The Uncivil Service (Chapter 9)
By gferren, New West Unfiltered 3-16-08
"Our lives begin to end the day we become silent about things that matter.", Martin Luther King, Jr.
The previous chapters have focused on my own personal experiences as a government employee.
But I am not the first and sadly will not be the last to experience a bad government manager or hostile work environment. What I have tried to do is to make you a little bit aware of what a civil servant can face in the performance of their duties. And I have given you the opportunity to be the Jury that the Courts would not allow to know this information.
By my Internet website postings, over the years I have done what I can to show, by tracking Interior/BLM internal and external news, an Agency in need of intervention from top to bottom.
As you review the subsequent sequential year's postings, you will see a change both in my reporting and in my personal view of the world. As I moved further away from the Montana BLM physically from the time after my removal in 2000, the internal affairs postings became less as my contact with former and current BLM employees became less. That was an intentional result because BLM management, Hamilton, Singer, Lonnie, Friez, Stoebe, and etc.…know that when you marginalize, exclude, and remove an employee they have less access to internal information that can be damaging to them and to the Agency.
[And I Thank those employees, those "moles" as the Agency likes to call them, the employees current and former, that helped me before and after 2000 to reveal internal information that put the spotlight on illegal and questionable actions by Montana BLM managers. And to current Interior/BLM civil service employees I send this message, I am available as a resource that you can use, a resource that will keep your identity confidential and who will report the wrongdoing that you observe. I will help you report information that should be revealed to the public you serve.]
You will see that I have moved on to posting Interior and BLM articles mostly from available news sources and you will also see a personal evolution. I became more aware of other issues beyond Interior/BLM corruption. Issues such as our corrupt Judicial system, the manipulation of American politics, blatant media propaganda and control, the blood for oil crusade (or the war on terrorism as it is so called, I refer to this as the Halliburton Wars), environmental issues like global warming, and Montana specific political issues, to name a few.
I continue to maintain a (I try to be consistent) at least monthly posting of Interior/BLM news and current events links to the web site. Stop by and see what's new. http://gferren.150m.com or http://www.blackfoot.net/~gferren
Making it Better
There is still time and opportunity for folks like Janet Singer, Tim Murphy, Diane Friez and Robin Stoebe to do the right thing and accept the responsibility for what they have done. They can go to higher authorities in the Interior department, EEOC, or MSPB, and admit their wrongdoing. They can ask that my civil service career be restored. Someday they will face a higher judge than you or I.
So, my thoughts on how useful the IG, OSC, MSPB, EEOC really are? The Interior IG did not do anything for me, the person I spoke to in '99 told me that they dealt mostly with investigating oil & gas contracts and such. The OSC should deal with prohibited personnel practices like reprisal for EEO statements made and perform investigations - I can't say that they do either one. The MSPB is a joke. The MSPB AJ is drawing a huge salary based on the job security he gets from the cases generated by Interior/BLM, and has no incentive to correct the Agency (and by so doing cut off his bread & butter supply). AJ Kasic would not consider the facts that related to my being moved to the MSO and by ignoring those cause and effect links, the reprisal and retaliation motives of Singer, gave BLM carte blanche to proceed. The EEOC told me after I had suffered a year of hell at the hands of Singer that I would need to endure two more and thanks for my patience and understanding. The EEOC then decided that the MSPB, who stated up front that they wouldn't deal with the discrimination issues, and decided after the Field Solicitor wrote the EEOC a letter confirming that the discrimination issues had not been dealt with…that the discrimination issues had all been dealt with and so (AJ Steinberg) EEOC dismissed the case.
That's the way the EEOC worked to reduce a 700 case backlog.
The only way to correct a system that has so many broken parts is to throw away the broken parts and start over with a new, single system to address what each entity was separately intended to deal with. A one-stop agency for all complaints. And in this reinvention project include a prompt settlement act (something akin to the prompt payment act) - all such personnel cases are to be resolved in 30 days total - with the onus on the Agency to prove it's position in Court, to prove beyond a shadow of a doubt that there is no abuse of position and authority and not even the slightest appearance of reprisal by a manager in a position of authority. All plaintiffs should be automatically given representation by an attorney. That attorney should have a reviewable record of performance, so that the plaintiff has the option to reject a half-assed, half-hearted attorney and to chose an attorney with a good record of performance.
