trials and tribulations. The DoD Component IA Team still has to: <ul> <li>Defend the RAD package during OSD coordination.</li> <li>Negotiate the OSD-approved draft MOU with their partner nation counterparts.</li> <li>Submit and defend a Request for Final Approval (RFA) package during OSD/Interagency coordination.</li> <li>Complete Congressional notification.</li> <li>Organize and obtain IA signature by DoD and partner national counterpart senior officials.</li> <li>Begin actual IA implementation (personnel, money, contracts, etc.)</li> </ul> As you can see, more opportunities to use SA&E and IBN DF concepts and principles await them. <h3><strong>Summary</strong></h3> Fortunately, many other IA Teams have completed this lengthy journey and established numerous major program ICP IAs beginning with the original NATO SeaSparrow program in the 1960s followed by numerous others including Rolling Airframe Missile, MK-48 Torpedo, AH-64 Apache, CH-47 Chinook, F-35 Joint Strike Fighter, Wideband Global Satellite, P-8A Poseidon, and MQ-4C Triton. Partnership programs like these have operated for decades and provided the U.S. and its allies/friends with evolving national and coalition defense capabilities that can be supported and sustained on an affordable basis.<br> <br> Odysseus’ legendary journey took 10 years. Hopefully the rest of this DoD IA Team’s journey will only take another 6-9 months. In the meantime, we’ll do our best to provide DAU mission assistance support them until they reach their destination.<br> <br> Until next time, Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/Use-of-Decision-Frameworks-in-DoD-International-Acquisition-Efforts
Defense Exportability Features (DEF) Program – FY 2021 Call for Nominations Exportability Features (DEF) Program – FY 2021 Call for Nominations2020-05-24T16:00:00Z Interest Areas/P-8 Poseidon.jpg, Interest Areas/P-8 Poseidon.jpg Interest Areas/P-8 Poseidon.jpg<div class="ExternalClass4BCC604C7CC946178607C17EFDF0BC84">The Department of Defense (DoD) <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/A-S%20IC%20DEF%20Candidate%20Request%20Memo%20FY2021%204-15-20.pdf?Web=1">Defense Exportability Features (DEF) program’s Fiscal Year 2021 call for nominations</a></strong> was issued by the Executive Director, International Cooperation, Office of SecDef (Acquisition & Sustainment) (OUSD(A&S)/IC) on April 15, 2020. Nominations from DoD Component acquisition organizations must be submitted to OUSD(A&S)/IC by July 1, 2020 to receive consideration. <h3><strong>Purpose</strong></h3> DoD initially established the DEF program in Fiscal Year 2011 to encourage the DoD Components to build exportability into new and modified systems and equipment with a potential for future export. As noted in the <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/A-S%20IC%20DEF%20Candidate%20Request%20Memo%20FY2021%204-15-20.pdf?Web=1">A&S/IC DEF “Policy Implementation Memorandum and Guidelines”</a></strong> memo signed on April 9, 2015, the purpose of the DEF program is <em>“<strong>to facilitate. through supplemental [Office of SecDef/A&S] funding, the assessment, design, and incorporation of DEF early in the process by DoD program management and contractor teams in order to reduce costs and facilitate foreign sales while also protecting critical program information.”</strong></em> <h3><strong>Examples</strong></h3> There are many DoD acquisition programs that have already benefited from DEF program participation. Success stories so far include: <ul> <li>The U.S. Army’s <strong>Common Infrared Countermeasures (CIRCM)</strong>, which will help protect rotary wing and medium fixed wing aircraft from infrared missile threats. CIRCM is compatible with U.S. Army aviation systems that have been widely sold, including the MH-60 Blackhawk. DEF incorporation in the CIRCM program’s Quick Reaction Change (QRC) prototyping effort will hopefully lead to Economic Order Quantity (EOQ) savings in CIRCM production and sustainment phases for both the U.S. and the allied/friendly nations that acquire the system.</li> <li>The U.S. Navy’s <strong><em>High Altitude Anti-Submarine Warfare Weapon Capability (HAAWC)</em></strong>, which will provide an all-weather, Anti-Submarine Warfare weapon system capable of high altitude launch of the MK-54 torpedo from the P-8A Poseidon. The P-8 is currently being sold to allied and friendly nations through International Cooperative Program (ICP), Foreign Military Sales (FMS) and Direct Commercial Sales (DCS) arrangements. DEF incorporation into HAAWC will substantially increase the potential for future sales, leading to future EOQ savings in HAAWC production and sustainment.