A video summary of the Kingman Report - no audio but a good review of the facts of the riots.

Kingman Riot Response Failures by DOC Tactical Special Unit Team

Preliminary reports are indicating the Management Training Corporation [MTC] is responsible for their initial failure to manage and provide adequate resources at the Kingman prison complex according to reports being released by the Arizona Department of Corrections.

Secondary reports are indicating a secondary failure by their own Tactical Special Units [TSU] that was called upon to quell the first riot and is subsequently blamed for the second riot and additional harm and property inflicted and incurred during the July riots. There is much to be said why it went wrong.

When the TSU team responds, they are part of an operational plan that is managed by the Centralized Command Center of the DOC – no team functions independently or separately from the Command Center thus there is no misunderstanding who is in charge and what needs to be done or executed by which member or the emergency response teams participating.

This command center is comprised of senior management staff, including the Division Director of Offender Operations, and the Director of Prison himself – this is verified with the reports that Mr. Ryan was on-site and present in the command center.

When the TSU team was dispatched to control the Kingman riots, protests and violence, there is sufficient evidence surfacing there was an uncoordinated and shoddy response to this situation. Hence the reports alluded to violations of excessive force, free-speech violations, antagonizing the inmate population and many more infractions of good police work and principles of diffusing critical situations.

This can be contributed to one main factor – vague, inconsistent and arbitrary orders given by the command post to the various TSU commanders. Rather than deescalating the situation, these TSU members were without direct orders to do certain tasks that were revealed in the number of weapons found and retrieved after the second riot was under control. Blaming the TSU for such conduct or misconduct is irresponsible when they were left in hostile territory and not under the same safe environment of the shot-callers in the operational command center.

The command center did not lead sound and best practices for restoring a prison environment to avoid secondary conflicts and therefore allowed various triggers to exist to escalate the violence once more. This was not a failure by TSU commanders in place; this was a failure by command personnel in the Operational Command Center to direct specifically and target precise sweeps of areas to control behaviors and threats to staff and other inmates.

Not to mention a primary threat to the public as these TSU members were severely outnumbered and not capable for securing the perimeter without the assistance of other law enforcement agencies.

I can say this lack of direction from the command center by senior command staff to the TSU teams is not uncommon. I have experienced this myself in situations at the ASPC Eyman Complex when TSU was called to control and contain large racial groupings on the medium custody recreation fields and yards. This is not an anomaly to the DOC. It is a long standing problem with command center functions. This is a critical training issue and has never been fully addressed or corrected.

Hence it comes down to the lack of communication, lack of commitment to train frequently for such disturbances and a lack of trust between the command center officials and the TSU team members left without any direction or support to do their jobs. Without a unified command, the disturbance spreads or creates dynamics that causes a loss of control of the prison environment.

The problem delves deeper into the phenomena at hand. This impacts basic security procedures e.g. searches, escorts, containment, restraining, deploying chemical agents and the use of K9 dogs. There are best practices for such operational needs and objectives – there were not carried out right and arbitrarily left up to the TSU commanders without leadership from the command center.

There was no unified command – there was no cohesiveness in the operation. Evidence of such deficiencies were the documented time lines and delays in serious and essential functions to isolate, contain, and control the inmates for count purposes and verification of any one missing or injured in the activities.

If this report were to be truthfully and accurately submitted, the blame [if that is the purpose of these reports] would fall on the Senior Staff in the Joint Operations Command Center for failing to provide leadership and joint, unified consistent orders and directions according to a riot plan.

This critical incident revealed and reflected serious flaws in their own policies and procedures by  essentially tossing aside  a good plan to run the operation without any structured responsible and legal basis of an pre-approved department established emergency response plan by either MTC and the DOC or both, which in this case, applies and should be addressed immediately.

 

 

 

Colors and Decisions - How Sensory decision making works

Combat Medic - Men with Destiny - a Red Cross of Valor

Combat Medic - Men with a Destiny - A Red Cross of Valor

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War was not Hell, Hell was Hell and War was War

War was not Hell, Hell was Hell and War was War 

The Vietnam War has been called the forgotten war for many different reasons. One reason was the political aspect of its unpopularity and how we fought inside a country torn in Civil War. War was indeed hell for our fighting men giving their all for a cause that was so foggy and unclear to the many of us in battle – a medic – my dual role as a fighter and a healer was most difficult but events dictated whether I carried my M-16 or if I worked my magic out of my first aid bag to save my fellow soldier’s lives. Either way, it was a delicate balance. 

