Ready Or Not (R.O.N.)

PHASE ONE:  THE FLORIDA PAROLE COMMITTEE INCENTIVE PLAN
In Florida today, there is no parole system as it was abolished almost 40 years ago. In 1983 sentencing guidelines were enacted, effectively abolishing parole for those offenders who were sentenced on or after October 1, 1983. It is now closing in on half of a century, and we have seen our prison population only skyrocket with no decrease in crime. Parole was abolished as the courts and politicians believed they were handcuffed by parolees being released and committing new crimes, yet now they have become handicapped by the "compound interest effect" that has released the unchanged to cultivate their criminality among society. (The compound interest effect: An unchanged offender gets out and meets two other people and teaches them his/her criminality i.e., selling drugs, credit card fraud, gang banging, etc...one becomes three, three becomes 9, and so forth.) In eliminating parole, they essentially eliminated rehabilitation and made most ineligible for any redeeming possibility, even those who have truly sought out substantial reform. They unknowingly, yet quite efficiently created the ramped victimization that our society finds itself in today. Ready or Not seeks to learn from past mistakes and give Floridians a new policy that provides answers rather than problems. To do this RON will lay out the following blueprint that will usher in hope, prosperity, and the many great possibilities that today's courts and politicians can bring to the people of Florida.
 

1) THE PAROLE COMMITTEE INCENTIVE PLAN

To understand how RON's incentivized parole plan will work, one must grasp its foundation. We must start with legislation enacting a new parole system, one that has learned valuable lessons from the past and is willing to adopt and implement workable formats. There are two phases in the implementation of this new innovative parole plan :

a) Phase One: The Florida Parole Committee Incentive Plan
b) Phase Two: The Florida Prison Incentive Plan

Here we will look at Phase One, which operates off of a sound progressive merit system that utilizes today's problem as tomorrow's solution. Today some people fail to hold themselves accountable for maintaining work ethics to the highest of standards. We have expected integrity to be a given ingredient, allowing officers to be autonomous, and thus, stripping away accountability. Ready or Not's plan is to create a system that uses this same attitude as its controlling factor for success. Great work ethic comes naturally when self-betterment (a reward) is at the forefront of that extra work. This system uses personal ambition to bring about accountability within the work ethics that govern universal success. RON will use bonus pay for accurately paroling an offender that stays recidivism-free, building a diligent self-governing system. The Florida Parole Committee Incentive Plan will birth accountability not only inaccurately paroling an offender, but will also add an earnest desire to promote rehabilitation in each inmate. Where self-ambition once took integrity away, RON will use it to bring integrity back.
 

2) LOCAL PAROLE COMMITTEE 

The parole committee can be made up of 4 or 5 of the IMPACT Management Camp's (See Phase Two for an explanation of RON's IMPACT Management Camps) staff members who are around the inmate weekly. Previously, the parole board was in Tallahassee, visiting an institution to do parole hearings once a year or even less. Many times they had never met the offender before and only had access to certificates of completion (i.e., programs, classes, or GED, etc.) that the inmate earned and how they appeared/spoke at the meeting to judge whether to parole the offender or not. Having an institutional parole committee will prevent inmates from "fake it to make it" thinking and behavior. This was the downfall of the old parole system. Such a policy left our courts and politicians no choice, but to abolish parole. As the new parole committee will interact with inmates every day, there will be daily accountability. Inmates will be aware of the pressure of daily observation and weekly reviews/comments, causing a positive thinking pattern to develop their criminality will run the risk of them losing their incentive: parole.
 

3) COMMITTEE MAKEUP

The parole committee can be made up of a case management team of an FDC sergeant, an FDC officer (to assist the sergeant), the inmate's psyche counselor (from the localized region's Dissection Center who worked with that specific inmate see, Phase Two), and lastly, an inmate's classification officer, educational instructor, vocational instructor or chaplain. A regional parole committee member will oversee that the institutional committees maintain a sense of awareness for inmates pursuing parole and finalizing a parole recommendation.
 