</li> <li>The U.S. Air Force’s <strong><em>Three Dimensional Expeditionary Long Range Radar (3DELRR)</em></strong>, which will provide a next-generation transportable 3-D passive electronically scanned array air search radar that will help protect deployed U.S. and allied forces from airborne threats in hostile environments. The previous U.S radar of this type has been widely sold. DEF incorporation in 3DELRR’s design and development phase will help increase the potential for early future sales, leading to future EOQ savings in 3DELRR production and sustainment.</li> </ul> <h3><strong>Evaluation Criteria</strong></h3> FY 2021 DEF nominations submitted by DoD Components will be evaluated based on the overall criteria established in the <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/Defense%20Exportability%20Features%20Policy%20Implementation%20Memorandum%20and%20Guidelines%20USD%20AT%20L%204%209%2015.pdf?Web=1">A&S/IC memo of April 2015</a></strong>. DEF program candidates should be able to demonstrate their alignment with one or more of the following criteria: <ul> <li>Systems for which the U.S. Government has already committed in principle to export to allied/friendly nations.</li> <li>Systems being developed through ACAT I programs. <em>(Note: many ACAT II-IV and non-ACAT programs have been considered in past years on a case-by-case basis);</em></li> <li>Follow-on systems with sales potential whose predecessors have a history of FMS and FMS/DCS hybrid sales;</li> <li>Next generation subsystems used on DoD systems with existing or planned sales ;</li> <li>Systems critical to current and future allied/friendly nation interoperability;</li> <li>Systems currently being considered for acquisition by allied/friendly nations; and</li> <li>Systems that are ready to commence DEF programmatic efforts in the near term.</li> </ul> <h3><strong>Application Process</strong></h3> DoD Component nominations should be submitted at the Flag/General Officer/SES level via formal memorandum per the <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/A-S%20IC%20DEF%20Candidate%20Request%20Memo%20FY2021%204-15-20.pdf?Web=1">A&S/IC memo of April 15, 2020</a></strong>. A&S/IC attached a <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/FY%202021%20DEF%20SOW%20Template%20(Apr%2020).docx?Web=1">DEF Statement of Work (SOW) Template</a></strong> to this memo to facilitate the application process. DoD Components should complete and submit the DEF SOW Template based on: <ul> <li>The overall guidance in the <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/Defense%20Exportability%20Features%20Policy%20Implementation%20Memorandum%20and%20Guidelines%20USD%20AT%20L%204%209%2015.pdf?Web=1">April 2015 A&S/IC DEF “Policy Implementation Memorandum and Guidelines</a>”</strong> memo;</li> <li>Initial guidance on “Industry Cost-Sharing” contained in paragraph 5.1.2 of this April 2015 A&S/IC memo; and,</li> <li>A follow-on <strong><a href="/cop/iam/DAU%20Sponsored%20Documents/AT%20L%20IC%20DEF%20Supplemental%20Guidance%20Cost%20Sharing%202%2023%2016.pdf?Web=1">A&S/IC memo published in February 2016</a></strong> which provides “Supplemental Guidance for Review and Submission of Industry Requests for an Adjusted DEF Cost-Sharing Portion.”</li> </ul> The DEF SOW Template, plus the A&S/IC memo requesting submission of FY 2021 DEF Nominations and both A&S/IC DEF policy memos -- which are posted on the Defense Acquisition University (DAU) International Acquisition Management Community of Practice (ICOP) website – have been hotlinked in this blog. <h3><strong>Summary</strong></h3> Students in DAU’s International Acquisition Career Path (IACP) and the Defense Security Cooperation University (DSCU) Security Cooperation Workforce Certification (SCWDP) courses often ask, <em><strong>where can I obtain additional funding for initial defense exportability efforts</strong></em>? We encourage DoD Program Management Offices (PMOs) and supporting organizations to consider applying for FY 2021 A&S/IC DEF funding via DoD Component channels if they believe their planned or ongoing acquisition efforts are eligible. Please contact DAU at <strong><a href=""></a></strong> if you have any problems downloading any of the hotlinked DAU ICOP documents or need help connecting with your DoD Component’s DEF focal point.<br> <br> Until next time, Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/Defense-Exportability-Features-(DEF)-Program-–-FY-2021-Call-for-Nominations
