Complaint Review: Abraxas Academy The Geo Group Cornell New Morgan Facility - Morgantown Pennsylvania

Dear Mr. Swatsburg,

While I shudder to presume your recollection of my initial attempt at reaching out to you anonymously a few months ago, please be assured that I’d written with good intentions. My hope was to borrow a few moments of your time and attention, to lend insight, and seek some resolve for one of the facilities that I am aware you oversee.  Further, I hope you will understand that the graphic portrayal of scenarios and instances included in that letter were necessary in order to convey the gravity of the situation. I am writing again, as it has been a few months, and although I recognize that there were attempts to correct certain issues, I am afraid the facility is still in dire need of reform. Please understand that I am not suggesting that this is a direct reflection of yourself, or your colleagues, nor am I placing blame. I am concerned rather, that many of these actions are beyond reproach, and no one seems to take accountability for them.

In my tenure at Abraxas Academy I have been privileged to have the opportunity to help misguided juveniles achieve personal gain and knowledge in an environment that is likely more safe and structured than they are accustomed.  Regardless of whether an individual is employed with this facility to simply obtain a paycheck in a struggling economy, or alternately, because they are passionate about, and resonate with our youth population; they should be allotted the right to work in a safe and rewarding environment.  Given the nature of this challenging field; Physical, social, psychological and moral safety should be a reasonable request for those chosen to lead and manage their workforce.  However, physical safety has become an increasingly realistic threat given the alarming rate of our staff escorted to Urgent Care Facilities weekly, seeking medical attention due to workplace incidents.

Although it is understood that such incidents are certainly expected as an occasional occupational hazard, the physical safety of employees should not be a daily concern. Nevertheless, the considerable deficiency of qualified staff available in the event that one’s physical safety is harmed, has dwindled to a nearly nonexistent count.  While chronic short staffing has been an issue in the past, it was recognized that new staff were brought in over the past few months. The majority however, are physically and or emotionally unequipped to assist in incidences requiring restraint; that is, IF they manage to report for their shifts at all.  It is my personal opinion, and that of many highly reputable organizations, that should instances repeatedly occur such as the above, in which an individual requires medical attention, management is responsible to immediately inlay provisions, in effect, to ensure there are not recurrences. The unfortunate reality however, is the occurrences are inevitable when the responsibilities fall on a select few, to diffuse confrontations.   I no longer attempt to speak with senior officials at the facility, as issues are incessantly trivialized, and I am silenced with the same response pertaining to my knowing what I signed up for upon accepting the position. Interesting; Had I? Not based on my entire training having been designed according to the sanctuary model. Not only is this a stark contrast to the reality, but likely the reason that the employees who should have been valued and respected, have left.  Further, this response does not bode well for staff members who have been told that their supervisors view them as nothing more than “disposable vessels”.  How is this type of leadership supposed to bolster team morale throughout the staff? 

The managerial chain of command seems content with the minimalist mentality that as long as residents and staff are in the building and not objecting; they can continue to work constructing their “house of cards.  

Sexual misconduct continues to be an issue, and is truly appalling. There are presently multiple “investigations” into such misconduct, including of an unnamed clinician, currently residing with, and continuing a relationship with a juvenile who has been discharged.   In the profession of juvenile treatment and behavioral therapy, many employed as leaders within Abraxas have forgotten their core principles. They had intentionally turned a blind eye to behavior leading to the unnamed case manager who was terminated after having maintained a long term relationship with a resident. Shortly after, they’d ignored information received pertaining to an unnamed clinician who moved out of state with a newly discharged resident and rented an apartment with that juvenile. Only upon receiving a tip confirming the misconduct, was the employee officially terminated. One must then question how long the relationship existed prior, given the extensive planning that took place with the resident, on the clinicians end.

 Most recently, a current employee was being investigated for maintaining a relationship with a resident housed on the sexual offenders unit.  Upon the youth’s discharge, the employee took the client on a small personal vacation.  After learning that other staff were aware of the misconduct, the employee resigned immediately. These are just a few examples of the blatant disregard, neglect, and oversight present, concerning the well-being of both staff and particularly of residents.  Additionally, it speaks volumes as to the licentious quality of individuals that are screened and hired.  One might start to wonder what qualifications the person has who oversees the recruitment  and training of new staff. The interviewing process is laughable, and at this point; the opportunity for employment here is a free for all.  This, among other physical relationships between staff members in the building, as well as with residents shouldn't even be a topic. I personally understand how effortless it is to discredit and deny these actions ever took place, given managements’ willingness to consistently “sweep the incidents under the rug”. It is immoral, unethical, and cannot continue at Abraxas Academy.  

 

  As I’m sure you are aware, Abraxas is now struggling to conceal any discrepancies that may interfere with potential contracts from other counties that would allow the transfer of juveniles from their respective counties, to our facility in Morgantown. One county in particular, has made the wise decision to investigate and cancel all future endeavors.   It appears that they are no longer agreeing to send juveniles here, due to alleged sexual misconduct with underage juveniles, that was revealed a few months ago

  It seems sexual misconduct is not the only type of violation Abraxas has attempted to conceal. Injuries incurred by residents that have resulted from altercations have been concealed as well.  Clearly, scuffles are expected to happen at times given the population that we serve. The facetious mannerin which the injuries are attended to, however; is questionable. They are invariably trivialized, rather than treated with caution.  A youth that was recently injured in a fight, spent hours bleeding through his bandages for the sake of avoiding the lengthy documentation that a hospital trip would entail. The decision was further delayed fearing that an explanation would be necessary as to why the resident had not received medical attention sooner.  Alarming.

