Thursday, July 9, 2015

I am your Worst Nightmare



Can you tell I am your worst nightmare? I might be but I doubt it if you are on my FB ends list -
I’m sitting here with my laptop computer home, feeling well, alert and far from dying. I breathe air knowing that any minute, my life can change and change beyond any of my own imagination. I’m not scared, I am really not scared because I am not alone – I have many friends and relatives that know what is going on and what is happening and what I am working on and God is my witness, I am doing something ethical.
Every so often, I check my pulse, I watch my weight, and I exercise daily. I want to be fit for the challenges in life and at no time thinking about my death. I don’t sleep with the sheets over my head or stuck in the sand. I don’t visit the morgue and I walk the walk of life with happiness. I will be cremated when I do die but until then, I am alive.
I enjoy life to the fullest, I see the sunrise and sunset as the pivotal moments in my life. Each day I measure my self-worth and value. I try to remain grounded and even sing at times to show my joy. I love birds and how they sing, I eat breakfast, lunch and dinner with a piece of chocolate whenever I can.
This wheel keeps on turning until it can’t turn no more but I doubt that will happen anytime soon. I am alive, I am not forgotten, and I can sustain and adapt to this cruel world we live in.
My personal manifestation is integrity and sharing knowledge. I want it be said that if I am gone, somebody will notice it. Although not concerned about being liked, I wish to be respected. Scary is it? Is it unreasonable to be respected? Not at all but you must walk the walk and talk the talk in order to earn that respect. Just me writing this down should give you the willies.
Down deep inside, I worry a little about my family and friends. I have this primal need to be remembered but most of all, I want to be able to pass something on to somebody who will carry the torch of integrity and sharing knowledge for me. I think that’s maybe one of the reasons why I do what I do – stir controversy and provoke others to think.
I want to leave some mark on the world saying, “I was here.” I want my memory to remain honest, truthful and accurate. I want it to reflect my perceptions, my reflections and my intentions.
At the same time I want my memory to a reminder that when we share we care. I also want you to know that I have made mistakes, too many to mention but that they were honest mistakes. If we’re being honest, I think maybe that’s one of the reasons many of us start blogging.
There’s something immensely comforting about knowing your thoughts are out there for the whole world to read. You could kick the bucket tomorrow, but your words will live on, teaching, inspiring, and taking root in the minds of readers for generations to come That’s the idea – sharing my thoughts – sharing to have others read and words that will help you or guide you in your journey to success and blessings still to come.
Or at least that’s the idea. LOL - Peace to all - 2015

Tuesday, July 7, 2015


A colorless correctional culture which creates, causes chaos and confusion inside Arizona prisons.

 


Governor Doug Ducey has ordered a full investigation in the Kingman riots. What this investigation will NOT reveal is the social and political inequities that exist under the direction of a white dominant power group that runs the department of corrections in Arizona. Whether we want to admit it or not, there is a colorless correctional culture within the prisons causing chaos and confusion leading to frustrations and violence.

Is there such a thing as a colorless culture? I doubt it, but on the other hand, it depends on what you mean by culture. If you word  is used in the normal sense and set aside from the socio-political ideology and focus on dialects, idiolects, beliefs, symbology, iconography, behavior, ritual, kinship and so forth, the answer is no. However, keep in mind the temptation to maintain political correctness in our thinking.

Rather strange that it does exist but not as described as above but rather based on a complicated amalgam of various perverted and extreme customs and traditions adapted on lessons learned in history and extended to be imposed in political and social influences of those in power, the answer is yes. There is a colorless culture inside our prisons and it influence much of the vitriol in our society.

In prison management, culture is a dominating feature that can work for the system or against the system. Culture can unite or divide the prison population and also draw a hostile line between administrations and populations. The culture is incontestably very powerful and very influential. Ignoring culture would be dangerous and reckless indeed.

Keep in mind, we are not focusing on skin tone or genetic exchange of races. We are talking about the physical aspects of culture that influence body language in communications and management practices. How it impacts daily living and compliance of policies and procedures developed not from state statutes or guidelines but mostly from random and arbitrary ‘lessons learned’ historical data.

