Public Safety Values Downgraded by Prison Boss

Today there was a bolo [all points police bulletin notice] issued for an escaped work detail prisoner that apparently stole a Toyota Camry out of the auction yard where she worked as part of an inmate labor detail. Facts were not revealed to how she managed to steal this vehicle but it can be speculated that she either had the keys to the vehicle or she had a tool that facilitated her to start the vehicle. Either way, these issues fall under the findings of the IG in the report where the director stated he was satisfied with his agency’s 93 % compliance leaving 7 % for improvement and future challenges to reveal corrective action taken or not. This is just a small illustration how the small 7 % of flaws can impact public safety as this act could have horrendous side effects or collateral damage if other people are hurt in the chase or getaway and the public remains at risk until this persons is apprehended. Hopefully, this escapee will be caught by the time this article hits the web but regardless, the point is how the agency marginalizes poor key and tool control as a matter of acceptance and not suffer any consequences for such lack of performance.

According to the contents of the security audit conducted by his own men and women of the Inspector General’s (IG) office, all former prison workers with the exception of its lead person, the audit called for better accountability of some of the findings listed. Bob Ortega writes “The audit called for further steps to address ongoing security problems. On their visits to several state prisons between December and May, auditors noted instances of correctional officers failing to pat down inmates properly when they were being moved, failing to inspect personal property and food items that were brought into prisons by employees and contractors, failing to adequately inventory tools, and failing to require inmates to wear their IDs. These issues also had been noted by the department's own inspectors, as previously reported by The Arizona Republic.” Mr. Ortega goes on to write “Corrections Director Charles Ryan, in a written response, didn't dispute the issues raised by the auditors, though he stated that, according to the department's data, "over 93 percent of the time policies and procedures are followed and no violations are found."

Source:
http://www.azcentral.com/arizonarepublic/local/articles/2011/09/24/20110924arizona-prison-security-lacking-report-says.html#ixzz1ZTS0eirV
http://www.ktar.com/?nid=6&sid=1457572&utm_source=twitterfeed&utm_medium=twitter

A Respected State Prison Officer Quits Over Dangerous Conditions for Inmates and Guards

This lieutenant will have a "burn notice" for many years for speaking out the truth. His warden will label him a "disgruntled former employee" and his friends [highly likely former friends] will shun him like a leper. His career in corrections is over even though he may have been one of the "best" out there. I pray he and his family will endure the hardships he has self-imposed because of his moral ethics not to remain inside this "toxic" and unbearable work environment that has changed many good people into a group of silenced lambs. The fact is, if there were more brave officers such as this lieutenant, the problem would be managed and corrected by the majority rather than ignored. Lewis is a tough place to work but no tougher than Florence, Eyman or Tucson.
The hardest part about this job is doing more with less. Fewer resources, less cooperation and less direction from the group they need it the most. mid-level and upper management who stumble their way to work every day on the backs of hard working honest people who are victimized by those not doing their jobs. Interesting point about this article as it illustrates the findings of a security audit that showed policies are not followed. The housing issue was a critical policy and cost someone their life. It also cost a good officer his job whether voluntary or involuntary, he made a moral decision not to work under such horrific conditions any longer. It was stated that the DOC is 93 % in compliance with following policies. Someone should tell the director he can’t pick and choose which policies to follow and which ones can be ignored or revised to keep the place safe. Shortcuts kill people and nothing is being done about the real problem, the administration’s condoning negligence, apathy and shoddy work habits to make it through the day and not paying attention to the details written in those policies.
This is just one example [Hell Hole article] where policies where 7 % cost the state expensive preventable lawsuit and good men and women working in these toxic places. the Nothing will be done until the legislature accepts responsibility for these prison conditions with their lack of oversight and commitment to incarcerate mentally ill persons to prisons leaving them in the incapable hands of an administration that treats all prisoners the same - one mold one way and nothing contributed to providing a safe and secure facility throughout the state. This MONEY PIT will not go away and drain the state's budget quickly under current conditions. There is another story just like this one around the bend as these critical events happen way too often to ignore.

My respect to this officer.... He broke the code of silence and will forever be forgotten by those who endorse the current administration and its broken ways. Those who do stand by him, I thank them for their courage as well. If I can ever be some assistance to you sir, call me. I'm in the book.