DAU International Acquisition & Exportability (IA&E) Education and Training Update International Acquisition & Exportability (IA&E) Education and Training Update2020-04-29T16:00:00Z Images/DAU_Locations Headquarters_20170104.jpg, Images/DAU_Locations Headquarters_20170104.jpg Images/DAU_Locations Headquarters_20170104.jpg<div class="ExternalClass8A8C81CB3A784CEEA723B4BE13222043">These are certainly challenging times for everyone, including the DoD International Acquisition Career Path (IACP) and Security Cooperation communities in government and industry. We are all doing our best to focus on IA&E mission performance while trying to remain safe and sane as most of us telework from home. We’d also like to offer heartfelt condolences to all of our colleagues at Defense Security Cooperation Agency (DSCA) who have lost a ‘shipmate’ to COVID-19 as well as anyone else in our community whose family and friends have been adversely affected.<br> <br> This blog will focus on activities that DAU’s International Acquisition faculty members are pursuing in order to keep moving forward in the current “virtual” environment while trying to anticipate whatever the “new normal” in DoD acquisition and security cooperation career education and training might be. <h3><strong>Past</strong></h3> Last fall, DAU and Defense Security Cooperation University (DSCU) signed a Memorandum of Agreement (MOA) on future cooperation in acquisition-related security cooperation training. This MOA served as the catalyst for cooperative activities that are currently ongoing between DAU and DSCU. Unfortunately, the pace of the DoD Security Cooperation Workforce Certification Program (SCWDP) launch -- which was announced by DSCA in January 2020 – has been affected by COVID due to the suspension of DAU and DSCU IACP and SCWDP resident courses about a month ago.<br> <br> Prior to COVID, DAU was in the process of evaluating potential changes to the Defense Acquisition Workforce Improvement Act (DAWIA) approach to education and training at the request of the Office of UnderSecDef (Acquisition & Sustainment) (OUSD(A&S)). One of the ideas under consideration would involve revisions to the current DAWIA career field/path structure. DAU’s current set of resident and online Foundational Learning courses are, of course, based on the current DAWIA career field/path structure. If these are modified, DAU’s Foundational Learning course offerings would also have to change (maybe a little, maybe a lot). DAU was also tasked early this year to investigate ways to reduce DAWIA-related travel costs and enhance its approach to acquisition workforce continuing education for individuals who have already achieved DAWIA career field/path Level I-III certifications. The fact is that there were a lot of new ideas being considered at DAU before COVID struck, and many of these will still require further attention in the future. <h3><strong>Present</strong></h3> COVID’s impact on DAU has been immediate and wide-ranging. Once DAU resident courses were suspended, the faculty and staff immediately began to take steps to field what is known in the education vernacular as Emergency Virtual Instructor Led Training (eVILT) versions of some of its resident career field/path certification courses. DAU’s International Acquisition faculty members are currently working on the initial eVILT version of ACQ 230 (International Acquisition Integration) for two June 2020 offerings which would have been taught in residence. Unfortunately, the June 2020 resident course offering of ACQ 380 (International Acquisition Management) will have to be cancelled since we were unable to convert this seminar-based, student-centered learning course into a viable eVILT format.<br> <br> However, challenges often provide opportunities, so DAU Int’l Acquisition faculty have re-oriented their ongoing telework activities to focus on development of two new online IA&E courses: <ul> <li>A <strong><em>DAU Faculty IA&E Course</em></strong> designed to broaden the IA&E knowledge of all DAU faculty and staff.</li> <li>Two new International Cooperative Program (ICP) <strong><em>Summary Statement of Intent (SSOI) Generalist and Specialist Courses</em></strong> designed to enhance knowledge and skills of acquisition workforce members who are asked to perform this important, but complex, ICP international agreement process step.