I married the wrong person. A vindictive, jealous, insecure controlling bitch.
But I love my kids.
I married the wrong person. A vindictive, jealous, insecure controlling bitch.
But I love my kids.
Subject: RE: Janet McCarthy
Date: January 27, 2017 at 9:11:21 PM PST
To: Kenny McCarthy
I’m no acolyte, Ken. But I’m not afraid to tell the truth. Now lose my email.
——— Original Message ———
Subject: Janet McCarthy
From: “Kenny McCarthy”
Date: 1/27/17 8:54 pm
Imagine my surprise when I read your Declaration in regards to case No.: 2:16-CV-07839 DSF (Ex).
You’re a Velie acolyte?
I remember welcoming you in my home after the untimely passing of Janet. I remember my family going to your house for dinner. I confided with you, believing you were a friend of the family.
And now I realize it was all a shame.
You should be ashamed.
San Luis Obispo, CA 93401
Mobile (805) 215-0075
Baseball season ended last month for Douglas. I am humbled by the amount of work he put in.
He was the Shortstop and Team Captain on four different teams: the Atascadero Reds, the Atascadero Little League Travel Team, the Atascadero Little League All-Stars and the Atascadero Rivercats.
He attended 72 practices and scrimmages.
He played in 59 games.
Along the way he made a lot of new friends. All great players and kids.
Doug’s sports success is not indicative of what kind of parent I am. Having an athlete who is coachable, a great teammate, mentally tough, puts the work in, tries their best and brings joy to the game is what matters.
We’re both looking forward to Opening Day next Spring.
November 11th was like most days for me. Late afternoon and I needed a break from the home office before I started dinner for the kids. I walked to the Santa Margarita Tavern and sat down in front of a beer.
A couple walks in. I recognize the guy as a fellow Little League parent from Douglas’s baseball team. We say hi to each other as they sat down at a table in the back corner.
A few minutes later I turned around and looked over. I recognize the women sitting with him.
It was Karen Velie.
They were engrossed in discussion over a document, reviewing it page-by-page. I wanted to talk to Karen, but I didn’t want to interrupt their business. After 10 minutes, when it appeared they were done, I approached their table.
(In the interest of privacy, the guy’s identity is changed to John.)
Me: John, can you excuse us for a few minutes as I would like to talk with Karen.
Karen: I don’t want to talk to you.
Me: All I ask is a few minutes of your time Karen.
Karen: I don’t want to talk to you. Stop writing about me.
John: Kenny, I don’t want to get in the middle of this.
Me: John, that’s why I asked you to excuse yourself. So that you’re not involved in this.
Karen: Stop writing about me.
John: Do you want me to call the Sheriff?
Me: John, have I committed a crime?
John (pulling his cell phone out): Do you want me to call the Sheriff? Do you want to talk to them?
Me: Karen, why haven’t you called me back? You promised you would?
Karen: Stop writing about me.
With that said, I excused myself, left the establishment and walked home.
One day in May 1994 I came home from my first day at Dick’s Sporting Goods, loosened my tie and opened a celebratory beer. It was early evening and the day’s sun was setting, sending rays of orange light onto my back deck. My wife was pregnant with our first child. We had settled into our 10-acre homestead the previous year. Life was good and it was as happy as an afternoon as I would ever have.
This morning I woke up in my bed, in a house that I didn’t own. It was chilly because we turn the thermostat off to save money. My phone beeped, alerting me to an email alert from my bank stating that my account balance had dropped below $100. I have no savings, having lost it all in my wife’s fight with cancer, her death and three subsequent years of unemployment. And I ask myself – “Well, how did I get here?” I have never been arrested. I am not an alcoholic. I smoked a little weed in college thirty years ago, haven’t touched it since. But I have committed one of the most basic sins in America. I had failed. I lost everything I worked for – the houses, cars, the 401k, motorcycles and vacations. All gone. And nearly my sanity. Yet I am not alone. Since 2008 over five million families lost their homes to foreclosure. Real wages have declined since the Reagan administration. Millions of people have stopped looking for work. In America the Walton family holds as much wealth as the bottom 40%. Worldwide, 85 people hold as much wealth as the bottom 50%. The top 1% continue to accumulate wealth, at the expense of the rest of us. But this isn’t a story about them. This is about me. My failure was all the harder because I had my dream job.
