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!!!!!!!!!!!!!!!

Thursday, September 10, 2015

Why Kingman Failed

Why Kingman Failed

The governor still has not solved the problems of the Kingman riots and contractual oversight. In all reality, he still doesn’t know how his own agency failed him and the public before, during and after the riots in July. Here is a breakdown of a post-incident review of the Kingman riot reports according to my evaluations of the document prepared by the Arizona Department of Corrections. Since there was no blame involved, there must be recommendations or solutions attached to complete the report.
Every agency has a set of policies and procedures as standards to work from as guidelines. Every facility has a person or persons employed to ensure the facility complies with these standards. Assuming these standards are created effectively and based  and developed on ‘best practices’ and not lessons learned orientations, there are two actions required to enforce these quality standards; intent and interpretations. Misinterpretation of the intent of any standard can lead to inappropriate application. I believe this is the foundation of the failures at the Kingman prison complex.
In the case of the Kingman after-action, it was revealed 5 monitors were charged with the responsibility to know the intent of the standards and the interpretations of such policies as written guidelines to do their jobs. One common act in failing to interpret the standard is to apply the wrong one or an outdated or older standard.
Driving your ideology off an old standard create confusing directions such as whether the entire set is applied completely, partially or even omitted in some cases. If this is not the case, then the monitors suffer from inconsistent reading of the intent of the standard and the interpretations vary too wide to apply the intent correctly. Standards are descriptive and prescriptive in nature. One can see the room for error here if the wrong interpretation is applied in the wrong particular context.
The most common problem associated with the misinterpretation of standards is training and consultation. There are rare tools made available to attain improvements that are consistently applied across the board in the case of sharing this tool statewide and asking questions of intent and interpretation as a group rather than individually. The goal is consistency and all monitors doing it the same manner and level of competence.
There are no audits on a development plan for monitors, designed and dedicated effort to ensure this problem of intent and interpretation is in place, giving the agency a powerful tool designed to focus on problem issues and developing meaningful solutions before a crisis is created or occurs.
The agency should – set up training for all monitors simultaneously and in the same classroom with the same instructor / administrator and seek better methods to develop better and ultimately one interpretation of these standards. Interpretations should not vary from monitor to monitor as well as facility to facility. Here are some tips for better standards interpretation.
Read the intent of the standard (first sentence of Discussion) within the context of the standard itself
Determine what the standard is attempting to achieve
Consider how it could be achieved in your facility
Discuss facility examples and seek solutions
Review the examples provided for common agency solution
Create an oversight committee to ensure all standards are up to date and relevant to the current needs of the agency and contractual obligations.