4) RESPONSIBILITIES OF COMMITTEE

The committee will oversee an inmate's weekly progress and will be responsible to write comments, recommendations, and monthly reports. These weekly and monthly analyses provide a constant evaluation of that particular inmate's progression. The strengths and weaknesses can be evaluated, discussed among each team member, and personal goal planning can be drawn up for that specific inmate to complete. The inmate will be expected to take initiative in their development, but they will know that there is assistance, if needed. As each committee member has their main institutional responsibility, they will not be providing daily mentor-ship it will monitor the inmate's progress. However, due to the committee member's vested interest in the inmate's success should a problem or concern arise, they would naturally assist the inmate in a resolution. The whole point is to teach accountability, pro-activity, and sustainability to be an intrinsic part of all who desire a productive life.
 

5) CONCERN FOR CORRUPTION

In today's corrections, there has been a real issue of corruption within the department itself. The idea of receiving bonuses for releasing offenders may seem like it could create even more of a problem than a solution, but RON is specifically designed to thwart such corruption. By creating a system that will cultivate accountability and integrity it will organically rid the system of such corruption. Those who are serious about their incentive bonus pay will want to hold those who are not accountable. The whole stratagem is based on the principle that "your success is directly linked to my success", so if a co-worker is corrupting that process, then it will be reported and dealt with immediately. With RON, incentive pay can come from a legal source, rather than the illegal smuggling of phones, drugs, or any other profitable contraband. The "risk is not worth the reward" grows considerably with the implementation of Ready or Not.
 

6) COSTS VERSUS SAVINGS

The implementation of Incentivized Parole will not only produce the lowest recidivism rates in recent history but also the economical savings will be undeniable. For the parole committee to qualify for the incentive bonus pay they must assess and recommend an offender, who remains a productive member of society. Their incentive pay will be based on the success of those they parole only by correctly paroling inmates who stay recidivism-free will they receive their bonus pay. On the other hand, if the selected parolees come back to prison, the committee members will be evaluated, reprimanded, or further trained based on their collective past caseload's success. Simply put, the incentive bonus pay will equal $100 per year the inmate has been successfully paroled, paid at the end of every two years, ending at 10 years:

    * A bonus of $200.00 after accurately paroling an offender who stays recidivism-free for over 2 years.
   * A bonus of $400.00 after accurately paroling an offender who stays recidivism-free for over 4 years.
   *A bonus of $600.00 after accurately paroling an offender who stays recidivism-free for over 6 years.
   * A bonus of $800.00 after accurately paroling an offender who stays recidivism-free for over 8 years.
   * A final bonus of $1,000.00 after accurately paroling an offender who stays recidivism-free for over 10 years.
   This will be a ten-year payout of $3,000.00 in incentive bonuses for every member of the parole committee that accurately paroles an offender who stays recidivism-free for those same ten years (equaling a total of $15,000.00 over ten years for a 5 member committee per inmate). A sum is far less than the close to $200,000.00 that it would cost to house that same inmate if inaccurately paroled, and returned to prison shortly after being released. 

It is a savings of approximately:
* $185,000.00 for every offender
* $1,850,000.00 for every 10 offenders
* $18,500,000.00 for every 100 offenders
* $37,000,000.00 for every 200 offenders who are successfully paroled for ten years.

Note: There are close to a hundred thousand inmates yearly in the FDC, to just have a success rate of 1% would mean a savings of approximately $185,000,000.00 every ten years (the cost of housing a thousand inmates for a year). To have a 10% success rate would be a savings of $1,850,000,000.00  every ten years. Amazingly, that 10% decrease in recidivism rate would pay for the sum cost of housing all 100,000 inmates for a whole year! This is not even taking into account the culminating costs that are being saved by not having to re-arrest or retry this 10% for new offenses!
 

7) THE INITIAL PAYOUT

It would take, at least, a year to get the parole system up and running smoothly to free up money from the budget that will be needed to pay the incentive bonus pay. Therefore, during the first year, FDC employees' pay would remain the same to allow a balanced budget. During this first year, however, the first wave of parolees would be selected from a population within prisons that have a low-risk status for parole.
These low-risk inmates for this initial wave of parolees should fit the following criteria: 

a) Less than 50% remaining on their sentence
b) Non-violent and non-sexual
c) No D.R.'s for the past 2 years
d) Completion of 2 programs or more

After this initial start-up year, the budget would then be relaxed by the release of parolees. The amounts of money that were used for their incarceration would be free to reallocate elsewhere, and a quarterly bonus payout to all employees (i.e., a bonus of 1% of their yearly income) can be given to usher in RON, emphasizing that helping inmates in corrective ways will be rewarding.