Ohio Director Takes charge of Gangs inside prisons

Arizona could learn from Ohio prison strategies
In a bold and refreshing attitude, Gary Mohr, the current Ohio Department of Rehabilitation and Correction director, has made his feelings clear about gang violence towards his staff and other prisoners. Showing a zero tolerance stand against those who dare oppose his words, he has promised isolations and removal from their open living style dormitories into the most restrictive close custody cellblocks designed for containment and control of disruptive groups or individuals. This move came as he expressed his concerns for the growing gang related violence inside his prisons. Quoting this director in a newspaper he said “"I have directed . . . every institution to begin enforcing higher penalties against inmates who are combative with staff and refuse an order to stop fighting [or] assaulting," read Mohr's Aug. 12 memo to inmates. “I cannot and will not tolerate this behavior."

On the other hand, Arizona director Charles L. Ryan has said nothing about his most recent report that shows an extreme increase of projected staff assaults for this upcoming year. Linking the two attitudes together one can see different styles and different priorities as Ohio is selling private prisons and Arizona is bidding out 5,000 more beds to the private prisons. Ohio, in efforts to reduce their prison population are using evidence based alternative sentencing while Arizona settles for a status quo and prepares for prison growth in an already busting at the seams system. In fact, the very first strategic goal for Arizona is, you guessed it, Managing Inmate Population Growth.

Nowhere in his five year plan does he address the high rate of assaults on correctional staff that has grown exponentially for the past six years. Looking closely at goal 1 which reads: To maintain effective custody and control over inmates in an environment that is safe, secure and humane it is backed up with Objective 1 which states: To safeguard the public, staff and inmates through the efficient, safe and secure operations of prisons. Showing a chart of fights between inmates and other inmates the rate is shown to be 381 in FY 05 growing at a rapid ate and expected to reach 1,675 assaults by FY 2012. This changed the rate of number of inmates involved in a fight from 1 out of 75 inmates to the projected 1 out of 23 inmates according to their graphs provided.

Certainly a significant increase in violence with no apparent end of the road for such conduct as the maximum custody units are already at capacity and being double bunked. Showing the chart of assaults on staff the rate is shown to be 149 in FY 05 climbing to a record high 410 in FY 2012. In the inmate on staff assaults the figures are even more frightening. For FY 2005 the number reported was 1 out of 36 staff were assaulted climbing to a record high of 1 out of 16 staff being assaulted today and tomorrow’s projection.

SHU Conditions and Demands

Re: SHU Core Demands #1-3
Our problem with CDCR’s response to core demands #1, 2, and 3 is this…
#1. We remain in (SHU) indefinitely, deprived of our basic human rights – based on illegal policies and practices, that amount to torture; torture of us, as well as our family members and loved ones on the outside. CDCR remains in denial, and continues to propagate the lies re: “worst-of-the-worst” 3000 gang generals, etc. – in order to dehumanize/demonize us, so as to maintain the status quo, and “continue to hammer us” [per Sec. Cate’s press statement earlier this year], and subject us to “harsh” conditions [per Kernan’s Aug. 23rd testimony]. These terms “hammer” and “harsh” conditions, are used in place of the word torture – and the fact is, CDCR’s intent is to break us down, and coerce us into becoming state informants! A violation of international treaty law-period!! This is not acceptable!
CDCR has failed to produce any documentation re: details of how their so called “step-down” program will work, who it will apply to, exceptions-exclusions etc.; and our problem is,…”step down” from what”? When someone has been in (SHU) deprived of normal human contact- especially the lack of any physical contact with family/loved ones, for 10-40 years [based on a “label” without being charged and found guilty of illegal gang activity]; yet CDCR is dragging it out, coming with nothing but words, and vague “proposals,”…which indicate we will have to remain in (SHU), jumping thru a bunch of CDCR’s security hoops, to advance through “steps”…inspite of (3 to 25+) years free of any serious rule violations!
Plus, we’re certain that CDCR Administrators have no intention of ever giving most of us in PBSP short corridor, any real chance for general population!

