Fort Riley, Kansas

 

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Installation Management Command employee uses leadership program

By Maria Childs | 1ST INF. DIV. POST | August 01, 2016

     Kelly Sandifer, management analyst for Installation Management Command in Fort Sam Houston, San Antonio, Texas, arrived at Fort Riley at the end of April after being selected for the Enterprise Talent Management program at the Department of the Army level. He will depart Fort Riley July 29.

     According to the ETM website, the Civilian Senior Leader Management Office and assistant secretary of the Army-Manpower and reserve affairs, administer the program. The vision of the program is to develop civilian employees who have the potential to be senior leaders. The mission is to help them learn to manage resources and programs to achieve results at the strategic Army level.

     Sandifer met his training objectives early in his stay at Fort Riley but didn’t see the lessons demonstrated until he worked with the staff of the Directorate of Planning, Training, Mobilization and Security during his second and third week.

     “It really hit home when I was with DPTMS,” Sandifer said. “I got a very good perspective and saw firsthand how DPTMS supports the installation because the exercise, Danger Focus, was going on. They were very engaged in supporting the installation and the 1st Infantry Division.”

     While working with DPTMS, he observed the rest of the garrison from a distance. Sandifer said he immediately noticed one thing.

     “People who work in the garrison are vested in Fort Riley,” Sandifer said. “They are passionate, they have a passion for Fort Riley, they have a passion for the Soldiers and the families that come to Fort Riley from wherever they are from in the world and they are committed and invested in the future of Fort Riley in all aspects of their life. They go beyond to make Fort Riley the best place it can be.”

     Sandifer has worked at IMCOM for six years following a military career of nearly 23 years. He said he has seen this dedication most everywhere he has traveled in his career. One of the things he learned while being immersed in the garrison was a disconnect exists between the higher level, IMCOM, and the garrison employees.

     This was apparent when he read his first operational order from IMCOM. Sandifer also realized IMCOM uses the wrong measurements to evaluate performance at the garrison level. One example of this would be the ability to produce an identification card within 45 minutes of the customer walking in the door. If the number of workers is reduced, the goal is still met.

     “The (performance) measures need to be looked at and changed to accurately reflect how many people we have doing these tasks,” Sandifer said. “Our ability to issue an ID card in 45 minutes has nothing to do with how many workstations we have open.”

     Sandifer will return to the IMCOM headquarters and share the things he learned. He said he hopes a new system can be developed to improved performance measurements and communication. The most important thing he discovered during his visit was the amount of effort it takes to operate a U.S. Army Garrison. The details he was able to see will help him perform his duties at IMCOM.

     “I am not the only one at the IMCOM headquarters without garrison experience or without a good understanding of what it takes for a garrison to do the things the garrison staff does,” Sandifer said. “There’s a lot of people in the headquarters that are just like me … There is nobody in IMCOM headquarters waiting on me to come back and share what I learned. I will, but that is because I am going to make sure I get the opportunity.”

     For civilian employees at Fort Riley interested in applying for the program, visit www.csldo.army.mil//0_welcome/SETMmissiongoals.aspx.