Frankly, all government employees must unionize and concentrate their efforts on securing a strong foundation for their work place and civil rights and the sooner they do this the better.
As you have seen in my story, the "system" does not protect civil servants from unethical and inept buffoons that have brown-nosed and throne-sniffed their way into management positions where they can wreak havoc; destroying careers, devastating families and lives, and ultimately decreasing the quality of service that you [readers] the public receive from your government agency employees.
The majority of what I have written about in "The Uncivil Service" has been available on my web site for the duration. This and volumes more have been given in documentation to the Courts and to the other entities (MSPB, EEOC, OSC, IG, Montana Congressmen, etc.) involved in this case. Take a look at http://www.blackfoot.net/~gferren and http://www.150m.com.
If they say they have not seen this stuff, they are lying.
You may say…I think that you complain too loudly and too long…so why do I?
If the BLM had reprimanded me in an appropriate fashion for my actions after the 2nd incident where my Uncle's young son accessed the Internet using a government issued Windows NT PC, given to me for testing and familiarization purposes, I would have accepted the responsibility for that incident and could have taken the consequences. Though I would have protested that the event was a minor infraction and pretty much an insignificant event, as it really was.
But instead Janet Singer came after me saying there were problems with my job performance. I gave up too much of my personal life and almost sacrificed my family to become the best system administrator in the Montana/Dakotas BLM. I gave blood, sweat, and tears to achieve that level of service and I do not appreciate being screwed over for that effort. And yes it is realistic to say that I would have continued as a career civil servant and could have expected to earn at least $1,000,000 in wages, before retirement, over the next (20) years at my GS11grade and pay. You lost one of the best computer specialists the Montana BLM ever had, working diligently to see that computer systems were always up and available as a resource tool to those government employees that you contact for the services that a BLM Field Office provides.
You lost a good civil servant and my family lost a good income.
[At the time of my removal, I also had around 1100 hrs of sick leave accrued. My advice to you, don't work when you should be home on sick leave. There were times when I did. If you don't use it, you will lose it.]
Government employees succeed in spite of their managers. Most BLM employees are hard working men and women. They deserve better than to suffer abuse at the hands of some very useless managers.
And not all managers are bad, Janet Edmonds is a good example of what all BLM managers should be, could be. David Swogger, a former BLM manager, is another good example.
It's just that the good manager is becoming the exception and not the norm and there is an environment of us/them, management v employees, that needs to be brought out into the open and corrected. All civil servants work with, not for, some office manager, and they all work for you. You benefit from good civil servants that are productive and the quality of management and the work place makes either a positive or negative difference in their productivity and service.
You suffer when a good Civil Servant is abused.
You may think that this experience has left me bitter. It some ways it has. I am bitter that such an event can occur unchecked. But the bitterness is reserved only for this part of my life experience though.
My departure from the BLM had some positive aspects, creating positive effects on my life. It encouraged me to look at more than computers and tech issues. I realized that my value is more than just the job I perform for a paycheck. I have become more aware of the real world, the one that we all let slide by as we are caught up in the struggle to perform job duties and provide for our families.
My removal gave me first hand experience with what we term as the "system", what we take for granted is true and infallible, what we believe is America. Trust me, there is more in America in need of repair and change than just the management of the Montana Bureau of Land Management.
From my website you may note the occasional references to some good reading ranging from various books on Montana history to "A People's History of the United States", a book by Howard Zinn that is eye-opening, must read, reading. I cannot recommend it enough.
I also spend more time now exploring our public lands, hunting, fishing and hiking. There is a lot of public land to explore. I strongly recommend that you participate in decisions related to how those lands are managed and how your access to them is affirmed. You own these public lands and you pay for their management, so have your say, it is your right.
[It's easier for me to say this now… truly it [life] is not all about the money. But it is easier for me to say because our children are grown and now it's just Robin & I and the pets to worry about feeding and sheltering. Our situation is infinitely better than what would be faced by a young civil servant with a growing family and a mortgage to worry about. As I have pointed out before, simple economics is one factor that prevents some employees from speaking out against wrongdoing and more specifically against acts of waste, fraud, and abuse by management level staff.]
