Correctional Officer Week Quotes

I work at T-Town, which is about ninety-nine percent men, and all of them either are alpha personalities or think they are. That said, what we have here is the standard dynamic for sexual tension. I'm moderately good-looking. I have big boobs, and I get hit on by everyone from the pastor of my church to baristas at Starbucks, and by every single guy at T-Town except for my boss and the range master. I don't blame them and I don't judge them. It's part of the procreative drive hardwired into us, and we haven't evolved as a species far enough exert any genuine control over the biological imperative. You, on the other hand, are a very good-looking man of prime breeding age. Old enough to have interesting lines and scars--and stories to go with them--and young enough to be a catch. You probably get laid as often as you want to, and you can probably count on the fingers of one hand the number of times women have said no to you. Maybe--and please correct me if I've strayed too far into speculation--being an agent of a secret government organization has led you to buy into the superspy sex stud propaganda perpetuated by James Bond films." "My name is Powers," I said. "Austin Powers." She ignored me and plowed ahead. "We're in the middle of a crisis. We may have to work closely together for several days, or even several weeks. Close-quarters travel, emotions running high, all that. If it's all the same to you, I'd rather not spend the next few days living inside a trite office romance cliche. That includes everything from mild flirtation to sexual innuendo and double entendre and the whole ball of wax." She sipped her Coke. The ball landed in my court with a thump.

the Spanish press doesn’t have the same censorship that the French, German, and British governments have imposed on their newspapers.” “Correct again, Lilly,” said Noble. “You can add American government censorship of the press, also. As far as I can see, in A.I. Office communications regarding The War, there is no Spanish press censorship at all. There was even wide press coverage in the last week of Spanish King Alphonse XIII and his family’s serious illnesses with the grippe.” “Both the Allies and the Central Powers don’t want to let on there has been any reduction in fighting capacity. So, very little appears in their respective newspapers. The Spanish, however, are free to report all the various details of the influenza epidemic. It would be simple wrong to conclude the epidemic is ‘Spanish’ in origin.

According to the man, who identified himself as Morton Thornton, the night got real long and by midnight, he was darn well wed to one of the lovelier inhabitants of the dish, a comely middle-aged amoeba of unknown parentage named Rita. When he was rescued on the morning of the following day, Morton plumb forgot about his single-celled nuptials and went back to his daytime job tasting the contents of open pop bottles for backwash and cigarette butts. Only sixteen years later, when a brilliant Sacajawea Junior High roving reporter—who shall remain nameless—discovered the product of this union lurking among us right here at Sac Junior High, was Morton’s long-held secret discovered. “This intrepid reporter was present three weeks into Dale Thornton’s third try at seventh grade, when the young Einstein bet this reporter and several other members of the class that he could keep a wad of chewing tobacco in his mouth from the beginning of fifth period Social Studies until the bell. The dumb jerk only lasted twenty minutes, after which he sprinted from the room, not to be seen for the rest of the day. When he returned on the following morning, he told Mr. Getz he had suddenly become ill and had to go home, but without a written excuse (he probably didn’t have a rock big enough for his dad to chisel it on) he was sent to the office. The principal, whose intellectual capacities lie only fractions of an IQ point above Dale’s, believed his lame story, and Dale was readmitted to class. Our dauntless reporter, however, smelled a larger story, recognizing that for a person to attempt this in the first place, even his genes would have to be dumber than dirt. With a zeal rivaled only by Alex Haley’s relentless search for Kunta Kinte, he dived into Dale’s seamy background, where he discovered the above story to be absolutely true and correct. Further developments will appear in this newspaper as they unfold.

With one final flip the quarter flew high into the air and came down on the mattress with a light bounce. It jumped several inches off the bed, high enough for the instructor to catch it in his hand. Swinging around to face me, the instructor looked me in the eye and nodded. He never said a word. Making my bed correctly was not going to be an opportunity for praise. It was expected of me. It was my first task of the day, and doing it right was important. It demonstrated my discipline. It showed my attention to detail, and at the end of the day it would be a reminder that I had done something well, something to be proud of, no matter how small the task. Throughout my life in the Navy, making my bed was the one constant that I could count on every day. As a young SEAL ensign aboard the USS Grayback, a special operation submarine, I was berthed in sick bay, where the beds were stacked four high. The salty old doctor who ran sick bay insisted that I make my rack every morning. He often remarked that if the beds were not made and the room was not clean, how could the sailors expect the best medical care? As I later found out, this sentiment of cleanliness and order applied to every aspect of military life. Thirty years later, the Twin Towers came down in New York City. The Pentagon was struck, and brave Americans died in an airplane over Pennsylvania. At the time of the attacks, I was recuperating in my home from a serious parachute accident. A hospital bed had been wheeled into my government quarters, and I spent most of the day lying on my back, trying to recover. I wanted out of that bed more than anything else. Like every SEAL I longed to be with my fellow warriors in the fight. When I was finally well enough to lift myself unaided from the bed, the first thing I did was pull the sheets up tight, adjust the pillow, and make sure the hospital bed looked presentable to all those who entered my home. It was my way of showing that I had conquered the injury and was moving forward with my life. Within four weeks of 9/11, I was transferred to the White House, where I spent the next two years in the newly formed Office of Combatting Terrorism. By October 2003, I was in Iraq at our makeshift headquarters on the Baghdad airfield. For the first few months we slept on Army cots. Nevertheless, I would wake every morning, roll up my sleeping bag, place the pillow at the head of the cot, and get ready for the day.