It is more broadly expressed as the “us versus them” ideology that exists inside prisons. It can lead from correctional officer’ relationships with prisoners as well as prisoner among prisoner relationships.

The manifestation of a culture within a prison is dynamic and forceful that is very complicated and often misunderstood. It is not a matter of how much whiteness there is, or how much blackness exists but rather color is only a minor element of the product unless it is a matter of discrimination in which case, these colors may override any civility or manners and dominate or negatively impact behaviors if offense is taken or disrespect is shown to one race or the other.

There can be markers of whiteness or blackness in daily interactions if the overall culture demands it be a contributing factor to how the rules are enforced and perceived. One could immediately see how discrimination impact this in an extreme form and manifest dissention or division. One needs to be cautious not to delegate any authority or empowerment and inflict willful or coincidental discriminatory practices that may divide the prison into color lines. It creates tension and resentment that festers over time.

In such a case, the color line -- which is used to divide society into two groups that are by definition exclusive, 'whites' and others’ becomes a point of agitation or aggravating circumstances.

The awkwardness and inadequacy of all existing blanket terms for these others, such as 'minorities' or 'people of color,' stem from the repression and confusion involved in the very notion of whiteness or colorless.  To some extent, cultural whiteness in Arizona, may dominate events politically and culturally. It depends on demographics, geographic perception and the associated treatment applied to ‘others’ not white and of color. Thus if the demographics are opposite, a reverse perception may apply.

Arizona whiteness does exist. Arizona whiteness runs the government and the current prison system. It emerged decades ago and never relinquished control of the prison system as it imposes its will freely and clearly with tacit approval of the executive, legislative and judicial branches. It has been years since a white person ever directed the largest state agency and no change is expected in this transfer of power any time soon.

Therefore, the Arizona whiteness is in charge of the penal and criminal justice system and is the main provider for the sentencing and punishment of criminals incarcerated and kept there for an extensive amount of time compared to other states suggesting that non-whites are less moral than whites.

One might say, Arizona whiteness is a conservative whiteness leading to an ideology that suppresses the other colors and downgrades them in separate classes by race. Inside prison, this is a dominant event in the classification of housing, jobs, credit or good time and length of sentencing or time served. It extends all the way to the approval of parole and clemency appeals. Today, there is no formal juridical equality for color unless you are a member of the colorless race, the white race.

It is, besides, the ambiance of the modern corporate office, where niceness rules -- or rather, is the means of rule of political correctness. In the white-collar workplace everyone must act white: quiet, polite, cheerful, emotionally masked, sensually numb, perpetually busy, and willing to tolerate any humiliation as long as it's done with a smile. Non-white is all that resists smiling self-adaptation to one's assigned yet ever-changing role as a component in the smooth positive flow of personal relationships.

This obviously creates a fallacy that offensive in nature. Fact is whiteness or colorless people can be equally misunderstood because of these assumptions created and ignoring behavioral norms and power relations, are questionable especially when imposed only on people of color. When applied within major institutions in our society this impacts the workplace, prisons, the school, the mall and other sites.

All these institutions teach possessive individualism; anxious competitiveness; rigid emotional control through 'niceness'; narrow or institutional and instrumental rationality; ready acceptance of isolation, boredom, and meaninglessness; the sacrifice of a lifetime for merchandise and security. Most of them also implicitly associate these qualities and attitudes both with white or light skin, and with success and self-esteem. One can see, when distorted, the facts gets lost and the color plays a big part whether we are united or divided. Now, create this curmudgeon with prison life and you have instant conflict.

Skin privilege is fading in the community but not inside prisons. One would expect the reverse to occur since society’s working class is steadily including more whites than before. Now, a much larger majority of the prison populations inside Arizona are white too. Nearly half of all high-school graduates without college degrees today work in jobs that pay scarcely more than the minimum wage and it is likely this continuum of lack of success applies when they are released from prison as well.

