Corruption from Within the ADOC

Wasted Honor -

Carl R. ToersBijns is the author of the Wasted Honor Trilogy [Wasted Honor I,II and Gorilla Justice] and his newest book From the Womb to the Tomb, the Tony Lester Story, which is a reflection of his life and his experiences as a correctional officer and a correctional administrator retiring with the rank of deputy warden in the New Mexico and Arizona correctional systems.

Carl also wrote a book on his combat experience in the Kindle book titled - Combat Medic - Men with destiny - A red cross of Valor -

Carl is considered by many a rogue expert in the field of prison security systems since leaving the profession. Carl has been involved in the design of many pilot programs related to mental health treatment, security threat groups, suicide prevention, and maximum custody operational plans including double bunking max inmates and enhancing security for staff. He invites you to read his books so you can understand and grasp the cultural and political implications and influences of these prisons. He deals with the emotions, the stress and anxiety as well as the realities faced working inside a prison. He deals with the occupational risks while elaborating on the psychological impact of both prison worker and prisoner.

His most recent book, Gorilla Justice, is an un-edited raw fictional version of realistic prison experiences and events through the eyes of an anecdotal translation of the inmate’s plight and suffering while enduring the harsh and toxic prison environment including solitary confinement.

Carl has been interviewed by numerous news stations and newspapers in Phoenix regarding the escape from the Kingman prison and other high profile media cases related to wrongful deaths and suicides inside prisons. His insights have been solicited by the ACLU, Amnesty International, and various other legal firms representing solitary confinement cases in California and Arizona. He is currently working on the STG Step Down program at Pelican Bay and has offered his own experience insights with the Center of Constitutional Rights lawyers and interns to establish a core program at the SHU units. He has personally corresponded and written with SHU prisoners to assess the living conditions and how it impacts their long term placement inside these type of units that are similar to those in Arizona Florence Eyman special management unit where Carl was a unit deputy warden for almost two years before his promotion to Deputy Warden of Operations in Safford and Eyman.

He is a strong advocate for the mentally ill and is a board member of David's Hope Inc. a non-profit advocacy group in Phoenix and also serves as a senior advisor for Law Enforcement Officers Advocates Council in Chino, California As a subject matter expert and corrections consultant, Carl has provided interviews and spoken on national and international radio talk shows e.g. BBC CBC Lou Show & TV shows as well as the Associated Press.

I use sarcasm, satire, parodies and other means to make you think!!!!!!!!!!!!!!!

Friday, October 26, 2012

Corruption from Within the ADOC

The Rise & Fall of Corrections inside Arizona

By Carl R. ToersBijns, former deputy warden, ASPC Eyman Complex, Florence AZ

The primary cause of the failing adult prison system in Arizona will not be the internal weaknesses or even a break away from the agency’s mission or goals and objectives. Rather, it will be the deliberate deterioration of the masses under control [correctional officers and other public employees] that will cause it to plummet into catastrophic conditions while failing all public safety expectations.

Although it is with most certainty this will be clouded by biased arguments by those in power insisting in 20^th Century sensibilities and rationalizing it was the weakness of the systems that caused the failures and not human as it is proposed in these writings, the fact remains it was deliberate sabotage from the inside that caused the failure by design.

Corrections ability to meet public safety and mission statements are being negatively influenced for the worse and not the better plans or policies by those hired by the chief executive officer in charge. It is with high expectations this CEO works for the chief executive officer for the state and is paid according to his ability to wreak havoc and convert public [state] interest into private [CCA, GEO, MTC, etc] interests throughout the state.

The agency’s ability to withstand numerous failures without severe repercussions from those in power makes it easier to manipulate and destroy the agency from within and over time fragment all areas and services to the point of inefficiency and total chaos making it easier for the CEO to justify the means used to quell the disorder and use pre-determined final fiscal and economical resolutions already on the bargaining table.

Thus the ability to survive systemic malfunctions e.g. escapes, attempted escapes, disturbances, racial or hate crimes, deaths, suicides, assaults, delayed medical treatment, insufficient mental health services, excessive litigation and lawsuits etc. allows them to organize positive influence among those working in concert [chain of command] with the CEO and create a false confidence within the agency and generate instability to maintain strong unfair discipline, impact and lower staff morale, and deny capable leadership ultimately fragmenting the spirit and strength of the troops [correctional officers] working on two front lines of this confrontation [combat] with politics and prisoners.

In fact, it would be the unofficial co-sponsored adverse acts of these prisoners that would contribute to the overall success in decimating the agency’s effectiveness and gain trust from the powers to be in office, to convert public trust and ownership into contractual obligations to take over a failing and faltering ship to the private prison business for salvation and redemption of all concerned and involved in this matter.

Consequently it is logical to deduct that the acts of these prisoners who have been mistreated with “deliberate indifference” based on design will create mass undesirable and most violent and repulsive acts that were allowed to be well planned and organized by those considered being “reasonable partners of these designated covert allies.”

This is done in a quest for total loss of control and repugnant accountability of internal strife and eventual systems failures throughout the state warranting a new lease on life with long-term contractual obligations with friendly allies [private prison contractors] in the end and replacing state employees with private security guards and prison grounds kept and managed by private security contractors and associated vendors.

This is the final quest for such a plan in Arizona prisons. A more detailed paper will be written on this topic and all strategies, motives, actions and outcome expectations will be recorded as a matter of record in some time in the future as we put together this grand scheme to defraud Arizona and its public employees of their inherited future to be successful in public safety and maintain their full time employment status as public servants with according wages, benefits and opportunities.

We will identify those in a position to collaborate with the CEO in this strategic plan to turn public prisons into privately controlled prisons as well as all the services associated with such a venture making investors, stockholders and stock takers richer and stronger in political terms.

October 26, 2012