Back in 1994 Dick’s Sporting Goods had a vision. I was a part of it, and it was captivating. The eight years I spent there were exhilarating. The Company went through two rounds of re-capitalization, going through several periods of comp sales decreases. I struggled to keep the vendor community engaged. I learned how to engage and motivate our customers. I learned how to build an assortment, how to price & promote, how to market, how to launch a label, how to turn goods, how to maximize margin mix, how to develop product lines. We punched the chain out to 132 doors. I was managing a $70+ million division. I loved what I was doing. When the scooter fad hit in 2001 I jumped all over it. I picked up a quick three million dollars in sales. I killed my bonus plan that year. Because we were in a pre-IPO my GMM baked the scooter numbers into my plan for 2002. I vehemently argued with him, it was only a fad and thus not sustainable. He kept it in the plan. We go into 2002, the scooter business withered. Gone, empty, you couldn’t give the crap away. I managed our receipt flow, not getting caught with inventory. What else could you do? I was going to miss my plan by millions. I had always made my numbers. I was Buyer of the Year, Member of the President’s Buyer Council. For five days a week, eight years I left for work before dawn and returned home after dark. I was The Company Guy, a Salaryman. I was lucky to see my kids before they were tucked into bed on weekdays. I was worn down by the three-hour daily commutes, the 10-hour workdays, the weekend travel to stores every month, the relentless trade show and buying trips. I was missing a big part of my Girls growing up. My wife’s BPD wasn’t helping matters, she was starting to push my kids away from me. It had gotten out of my control, the long workdays, the fucked-up work/life balance, the unattainable plan. The dynamic that existed was that I was going to do the same job year after year, only do more of it and do it faster. My Dream Job became hell. I had to make a change.
It all started innocuously. I grew up not having any career aspirations, just coasted in high school. I had joined the Out Spoken Wheelmen, a local bike club and where I met Arni Nashbar. One day in May 1977 Arni offered me a job. My first paycheck was $14.00 – 7 hours @ $2.00/hour. I was riding a lot and getting some results. Work was fun – taking telephone orders and answering customer questions, orders to pick in the warehouse, mail orders to process, deliveries to be unloaded, shelves to be stocked, retail customers to be waited on, custom bikes to be built, frames to be prepped. I’d go in on Saturday mornings to catch up on the order backlog. But something was missing. I realized that there were better things than being a warehouse/retail clerk. I enrolled at Youngstown State University. No one in my family had attended college. I thought I wouldn’t be able to cut it, having just gotten by in high school. I worried how I was going to pay for tuition. One day I was over an engineer’s house. He was a professor at the university and rode a lot with the club. He was building wheels on the side for Bike Nashbar. I asked him if he could teach me how to build. I found out I was real good at it. And it helped put me through school. I spent the next six years working from 8:00 – 4:30, then going to classes from 5:40 until 9:30 every weekday. Five days a week, for six years. One night a week I would build wheels from 10:00 until 2 or 3 in the morning. Saturdays was all wheels, I’d build non-stop from 7:00 in the morning until 11:00 at night. Sundays became the only time I could ride. Running after hours was how I could kept in shape during the week. One dark evening while I was flying down a trail, I stepped into a hole and went flying. I broke both my arms trying to break the fall. It turned out to be, literally and figuratively, the luckiest break in my life. With both arms in a cast I couldn’t work in the warehouse. Arni sat me at desk to try some buying. It turned out I had a proclivity for it, this I started my career as a merchant. I graduated with Honors, earning a perfect 4.0 in my Finance major. I quit building wheels to focus on the Company and my new marriage. I began to drive it at work. Having learned how to capitalize and budget, I began to develop plans for sales, turns and margin and steered dollars into high-growth categories. One of the special projects I took on was designing a conveyor-based warehouse picking system and supervising the installation of the conveyors, gravity racks, pallet racking and shelving. When it came time to commit to ordering the fixtures I made an executive decision because my Boss wouldn’t commit. I nearly got fired over it. Karen, our Controller, saved my ass. All turned out well though, we made our deadline and moved into our new warehouse. That system is still in use today. I pushed the hard lines business to over $20 million dollars. I learned to put together a line of bikes, first in Japan, then into Taiwan and finally China. I travelled overseas regularly, developing and sourcing product. I built much of the content in the catalog. It was a lot of work but fun too. And I enjoyed the people I worked with. I put together a 5-year business plan for pre-built engineered wheels, years ahead of Mavic. It showed we would have made a profit by the second year of operation. Arni seemed OK with it but Jerry, the VP, nixed it. Jerry wanted his little brother to have the work. I was frustrated, at a dead end. It was the last straw for me. There was no room in the Company to move up, no room for my ideas. In the spring of 1994 I decided to look for another job. Two months afterwards I found the position at Dicks Sporting Goods.