CONCLUSION:

 

The fact that the prison population now consists at least as much of white as of black and brown people is concealed by the fact that inside prisons, the whites hold better positions of authority and power than the black and brown poor. This is to say that poor whites continue to receive considerably better treatment than poor blacks or brown and are not subject to correctional officials (police) harassment and other subtler forms of prejudice as well. This can be challenged by a document search of the prison disciplinary and inmate employment systems.

What has changed? The appearance of border patriot militiamen and Nazi skinheads in our society and inside our prisons. These groups continue to define whiteness and its privilege on old, skin- and religion-based terms.

The perception inside prison is because the administration is largely white and the majority in power the obvious conclusion of those of color is that if you are white, you are a partner in charge as the administration is mostly white. Strange but strong enough of an influence to cause hate and offensive behaviors to be encouraged and condoned by a colorless culture inside our prisons.

This is a colorless culture cultivated and grown in an obsessive form inside prisons. These types of disruptive individuals group up when incarcerated and draw support from each other better than the other races.

Whether deliberately or coincidental, they [whites] are better-off and unlike those of color who face stronger opposition to programs and work opportunities. Opportunities in the type of job assigned, as these jobs are less sophisticated, hours are longer and less paying work and diminished security as they struggle to maintain their position inside prison.

An underlying influence on riots and prisoner frustration that will never be revealed by any investigation ordered by the Governor of Arizona. The fact is, nobody will touch this subject the way this paper is written because it would reveal a reality that is grossly distorted and covered up by those influencing the criminal justice system in Arizona as well as the contributing factors of private prison organizations soliciting cheap prison labor from the state prisons to sustain their own market and profit making schemes.

 

A Culture of Corruption - Carousel of Corrections / Corruption on the Kingman Riot Fiasco


Carousel of Corruption

 


Certainly, you may have you noticed since the Kingman riots, there seems to be a bit of unpopular curmudgeon-like complaints about the carousel of corrections- and corruption? Looking at a carousel, you can certainly envision a machine like merry go round that is more elaborate in detail than you could ever imagine.

Certainly, the corrections department carousel is one of the most elaborate kind there is as it is an intricate system made up of smaller pieces that get lost easily and hardly traceable in many ways. Today, many pieces are broken or misplaced.

The carousel is part of a never-ending story. A never-ending renovation process and a never-ending tale of corruption and mistakes. Prison management in Arizona is a funny matter except that it involves life and death situations most of the time as well as millions dollars’ worth of destroyed property yearly.

Causing confusion to keep the media and public under a blanket of clouded disorder and hazed like fog, the conundrum of their ways leads us to the puzzle palace on the fourth floor in Phoenix high-rise on Jefferson Street. Most of the time it remains to be whirling around leaving everybody behind on solving the puzzles and lacking sufficient clues to solve the problems at hand.

The methodology to keep us confused is beneficial for those operating the carousel. To them its clean fun, a whole renovation process, that keeps them employed with the kind of job security that reeks the smell of sabotage.

I guess what bothers me the most is that when I see such waste and expensive renovation and reconstruction of our prison systems, I think about the meager wages our officer, the backbone of the agency receives as their salaries are but a fraction of the fat cats on the fourth floor who operate this carousel of corruption.

I think about the stipend revoked and safer workplace conditions promised and then, not paid or not delivered. I am sure there are ethical and moral principles at work here but as the governor has turned a blind eye to this carousel which works for him, it is pretty much a done deal and over.

Funding this carousel is less attractive each day. The investment in public safety has suffered badly and the negligence of the grandiose command structure decimates the modest and weakened infrastructure that runs the entire agency but with an expenditure which appears to be designed for private gain and eventually, we can’t hardly afford to keep running it this way.

Monday, July 6, 2015

Conflict of Interest - letter to all Legislators


(A conflict of interest is a situation in which a person or organization is involved in multiple interests (financial, emotional, or otherwise), one of which could possibly corrupt the motivation of the individual or organization.)

 Honorable Legislators,

Today, Governor Doug Ducey announced that Arizona Department of Corrections, Charles L. Ryan, shall lead a complete investigation of the Kingman riot which occurred during the week of July 1st through July 4th, 2015.