8) FIRST-YEAR PREPARATIONS

The first year will be used to establish the rezoned regions, and up-to-date classification system with RON in mind and the distributing of resources to their needed locations (see, Phase Two for further illustration). Monies freed up from the initial wave of parolees' release will allow all officers working at Behavior and Orientation Centers to get a raise in their annual income to account for their more volatile assignment (hazard pay), as they are not eligible for the incentive pay associated with paroling. At the same time, the newly formed parole committees at the IMPACT Camps can begin their process of selecting new parolees, and two years after the release of their first selections they can begin collecting their incentive bonus pay.
 

9) ELIGIBILITY

The eligibility of incentivized parole can be similar to the criteria outlined in inclemency or juvenile judicial review. The idea of parole is not new, so it will not be a difficult task for legislation to enact the incentivized parole plan. Each offender must go through the qualifications outlined in the Florida Prison Incentive Plan mandating specific behavior, psyche, educational, vocational, and time qualifications to be met:

1) An inmate must pass the behavior qualifications (TBD),
2) An inmate must pass the educational qualifications (TBD),
3) An inmate must pass the dissection qualifications (TBD),
4) An inmate must pass the vocational qualifications (optional) (TBD)
5) An inmate must be DR free for at least 2 years (no serious DR for at least 5 years), and
6) An inmate must have completed, at least, a third of his sentence.
 

It should be expressed that anything beyond a 15-year parole eligibility date often works to the detriment of the offender. A long wait of 25 years for only a possibility of parole diminishes any real hope of reintegrating back into society again, many times succumbing to an institutionalized mindset. It is also our (personal) belief that life without the possibility of parole should be defunct (many redeemable people will spend 30, 40, even 50 years in prison under such a stringent inflexible law). The fact remains if the offender is not ready to be released, then (s)he will not be paroled. (PLEASE NOTE: This proposal does not go into the legislative responsibilities of implementing Ready or Not, but such legislation can be written upon the passing Ready or Not.)
 

10) IN SUMMARY 

The compounding effect of this incentivized parole system will be beneficial in many areas:

1. Florida's Society

a) After the initial startup costs, the annual budget allocated for the prison system can be lowered as decreasing the number of housing inmates will reduce the annual cost. This reduction in costs will allow taxes to be lowered, or the reallocation to other areas such as education.

b) It can have an even broader effect as increased educational opportunities and quality learning has a direct link to lower crime rates.
c) It will lower taxes, which will bring more people to reside in Florida meaning more jobs resulting in more money, and thus less crime.

d) Lessening our crime rate will also bring even more people to Florida, which will essentially bring more business/money to our local entrepreneurs.

e) Major corporations and industries will begin to relocate to a state that has the lowest taxation, the highest growth rate, and a thriving business sector.

2. The Florida Department of Corrections

a) Institutional and Regional levels will begin to naturally foster accountability and ownership throughout the whole system and would maximize productivity on a multidimensional level.

b) For those on the parole committees it would establish accountability to stay productive as a cognitive part of every day. The fear of being replaced by one who shows integrity and productivity, along with losing their incentive pay encourages honest work at the highest level.

c) For staff who are not on the parole committees they would have an incentive to show that they would be a good selection for the parole committee. They would be creative in developing different methods to help inmates become recidivism-free, which would prove to the institution their eagerness and potential as a good selection for the parole committee.

d) Institutions/regional offices can cultivate pride in being the most productive institution/region, and as the budget becomes more flexible, institutions/regional offices can be awarded (as a whole) the title of "best institution/region" with all staff who do not qualify for yearly incentive pay to be awarded a yearly bonus. This would have every institution/region shooting for the title yearly.

e) The corruption and violence that has become an epidemic in the FDC will soon become nonexistent and Florida will be looked upon for its innovative mindset in criminal justice reform.

3. Ex-offenders

a) Beyond the obvious incentive of parole, under RON ex-offenders can expect additional benefits such as confidence placed into communities to hire ex-offenders, as the correction process has become evidence-based in rehabilitation and correction.

b) Families would be reunited with ex-offenders who are no longer a negative, destructive, or a bad influence, but rather positive, organized, and productive.

c) Housing for ex-offenders would become less restrictive as more and more renters, lending agencies, and neighborhood associations would be more inviting to those who have a criminal history.

d) The strong network of local volunteers from the Incentivized IMPACT Management Camps would give all parolees a solid networking base upon release to depend on. 