A display cake read JUNETEENTH! in red frosting, surrounded by red, white, and blue stars and fireworks. A flyer taped to the counter above it encouraged patrons to consider ordering a Juneteenth cake early: We all know about the Fourth of July! the flyer said. But why not start celebrating freedom a few weeks early and observe the anniversary of the Emancipation Proclamation! Say it with cake! One of the two young women behind the bakery counter was Black, but I could guess the bakery's owner wasn't. The neighborhood, the prices, the twee acoustic music drifting out of sleek speakers: I knew all of the song's words, but everything about the space said who it was for. My memories of celebrating Juneteenth in DC were my parents taking me to someone's backyard BBQ, eating banana pudding and peach cobbler and strawberry cake made with Jell-O mix; at not one of them had I seen a seventy-five-dollar bakery cake that could be carved into the shape of a designer handbag for an additional fee. The flyer's sales pitch--so much hanging on that We all know--was targeted not to the people who'd celebrated Juneteenth all along but to office managers who'd feel hectored into not missing a Black holiday or who just wanted an excuse for miscellaneous dessert.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

An aide for Gov. Cuomo slammed State Controller Thomas DiNapoli’s office Friday for getting its numbers wrong. "You would think basic arithmetic would be a qualification to work in the controller’s office," the aide said. His caustic comment came after the controller’s office released overtime data Thursday that smeared a state worker. The data showed that Janet Johnson, a nurse at Franklin Correctional Facility near the Canadian border, was paid for an incredible 5,076 hours of overtime in 2014 — meaning she worked an unbelievable 19.6 hours a day, seven days a week for a full year.

It’s exhausting,” I said. “I have to battle this part along with the sense of frustration and hopelessness it creates. It’s so tough and strong that it seems undefeatable.” “What does the overburdened restless part want?” “It wants someone to bring it under control to rest and have peace. It’s like a hyperactive fidgety child, pacing back and forth, crying for someone to make it stop.” I was having trouble connecting my inner true self to the stressed part because of the intense energy it was creating. Keith guided me by helping me communicate with the stressed part. I needed to make it understand that by stepping aside it would allow the healing process of unburdening the emotional component that was holding in the shame. Without the burden of the disgrace, the anxious, stressed-out, perfectionist, striver part would not have to work so hard to compensate for its self-perceived shortcomings. Furthermore, relieving the humiliating burdens would bring rest, tranquility, and peace. The intense energy could then be orchestrated in better ways. At this point, we ended our session. I left his office once again annoyed and uncertain, wondering if I was ever going to be able to live a normal peaceful life. As I meditated on the session during the week, I understood what my therapist was explaining. I visualized fast-forwarding directly to the ultimate goal of un-blending the various multiple defender traits from the abuse. Getting to the root of the therapy and healing process of dealing with the disgraceful iniquity was my goal. I had trouble believing whether or not my logic in understanding the process was correct. It seemed too simplistic to me at first. I envisioned confessing all my scandalous deeds and desires for the world to know. I imagined no more secrets or lies and eliminating the need to masquerade with a phony façade to hide the atrocious creature I thought I was. Instantly, I was buoyant as helium. The crushing weight from the wicked acts was lifted from my shoulders. The mortifying and disgusting impressions I had were no longer there. I was able to get a brief glimpse of the divine true self. For a moment, I physically felt what life could be like while at peace with myself. Happiness and comfort engulfed me at the possibility of living a life free of judgment, low selfesteem, anxiety and paranoia. While in this good frame of mind, I became aware of all the goodness inside of me and the decent things I was doing in life. My human flaws appeared to be minor bumps in the road rather than being amplified into major roadblocks. I began to see how I pulled myself out of mental illness, addiction, and sexual perversion. I became conscious that I survived sexual abuse at an early age and persevered by holding it together. I was imbued with a sense of accomplishment. I now comprehended and conquered the difficult therapeutic work of dealing with the harmful emotions associated with bringing the misconduct to the surface.