This is a situation that should be addressed by the Legislature as the main stakeholders in the preservation of public safety and financial responsibilities for the funding of private prison monies and all related allocated expenses.

Charles Ryan, an appointed public official is not the most appropriate individual to oversee such an investigation. His judgement, impartiality and personal or professional interest could be influenced by the mere fact that he is also the main person at the Department of Corrections who makes executive decisions on inmate bed allocations distributed between the various private contractors with the agency and other internal policy decisions including contract monitoring of various facilities.

This puts him in a potential and possible position to undermine the investigation based on findings which may be negative or damaging to these private prison groups as well as his own agency for any or all management decisions created or made verbally or through policy he makes to distribute, manage, oversee, and direct compliance conditions of all these contracts.

When a government official, who is involved in the procurement, distribution, allocation or any other major decision is put in a position of trust and the position is used to determine faulty findings, these findings can be influenced, degraded or devaluated by his executive position to contain such findings and dismiss them or lower them to a lesser finding at will.

This defeats the entire discovery and information gathering process of any investigation especially this one where the performance, compliance and management skills of MTC is in question as well as his own agency’s responsibility to ensure compliance with all contractual services and agreements.

I appeal to you, our members of the Legislature, to call for another lead designated investigator or person for this investigation of the MTC Kingman riots. A good example of choosing an independent individual would be command position at the Attorney General’s or the director of our Department of Public Safety administration.

 

 

Saturday, July 4, 2015

Why I believe Arizona needs to be better in running their prisons


Why I believe Arizona needs to be better in running their prisons

Living in Arizona can be inspirational-it has all the hallmarks of a patriotic and lawful society. The grandeur of the Grand Canyon symbolizes strength and heritage and many more American values. I believe in Arizona. Arizona is a conservative state but at the same time, proven it can be the exact opposite when a critical situation arises or an adaption is needed.

It can be innovative in rule. Sometimes it is controversial especially being a border state and addressing border and immigration issues. At the same time, I have seen strong leadership to lead and become the spine or the backbone for the needs of many other states. It has led in many different areas which needed to be addressed and as such, the laws were addressed accordingly.

I can compare Arizona with other states as I have lived in a few to know the differences in climate, demographics, and economy social cultures. I see it as a melting pot but also as a place where people live in peace and harmony without too much government interference. Politically, it can be vitriol in nature. Socially, it can be blend of cultures engaged in community celebrations.

Unlike some other states, Arizona seems to be connected to the people and their will on most issues. Arizona believes we all have a right to privacy, a right to be left alone as we go about our business. It is not too intrusive but there when necessary. In the absence of this occasional intrusion, Arizona allows our lives to be our own with consequences attached regulated by laws.

State government does have some trust issues. The reasons are clear and most people understand that transparency and honesty would eliminate most of these concerns. It would be better if government agencies and contractors operating with more accountability. I can also sense a strong interdependence on hybrid governance and engagements of outsourcing our services especially our prisons.

For years, state government has been operating under near complete secrecy about its relationship with private prison contractors and whether or not this relationship is actually saving the state money. We have learned from studies in the past, prison policy guidelines for savings pledges results to the contrary. However, such studies have been halted thus comparison data is no longer available to compare cost factors.

This we  expect to be the mood of government and will likely to continue to be denied basic details about this aspect of state government spending and admit a grim defeat that unless the governor allows us to peek at their business portfolios, nothing will be revealed to show any improvement is savings.

Thus although I believe in Arizona, I would encourage all citizens to hold the government accountable for their prison management and spending styles as well as comparative decisions. The governor campaigned on improvements in education and child safety but has neglected both as well as reducing prison costs. He has introduced a five year funding plan for education but skepticism is loud and frequent because he prioritized prisons over education.

In fact, he has raised prison costs beyond the previous budget to accommodate private prison growth. No one has ever been charged with a crime in connection with the CCA executive team connection or for that matter, any other contractor doing business with our state. There is little doubt the legislature had deep pockets for private prison lobbyist knocking on their doors.