Robin and I worked for a time in Alabama (2001&2002) making good salaries, mine was $52,000yr. But it didn't take us long to miss our kids and Montana. We decided that when one of us was offered a job back in Montana we would return. Robin's career being in social services, once she started looking, an offer from a former employer came quickly and gave us the opportunity to return to Montana.
We moved to Helena in 2002, lived there a couple of years, and then moved to Superior Montana. By this time, Robin was working for the State of Montana as the State social worker for Mineral County. In the meantime, I worked various jobs, from home oxygen delivery to my current part-time work as a janitor.
[How the mighty have fallen…no not exactly. My current work is by choice. I prefer to live in western Montana with all its natural beauty and take the jobs that are available here rather than to work for $60k or more and have to live someplace like Virginia or Florida or New York. I recently filed for Mineral County Commissioner, so I may move on to other things than picking up garbage and scrubbing toilets. Regardless of what I do, I am good at whatever I chose to do.]
My computer tech skills have pretty much faded. When I returned to Montana in late 2002, I could not buy a computer job. The State of Montana was contracting IT services for its' AIX UNIX boxes to a foreign contractor for over $100hr. The Student Assistance Foundation (SAF) had about a half-dozen AIX boxes in Helena and I applied for a position there (3) years running. In Huntsville, I had been servicing over (30) AIX servers. From the constant turnover at the SAF, I suspect another example of bad management. And from their having not selecting me for the AIX specialist position, their bad judgement is obvious.
So, life does go on. Life experiences are part of the growing and learning process. I am more aware of the "big picture" now. I have met and continue to meet some good people. I have worked with some very good people. I have retained my integrity.
Would I do it all again. You bet. Only I'd do it better. I'd still stand behind Janet Edmonds [always] and as for the Montana BLM's corrupt management… I would have hit harder and faster and gone scorched earth sooner on Singer and her posse.
Before I Go…
[The Interior Department is a corrupt Government Agency. This same corruption appears to be predominant in the state office management level of the Montana BLM. Perhaps this is also true of other Interior Agencies. The solution is simple. Decentralize the BLM (and other Agencies) by removing this top-heavy power-hungry power-centric state office layer of administration. Go to a real two-tier organization with field offices and where necessary satellite offices to the field office. Minimize or close BLM State offices and move those employees into field office positions. The result will be to have fewer meetings, more on-the-ground work, and a better distribution of mission funds. Moving the funding closer to the work and eliminating state office costs can only result in better and more efficient public service. Even the aspect of putting high salary, as many state office position grades indicate, BLM state office government employees into the field would serve to benefit the tax bases of cities and communities in Montana that would gain those workers. A few more Indians and a few less Chiefs can't hurt the Agency's work performance either.]
[Of some concern to me, still, is the realization that no one I've contacted has ever addressed the following revelation and question that I have submitted to my Congressmen and as often as possible to the public at large…when I started fighting for my career I noted that the BLM said it was managing 264 Million acres of public land and now says it manages 258 Million acres…What has happened to 6 million acres of our public lands since 1998?]
[I keep Montana's Representative and Congressmen updated with the "Internal Affairs" of the Montana BLM (1999 - 2008), and am still doing so when the opportunity arises.]
