Bachelors of Science (Management)> magna cum laude, Park College, (now Park University) Parkville, MO
Associates of Science (Instructional Technologies University of the State of New York, Regents College, Athens, NY (Now Excelsior College)
U.S. Navy TQL Train-the-Trainers Curriculum: Naval Training Command, Naval Amphibious Base Coronado, CA and Little Creek, VA, 1992-1993
Instructor and Curriculum Development Program Naval Training Command, Naval Training Center, San Diego CA, Certified Instructor, U.S. Navy, 1981
PROFESSIONAL EXPERIENCE
Dynamic Leadership Consulting Group, Inc.
(formerly The Center of Excellence and Leadership in Facilitation, LLC (CELF,LLC))
CEO & Executive Facilitator (2001 – Present) Springfield, VA
CBS Affiliate Network - Board of Directors (March 2005)
Mr. Vick was called on by the board to assist it in planning and facilitating a half-day strategy session to refocus and realign the Board of Directors to make them more effective in serving the needs of the Affiliates and the CBS Network.
Association of Maximum Service Television (MSTV) Executive Board Strategy (February 2005)
Mr. Vick was engaged to assist the Executive Board of the MSTV with a strategy session to explore and select strategies to increase the effectiveness of MSTV in serving their members, the Broadcasting Industry and their Viewing Public.
US Navy NAVSEA Division Corona - Metrology R&D Program Strategic Planning. (May - September 2004)
Mr. Vick was engaged by the new Program Manager (a long term client from another organization) to assist her team in developing an initial strategic plan to refocus a Research & Development matrix-based organization on bringing products that solve the fleets metrology issues and needs.
Marine Corps Headquarters Public Affairs Division (Nov 2003 - April 2004)
Mr. Vick led a team of professional facilitators in the design and facilitation of data collection and strategic planning for the Marine Corps-wide public affairs community. The clients gathered data from nearly 75% of the personnel in the community through focus groups, customers and stakeholders through surveys and targeted interviews.They designed an operating philosophy to drive the community into the future and generated goals to initiate the transformation.
The Kel Hodge Company
Mr. Vick provides professional facilitation services in support of the Defense Information Security Agency (DISA). Under this contract he serves as a senior facilitator (on-call) supporting the Office of Transformation providing facilitation assistance to Program Offices undergoing Transformation initiatives. He has been trained and utilizes Group Systems 5 technology in additions to other facilitation technologies.
Adjunct Professor, George Washington University, Organizational Sciences Department
Mr. Vick is the instructor for the Team Coaching and Facilitation course for the GWU Coaching Certificate Program.
Marine Corps Systems Command – Post-Production Sustainment Management
After facilitating a 9 month Phase I and 6 month Phase II reorganization initiative with the PM-LMS Working Group Mr. Vick has continued to provide planning and facilitation support to Marine Corps Systems Command Integrated Product Teams (IPT). These teams are identifying, documenting, and mapping processes related to elements of Post-Production Support of Fielded Systems. Mr. Vick plans and facilitates an executive planning team, the Core PPSM team, and a variety of ad hoc expert teams that actually map the processes.
President, Vick Associates (1993 – 2001 Springfield, VA
U.S. Department of Education (ED)
ED discovered their training was having little impact on success of ED programs. Mr. Vick formed a team that examined three major roles of ED’s primary business that supported core competencies. The team planned and facilitated focus groups to collect competency-related information, developed a competency model, and presented briefings to staff and managers throughout the Department. The team discovered that there was little commonality throughout ED in the processes used for similar functions. Mr. Vick developed a self-assessment instrument based on the competency model and facilitated a dozen pilot briefings to test the self-assessment instrument. The team continued the competency development project by developing and conducting an on-line training needs assessment for ED personnel. It is also developing a common process-focused functional training course which establishes a baseline level of achievement in the competencies.
U.S. Marine Corps TMDE Technical Specialist School – Keesler AFB, Biloxi, MS
The school failed every administrative and command inspection undertaken during 1999. Moreover, the school’s highly experienced senior enlisted personnel were transferring at an unacceptable rate and others were refusing to take assignments there. Mr. Vick facilitated the school staff in developing its identity, creating an operating philosophy, and setting the ground work for a school with a stimulating atmosphere for instructors and students. He developed used a team-building approach and trained the staff on data collection for an organization-wide assessment - environmental, market and industry assessment, and conducted interviews and focus groups to identify internal issues. He facilitated an organization-wide strategic planning effort using “The Conference Process” method. He has also coached the commanding officer and senior NCO on implementation initiatives to change the culture and thus to empower a predominantly inexperienced, young, staff to seek new roles and responsibilities through their own initiatives.