On October 26, 2016—less than two weeks to election day—travel writer Zach Everson covered the ribbon cutting at the Trump International Hotel in the Old Post Office building in Washington, DC, just a few blocks from the White House. Everson frequently covered hotel openings, which often featured lavish food spreads and “the owners sipping champagne with a few travel writers.” But this one was different. A horde of political reporters trailed Donald and Ivanka Trump as they toured the hotel. “The political reporters were amazed they had complimentary pastries,” Everson said in an interview. 1 A couple months later, Everson got an assignment from Condé Nast Traveller to cover the growing political and social scene at the hotel. In the course of researching that story, Everson booked a night at the hotel. One of his fellow guests told Everson he was about to leave for a restaurant outside the hotel, when he noticed workers polishing the banisters and the manager nervously pacing. The guest concluded, correctly, that the president was on his way, cancelled his outside reservation, and ate at the hotel instead. To track presidential comings and goings for his story, Everson started monitoring social media feeds. And he noticed something: not even a year into Trump’s presidency, the hotel had become a unique locale in Washington. “It became like Melville’s white whale,” Everson said. “If you want it to be your opportunity and a place for you to go and rub elbows with the President, it’s that. If you’re a lobbyist or a businessman or a foreign leader and want to portray you are close to the president, it’s that too. It’s everything you hate or love about Donald Trump.” Everson quit travel writing to cover, full time, the Trump International Hotel. He began publishing a newsletter, 1100 Pennsylvania Avenue. He had plenty of material.

Unsurprisingly, this expansion of the Norwegian officers’ responsibilities could not happen overnight. Just as the government’s directive had required a reenvisioning of the role, implementation of the new role required radically different job training. Before working in a prison, Norwegian officers are now required to attend a Staff Academy where they are not only taught security procedures but also take courses in psychology, criminology, law, human rights, and ethics. Completing the required training at the academy takes two years, during which time trainees are paid full salaries. As a measure of comparison, the average training program to become a correctional officer in the United States is nine weeks long.

First Week of January 2013 Continuation of my Message to Andy (part 5)   Hi Andy, Are you back from your Tasmanian rowing expedition? Did your team win? I hope so. If I remember correctly, you were always an excellent rower and your teammates at Daltonbury Hall venerated your feathering mastery. I’d love to hear your adventures.☺   Back To My OBSS Escapades   As we headed to Jules’ makeshift office (a classroom temporarily converted), Kim was overtly skittish. He had surmised we would be consigned to cleaning the OBSS lavatories as punishment for our playful misdemeanour. I assured the teenager that that wouldn’t be the case; a more propitious outcome would be in order. Yet, he continued to brood, blaming me for my impertinence. Instead of arguing with him, I kept silent.               I couldn’t help but notice a sardonic smug on Jules’ handsome face when we entered. “Young, will you keep watch outside while I have a word with this young man?” he instructed. I sat on a nearby bench, waiting my turn. Minutes passed, and I needed to use the restroom. I wasn’t sure if I should leave, in the event I would be called upon, but I decided to go. Just as I was finishing my business, I heard a commotion outside. In states of disarray, my leader and tent-mate were being escorted out of the office by a couple of burly guards from the senior officer’s HQ. I was shocked to witness such an unanticipated occurrence. For a brief moment, Kim looked my direction before they marched into the darkness. The unforgettable terror on his face was of a man about to be hanged. It didn’t take long for rumours to circulate around camp that the two were caught red-handed doing unspeakable things to one another. Yet, none of the gossipmongers could provide a definitive account. The next day, Jules and Kim were gone. They had both been hastily expelled without having a chance to say goodbye. My three remaining days at OBSS, I was flummoxed. It was my final evening in Singapore when the truth came to light. My ex-OBSS leader was coming out of a bar in Bugis Street when I stumbled upon him. It was then that I heard the entire narrative from the horse’s mouth.

Preparing agendas Agendas serve several purposes. The main ones are keeping the meeting running in the correct sequence and covering the right topics. However, another major role of the agenda is to let the meeting participants know what the meeting will be about and also what it won’t cover. If you are the person putting the agenda together and distributing it you’ll need to work closely with the chair of the meeting to make sure the agenda is correct. You’ll also need to get a list of who to circulate the agenda to, which may include some people who are not going to attend the meeting. Agendas enable attendees to prepare for a meeting and should, therefore, be circulated in good time beforehand. You need to be aware of this for your planning. Remember, the agenda is also your first step to excellent preparation. Styles of agenda As you become more experienced, you can probably draft an agenda for the meeting. Until then, either ask the chairperson for topics or request suggestions from attendees. This draft can then be agreed with the chairperson. The style of agendas can vary enormously. It is usually possible to find the agenda for a previous, similar meeting and use this format for the next meeting. If there are several items on an agenda then number them. If an individual agenda item has more than one part then consider sub-section numbers, 2.1, 2.2, 2.3 etc. Some agendas are very informal; they do not need to mention minutes of previous meetings or any other business. Below is an example of an agenda for an ad hoc meeting. From: A Manager Sent: Friday 23 July 16:47 To: All staff Subject: NEW IT SYSTEM On 30 September, a new IT system is being introduced within the department. Training will be given to all staff as the method of working will be different. In order that we can decide the best way to implement this training, I would like you to attend a brief meeting in my office at 9am on Wednesday 4th September. I expect the meeting to last about half an hour. Please let me know immediately if, for any reason, you are unable to attend. Tip: Always include the day of the week with the date, it helps avoid errors. Here is an example of a more formal agenda: EXPERT WINDOWS HEALTH AND SAFETY COMMITTEE

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t