In closing, the enactment of an incentivized parole plan will provide real solutions to an issue that has our whole Nation looking for answers in the quest to end mass incarceration. The only question is whether Florida is  Ready... or Not.

PHASE TWO: THE FLORIDA PRISON INCENTIVE PLAN  

The implementation of Ready or Not may seem like a complex working of vastly different components that would discourage our legislative body from delving into the great possibilities of such an innovative plan of action. However, the need for such an overhaul to the present system should be of the utmost importance, and surprisingly, it would be relatively simple.

The key to RON's implementation is first identifying the necessary components that will be catalysts in creating the necessary structure that would make RON operational. The transition from the present outdated criminal justice system must be timely and efficiently done. Up until now, it has been under pseudo reform for decades. 

This is what the present breakdown of RON's infrastructure aims to do and the components that have to be identified are as follows:
 

1) REZONED LOCALIZED REGIONS

To implement RON into Florida's criminal justice system it would be vital to rezone its regions to better utilize the centralization requirements particular to the geographical locations of Florida penal institutions. The entire network of Florida's prisons must work uniformly with each other in reforming Florida's criminal justice system.
Each regional office will have varying responsibilities meant to raise the accountability and proficiency of each institution within its region. The regional offices will oversee the functionality of the institutions that are within their localized region. The specific operation of each institution will be according to its developmental purpose (see, Subsection (5)(a)-(e) Institutional Designation).

The purpose behind rezoning is to establish the uniformity and cohesiveness necessary to make RON operational. In making smaller regional offices that have clearer directives each institution will be better suited to deal with the localized offenders (see, Subsection (4)(a)-(d) Institutional Geographic Identity for further illustration). We must create a network that cultivates a new mindset within the incarcerated community, one that strives for positive change and possesses the resources and personnel (be it staffing and/or volunteers) to institute those changes. The benefits will be innumerable and undeniable. 

a) Smaller localized regions - The rezoning into smaller localized regions would decrease regional/cultural differences that occur from long-distance transfers between institutional personnel, offenders, and administrations (i.e., north Florida citizens having cultural differences in relating to a south Florida offender).

b) Concentrated subject matter - Delegating specialized goals to specific facilities within the smaller localized regions would maximize time, responsibility, and assets (i.e., all inmate computers to be designated to the Educational facilities, all micro-minded staff designated to Behavior Centers, etc.) best addressing the specific needs of the inmates within each facility.

c) Family support - Rezoning into smaller localized regions would bring inmates closer to family support, essential in helping to create behavior accountability, re-entry tangibility, and goal development. The culminating benefits reinforced by the interaction with children, families, potential employers, local clergy, and local mentors are innumerable.
 

2) REGIONAL ILLUSTRATION

For an example of how the rezoning of the 8 new localized regions would look the following illustration is given (each reception center will cover its two surrounding regions) 

REGION ONE: All offenders from the counties of Dade, Broward, Palm Beach, Martin, Okeechobee, St. Lucie, Indian River, and Glades will be designated to the following camps:
A) Orientation Center - South Florida Reception Center
B) Behavior Center - Okeechobee C.I. (rural area and constructed for the controlled environment)
C) Educational/Vocational Center IMPACT Camp - Martin C.I. (metropolitan area and best constructed to support IMPACT Camps)
D) Educational/Vocational Center IMPACT Camp - Everglades C.I. (metropolitan area and constructed to support IMPACT Camps this region due to population can have two IMPACT Camps)
E) Dissection Center - Dade C.I. (urban area and constructed to support the counseling of inmates even supports a TCU unit)
 

REGION TWO: All offenders from counties Monroe, Collier, Charlotte, Lee, Hendry, Manatee, Sarasota, Desoto, Hardee, and Highlands will be designated to the following camps:
A) Orientation Center - South Florida Reception Center (SFRC covers no other regions save Region 1 and Region 2)
B) Behavior Center - Hardee C.I.
C) Educational/Vocational Center IMPACT Camp - Charlotte C.I.
D) Educational/Vocational Center IMPACT Camp - Avon Park C.I.
E) Dissection Center - Desoto C.I. (possibly, even utilizing the old Desoto C. l. unit)
 

3) DESIGNATED SPECIFICATIONS

The designation of regions should only hold one of Florida's major metropolitan cities i.e., Region 3 and Region 4 would split Tampa and Orlando. Central Florida Reception Center would be the Orientation Center for both regions. Regional Zoning must be accomplished to ensure that the necessitated institutions are within each region and that they meet all prerequisites of RON Orientation, Behavior, Educational, Dissection, and finally, Vocational. 