Eight years of working at Dick’s burned me out. I took a sabbatical and backpacked the lower half of the Appalachian Trail. I returned, energized and ready for the next challenge. People told me that leaving your job before getting a new one was tantamount to career suicide. It seemed everyone in the industry loved me, so I didn’t give it a second thought. I started making some call, soon finding out no one was returning my calls. Panic. I sent out hundreds of Resumes. I’d spend hours on each cover letter making sure it matched the job requirements of the position. I logged every call I made, every email and letter I sent, every contact made. I called everyone I knew, asking if they knew anything open. I had telephone interviews with dozens of companies. I landed eleven interviews. Some of them went pretty well, so I thought. No one made an offer, after a year of searching. I was running out of savings. And I had a family to support.
My family business was a sleepy, little bait and tackle store. One day I had an epiphany. To develop a store concept, get some capitalization, and roll it out to more locations? So I decided to spend time on the family business. I repositioned the store as a premium Archery destination. I changed the merchandise mix to reflect our new demographic target. I remodeled the store and installed a modern POS system. The results were very encouraging. Sales nearly double in the first year, and were ramping up for another big gain the following year. Mom had been running the business under the guise of a sole proprietorship. I drafted up Articles of Incorporation for a LLC that allowed her to draw a monthly rental income off the real estate that was higher than her personal draw. We would be able to expense that out too. And I would have collateral to get bank financing for expansion. My store concept was working and I wanted to roll it out to more locations. I needed to get the LLC finalized. Mom wouldn’t sign the papers. She couldn’t find it in her to personally let go of the business. She had worked very hard her entire life and she couldn’t bear herself to sign the stock warrants over to me. I underestimated how hard this was for her. And I didn’t have the courage to help her confront those fears. Reality came crashing down. My dream of wanting to work for myself crumbled. I resigned myself to re-entering the job market. At the same time I was concerned about the quality of life, the lack of outdoor activities, the lousy weather, the political corruption of the Mafia in Youngstown, the lack of opportunity. There were a few places I wanted to live – Colorado, Seattle and the Central Coast of California were places I dreamed about. I researched companies that were located there and I picked up the phone.
Copeland Sports had a good reputation in the Sporting Goods as a premium merchant. I cold-called them to ask for a job, a long-shot but why not? I asked for their GMM and was transferred to her. I told her who I was, why I was calling and asked if “you can use someone like myself”. Long story short, several months later I negotiated a compensation package and began preparing for my family’s move. I was finally moving to California! We travelled across the country on Amtrak in a private sleeper cabin. It was a luxurious 3-day trip where the kids got to experience the size and beauty of our country. One time we were sitting in the viewing car with other passengers, gazing out at the Rocky Mountains, when Douglas suddenly pointed out the window and shouted “Cantaloupe! Cantaloupe!” There were no cantaloupes to be seen. He had spotted a herd of antelope. Everyone in the car laughed. Good times. The company had checked out well during my research. They had a great reputation within the vendor community. My vendors told me Copeland’s always paid on time. Their store concept looked good, putting seven distinct “stores” within one roof. My new office was in downtown San Luis Obispo, CA. The happiest place on earth, as Forbes Magazine would call it. After spending the first morning filling out routine paperwork, I sat down at my new desk and started to look into my areas. When I sat down with a pencil and paper and calculated the inventory turn, I came up with 2.18. I didn’t believe it. I ran it again on a cost basis. It was accurate. At the margins we were making, that turn meant the Company could not afford to replenish their inventory on a profitable basis. The run rate was unsustainable. When I got home that evening I remarked to my wife “I think I made a mistake”. That wasn’t the worst of it though. The Company was being run on an ancient Wang VX-1200 mainframe. It was stepping back in time twenty five years, to my Fortran days at YSU. They would generate reports and send the jobs to a spooler to be printed on 158-column green bar paper. The worst was seeing my colleagues spend hours a day transposing numbers from hard copies into Excel spreadsheets for analysis. No one there had thought of simply taking the txt files directly from the spooler, zapping the file with a text editor, and importing directly into a worksheet. Everyone’s mind exploded when I showed them that. The prior year the Company got an injection of $20 million from a VP firm based in New York City. With it they installed their guy at CEO, Joe Fernandez. He was a real piece. Expensed his manicures. Palatial office space with the buyers crammed into cubicles. An ego as large as Trump, a walking dictionary of corporate-speak. You know the type, but I’m digressing here. The company had spent all of the money the previous year buying inventory. The buyers went nuts, filling the stores up. None of it went into IT investment. Copeland’s had a great year selling the new receipts, posting impressive comp gains. When it came time to replenish, well, that’s where things got interesting. That buying binge masked a lot of terrible buying mistakes. Unsaleable