Issues concerning health have been, and continue to be at an alarming high. Many issues continue to result from unsanitary conditions, and improper cleaning/sanitation practices. (I’d listed specific state regulations months ago). An employee recently discovered that he had been infected with scabies; a highly contagious skin infection characterized by parasites beneath the skin. Scabies almost never occur in a healthy, and hygienic individual. Clients that are ill or possess open, bleeding wounds are not quarantined, and their clothing and bedding is not disposed of.  Further, residents’ rooms still are not being properly cleaned and sanitized upon their discharge, or relocation.

The Department of Public Welfare visited the facility for their annual inspection, and felt that due to the high number of violations, it was necessary to conducted individual staff interviews to form a general consensus of the matter.  Prior to the interviews, staff were coached by various senior treatment supervisors, among other managerial staff concerning cleaning and sanitation practices. Specifically, they were prompted to relay that rooms are chemically disinfected, and soiled bedding and clothing discarded. Neither which of course, is true.  The same clothing is continually issued to the residents daily, including male and female residents undergarments as it is understood that discarding semi-soiled clothing is an unnecessary expense. It is incredibly disconcerting that staff, in fear of backlash, and of jeopardizing their positions, feel obliged to lie and omit certain aspects of the truth. What is more disturbing, is that they are prompted by those that they should be able to trust. With that- please understand that I do not enjoy the position of whistle-blower. It is understood that there will always be shortcomings and flaws within the internal operations of any organization large or small. I am willing to overlook and even withhold trivial issues which pose no true threat or harm to those in service, or those being served. Issues pertaining to health however possess no room for ignorance or oversight.  If there is anything (among many things), that should be taken seriously, it is the health and safety of individuals in their respective environment.

According to upper management, the potential of public knowledge is the worse disease imaginable. The philosophy of “out of sight, out of mind”, however, should absolutely not apply here. That which is not seen, still exists, and I would expect that one would at the very least possess some level moral compass.  Management should be in place because they have earned the right to be, and should be held accountable for that which occurs under their direction.  Those more concerned with keeping lackadaisical “office” hours, are in the wrong profession. This is an unpredictable field, and as such, one should be prepared for unplanned occurrences. This type of mentality should be common sense to those that understand business ethics 101.  With no clear leadership, any and all business relationships are doomed to fail.  

 Statistically, Abraxas holds a turnover rate of over 50% within the first three months of employment. While that is not necessarily surprising in this respective field, it is only further perpetuated (as mentioned previously), by the disregard, and lack of incentive. Alternately, management has admitted that the demand for “bodies” to fulfill staff to client ratio, supersedes employee satisfaction or safety. Staff who have actually earned tenure, have expressed wishes to either advance within the company, or move into other positions. The request is never considered and the response invariably the same. Staff are essentially locked into specific positions based upon the program’s needs, rather than on their work ethic and initiative. The result is that those tenured, experienced staff are treated with the same regard those with a questionable work ethic, yet fulfilling a considerable amount of responsibilities with NO regard, simply because they are able.  Additionally (as mentioned above), Staff are incessantly getting injured due to lack of staff support when riots and other threatening instances occur. Once again, overhead cost, and 1:6 ratio takes precedence. Ironic considering the amount of cost distributed to the innumerable individuals confined to “light duty”, or workman’s compensation. This aside from the creation of unnecessary Not to mention taking into account all of the corporate costs incurred when negligence leads to staff taking legal action against the company.  

Speaking of which, Legal action has become somewhat of a laughable topic of discussion amongst staff. They now consider it to be their only resort when given the option of being unemployed or risking injury as a result of chronic staff shortages.  At the risk of redundancy, it seems logical that with repeated injury as a reality, intervention becomes necessary and crucial. If this is not a possibility, operation should not be possible. Many suggestions have been given, most notably, delegating responsibility to salary based supervisors to assist in daily operations. Wage employees seem to have lost the incentive to put forth effort in the absence of clear leadership.  Most, (and I emphasize most, not all), supervisors consider themselves exempt from such responsibilities, and prefer to observe their designated units from the security camera monitors in the control room. In the instance of an altercation or riot, this barbaric mentality is comparable to watching a UFC fight from your couch, minus the popcorn.  During the aforementioned interviews staff underwent from the DPW, they were also asked about the presence of the supervisors as well as the administration superiors including both the program director and assistant program director.  Again, fear inevitably influences and propels most responses, (hence the anonymity of this letter). Administration managers are never present during incidents, with the exception of the Assistant Program Manager, who is limited in being one person, and more importantly, having no prior relationships to other members of upper management. Notably, this issue of cronyism still taking center stage in overshadowing both the opinions and potential opportunities of, the rest of the staff.

Corruption, negligence and cronyism are among some of the most self-sabotaging characteristics present within Abraxas Academy.  Due to the increasingly low morale, staff are continuing to call out daily for a plethora of unlikely reasons. Those with few instances of calling off (for example, 1-2 per year), are reprimanded with the same intensity as those chronically unaccounted for.

 Finally, those who are indeed reliable, are again mandated to stay and compensate for others in the form of 16 hour shifts.  Admittedly, the issues concerning chronic mandations have subsided, given that clients in the building are at an all-time low with talks of furloughing staff to come.  Another present concern is whether corporate management will intervene considering the decreasing number of clients, and in turn, operating at a financial loss daily.   Ironically, the current lack of regard from client to staff, mirrors that of staff to client which in turn, ultimately reflects management to staff.   The proposed “sanctuary model” was developed and constructed on qualities such as respect, honesty, and equality. Perhaps these qualities should be revisited, as the current picture depicts just the opposite.