No one has challenged the lawful duties of the prison director to serve as a facilitator or portfolio manager for the private business world as it expands and receives state funding via vague but extremely powerful political circumstances. Until this funnel of growth and profit is curtailed, this part of state government will never be held accountable.

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Open Letter to Doug Ducey - Governor


Open Letter to Doug Ducey – Governor-

“Failing to Admit Failure”

 
When it comes to running a prison, it is incredibly unacceptable in culture and nature to admit failure. Admitting failure has severe consequences construed to be weaknesses in prison management styles and eventually a sign of weakness or incompetence.

How does this effect the relationship between prison administrators and the public? How does this impact the relationship the relationship with the executive chain of command? What are the inevitable and consequences?

This is the situation we are faced with again, today. The strength of our relationship and trust in our prison management systems is seriously in doubt and needs solid reassurances from the executive branch to show they are addressing these weaknesses appropriately. They should be asking the tough questions why mistakes were made and how are they being corrected.

The problem with the Kingman prison complex is deep. There are strong indicators there are continued inevitable failures within the management styles of both, the prison contractor, Management Training Corporation and the Arizona Department of Corrections. It is clear their relationship is not strong, not bonded and certainly not on the same levels of concerns.

In real-time, MTC failed to uphold the contract, again. The first time was a major escape from the facility in 2010, where three convicted murderers escaped and went on a crime spree killing two innocent people in New Mexico. The DOC promised to fix this and promised to conduct tighter control over this prison. It didn’t happen. There were other minor infractions in the past, but in order to focus on the more serious matters, we accept those as a matter of record.

Because of social media, the MTC organization and the DOC were unable to hide from failures. The media hounded for more information that came almost twelve hours later after the incident occurred. Even then, the press release was sketchy and written with vague and ambiguous language softening the impact of the riot that had occurred there on July 1st, and then another second major riot on July 2nd.  

A second press release was more forth coming but still lacked sufficient details to admit something went wrong. It focused more on the transfer of 700 inmates to other prisons than on the problem itself. A solid ricochet of the incident seriousness by focusing on the transfer of the high number of inmates rather than the extensive, destructive and man-made caused damage indicating staffing and supervisory issues were problematic.

Neither MTC nor the DOC had the guts to reveal the truth of the event. Both went into a defensive damage control mode and even Governor Doug Ducey engaged in this deceptive scheme to delay information and keep the media and the public at an arm’s length distance to buy them time to articulate the failures. If not for local media, not associated with any major politically correct network, much of the details would have remained hidden.

The DOC, the governor and MTC were much better off admitting that something went wrong. They should have addressed it in an authentic, open and transparent manner and get it out there as soon as possible.

Instead they took the cowardly route and delayed information making the public anxious and stressed because this impacted families of staff or employees, the community and the state as a whole wanting to know the truth.

Reconfiguring the truth seems to be a habit by the DOC. They work hard to hide their failures and their horrible failure points. They seem to be repetitive in nature and results indicating a self-destructive mode causing failures by neglect more than systemic in cause. Not only do these deceptive press releases draw criticism, they draw suspicion and create serious trust issues for the government that owns these problems. In fact, they increased their liabilities exponentially by not sharing what could be shared without jeopardizing the clean-up operations.

How an agency fails is partly due to leadership or lack of leadership. It appears that the current leadership of MTC and the DOC are more concerned with hiding problems than solving problems. They spend an enormous amount of energy to cover up or deceive the public, and suspect the governor as well, to hide their failures.

Some observations noted in this recent failure and those of the past reveals a culture that accepts failures as successes. This means that the MTC/DOC domain uses failures to mark their successes in garnering more funding for the operational expenditures claiming the funds are needed to solve the problems. Regardless, these self-inflicted problems are instrumental to their funding requests to the legislature.

They fail successfully as they pick up more funding at the expense of community public safety and heavy handed physical assaults on their employees with significant property damage associated with these riots and other failures documented frequently. In fact, they have built an elastically cultural attitude, a more lackadaisical types behaviors in the face of inevitable failures.