I received the following letter from Senator Conrad Burns in June 2000;
June 14, 2000 Dear Glenn, Thank you for contacting me with information regarding the GAO investigation of BLM land exchanges in Montana. It is good to hear from you. At your request, I have asked my staff to look into the matter, and I will be sure to keep a close eye on it. As we both know, there are a lot of reasons to watch these federal land agencies carefully. Through my work in the Senate, I am dedicated to making sure that public lands are managed with the public's best interest in mind. I appreciate your involvement in the matter and thank you for keeping me updated. Additionally, I have included the questions I submitted and responses provided from the hearing on the Department of Interior's FY 2000 budget request. Please don't hesitate to call or write with any other questions or concerns you may have. Sincerely, Conrad Burns
Burns questions and answers, provided by the Office of Congressional and Legislative Affairs to Burns, from Burns to me…
March 3, 2000, BLM Employee Dissatisfaction; Question 19. Question Mr. Secretary (Babbitt), the BLM employees in Montana are just that to you, employees. To me they are my friends and neighbors. I have some serious concerns about the morale of the people I consider to be my friends. The 1998 BLM Employee Survey illustrated a high level of unhappiness. It is my understanding that the 2000 BLM Employee Survey was just completed and a briefing was provided to some top level BLM employees. I have been told that once again, the employees of the BLM in Montana showed an even lower morale and sense of unhappiness with their employment. I believe this is being reflected by a series of EEO complaints by Montana BLM employees over the last few years. To me, this would be a red flag and cause me great concern. The Director of the BLM had been informed about these problems in 1998 and I was under the impression he had been tasked with correcting it via the State Directors. First, I would like you to provide me with a copy of the 2000 Survey as soon as possible. Question 20. Second, what will be done to correct this problem that the BLM employees are apparently facing? Answer: A preliminary review of the 2000 Employee Survey shows that over the past two years, the BLM improved in 7 of the 9 measured categories. We are pleased by the trends particularly with the improvement in employee job satisfaction which increased 7 percentage points to 52 percent. [employee job satisfaction NOT employee satisfaction with management] While we recognize we still have much more work to do, our efforts over the past two years are having a positive impact on the organization and quality of life of our employees. Insufficient resources was a major issue identified in our 1998 survey. Our FY2001 budget proposal begins to address the funding and work imbalances of concern to employees. The lines of communication between employees and management remain open, and we are looking forward to implementing a number of measures to continue increasing employee satisfaction. Question 21. Why would State Directors be mandated to correct a problem that appears to be an outgrowth of their management style? Answer: State Directors have broad authority to manage their individual state offices, resources and staff. However, the Bureau Director must ensure that management of natural resources as well as human resources are in accordance with applicable laws, management initiatives and current policy, goals and directives. When state management decisions conflict with these governances, the Director must take action to ensure organizational management is in concert with national guidance. We are concerned about BLM employees' welfare and have and will continue to work with the State management team to improve the situation. Question 22: What is going to be done to correct this problem? Answer: BLM leadership in Montana is in transition. The new State Director and a new Associate State Director took their place at the helm of Montana BLM beginning in April of this year. These two new leaders have been apprised of the Employee Survey concerns, and I have advised them to place a very high priority on addressing those concerns. I have the utmost confidence in these two new leaders and am certain that they will work diligently to bring about improved employee morale and satisfaction.
[Too little too late, I had been sacrificed to Hamilton and Singer and my civil service career had been destroyed by March 2000. Janet Edmonds had just managed to escape and to continue her career by moving to the BLM in Colorado after the intervention on her behalf by Matt Millenbach. Post 2000 BLM Employee Surveys learned not to ask questions such as rating employee satisfaction with their managers.]
The great thing about our era is the Internet and how much information is out there to be mined. For example, take a look at just a small amount of information on Montana's lone US Representative. (btw, I am pretty sure I remember a newspaper article circa 1999 that said DR was worth about $5 million, this was just before he was elected. It would appear that politics have been good for Rehberg's portfolio. An investigative reporter, if such really existed, could confirm or disprove that gain in personal finances.)
Denny Rehberg
http://www.sourcewatch.org/index.php?title=Denny_Rehberg#Personal_finances
Personal finances
With a net worth of 10.7 to 51.5 million dollars, Rehberg is the twelfth-richest U.S. Representative in the House. The following is drawn from Denny Rehberg's personal financial disclosure forms. Close study of the data has often revealed conflicts of interest by members of Congress.
