FORT CAMPBELL, Ky. -- On Jan. 22, Leadership Fort Campbell 2.0 welcomed a 32-student cohort to the second iteration of the garrison's revised professional development program. LFC 2.0 was first introduced as the new curriculum for the January 2017 class.

"Professional development is designed to enhance the workforce and provide a planned, systematic and coordinated program that supports organizational goals and missions," said Scott Galbraith, Leadership Fort Campbell facilitator. "LFC 2.0 is a significant step to meet both the personal and professional development goals of the civilian workforce."

Leadership Fort Campbell 2.0 is an intensive six-week leadership course, spread out over a three-month period.

Employees' skills and expertise contribute to the LFC 2.0 mission to "develop leaders through deliberate education in complex problem-solving techniques, like Army Design Methodology, and the ability to find solutions in the garrison operating environment," Galbraith said. "They will be committing to a progressive program of self-development coupled with formal training to ensure that, working together, we enable you to reach your full potential."

Shaping future leaders

The program accepts 32 employees each year with a goal to have representation from all directorates and tenant agencies. "Having a diverse cross-section of the workforce is critical because it exposes each student to new ideas, it encourages the sharing of best practices and overall, it improves how we relate as members of the organization. It is an essential aspect to developing leaders," Galbraith said. "It says a lot about Fort Campbell that we are able to provide this type of training at the local level.

Brian Lucke, operations officer for Kinnard Mission Training Complex, wants to learn more about Army Design Methodology, a method for applying critical and creative thinking to understand, visualize and describe complex, ill-structured problems and develop approaches to solve them.

"The reputation of Leadership Fort Campbell kind of precedes itself," Lucke said. "Army Design Methodology is increasingly more important to what we do in terms of how we work within the garrison and how we accomplish the Army's business within the garrison."

Lucke said it seemed like a good time to sign up for LFC because he is in a mid-level position and is not supervising anyone.

"It seemed like a good time to get involved and maybe prepare myself for the future. Be more flexible and adept for the garrison," he said.

Lucke hopes to take away a solid ability for applying ADM to his day-to-day work.

"I think it's interwoven into the fabric of the how the Army, and certainly my major command, IMCOM, does business and how decisions are made," he said. "[I want] to enhance my own understanding and ability to work within the garrison environment."

Lucke also hopes to establish a good network of people that he does not normally work with.

Michelle Ashby, the victim advocate for Sexual Harassment and Assault Response Program, believes the networking will help her better serve Fort Campbell.

"I teach the SHARP program so I like to know my audience and I like to know people out there -- maybe they have an idea or maybe they have a suggestion," Ashby said.

Networking could help her support her clients in the long run, she said.

"It'd be really good for me to help my clients when they're looking for something, or they need an answer to something or they need to talk to a specific person," Ashby said. "I'll be able to network them to the right place. That's all part of the recovery period."

She also wants to enhance her leadership skills, get to know people from other directorates on Fort Campbell, and looks forward to being part of the strategic planning process.

"I'm hoping I can be part of strategic planning that actually is a success," Ashby said. "That's important to me because then it makes me feel [good], when you put together a plan and it actually is successful."

Leslie Herlick, training technician Fort Campbell Training Integration Branch, applied for Leadership Fort Campbell 2.0 to learn more about Fort Campbell.

"I want to meet and network with civilian employees that I might not otherwise come in contact with on a daily basis," Herlick said. "I feel that our job as civilian employees is to support the warfighter, and therefore, I need to learn how everything fits together to do that better."

She also wants to learn about ADM.

"I would like to know more about Army Design Methodology so I can more efficiently assist my organization in coming up with solutions for complex problems facing the workforce," she said.

New year, better course

Galbraith said LFC was revamped in preparation for the 2018 course.

"We use the ADM concept to solve a complex problem for the installation. … it provides a planning staff a tool for the conceptual component of an integrated planning process," he said. "It leverages critical thinking, innovation, discourse and reflective practice."

During the first two weeks, participants are introduced to the Installation Strategic Plan and lines of effort, Galbraith said. They tour multiple post agencies to learn about resources and capabilities are used to support garrison operations and lines of effort. The participants also conduct an extensive review of assigned reading materials facilitated by certified Faculty Development Program trainers.

