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Medium 9781574414325

Chapter 5 – Work

Jorge Antonio Renaud The University of North Texas Press ePub

CHAPTER FIVE

work

It comes as a shock to the mostly lazy, unskilled criminals who come into the Texas prison system that, unlike the federal system or most other state prisons, Texas inmates must work. And they do not get paid. Anything. (More on the financial situation in Chapter nine: Money.) Inside and outside, in snow and rain, day and night, whenever TDCJ needs something done, chances are that an inmate is assigned to do it.

Most inmates who are physically fit are first assigned to work in the fields, in what are called work squads, hoe squads, or sometimes just the Line. The Line is not actually considered a job. It is a way of indoctrinating inmates—especially younger, first-time inmates—to the system, and it is punishment for inmates losing other jobs through disciplinary infractions. Sometimes, it is just punishment for angering the wrong officer.

On most units, the Line does field work. Inmates in the fields plant, weed, thin, and harvest fruits and vegetables. Texas prison crops range from watermelons, peanuts, eggplants, and beets to the more traditional vegetables and, of course, King Cotton.

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Medium 9781574411522

Appendix E Recreation Requirements

Jorge Antonio Renaud University of North Texas Press PDF

Appendix E

Recreation Requirements

Following are the minimum hours of recreation to be given each inmate, as agreed to under Ruiz. Units may offer more but not less. For these purposes, dayroom time is counted as recreation (rec) time. (In mid2001, staffing shortages were serving as an excuse for certain units to begin scaling back these requirements.)

G1, G2, and G3 Minimum—Four hours weekday, one of which must be in a gym or outside rec yard. Seven hours weekend, two of which must be in a gym or outside rec yard

G 4 Medium—Four hours weekday, one of which must be in a gym or outside rec yard. Five hours weekend, two of which must be in a gym or outside rec yard

G 5 Close—Two hours daily, outside rec only

Administrative segregation:

Level I—One hour out-of-cell rec each day, with at least two hours weekly outside; Or two hours out-of-cell rec five days per week, with two hour weekly outside; Or three hours out-of-cell four days per week, with three hours weekly outside. (The Level I schedule will be decided upon by the warden or his/her designee.)

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Medium 9781574414325

Chapter 14 – Craft Shop

Jorge Antonio Renaud The University of North Texas Press ePub

CHAPTER FOURTEEN

craft shop

There are perhaps only three ways an inmate may legally make money while he is in TDCJ. One is to write and then market his fiction, essays and poetry to free-world magazines. Another is to paint or draw and sell his artwork to interested buyers outside the walls. Both of these moneymaking ideas are subject to not just individual talent but to the mails, and to the hit-and-miss assistance of outside parties.

TDCJ offers one way for inmates who keep clear disciplinary records to make money while inside the walls, with all work and most sales being done by the inmates. It’s called the craft shop, or the “piddling” shop, and it is a privilege not to be dismissed lightly. The craft shop is just that: an area where inmates work on leather goods, jewelry, wood projects, paintings, fanciful stick creations—any of a number of personal expressions that can be done at a minimum of cost and then sold to officers or visitors or marketed to the free-world.

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Medium 9780596517960

E. Public Domain Declaration

Van Lindberg O'Reilly Media ePub

Copyright-Only Dedication (based on United States law) or Public Domain Certification [10]

The person or persons who have associated work with this document (the Dedicator or Certifier) hereby either (a) certifies that, to the best of his knowledge, the work of authorship identified is in the public domain of the country from which the work is published, or (b) hereby dedicates whatever copyright the dedicators holds in the work of authorship identified below (the Work) to the public domain. A certifier, moreover, dedicates any copyright interest he may have in the associated work, and for these purposes, is described as a dedicator below.

A certifier has taken reasonable steps to verify the copyright status of this work. Certifier recognizes that his good faith efforts may not shield him from liability if in fact the work certified is not in the public domain.

Dedicator makes this dedication for the benefit of the public at large and to the detriment of the Dedicators heirs and successors. Dedicator intends this dedication to be an overt act of relinquishment in perpetuity of all present and future rights under copyright law, whether vested or contingent, in the Work. Dedicator understands that such relinquishment of all rights includes the relinquishment of all rights to enforce (by lawsuit or otherwise) those copyrights in the Work.

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Medium 9780596517960

12. Working with the GPL

Van Lindberg O'Reilly Media ePub

A lot of the most difficult questions in free and open source software revolve around the GPL. The GPL has a lot of things going for it: it is the single most common open source software license, it has brought together a large and vibrant community of developers, and it is a brilliant hack, socially and legally.

At the same time, there is no single license that is more mistrusted or reviled than the GPL. Many open source developers refuse to accept or release code under the GPL because it imposes restrictions at the same time that it grants freedoms. I know from personal experience that the GPL gives most lawyers fits.

In short, very few people have a balanced or nuanced view of the GPLthey either love it or hate it. Speaking in broad generalizations, though, I think that these strong emotional reactions arise from two core issues.