http://www.opensecrets.org/pfds/CIDsummary.asp?CID=N00004645&year=2005
Denny Rehberg (R-Mont) - 2005
*
Net Worth: From $10,698,011 to $51,545,000
Ranks 12th among all members of the House
*Assets: 13 totaling $11,948,013 to $57,045,000
*Liabilities: 2 totaling $1,250,002 to $5,500,000
*Transactions: 3 totaling $50,003 to $102,000
http://www.opensecrets.org/pfds/CIDsummary.asp?CID=N00004645&year=2005
Assets
Organization Value
3902 Rifle Creek $250,001 to $500,000
Billings $100,001 to $250,000
First Citizens Bank $1,001 to $15,000
Goldman Sachs $50,001 to $100,000
Growth Fund $15,001 to $50,000
Invest Financial $1,001 to $15,000
Lenhardt Property $500,001 to $1,000,000
New Perspective Fund $15,001 to $50,000
Rehberg Ranch LLC $10,000,002 to $50,000,000
Rehberg Ranch Marketing Inc $1,000,001 to $5,000,000
Teigen Land Livestock $0
US Treasury Bills $1,001 to $15,000
Washington Mutual $15,001 to $50,000
http://www.opensecrets.org/pfds/candlook.asp?key=x9khk&CID=N00004645+
http://www.mtvoters.org/elected/u_s_representative_dennis_rehberg
n 2005, Rehberg voted for the notorious public lands sell-off measure authored by Resources Committee Chairman Richard Pombo and Nevada Congressman Jim Gibbons. The measure, contained in a budget bill, passed the House by a narrow two-vote margin in the dead of night and without debate as part of its Deficit Reduction Act of 2005 (H.R. 4241). Though the damaging bill was thwarted in the Senate, the Rehberg-supported proposal to sell-off hundreds of thousands of acres of public lands to the highest bidder flies in the face of Montana’s rich hunting and fishing tradition.
http://www.fedspending.org/faads/faads.php?database=faads&reptype=r&detail=-1&datype=T&sortby=f&recipient_cd=MT00&fiscal_year=2006
http://herndon1.sdrdc.com/cgi-bin/can_detail/H0MT00033
Presented by the Federal Election Commission
http://www.landreport.com/ME2/Audiences/dirmod.asp?sid=&nm=&type=MultiPublishing&mod=PublishingTitles&mid=6EECC0FE471F4CA995CE2A3E9A8E4207&tier=4&id=953F14B9C5AB497292AC0EEC6FC7DC1F&AudID=7E90FBA1F7E1433D8FFEDE3CD9359B09
Rep. Denny Rehberg (Montana)
First elected to Congress in 2000, Rehberg is a member of the House Committee on Appropriations. He's also one of the wealthiest members of Congress. Roll Call ranked him the 23rd richest member last year in large part because of his landholdings.
THE PROPERTY: Rehberg and his wife, Jan, own the 3,000-acre Rehberg Ranch just a couple of miles from Billings Logan International Airport. A prime Montana property, it was founded by Rehberg's great-grandfather in the late 1800s. Until he was elected to Congress, Rehberg managed the ranch, personally overseeing some 500 head of cattle and 600 cashmere goats. Since his election in 2000, however, he and his wife have embarked on a plan to develop large tracts of the ranch into housing subdivisions. Rehberg Ranch Estates is in its first phase, with homes in the 815-acre development going for an average of $400,000. But the estate has been the subject of local controversy because some residents feel Rehberg isn't delivering on his promises to develop an 18-hole golf course and to give residents access to large tracts of public lands near the development.
THE PRICE: According to his financial disclosure statements, Rehberg Ranch, including the housing subdivision, the ranch itself, and the livestock, is worth somewhere between $11 million and $55 million.
[Here's a recent email reply from Senator Tester]
Subject: Response From Senator Jon Tester
From: "Senator Jon Tester"
To: gferren@yahoo.com
Date: Fri, 11 Jan 2008 16:59:49 -0500
Dear Glenn:
Thank you for taking the time to send me the link to your ebook The Uncivil Service. It is always good to hear from those who have areas of expertise and can offer specific suggestions and insights for how to improve agencies like the Bureau of Land Management.
I will keep your thoughts in mind as I work on public land management issues in the United States Senate. Please do not hesitate to contact me again in the future if I can be of further assistance.