It must also take into consideration the need for rezoning according to the designations of 1) metropolitan/urban area facilities are best tailored to benefit from outside programs, donations, vocational/educational resources, and a strong volunteer base due to the high density in population while 2) Rural area facilities are best tailored to focus on behavior control, restrictive movement, and normally lacks the resources and a strong volunteer base, due to the low density in population.

4) INSTITUTIONAL GEOGRAPHIC IDENTITY

Designating facilities into a role that best fits their physical location concerning socially populated areas:

a) Rural identification is best suited for Behavior Centers and Orientation Centers as resources are fewer.

b) Metropolitan identification is best suited for Dissection, Vocational, and Educational Centers (IMPACT Camps), due to the high population rate of the surrounding cities as more resources and volunteers are available to the institutions (saving costs).

c) Urban identification is a middle ground, but can still support the needs of the Dissection, Vocational, and Educational Centers (IMPACT Camps), due to having enough population in surrounding towns (saving costs).

d) Designating new localized regions will ensure all offenders stay within a 200-mile radius of their arresting county or upon transfer request to a facility within a 200-mile radius of their visiting family/friends.

5) INSTITUTIONAL DESIGNATION

Through a new enhanced designation process each institution will be categorized with one or more of the following specializations:

a) Orientation Centers - These institutions will identify the characteristics and potential of each inmate for the specified institution most conducive to his present behavior, abilities, educational background, job skill, and/or training. Orientation into the Florida Department of Corrections will be initiated at one of these institutions in their localized region. Upon being processed at the Orientation Center the inmate can be progressively classified to the next step within RON's initiative, which would make the inmate eligible for transfer to the next designated institution in that localized region.

b) Behavior Centers - These institutions will be located in the rural areas of each localized region, and are tailored for inmates who show patterns of disruption, resistance to change, or cannot progress positively in an interpersonal environment. The main focus of these institutions will be to micromanage the offenders who are problematic ultimately, believing that the strict movement and stringent atmosphere will create a desire to change. 

Each localized regional classification department will track and segregate the inmates who have shown behavioral, mental, emotional, or adjustment problems. The goal is to no longer allow the dysfunction of those who refuse to change to disrupt the progress of those who are willing to change (the problematic inmates may need specialized care/counseling).

c) Educational Centers (IMPACT Camps)- These institutions will be specialized institutions that are located in metropolitan/urban areas that are tailored to provide education to those who are conducive to change. This is to consolidate material and personnel resources that are necessary for creating the specialized inmate achievement centers known as RON's IMPACT Camps.
The IMPACT Camps are geared to resemble a university atmosphere while keeping to the penological goals of the prison. They are designed to maximize time and space by creating a learning atmosphere without requiring any extra security.

d) Dissection Centers - These institutions will be localized institutions that are tailored to assist inmates to dissect their lives, review behavior patterns, identifying past failures and their criminal thought processes. It will also allow them to be placed in the appropriate programs dealing with criminal thinking, anger management, substance abuse, sexual deviations, and other subject matters that deal with the mental, emotional, and psychological elements of a person. These institutions will be staffed with an increased number of psychologists, psychiatrists, and psyche counselors who are trained to assist the individual inmate in dissecting/inspecting their lives. The main concentration will be to assist in identifying the controlling factors of their losing control while learning new coping techniques.

e) Vocational Centers (IMPACT Camps) - These institutions will be localized institutions that are tailored to empower and prepare parole-eligible inmates with employability skills, re-entry information, family integration techniques, and the basics of the technological age before being released. These institutions will bring in surrounding businesses, field professionals, ministries, and many other volunteer-based sponsors that will bring up-to-date materials and knowledge of today's workforce. This will motivate intrinsic development in every offender who is serious about the change process.
 