</li> </ul> DAU Int’l Acquisition faculty members have also expanded their Mission Assistance (MA) support efforts to address requests from IACP and Security Cooperation workforce members who are teleworking. We’ve been receiving a steady stream of requests from you via e-mail and phone over the past month and are trying to respond to them within 48 hours of receipt. So far we’ve received requests for ongoing and specific IA&E MA support from SOCOM, DARPA, DTRA, DCMA, Army, Navy, and AF IA&E experts. Keep these requests coming – we’ll do our best to keep supporting you! <h3><strong>Future</strong></h3> As that famous American philosopher Yogi Berra once observed, “it’s tough to make predictions, especially about the future.” There are a few trends, however, that are likely to influence DoD IA&E education and training as we attempt to transition from ‘stay safe at home’ to ‘be safe in public’ in the coming months (and perhaps beyond). <ul> <li><strong>Fewer Resident DAU Courses</strong>: This seems inevitable – at least in the near-to-mid-term – due to the COVID-related risks that will apparently persist for 12-18 months as well as the travel expenses involved. My personal observation only (not DAU policy!) is that we should continue to teach DAU seminar courses which provide student-centered learning at the “graduate school” equivalent level in residence. Seminar courses like ACQ 380 enhance our students’ critical thinking skills and domain knowledge while providing them with ‘priceless’ IA&E community networking opportunities. ACQ 380 also provides DAU Int’l Acquisition faculty members like me – who haven’t been involved in day-to-day acquisition for some time -- the ability to learn about ‘circa 2020’ IA&E best practices from rather than rely solely on our ‘back in the day’ experience (however valuable that might be).</li> <li><strong>More VILT DAU Courses</strong>: DAU is developing plans to transition many courses from eVILT – which is currently being implemented as a matter of necessity – to permanent VILT courses. Perspectives on the successes and challenges of DAU’s initial eVILT course offerings – from both a faculty and student perspective – are still being collected and evaluated. Based on anecdotal reports, there are definitely pros and cons with eVILT. It’s also clear from a DAU faculty perspective – and the experience of school teachers and university professors around the country -- that transitioning a resident course to eVILT (let alone ‘steady state’ VILT) is an intellectual, cultural, and technological challenge for both faculty and students. As noted above, ACQ 230 will be crossing the Rubicon into this brave new eVILT (and perhaps VILT) world shortly. We’ll let you know how this works out in a future blog.</li> <li><strong>Enhanced DAU Online Courses</strong>: DAU is currently placing a lot of emphasis on upgrading both the quality and quantity of its online courses. From both a faculty development and student experience perspective, online courses require careful consideration of the web-based ‘look and feel’ of the course as well as the overall quality and currency of its learning content. DAU is attempting to address both of these areas – technology and content – across the breadth and depth of its online learning courses and continuous learning modules. The old adage about Soviet military forces – quantity has a quality all its own – comes to mind. There are hundreds of current or future online DAU learning assets that deserve DAU’s attention but only enough time, talent and treasure ‘bandwidth’ to tackle some of them in the near term. Which online learning assets should be our highest priority? What new technology should we use? Will we be able to adequately update the courses we have – and plan to deploy – in the face of rapidly evolving DoD acquisition policy and potential acquisition workforce career field/path changes? No easy answers to these questions … but we have to press on regardless since doing nothing is not an acceptable alternative.</li> </ul> <h3><strong>Summary</strong></h3> The shock our society has sustained from COVID has disrupted just about everything, including giving many of us who are now teleworking an unanticipated break from the daily grind of the “old normal’s” meetings and actions. Many of us have more time for thought and reflection. However, at least for some of us, this is a bit like being the dog who’s been chasing a fire truck for years and has finally caught it. I don’t know about all of you, but the idea of living in the “virtual world” seemed more enjoyable when it wasn’t a mandatory option every day.<br> <br> We know that change is inevitable at DAU, and it’s clear that in the coming months we’ll be transitioning to some sort of “new normal." It’s hard to imagine not being affected by all of what we’re experiencing now in some way, shape, or form in the future. In the event you have time for reflection on how the DAU Int’l Acquisition Center might be able to help you – in the present or the future -- please take a moment share any ideas you may have with us at <a href=""></a>.<br> <br> Until next time, Prof K</div>string;#/training/career-development/intl-acq-mgmt/blog/DAU-International-Acquisition-and-Exportability-(IAandE)-Education-and-Training-Update