Sincerely,
Jon Tester
United States Senator
[Interior still continues to get negative press…seems to be a goal]
WESTERN REALITY SHOW: BUREAUCRATS BEHAVING BADLY
Mountain States Legal Foundation Fri, 6 Jul 2007
In Wilkie v. Robbins, one of the final cases decided by the U.S. Supreme Court at the end of its term last month, one of the facts—in a case bursting at the seams with facts—on which all could agree was that a career bureaucrat was so offended by the conduct of his fellow employees that he retired. In his words, the way Bureau of Land Management (BLM) employees treated Harvey Frank Robbins was the "the volcanic point" in his decision: "It has been my experience that people given authority and not being held in check and not having solid convictions will run amuck and that [is] what I saw happening." Why did Wyoming BLM officials "run amuck?" In Justice Ruth Bader Ginsburg’s words, they "made a careless error:" after obtaining an easement to use a private road across the ranch owned by Robbins’ predecessor, they failed to record it. Thus, when Robbins bought the ranch, he did not know about the easement, and, under Wyoming law, took title free of it. Thereupon, BLM officials, writes Ginsburg, "demanded from Robbins an easement—for which they did not propose to pay—to replace the one they carelessly lost." When Robbins offered to negotiate an agreement, they told him, "the Federal Government does not negotiate" and "[t]his is what you are going to do." When he refused he became, to the BLM, "the rich SOB from Alabama
[who] got [the Ranch]" and, according to Ginsburg, the target of "a seven-year campaign of relentless harassment and intimidation to force [him] to give in." After two appearances each before Wyoming federal district court and the U.S. Court of Appeals for the Tenth Circuit in Denver, Robbins was at the Supreme Court on a petition by the United States to determine whether he could sue named BLM officials for that "campaign." Specifically, did Robbins have a cause of action against them under the Supreme Court’s 1971 Bivens decision for violating his constitutional rights to exclude them and to just compensation for the easement, and under the Racketeer Influenced and Corrupt Organizations Act (RICO) for trying to extort that easement from him? Over Ginsburg’s dissent, the Court said no. On the Bivens claim, Justice David Souter first addressed if the Court should create a remedy for what Robbins faced, since, although he could vindicate his complaints, he suffered, in his words, "death by a thousand cuts;" in Souter’s words, "endless battling" that "depletes the spirit along with the purse." Unable to answer that question, Souter then balanced the government’s need for "zeal on the public’s behalf" against a citizen’s need to battle "illegitimate pressure" by "unduly zealous" bureaucrats. On that too, Souter fell short of a "workable cause of action." Congress was in a "better position" to write it, he concluded. As to RICO, which bars obtaining property by threat or under color of official right, Souter held Congress was concerned with the "harm of public corruption, by the sale of public favors for private gain, not [with] the harm caused by overzealous efforts to obtain property on behalf of the Government." Otherwise, wrote Souter, a RICO action "could well take the starch out of regulators who are supposed to bargain and press demands vigorously on behalf of the Government and the public." If Congress meant differently, it would have said so. Robbins’ experience, although extreme, is not exceptional. Thus, it is unfortunate the Supreme Court declined to provide beleaguered property owners a remedy, but it is not alone. Congress has little interest in oversight; elected officials demur if matters are "in litigation." Moreover, bureaucrats operate largely without supervision; likewise their lawyers, who never question their clients’ motives and seek, not justice, but victory. Finally, in court, agencies, their employees, and their lawyers receive the benefit of every doubt. No wonder bumper stickers in the West read, "I love my country, but fear my government."
Remember the Internet website for past, present, and future information on Interior and the Montana Bureau of Land Management. You may also find interesting information if you Google the EEOC Management Directives MD714 and MD715. Read closely to see how discrimination is practiced "legally".
Here are some good places to start and some of the subjects tracked on my website…
Inside the BLM Whistle Blower
http://gferren.150m.com/
Current Montana BLM Table of Organization (as of Jan 2008)
[Note that this T.O. will not include the names of BLM Law Enforcement personnel, they do not list these folks anymore, suffering from a fear of reprisal]
http://www.blm.gov/pgdata/etc/medialib/blm/mt/blm_information/to.Par.79918.File.dat/TO.pdf
Eastern Montana Travel Management (OHV/ORV) Planning Guidelines Drafts
http://gferren.150m.com/lte.html
Overview
http://gferren.150m.com/chrono.html
(1999, 2000)
Gavin Frost, Field Solicitor
Tim Murphy, former MCFO Mgr., Ethics Violation
Crow Boundary Settlement Act
Welfare to Work Funds Diversion
Senator Burns Questions Bruce Babbitt
Merit System Protection Board Administrative Judge James A. Kasic
Otter Creek Land Swap/Coal
http://gferren.150m.com/tidbig01.html
(2001)
NPRC, CBM
Otter Creek Coal
Tim Murphy, to NIFC
Todd Christensen, to Utah
Larry Hamilton, NIFC, Ethics
RAT
Marilyn Krause, to Butte
McIlnay, MCFO mgr.
