Leon Thomas

Phoenix District Office, BLM AZ, Phoenix, Arizona (GS-14)

Manage 3.1 million acres of federal public land. The Phoenix District comprises of 2 Field Offices. The Hassayampa Field Office manages nearly 1.4 million acres and an additional 725,000 acres of subsurface estate (mineral interests), including the 70,900 acre Agua Fria National Monument. Public lands within this field office are near developed and expanding communities with a population base of over 4 million residents. The BLM Lower Sonoran Office manages 1.7 million acres of public land in south-central Arizona, including the half million acre Sonoran Desert National Monument.

As the District Manager, I manage a complex, resource management program and perform these duties from an executive level. I oversee the budget execution of approximately $15 Million dollars including MLR, Non-MLR and Fire/Fuels funds. I am responsible for planning, organizing, implementing/executing and evaluating a broad array of complex resource programs requiring intensive multiple-use management and protection of a diverse group of resources. I oversee a variety of land and resource programs including the following functions:

· Renewable Energy

· Mining and Minerals

· Designated Wilderness

· Rangeland Management/Improvement

· Lands and Realty

· Wild Horses and Burros

· Wildlife/Fisheries Habitat

· Outdoor Recreation

· Archeological and Cultural Resources

· Soil, Water, and Air

· Building and Non-building assets throughout the District

· Fire Pre-suppression and Suppression

· Hazardous Fuels Management

· Law Enforcement

I coordinate land and resource planning and management with representatives of Federal, State, Tribal Governments, local governments, the general public, public land users, and private landowners. My leadership experience managing these programs has demonstrated my extensive knowledge of natural resource management principles and my ability to master techniques to carry out the mission of the agency.

As a manager of public lands and their resources, I regularly engage the public, participating in all aspects of public participation. I have both facilitated and participated in meetings with interest groups, government entities, advisory groups, County Commissions and City Councils in order to help create partnerships, foster an understanding of our processes, and disseminate information on Bureau programs.

Our District received 2 Department of the Interior Awards for Unit Excellence and I received the Department of the Interior's Superior Performance Award.

Sierra Front Field Office, BLM NV, Carson City, NV (GS-13)

Managed 2 million acres of federal public land in 6 counties.in western Nevada and eastern California. Is responsible for Tribal Consultation with 5 Tribal Governments. The Sierra Front Field Office is in the 2nd largest urban center in Nevada and has the State Capital and the Nevada State Office in close proximity. Being politically savvy has been a key competency in this position. Leads a staff of 26 permanent full time employees and 10 interns. Programs include: Rangeland Management, Minerals Management, Recreation, Lands and Realty, Wildlife, Botany, Hydrology, Cultural, Wild Horses and Burros, and Forestry. Serves as the Agency Administrator during Wildland Fire Operations.

Exercised adaptive management strategies in 25,000 acre land health project that has a significant focus on Bi-State Sage Grouse habitat enhancement. As a member of the Bi-State Executive Oversight Committee, leveraged partnerships with federal and private entities to devise a strategy that used telemetry data to map grouse use patterns and design treatment units based on this data

Leveraged diversity and developed others by implementing a Youth Strategy that introduces elementary kids to Hands on the Land programs and creates Leadership Development for high school students. This stair-step approach to the Sierra Front Destination Wilderness Program creates opportunities for children from Title I schools to be introduced to BLM programs and career opportunities.

Built Coalitions by working with partners such as the Carson Valley Trails Association to build 12 miles of non-motorized trails in Douglas and Carson Counties. Developed partnerships with grazing permittees, NRCS, BIA, and the Nevada Department of Wildlife to improve rangeland conditions of both private and public land.

Devised creative and innovative approaches to dealing with issues in managing resources in the urban interface. Created a televised Public Service Announcement Campaign to educate the Public on the affects of dumping on Public Lands, responsible target shooting, and responsible OHV use. Developed an Adopt-A-Space program where businesses and community groups can Adopt areas of Public Land for cleaning up known dump sites. The BLM Sierra Front Field Office was given the 2014 Agency of the Year Award by an organization called Keep Truckee Meadows Beautiful for our efforts. The Sierra Front Field Office has a mobile workforce. Specialists use tablets in the field to collect data and electronically interface with files in the office. A day in the field use to mean a day in the office. Now in he Sierra Front Field Office - A day in the field "is" a day in the office.

National Training Center, Phoenix, AZ (GS-13)

Led a staff that was responsible for the coordination and delivery of all Leadership, Human Resources, Business Administration, Engineering, Information Technology, and Safety Training for the Bureau of Land Management. Agency-wide courses included Pathways, Emerging Leaders and the Leadership Academy. In partnership with one other person, designed the Emerging Leaders Program. The scope of the job required coordinating functions and communicating with all levels of the organization. I regularly provided briefings and/or data to the Field Committee and Executive Leadership Team.

National Training Center, Phoenix, AZ (GS-12)

Coordinated and developed Human Resources and Leadership Development Training for the Bureau of Land Management and other Department of the Interior sister agencies. In this position I wrote the Bureau's Training Policy, developed the agencies electronic Individual Development Plan (IDP) and designed the BLM's Online New Employee Orientation Course (NEO).

(GS-12)

Led a multi resources staff. The resources included wildlife, forestry, hydrology, and botany. Worked on formulating the District's Bio-Mass coordination strategy.

Facilitated and laid the foundation for the BLM re-establishing relationships and partnerships with Minority Serving Institutions. These partnerships were designed to help with community and student outreach and to increase the awareness of careers and programs with the BLM. Our efforts set the foundation for current BLM recruitment and retention programs. It also laid the foundation for internal communication and outreach strategies such as as the BLM Daily and the Resource Advisors Intern Program.

Financial planning for both businesses and families. Managed a client base of over 400 customers, with various needs ranging from Estate Planning to Business Key-Person Insurance.

Responsible for providing quality customer service to Gall's customers by leading a team of 30 human resources and customer service employees. Was responsible for all hiring, budget functions, and employee development.

Chief of Labor Relations - Maxwell AFB, Alabama

Led a staff that served 9000 military and civilian employees. As the test base for merging military and civilian human resources operations and functions, had to renegotiate a union contract that hadn't been renegotiated in 20 years. Initiated Interest Based Bargaining Training for both base management and union officials. Designed training and trained managers on grievance procedures. The strategy of joint union and management training, weekly meeting with the Union President, established the foundation for a less adversarial environment and established the framework for renegotiating the contract. Contract negotiation began 3 months after the Interest Based Bargaining Training was completed.

Chief, Relocation and Manning - Maxwell AFB, Alabama

Led staff of 21 people that managed various human resources functions for 4800 active duty personnel and 50,000 retired personnel. The work included: processing of personnel newly assigned to the base, out-processing of personnel on their way to other bases or theaters of operation; employee retirements, employee separations, and On-the-job training programs.

Assistant Chief of Personnel - Headquarters Air Force ROTC

Led an 8 person team that was responsible for the personnel functions of 4 Regional Offices in 43 states and 144 geographically separated field offices.

Assistant Regional Director of Admissions and Minority Recruiter, Air Force ROTC, University of California at Berkeley

Facilitated the outreach efforts for increasing diversity in the officer ranks of the United State Air Force. Area of responsibility included Northern California and Western Nevada.