Association of Graduates
Vic Andrews Class of 1966

Vic Andrews is currently retired, serving in various volunteer capacities.

Prior to his retirement in 2008 Vic was the Vice President/General Manager of the USAA Mountain States Regional Office.

Andrews served 30 years in the USAF, retiring as a Colonel in 1996. His military career included service as a combat pilot, squadron commander, wing commander and Vice-Superintendent at the USAF Academy. Andrews graduated from the USAFA in 1966. He holds a Master of Arts in Management and Supervision from Central Michigan University.

Andrews is married to the former Susan Dunn with two grown children, Cate and Chris.

Candidacy Statement

I have been a member of the AOG since graduation and actively supported the Association. I am retired and volunteer to make Colorado Springs a better place to live. The Academy made me who I am today. In three terms on the AOG Board I have served on and/or chaired the Audit Committee, Heritage/Traditions Committee, Nominating Committee and Awards Committee. I want to continue giving back to our Academy, serve on the AOG Board and do all that I can to support the AOG mission of Supporting the Academy, Supporting Graduates and Protecting our Heritage.


Why did you decide to run for the AOG Board of Directors?

I decided to run for our AOG Board of Directors so that I can help our Association be the organization it can be and provide the Academy and all Graduates with support to accomplish their goals. The future of our AOG and our Academy are inextricably intertwined. The Board must provide the strategic vision to our Association, support the CEO and Staff, and create the environment and provide the guidance to allow the Association to obtain the resources for our Association to succeed.


What skills, knowledge, & experience do you have that has prepared you to serve on the AOG Board?

I have been a member of our Association and an active participant since graduation. I have actively participated in chapters and helped to form two new ones. As the Academy Vice Superintendent on my last assignment, I was very closely involved with our Association and gained an appreciation for the value of a close working relationship between our AOG and the Academy Staff. This appreciation was strengthened during the years I served on our AOG Board from 1997-2005 and 2009-2012. My active duty experience, leading organizations from squadron to wing, Major Command and joint staff experience and at the Academy, have provided me with significant operational and organizational expertise. Since retiring, senior leadership positions in civilian industry, Vice President/General Manager of USAA’s Mountain States Region, and service on numerous non-profit boards, the Greater Colorado Springs Chamber of Commerce, Pikes Peak United Way, Memorial Health System, The Cheyenne Mountain Zoo, Boys and Girls Clubs of the Pikes Peak Region, and the National Museum of World War II Aviation, have provided me a wealth of experience in organizational excellence, policy making, fundraising and strategic planning.


What involvement with the AOG or the Academy have you had that has prepared you to serve on the AOG Board of Directors?

I have been a member of our Association and an active participant since graduation. I have actively participated in chapters and helped to form two new ones. As the Academy Vice Superintendent on my last assignment, I was very closely involved with our Association and gained an appreciation for the value of a close working relationship between our AOG and the Academy Staff. This appreciation was strengthened during the years I served on our AOG Board from 1997-2005 and 2009-2012.


How would you suggest the AOG improve its relevance to the Graduate Community as a whole and to individual Graduates?

I believe that our AOG has done a credible job of providing services for the membership and has improved every year. Our Association has always provided far more services than our sister academies. I also believe there is the potential to do more, but only with a stronger financial base and then increased staff. The trick is to communicate with the membership often and through multiple channels, which the AOG has made significant progress in over the past several years, and then respond to members needs. Member surveys can help to determine member needs.


Under the recently adopted Carver governance model, the primary role of the Board is to provide the strategic direction for the organization, while leaving operational administration to the CEO. How do you define strategic direction? What experience have you had in strategic thinking and policy making?

Strategic direction means providing the CEO with the direction the organization is to take, what the organization is to accomplish and the overarching policies to accomplish them. It is future oriented. It is not day to day operational management. That is the job of the CEO. The leadership positions I have held in the Air Force and in private industry since retiring from the Air Force have involved significant strategic thinking and policy making. Additionally, the numerous boards I have served on have built on that experience base. (See my answer to question 2 for more detail.) Several of those boards, including the AOG, use the Carver governance model.


How much of your time can you devote to meetings, preparation for Board of Directors meetings, emails/correspondence, committee work, and interacting with members?

Since I am retired, I can devote whatever time is necessary to AOG business. This is also made easier because I live in Colorado Springs. In my 11 plus years on the AOG Board, AOG business has always been a priority for me.


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