Indian Trust Lawsuit
Travel Management, OHV/ORV
Interior Web Sites Down
http://gferren.150m.com/tidbig02.html
(2002)
Indian Trust Case
CBM
Aden Seidlitz, to Utah
No Fear Act
EEOC Changes
Center for Individual Rights
Whistle Blowers
Gale Norton
Stephen Griles
CIR, EEOC
Marty Ott
Camrud, to Havre
Watts, to Billings
http://gferren.150m.com/tidbig03.html
(2003)
Whistle Blowers
Indian Trust
Marty Ott
Gale Norton
Amerika
Montana Politics
Janet Singer, retirement
Diane Friez, attempted backdoor promotion
Rick Hotaling & Doug Burger
Linda Reder
National Debt
Tom Lonnie
EEOC, Class Complaint, Age Discrimination (BLM-CA)
2012 Cult, MCFO
Federal v Private Salaries
http://gferren.150m.com/cac5.html (Civil Class Action, Amended)
US Nukes & Chemical Weapons
EEOC and Due Process
Interior Computers Disconnected (Again)
CBM Water Discharges
BLM MT, Stolen Govt Property
MD-714, MD-715
BLM UTAH Land Swap Fraud
http://gferren.150m.com/tidbig04.html
(2004)
BLM MT, Stolen Govt. Property
Public Lands Access
Conway_Jepsen Case
http://gferren.150m.com/blmcourt_may04.html
http://gferren.150m.com/blmcourt_jun04.html
http://gferren.150m.com/blmcourt_aug04.html
http://gferren.150m.com/ninth_appeal_04.html
http://gferren.150m.com/tidbig05.html
(2005)
http://gferren.150m.com/9th_appeal_0205.html
http://gferren.150m.com/enbanc_appeal.html
Singer, Billings Gazette Article
Marty Ott, BLM State Director Retires
Larry Hamilton, NIFC, Retires
http://gferren.150m.com/tidbig06.html
(2006)
http://gferren.150m.com/enbac_appeal_billings.html
Gale Norton, Resigns
Darrell Strayhorn, FOIA Appeals Officer
MCFO Bomb Threat
MCFO Accident
http://gferren.150m.com/woc.html
Gene Terland, New MT BLM SD
http://gferren.150m.com/tidbig07.html
(2007)
Interior Oil Lease Royalties Error
Works Begins on "The Uncivil Service"
Interior - Griles - Abramoff
Louise de Montigny, Resigns
http://gferren.150m.com/tidbig08.html
(2008)
The Uncivil Service
Gene Terland
1872 Mining Law
http://gferren.150m.com/tidbits.html
Am I done? Maybe. But I do have lots more material and I probably could do a revised and updated version of this "book" in the future. There is the opportunity for you readers to comment on the chapters as I post them, feel free, and feel free to read what has been posted, interesting stuff.
CHAPTER 1: Bureau of Land Management, Miles City Montana (1991-2000)
Chapter 2: Exile to the Ivory Tower (Granite) and BLM State Office (Siberia)
Chapter 3: A Look at the Web Site
Chapter 4 Things I have Learned & Case Related Emails, Excerpts from Sworn EEO Investigation (ROI) testimony
Chapter 5: The Administrative Review Report Analyzed
Chapter 6: Destroying the Basis (Justification) for the Detail, Extended Detail, and Subsequent Directed Reassignment, Another Look at the Administrative Review Team Report (and a copy that is not redacted)
Chapter 7: Performance (1991 - 1999)
Chapter 8: Montana BLM - Peyton Place & the Hypocrites
Chapter 9: Conclusion
The opposite of gravity…comedy, read Dilbert and all things will become clear. If we do not laugh, we will just cry.
Glenn Ferren
Former Montana BLM Computer Specialist [End of article]