The first issue is the philosophy of free software. More than any other single document, the GPL has come to embody the free software movement, so peoples reactions to the GPL mirror their opinions of free software as a moral imperative. Supporters see the Free Software Foundation (FSF) and the GPL as an ethical vanguard, paving the way for a better society. Detractors feel imposed upon because they see the FSF mixing its morality with its code. Many companies dont like the GPL because they have a hard time seeing the business models that accompany free software. They only see that their business models are threatened.

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Medium 9780253017314

Unconstitutional Abuse of Power or Legitimate and Necessary Security Measures? NSA Programs under the Foreign Intelligence Surveillance Act

David P Fidler Indiana University Press ePub

Unconstitutional Abuse of Power or
Legitimate and Necessary Security Measures?
NSA Programs under the Foreign
Intelligence Surveillance Act

It all started with disclosure of this document, which came to be known as the “Verizon Order.” In it, the Foreign Intelligence Surveillance Court (FISC) ordered Verizon to produce to the NSA on a daily basis records of telephone calls—telephony or telephone metadata—between the United States and foreign countries and wholly within the United States, pursuant to Section 215 of the USA PATRIOT Act (codified as 50 U.S.C. §1861). Information sought under Section 215 for foreign intelligence purposes or to protect against international terrorism must be “relevant to an authorized investigation.” The Verizon Order revealed that the FBI, NSA, and FISC interpreted this requirement to mean the NSA could collect from Verizon, and from other telephone companies under similar FISC orders, metadata on millions of telephone calls made by Americans every day. Exposure of the telephone metadata program, and the associated interpretation of Section 215, triggered a political and legal controversy in the United States.

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Medium 9781605099866

Chapter 2 The Red Flags

Tom Devine Berrett-Koehler Publishers ePub

The previous warnings notwithstanding, if you are going to challenge the company that employs you, you must understand how large organizations operate. In particular, you should know how corporate bureaucracies function to target troublemakers and neutralize dissent.

Corporate hierarchies employ intimidation and fear to convince their workers that the power of the organization is stronger than the power of the individual—even individuals who have truth on their side. Often, making an example out of one troublemaker is sufficient to keep the majority silent. The following section illustrates tactics your employer may use to shoot the messenger of bad news.

None of these techniques of retaliation is unique or new. More than three decades ago, the classic institutional response to whistleblowers was captured on tape in the instructions of President Richard Nixon to top aides H. R. Haldeman and John Ehrlichman. After learning that Pentagon cost-control expert Ernie Fitzgerald had blown the whistle on $2.3 billion in accounting irregularities in the construction contract of military cargo planes, Nixon said simply, Fire that son of a bitch.1

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Medium 9781902375014

8.3 Comparing TQM with ISO 9000

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 8

Total Quality Management

8.1 Introduction

While quality management systems will help to promote good quality construction, it should be realised that the building industry is, however, frequently characterised by diverse professionals as well as a heavy dependence on foreign labour in some countries. This diversity and reliance can lead to cultural, social as well as professional stratification. Hence, to achieve quality construction, there is a need for all parties involved in the building process to cultivate a teamwork mindset. Unfortunately, such a mindset appears to be still lacking in today’s construction industry. It follows from such a situation that a more rational management approach for the construction process needs to be identified. The existing system of project implementation frequently leads to conflicts among the parties involved in the building process, hence rendering the system devoid of effective communication and teamwork. As construction projects become more varied and complex in nature, a fresh management paradigm seems imperative. In this context, a shift from the profession based scenario to a project-oriented team based scenario may be envisaged. The various disciplines should function within such a team culture, guided by policies, procedures and systems whilst focusing on the objectives and benefits identified for the project from the outset.

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Medium 9781574411829

9. Halfway Houses

Gail Caputo University of North Texas Press PDF

CHAPTER 9

Halfway Houses

BACKGROUND

Halfway houses are community-based residential facilities designed to limit the freedom of offenders while seeking to reintegrate them into society through employment and other services. They are used primarily to help inmates who are being released from prisons make the oftendifficult transition from confinement to the community. Halfway houses are also referred to as adult residential centers, community residential centers/programs, community corrections centers, community release centers, parole residential centers, transitional centers, and residential community correctional facilities. Halfway house facilities are located within communities, were often once private residences, and are designed to “blend in” with the community.

Participation in halfway houses requires 24-hour supervision and offers offenders access to treatment and other rehabilitative services.

Participants are permitted to leave the house with restrictions for work, education, and other responsibilities and they generally spend the evenings at the halfway house. Given its residency condition, a halfway house provides more structure and supervision than a typical probation or parole program, but is not as secure as a jail or prison.

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Medium 9781902375014

3.8 Conclusion

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 3

Managing change under ISO 9000

3.1 Introduction

An effective quality management system is one which adopts customer-oriented strategies and has an organisational form which can respond efficiently to customer preference. It should also encourage innovations - new technologies, new markets, new customer applications of existing products, new products, new organisational forms, new requirements for entrepreneurial activities - and be flexible enough to meet social and economic changes in the environment. The improvement of existing quality management systems through flexibility and innovation will increase product and service quality. This will in turn enhance and advance the organisation’s business objective.