When not out in the field during search and destroy missions or in support of a large offensive force, the medic served multipurpose night and day and traveled often between the units, the first aid station and the surgical hospitals they were all assigned to, directly or indirectly. Their job was never done.  

The year, 1967 saw a high increase of civilian casualties and the military had prepared a larger civic action plan (CAP) to engage the South Vietnamese villagers or civilians with a strategy to interact with them and provide them additional healthcare and first aid due to illness, injuries or diseases incurred on a daily basis. 

Medical corpsmen were valuable commodities in war – they were essential for every mission planed or undertaken. There were no exceptions and when not active in the field, they were ordered to conduct regular MEDCAP (medical visits) to designated civilian populations to help create a better common bond between the military and civilians in the area.

It was a difficult task as we had many occasions where we had language barriers and if it were not for our interpreters, we could have never done the job so efficiently and thoroughly. The corpsmen, always known as Doc, provided medical care for the civilians as well as the soldiers’ fighting in the immediate area and assigned to protect us during such activities. Taking the time to carry and load bushels and bags of food, milk, water and other nutrients, the challenge was to make sure every kids was fed and every child was treated for illnesses, disease or wounds. 

MEDCAP was an entirely different task and duty for the medic – it involved a wide range of odd jobs that may entail digging for water wells, water purification methods, building schools or churches that could be made into make shift hospitals if the wounded became too much to handle at the usual places and much more.  It was a total departure of war, and the spirit was voluntarily brought to the front as nobody there objected to helping others get better or live longer. 

Medical supplies were scarce at times and under tight controls – syringes, inoculation vaccines, penicillin and other antibiotics, pain killers and other controlled substances were handled by medics only under the close eye of a sergeant or E-5 who was in charge of these details.  MEDCAP personnel dedicated their roles, expertise, energy and knowledge to save lives, to treat infant to elderly and to ensure disease and other communicable issues were controlled and life preserved. There were times when we treated animals as well ranging from dogs, pigs and water buffaloes.

It was rare such MEDCAP teams came under hostile fire but there were several occasions the treatment had to be stopped until the fighting was under control. The biggest fear were snipers and since the containment circle was a wide circle of the village, it was easy to penetrate the perimeter and find a target if one wanted to do so randomly or silently with their sniper rifles. 

In this war, soldiers were caretakers and caregivers to the civilians of the South Vietnamese Republic. Not much has ever been said about this role the United States took as part of the responsibility to interact with the locals and understand their customs, so that the job could be done safely and effectively.  Locally, it provided a sense of pride that medics were saving lives of infants and children, adults and elderly regardless whether they were friend or foe at the end of the night.

Crocodile tears for Arizona

Honorable Legislators, guests,

For his first eight months, Arizona Governor Doug Ducey has tried to become a prominent and influential leader but has failed in doing so with his obvious crocodile tears showing. Only a fool would think he has done any good since he was sworn in as our governor. One can pick up on his lack of sensitivity of his office and his agenda, by the way he puts out waxed lyrical rhetoric about the need for better educational and economic conditions and then slam the budget to give more money to the prison system while denying those vital funds for healthcare, children safety and other topics discussed during his campaign.

The past eight months has failed to show anyone, the presence of real prominent and genuine leaders from our legislative body or even non-government entities who have succumbed to the political will of those elected to office. It is time for all politicians to review their own personal conscious awakening and decide whether they want to lead or follow.

Our state is suffering more lows than highs in many areas. Perhaps their stint of office should be based on their performance rather than their financial contributions to their respective political parties.  Corporations refuse to re-locate to Arizona because of the poor emphasis on education for kids or extended families and the high tuition for those seeking post secondary educational opportunities.  Their lackluster performance, dedication to public needs and their insensitivity to government lucidity and accountability seems to escape the attention of many when they show their dark side.

This is not and does not in any way denote or reflect a lack of respect to those who have led from the front and who have broken their silence on these important issues. They have shown their commitment to our future and the terms of governance of the state in a most appropriate and rightful manner. It is pleasing that some still believe in government for the people and not against the people.

This means that the rest of these so-called leaders either have crocodile tears or want to appear the pleasing of those who greatly benefited from dark money and contributions that harm our future more than inaction itself. There is no doubt, Governor Ducey, leads the pack with crocodile tears as he pretends to care about education, our kids and our future but continues to make decisions that benefit the rich and denies progress to the middle class and the poor.

Politicians should avoid treating the masses with disrespect and insincerity. Their talk of change only benefits those who contributed to their election coffers and in all actual sense, they are planning their own future rather than that of the state and the people who live there.

Regards,
Carl ToersBijns
Mesa, Arizona

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