Marine Corps Information Technology and Network Operations Center (MITNOC)
In 1997 a new director took command of the Center and discovered what he called “reactionary chaos.” Nearly every command in the Marine Corps was running its own network system using its own software causing havoc with the Corps-wide network system. Mr. Vick consulted with the Director and his leadership team helping them focus the organization on efforts to create a centralized network. He planned and managed a six-month strategic planning effort early in 1997 and facilitated the plan’s update in 1999. His effort enabled the MITNOC to take the lead in developing the system architecture that is now the model for a Navy and the Marine Corps Inter- /Intra-net system. He also enabled the MITNOC to identify and drive toward priority targets that have created the most stable and safe enterprise network in the Department of Defense. Mr. Vick engaged the staff at all levels and facilitated a cultural shift toward proactive participation throughout the entire organization.
In 2000, Mr. Vick was asked to assist the Applications Support Branch (ASB), an independent arm of the MITNOC, that was facing an uncertain future. Through facilitated planning efforts he enabled the ASB to align itself with its customer base and to determine their future direction and initiatives. The realignment was accomplished and the transition to new work has proceeded smoothly.
US Marine Corps, Program Manager - Test Measurement & Diagnostic Equipment Programs (TMDE)
USMC TMDE is the smallest of the four services. The organization was fragmented sometimes worked on conflicting and counterproductive modes and initiatives. TMDE/Calibration programs has had to survive on a minimal budget and programming decisions made by the other three military services. Mr. Vick was engaged to assist in creating a long-term change initiative for the Marine Corps TMDE community. He provided planning and alignment consultation, leadership and team coaching and facilitated the development of an organizational operating philosophy and 6-year strategic plan in early 1998, and again in mid-2000. He advised and facilitated systemic ownership initiatives that included both suppliers and customers. He also facilitated the development of a Balanced Scorecard metrics system, 1999 - 2001.
Mr. Vick regularly serves TMDE as their principle external facilitator providing support for semi-annual strategic planning leadership update meetings (since1998), and in designing and facilitating special initiatives that impact operating systems, such as process mapping initiatives, to achieve standardization and performance improvements. Today, USMC TMDE is seen as a leading model of operations by the other three DoD services. The Program Manager is sought after to speak to industry leaders and the USMC programmatic staff now chair several joint committees. (Project concluded in 2004)
Howard County Library (HCLib)
HC Lib is required to establish and maintain a current strategic plan. In the past plans were developed by a Library consultant with just a few of the system leaders. Over the last several years a gap in trust between the system leaders and the library staffs has grown. As the Lead Strategic Planning Consultant and Facilitator, Mr. Vick introduced the HCLib to a business model of strategic planning (versus a library model). This approach enabled them to look beyond the public services aspect of their business to the cultural and business aspects, which more accurately reflected the changing needs of the community and eliminated the disagreements between the leaders and staffs. Using a highly participative model of strategic planning Mr. Vick engaged the entire system in issue identification. He also facilitated the staff during its research and assessments of the industry, suppliers, and customers. HCLib used the data to conduct future planning and to empower the workforce in the development of plans for the future.
United States Navy, Naval Personnel Command
At any given time the United States Navy has nearly 40% of its personnel in transit or training pending assignment to a permanent command. Mr. Vick assisted his partner in designing and facilitating a 10-month long reengineering effort to develop the future distribution system that would minimize the personnel in transit and maximize the consideration of the sailor’s desires in assignments. The resulting system is designed to be more “sailor self-managed,” and distribution would be based on advancement paths determined by competencies and skills, Navy needs and sailor’s desires. The system, heavily dependent on technology, is currently under development. Oct 1998 – July 1999.
US Marine Corps Systems Command
Engaged to conduct all Total Quality Leadership training for the command. Developed, managed and presented 13 courses between 1993 and 1997.
Mediate Tech Inc.(Feb 99 to Aug 99)
US Department of Energy: Conducted Partnering Workshops with the staff and one of their major Information Technology support contractors. During his work with MTI Mr. Vick attended General, Family and Divorce Mediation Training.
Cybernetics Leadership Center(1994 to 1998) Springfield, VA
Chief Of Naval Operations (CNO N-45) Environment, Occupational Health and Safety Division
Co-consulted and co-facilitated the development of an organizational strategic plan, 1995 and again in 1997.
Co-facilitated the development of a transition management plan, 1996.