They have created a culture of sharing failures for their successes in gaining support to fix the problem. Although the legislature has been railroaded, deceived and mislead deliberately by creative writers and documented reports with skewed outcomes, they are willing participants to give them more funding.

Instead of sitting down and tackling the problem, this management team sits down and conducts unrealistic assessments to manipulate more funding for future inevitable failures which will occur because the problems are not really solved. Assessments to fix the problems are rare. The best the DOC does is rewrite or revise the policies and procedures or amend a contract wording paragraph to instill more mandatory compliance tools. Tools which are rarely implemented and double checked upon to see if they are valid or working.

Inevitable failures have been a way of business for decades now, because it works. It works because of liability issues, if nothing is done to help fix the problem. The legislature, the governor and the public are extorted into a blackmail scheme by the DOC to extort monies to fix problems which are in reality never fixed.

The governor needs to appoint a new director, a new culture and a new direction for the DOC and its private prison contract responsibilities. Creating this culture has to come from the top. It needs to set the stage for eliminating or reducing failures and come forward with a solid corrective action plan. The first step in this process is to admit, something is wrong.

The second step is to reduce the risks associated with these failures. Executives need to decide their words needs to be backed with action.

Lip service should be eliminated and action should be demonstrated to show confidence in the changes made. Admitting risks is commendable and a reasonable act to take when fixing problems. Denial is counterproductive to fixing problems.

Taking risks and facing them is meaningful. It shows people you are sincere and dedicated to fix the problems. Blaming and pointing fingers is unacceptable for leadership who deflect their responsibilities to others when in fact, the ball is in their court.

Refusing to “stick out their necks” is cowardice and unprofessional thinking when failures occur. They should be pro-active and act courageously to work hard towards achieving success rather than failures.

The DOC and MTC had failed to set defined limits or acceptable performance or limits. Since their roles are ambiguously done, it opens the door to numerous and various different types of risks and makes transparency more difficult as admitting flaws or faults are politically career ending events. Keeping it more hidden is more palatable to these executives and reduces their risk-taking strategies keeping tight controls over the problems and hoping none are disclosed.

The DOC has no idea how to figure out to solve their failures. They cannot decide what risks are engaged and which failures are results of such neglect. Their “my sandbox” concept is deeply flawed as their rules of engagement of those current team members are those ideas and standards of a culture that accepts failures as successes.

The DOC needs to set new limits and expectations – they need to clearly define the rules, the standards and the expectations of their “sandbox” ideology and communicate to the governor and the public new rules of engagement within the sandbox perimeters.

By agreeing to these new covenants, new cultural expectations and more transparency, there will be more trust, greater confidence in problem solving methods and improved security in knowing the risks and prevent constant and inevitable failures which should not be acceptable but understood under these new limits.

 

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Friday, July 3, 2015

Monsoon Arizona Style

Monsoon
 


The summer morning settles down with the light dusting of the soft fallen rain that came early morning
A smell of monsoon air in passageways all around me
The plans for the BBQ delayed for a while but in time we know...
It’s Five o’clock somewhere

The burnt out ends of wildfires surrounding the valley peaks and below
The gusty monsoon winds gives way to sand blown walls of blindness wrapping up the sky
The grim shadows of darkness grip the air, the light is gone and the sky is bare
Only those foolish or brave-hearts drive to get somewhere
Torn up leaves lay about my feet as the sidewalks are covered with sand and debris
Newspapers, plastic bags and other trash are heaved around the air, without a care
Where they land or whose vacant lot they meet as the monsoon shower keeps the beat
The season is monsoon, and difficult it is to keep things neat
A broken window here, a downed porch somewhere else, the devil-like winds brings in the storm
At the corner of the street, the lamp post dodges the fallen trees as a lonely taxi drives down the street
The darkness lifts, we put out the lights as the sky once more shows the glittering sun
The monsoon has passed for the day, but tomorrow, another storm is on its making its plans
This is Arizona weather, from July to September, and I wouldn’t have it any other way