Comment - #1 the deprivation of basic human rights are asserted on the mere fact of their placement in the short corridor of the SHU that controls their isolation control and strategically advantage of being housed together within an enclosed cluster. This allows tactical advantages for the CDCR if a disturbance breaks out and the use of force, chemical agent and other non-lethal tools are deployed.
The term hammer is used for impact purposes not torture. Torture is a non-sanctioned management tool but has been documented to occur in a solitary isolation deprivation unit [SID] the courts won’t define solitary confinement because these “acts” are individual acts and not according to existing policy and procedures resulting in either disciplinary action or other management options.

The presentation of the ‘step down policy or program is a difficult concept that took Arizona STG administrators with the help of institutional administrators over 18 months to develop using evidence based programs from other states using this concept. The goal is to find individuals who have abstained from all gang activity for a minimum of 4 years, collect their names for eligibility purposes, offer them a polygraph with predetermined questions to validate their integrity of wanted to step down from their current status as validated gang members in the SHU to a lower custody level population and complete the required curriculum to certify their willingness to abstain from gang activities, follow the rules and commit no new disciplinary during the program and after completion of the program. The actual STG step down program is normally 18 to 24 months long and consists of evidence based self-help in cell studies that range from cultural diversity, anger management, taking responsibility etc. to substance abuse and addiction studies. They must write in their own words the lessons of the course and be evaluated for their participation.. Progressive step downs include going to and from the shower or recreation without restraints; pod time or tier time unrestrained; progress from solo to double recreation time unrestrained; and many more valid tests of willingness to comply and follow the program standards.

#2. CDCR has made clear that one certainty is, their plan to substantially expand on the use of “solitary confinement”, via targeting all prisoners deemed “disruptive groups” [security threat groups], which is defined as: “2 or more inmates who are collectively deemed to be a security threat” – e.g., all street gang affiliates, prisoners deemed political-revolutionary etc., etc, etc. [see also; CCR Title 15; sec. 3000 “Disruptive Behavior”] which with CDCR’s history of abuse of policies re:”prison gangs” in solitary confinement, it’s clear, things will get worse, not better. This new policy is a way CDCR plans to maintain their staff and funding status quo, in response to the Plata order to reduce prison population – it costs nearly double to house prisoners in solitary confinement!
Our position is, CDCR’s “plans” to date, are not acceptable, and are another example of their intent to maintain, and expand on, “solitary confinement;” and demonstrate a failure of the entire CDCR management to make positive reforms! And, all long term (SHU) inmates should be released to general populations!! ASAP!!

Comment #2 - Validation of gang membership should focus on prison gangs already identified to be disruptive and causing disorder within the CDCR prison system. Street gang affiliations can be used to illustrate past behaviors but not as an indicator of current behavior. The validation process is already approved nationwide and many in the matrix do not use street gangs as a tool for points but recognize their value as associations and affiliations to existing prison gangs.

#3. Also, the medical care problems re: core demand #3, have not been resolved!! All PBSP-SHU inmates suffering from chronic disease, and denied adequate care at PBSP, due to deliberate indifference, and efforts to coerce them to debrief..should all be transferred to New Folsom Medical SHU, while waiting to be released to general populations!!

Comment #3 – There are cultural and logistic barriers that impair medical care problems. The first is the accessibility to medical by these SHU prisoners. Their sheer large numbers of SHU population prevents timely escorts to and from the infirmary to be seen on an individual basis. This either requires more medical staff or relocating the medical services closer to the short corridor dispensing or making their evaluations within an enclosed exam room staffed with security and medical person but since confidentiality is an issue, it is very difficult and time consuming to meet the demand. All SHU type medical units have a back log. The trick is to make sure the progression of names to be seen is done on a triage type of evaluation withholding biases of “disruptive” or “management problem” prisoners that won’t be seen due to the fear of being threatened or harmed by these stereotyped individuals. This results in skipping names that is counterproductive.
I seriously doubt that the alleged inadequate care is directly related to the “debrief” process but I do think there is deliberate indifference towards the SHU prisoners because of fear and nothing more as the hype by staff create wedges of resistance by medical personnel to see or exam or treat a particular individual because of his reputation of being “disruptive, assaultive or problematic.”