The “segmentalist” and “integrative” concepts are examined in this chapter using detailed case studies of two construction firms. These should be removed from or implemented into the organisation where necessary. Organisations must adopt the “integrative” approach which looks ahead to the challenges of the future rather than the “segmentalist” approach which is contented with past accomplishments. A corporate renaissance must be created within the organisation to take on these challenges and implement change and innovation. It is therefore necessary to develop the humanistic factors and a “participatory management” environment. However, in so doing, the technical aspects are also of importance and should not be totally ignored. These are collectively the key elements to maintaining a quality management system effectively.

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Medium 9781449334512

42. Lab XI-3 Extract, Isolate, and Visualize DNA

Robert Bruce Thompson Maker Media, Inc ePub

Youll need the following items to complete this lab session. (The standard kit for this book, available from http://www.thehomescientist.com, includes the items listed in the first group.)

Goggles

Beaker, 100 mL

Beaker, 250 mL

Centrifuge tubes, 15 mL

Centrifuge tubes, 50 mL

Coverslips

Methylene blue stain

Microscope slides (flat)

Papain powder

Pipettes

Stirring rod

Test tubes

Test tube rack

Gloves

Alcohol (see text)

Cheesecloth (or muslin, etc.)

Chopsticks, disposable wooden (optional)

Dishwashing liquid (Dawn or similar)

Freezer

Microscope

Saucer

Table salt

Teaspoon

Toothpicks

Specimens: raw and cooked ground beef

Specimens: vegetables (tomato paste, etc.)

None of the materials used in this lab session is particularly hazardous, but as a matter of good practice, you should always wear splash goggles, gloves, and protective clothing when working in the lab.

All organisms are made up of cells, from the tiniest species such as single-cell bacteria and protozoa to the largest animals and plants, which are made up of trillions of individual cells. Every cell contains DNA, which is the hereditary genetic material that allows cells and organisms to function and to reproduce themselves.

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Medium 9781449334512

18. Lab IV-1 Dusting and Lifting Latent Fingerprints

Robert Bruce Thompson Maker Media, Inc ePub

Youll need the following items to complete this lab session. (The standard kit for this book, available from http://www.thehomescientist.com, includes the items listed in the first group.)

Goggles

Fingerprint brush

Fingerprint powder, black

Fingerprint powder, white

Gloves

Camera with macro capability (optional)

Desk lamp

Index cards or paper (white and black)

Scanner (optional)

Tape, packing or similar transparent

Ultraviolet (UV) light source (optional)

Specimens: objects with fingerprints

Well begin with the oldest fingerprint development method, dusting. With the exception of using magnetic powders to treat recently touched paper, dusting is used almost exclusively on nonporous surfaces, and can provide excellent results if its done skillfully. If not done skillfully, dusting can easily damage or destroy any latent fingerprints present, as we found out and you probably will, too. In this lab session, well dust various specimens, using dark or light dusting powder as appropriate for the color of the surface. Well then perform a tape lift to preserve the fingerprints weve developed.

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Medium 9781605099866

Conclusion

Tom Devine Berrett-Koehler Publishers ePub
Medium 9780253001924

6 The Voting Rights Act in South Dakota: One Litigator’s Perspective on Reauthorization

Daniel McCool Indiana University Press ePub

South Dakota received relatively little attention in the debates over reauthorization of the Voting Rights Act. The state is hardly mentioned in the legislative history of the 2006 reauthorization. It got not a word in the Supreme Court’s opinion upholding that reauthorization.1 Few people, including many voting-rights advocates, are even aware that the state was affected by the reauthorization. South Dakota is not one of the seven states originally covered by the special provisions of the Voting Rights Act,2 but it is a prime example of the need for continued – and expanded – coverage.

In the seven years preceding Congress’s decision to reauthorize the special provisions for another twenty-five years, Native American3 voters brought eight voting rights cases challenging virtually every level of government in the state.4 Together, those cases and the volumes of evidence they generated offer a compelling demonstration of the present-day impact of the Voting Rights Act and the continuing need for close federal oversight of state election processes. The cases also suggest that Congress may not have gone far enough to protect minority voters from the kinds of invidious voting discrimination that they face today.

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A Short History of Texas Prisons

Jorge Antonio Renaud The University of North Texas Press ePub

A Short History of Texas Prisons

In order to understand the Texas prison system and how it deals with inmates and their families, you need to know a little of Texas prison history and the psychology that drives prison officials.

First, prisons don’t make money for the state, and this irritates bureaucrats to no end—that, with more than 100,000 able-bodied, convicted criminals at their disposal, the Texas Department of Criminal Justice (TDCJ) cannot be labor intensive enough to at least break even, or make a dollar, as it used to. At one time, under the convict lease system—in which corporations or wealthy individuals would lease convicts from the state for private use—enough money was made so that Texas didn’t need to appropriate funds from prisons. Convicts used to be leased to railroads, plantations, and mining corporations. However, the lessors—Ward Dewey Corporation of Galveston, which leased the entire penitentiary from 1871 to 1877; E. H. Cunningham and L. A. Ellis, who leased Huntsville prison from January 1878 to March 1893; and many others—spread the wealth around. They paid Texas officials for the right to have their hired prisoners pile up the profits.

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