"It allows students to begin making the connections between support provided by all the directorates as well as the characteristics of successful leaders," he said.

By week three participants are separated into work groups and introduced to a complex problem that will allow practical application of the ADM. Mentors selected from previous courses will begin working with the participants.

"We chose a rep from each area used in design from the last class," Galbraith said. "Each selectee demonstrated an understanding of design and ability to work with future groups in development."

The mentors will work with groups and provide direction when needed.

"They will be my liaison and ensure groups are working well together," Galbraith said. "They will mitigate any friction and provide solutions to assist groups in discourse."

Week four is spent investigating the problems and teams begin to work together in the larger group. From week five to week six the group will begin to generate solutions that address the complex problem. The course culminates with a major presentation to garrison directors consisting of initiatives that will be integrated into the installation strategic plan.

LFC 2.0 cohort

Each participant had to apply and be recommended his or her supervisor and director. In addition to Herlick, Ashby and Lucke the following Fort Campbell civilians will make up the Leadership Fort Campbell 2.0 Class of 2018:

Robert Ayers Jr., locksmith leader in the Directorate of Public Works.

Brad Bailey, forestry technician with the Directorate of Public Works Forestry Division.

James Brabham, air conditioning equipment mechanic in the Heating, Ventilation, and Air Conditioning Section in the Maintenance Division of the Directorate of Public Works.

Stephen Courtney, information management officer in the Directorate of Emergency Services.

Roger Edwards, assistant business manager for the Directorate of Family and Morale, Welfare and Recreation.

David Folsom, engineering systems specialist in the Directorate of Public Works.

Carolina Franco, manager of the Smokehaus at Sportsman Lodge for the Business Operations Division of the Directorate of Family, Morale, Welfare, and Recreation.

Victor Guzman, assistant business manager with the Community Recreation Division of the Directorate of Family and Morale, Welfare and Recreation.

Timothy Hight, supervisor at the Training Support Center in the Directorate of Plans, Training, Mobilization, and Security.

Brent Holman, training technician in the Mission Support Section in the G3, 101st Airborne Division.

Gwendolyn Lee, human resources assistant in the Military Personal Services Division of the Directorate of Human Resources.

Nicholas Leslie, supervisory firefighter in the Directorate of Emergency Services.

Marc Lewis, space management coordinator in Master Plans of the Directorate of Public Works.

Semiko Locke, supervisory security guard with the Directorate of Emergency Services.

Ronald Lyons, fleet manager for the Business Operations and Integration Division in the Directorate of Public Works.

April O'Neill, training technician in the Directorate of Plans, Training, Mobilization and Security.

Mark Oden, chief of the Airfield Division in the Directorate of Plans, Training, Mobilization, and Security.

Nicholas Pietila, supervisory police officer in the Investigations Branch of the Directorate of Emergency Services.

Joyce Rawlings, installation mail manager in the Administrative Services Division of the Directorate of Human Resources.

Kristle Roen, resource office assistant with the Provost Marshall's Office in the Directorate of Emergency Services.

Tamara Smith, facility director for the Airborne School Age Center in the Directorate of Family and Morale, Welfare and Recreation.

Lisa Stair, supervisory accountant in the Non-appropriated Funds Division Accounting Office of the Directorate of Family and Morale, Welfare and Recreation.

James Studyway, small arms supervisor in the Range Branch in the Directorate of Plans, Training, Mobilization, and Security.

Debbie Sutton, equal employment opportunity Specialist in the Garrison Equal Employment Opportunity Office.

Cardell Walker, educational technician with the Army Continuing Education System in the Directorate of Human Resources.

Sabrina Weldon, human resources specialist in the Civilian Personnel Advisory Center.

Glenn Wilcox is a range technician with Range Branch in the Directorate of Plans, Training, Mobilization and Security.

Michael Wright, information technology specialist with the Regional Network Enterprise Center.

Billy Womble, supervisory sports specialist in the Sports, Fitness, and Aquatics section of the Directorate of Family and Morale, Welfare and Recreation.