6) INMATE CLASSIFICATION DEMOGRAPHIC

To properly utilize the above features, inmates must go through a classification process that identifies those who wish to change from those who refuse to change or do not have the ability to promulgate change. By creating demographic categories, institutions can run in styles that are codifying to the entire inmate population. This must be thorough, detailed, and deliberate in purpose and delivery.

a) Classification Demographics can be separated into Disruptive, and Progressive, and Transitional categories.

b) Initial Screening can be accomplished at the Orientation Centers, and inmates that show a willingness to change can be placed at the Orientation Center's annex as a Transient for further observation. Prior employment, educational background, job skills, or training are essential screening tools. Inmates who show progressive and nondisruptive behavior, but is lacking high school/GED diplomas will be placed in the localized Educational Centers within their region.

c) During the screening (or at any time thereafter) an inmate is deemed to be disruptive they will be placed at a Behavior Center within their localized region to prevent any disruptive behavior from affecting the efforts of those who are trying to change.

d) Once an inmate passes the initial screening and additional observation shows a willingness to change, they will be classified as Progressive and transferred to an Educational Center or a Dissection Center (based on educational needs). Every inmate will be expected to actively participate in the progressive objectives. Reviews and notations will be made during and upon completion of each program to assess progress.

e) At any point if an inmate violates non-tolerable offenses or regresses too far in his/her development, they may be placed back into the Transitional stage for closer observation, or reduced to Disruptive and sent to a Behavior Center. Otherwise, success in programs and positive reviews will advance an inmate to the next phase of the parole incentive plan.
 

7) CALL TO ARMS

The following is only our attempt at giving an illustration of how the whole of FDC can get on the same page quickly and efficiently. There will be a need to have all administrative personnel in every institution, work camp, re-entry, and work release facilities attend a mandatory convention or luncheon. The point of this convention/luncheon would be to introduce the blueprint that will ultimately restructure the FDC's prison system, Ready or Not. 

 As every administrative member (from Major to Warden) will be in attendance, a PowerPoint presentation can be given to explain RON and the duties of each institution/ facility/region. It is of the utmost importance to get everyone on board, and as such, to also acknowledge that there are two distinctly different types of managers/ leaders in this world a) micro-managers, and b) macro managers, both of equal importance. It is here, that they will be reassured their jobs are not in danger (the biggest opposition to change when dealing with a united body), but under this new system, we will use them to their strengths. Both types of managers/leaders have a place in the new FDC, and the point of this convention is to allow them to be upfront and honest with what type of manager/leader they are.
 

8) MICRO OR MACRO

 It is to their benefit that they are honest in their answer, as their honesty will be the essential element between their excelling or digressing in their careers (there will, of course, be a background check to verify). After the presentation, those in attendance will be asked to answer a questionnaire. This questionnaire will give the definition, strengths, and weaknesses of both micro and macro managers. It will also ask their name, place of employment, position held, and will inquire what type of manager they consider themselves to be a) micro, b) macro, or c) undecided. It will be explained to them that the micro is well suited for responsibilities in overseeing the Orientation Centers and the Behavior Centers while the macro is more suited for responsibilities in overseeing the Educational/Vocational Centers (IMPACT Camps) and the Dissection Centers. Administrations should be placed over facilities based on their leadership/management styles:

a) Micro-minded managers should be used in Orientation Centers and Behavior Centers where strict guidelines are set and analysis can be systematically made. Inmates coming into the system must be broken down to allow the penological rules and regulations to be instilled in the new entry. Likewise, the inmates who have behavior issues, and still seek a life of criminality will be placed under the micromanagement of Behavior Centers. The strict rules and authority will help create stability and structure, while also forcing the desire to change upon the unruly.

b) Macro-minded managers (interpersonal management) should be used in institutions that focus on release, education, vocation, and volunteer-funded programs to allow autonomy in each specialized area. The interpersonal managing style of the macro-minded cultivates a desire to succeed in the inmate as their belief in change will beget change.
 

During the convention, there can be an open forum for questions, and it should be noted that even when the numbers of recidivism begin to decrease it will not mean jobs will decrease with it. What it means is that jobs will be altered as FDC employees will turn into potential parole officers, counselors, educators, and other required personnel that are needed (an objective of the new FDC will be to assist its present employees to get a higher education themselves). 

The success of the new FDC will establish Florida as the front runner in criminal justice reform and will put an end to the continuous cycle of victimization that plagues our society, a failure that has gone unaddressed for far too long.

THE BEST WAY TO GAUGE A SOCIETY IS TO SEE HOW IT IMPACTS ITS VERY WORST...LET US EXCEL AT IMPACTING OURS...

                                                            Let's get READY!