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, August 15, 2014

The Strategy for 300 warriors – a fictitious scenario for Culture Change in Corrections

This is the 1st draft version - Military jargon used to illustrate intent to run a para-military type
of organization with structured lines of command. All information listed is subject to approval.
There are 10 complexes inside the Arizona Department of Corrections. Each complex has
competent and courageous persons eligible to be assembled for a revamping – restructuring
and revised strategy to return the agency back to basics, best practices, compliance with state
and federal laws and compliance with all ADOSH safety guidelines.
Upon the direction of the agency director the special assignment team of 300 warriors will be
identified by the formula of a batch report and personal references to determine:
• Professionalism
• Competency levels
• Experience
• Loyalty to agency principles
• Disciplinary history
• Grievance history
Rank or job description/ classification factors will not be used to eliminate any qualified
candidates. These individuals will be identified and interviewed by key personnel to determine
their willingness to participate voluntarily, with this project to develop a strategy for reforming
agency principles and mission statements. The body of this team will consist of 300 warriors
designated to be managed by the director or designee.

The first stage will be to gather intelligence and identify obstacles to the reform process. This
team will be formed with professional and discrete individuals based on geographic locations
and appointed to be a spokesperson for each geographical area.

Key staff shall proceed to learn about the ideologies of key administrators, managers and
supervisors to determine their compatibility or their rebuttal to comply with new directions.
Essentially these key locators will be sent as spies.

These spies will take accurate notes of everything pertinent to the mission of principles of the
agency and its new director. They will work in a subverted or clandestine manner and remain
unidentified by the team to protect their identity and keep them safe. Each spy will prioritize
their notes and concerns to address so the appropriate preventive measures can be
implemented to avoid sabotage or willful retaliation or paybacks.

Upon completion of the summation of notes, narratives and conclusions will be formulated and
managed in an order approved by the director. Key points will be a list of friend or foe
individuals as well as tactical, procedural and logistical obstacles or antagonists that may show loyalties to those identified as foes to the new principles.

This includes management teams, critical situation teams, tactical emergency response teams, CIRT teams, operational teams, classification teams, support services teams and other teams within the organization which may be resistant to the changes proposed.

The identification, eradication or elimination of such individuals will have devastating consequences in the chain of command and assurances should be made to strengthen the positions or individuals eliminated are replaced with members of the new team. Soldiers shall be named to be competent, loyal and available to replace those identified as being obstructionists.

The team of 300 warriors shall stay tightly knit and protected by the new administration. They shall be provided shields of immunity to conduct authorized intelligence gathering and assessments of administrative and operational efficiency and proficiency. They shall make recommendations to fill the gaps found and identify individuals ready to fill these gaps using a row of soldiers from the front to the back with each covering the other’s back.

The 300 warriors shall draft strategies, position papers or recommendations to replace broken principles and corruptible practices with new principles listed in a particular order while providing unity and cohesion within the ranks and file soldiers.

The 300 warriors will work on slippery slopes and indecisive management methods put into place at various locations and report them in a narrative report. They will recommend revisions to the existing director’s instructions and institutional orders to provide consistency with agency policies and procedures. In the end these narratives will lead to one policy one principle for all complexes with local authority to handle locally sensitive matters at the warden’s level while compliant with new mission statement and principles provided.

In the turmoil there will be silence. These 300 warriors shall guide instruct or replace administrative staff who are in non-compliance and non-conformists to the new principles or ethical codes established.

The strategy will be to draw out the obstructionists and disloyal soldiers identified in each individual complex. At the same time, new training procedures shall be initiated to address cultural and discipline indifference as well as elimination of discriminatory practices related to gender, race, favoritism, nepotism or political affiliations.

It will be expected that there will be resistance groups established and formulated strategies to resist change or replacement decisions based on summaries and assessments made. There will be negative management tools put in place [if not in place already] that consist of intimidation, retaliation, sterilization and profiling soldiers loyal to new principles, openly use ostracized practices, terminations, suspensions and forced resignations.

These must be addressed immediately so this process can be halted or reversed through a new due process procedures established by the Employee Resources Manager (new position in the director's office)

The strategy will key on the 300 warriors and faithful soldiers. Warnings will be given for those who contemplate treason or non-compliance of new principles. Some information will be fact checked and re-checked to assure credibility and accuracy. Nothing will be left unconfirmed or invalidated.

Warnings shall include opportunities to re-declare loyalty, retirement, resignation, or finding a better suitable position to allow their employment to exist within the agency. These individuals shall be evaluated for a period of 90 days to see if a review is warranted on their employment status.
1. Warrior is a classification of an employee designated to be a key member of the change team
2. Spy is an employee designated to work with investigative purposes under the protection of the change team
3. Soldiers are designated employees of various rank and file positions ranging from CO I to Captain and CO III and CO IV