inventory was accumulating in the stores. I had taken over a couple of divisions. The Golf business was a mix of 40,000+ SKUs. The Company’s policy was to print a full price ticket for each item, with an internally generated upc. It was retarded because the system had the capacity to map manufacturer UPCs into the register POS system, negating the need and expense of printing new stickers. But no one had implemented this. Less than 50 golf items had their manufacturer UPC scanned in! Bikes was worse. Goods would get rung out under the wrong code; i.e., I’d bring in an assortment of drivers across a size run per door. A customer would walk up to the cashier with a Calloway Big Bertha – medium flex, 9° loft, righthand. The cashier would manually enter it as a stiff, 10º righthand club because the Copeland’s sticker was mis-labeled, lost or un-readable. My Rebuyer would bring in more goods in accordance with the sell throughs. The store would end up with TWO stiff 10º righthand clubs and NO medium 9º righthand clubs. This nightmare played out like this with every item, every store, every department. The stores were what I called OB² – Over Bought and Out of Business. On my first trip to one of our Las Vegas stores I walked into an empty rack of BMX bikes. Zero on-hand, inventory showed 60+. Why didn’t anyone at the store call me? I pulled past audits but didn’t get anywhere – their last pre-fiscal inventory had the numbers showing, no one could tell me what happened to 60 bikes. The store and hardwoods manager maintained they never had those bikes. Yet no one bothered to pick up the phone and say “um, we have no BMX bikes here”. It just wasn’t part of their culture. No wonder the store wasn’t making plan. They didn’t have the right product allocated. The last straw for me was when I picked up the phone one day and Dennis, our VP of Store Operations, was on the other end going off on me. He was a real piece, the most sadistic manager I’ve ever run across in my career.It turned out that day the store he was in was out of business in swim goggles. The system showed hundreds in stock. He didn’t care, unleashing a profane tirade, saying it was my fault and how badly I failed him. Him. When your IT is so fucked up no, it’s not my problem. It’s Joe’s. We just completed reconciling a fiscal inventory. The overall shrink was a bit high at 4%. But the over/under was huge. I mean, just huge. My second Dream Job was falling apart. There was nothing I could do to help them anymore. I resigned a year into it to go work for VAS. Eighteen months after I left, Copeland’s declared Chapter 7.
VAS was a case study. It was the industry leader in action sports video. Staffed by some incredibly talented people, all with big hearts. We were carving out new territory and I was stoked to be a part of it. They had this interesting dynamic of operating underneath a VC investment group. The VCs were removed from the realities of our marketplace; e.g., wolves in a henhouse. Every few months the principal would randomly swoop in from his NYC home and completely disrupt our business strategy/platform. It was a Monday morning, November 5, 2007. Michael, the VC Managing Principal, had flown in from NYC the previous day. George, the President, called me into his office and fired me. George also fired the Creative Director and several other people. Then Michael fired George after he did Mike’s dirty work. None of us had no clue this was going to happen, no idea this was coming down. Not even George. Heck, we just closed October out, our first-ever million dollar month. We were doing great. I was told that there was a change in the business model and that I was no longer a part of that. Eighteen months after I was fired, VAS closed their doors.
I went home that day and told my wife the news. She went apeshit, taking the birdcage with my three finches in it and throwing it at me, in front of the kids. I walked out of the house, leaving the kids to gather up my three little finches. My Landlord lived only a few houses away so I went and told him the news and asked for an extension. He still expected the rent to be paid on time, as always. The next day I made another cold call, much like the one I made to Copeland’s in 2003. I called the owner of Cambria Bicycle Outfitter. CBO at one time was solid Top 5 in mail order. It had fallen on hard times. Marketing was non-existent, the stores were a mess, and the website was archaic. But there was still cachet to the brand. I sensed a turnaround opportunity. All it needed were some disciplines put into place. The owner liked my ideas and hired me. Two weeks later I started at CBO as their General Manager. When I started my tenure the company had just came of a $1.5 million decrease in sales the prior year. I turned it around and eked out a 10% sales increase the following year. Our monthly uniques increased by over 125%. We booked our first profit in three years. The IT infrastructure was a shambles. I migrated the internal network/ERP to a virtual space to improve performance and saved $1k a month. The owner wasn’t happy with this nor the pace of our turnaround. I pointed out that we missed sales due to out-of-stocks from our poor cash position. He didn’t want to invest any capital. He decided a merger with a San Diego-based competitor was the solution. I couldn’t see the value in the strategy but as a good soldier I had my orders and I complied. After six months and a significant outlay of our cash, we had nothing to show for our side; zip, nada, zilch. I told him that it wasn’t going to work. He didn’t want to hear it. We entered the winter of 2009/2010 in a precarious cash position. I had already cut payroll to the bone. We flipped into the new year and the owner let me go. It was January 15, 2010. I was now staring at unemployment, with a wife who just completed a cancer battle and three wonderful kids. The cancer fight wiped out all our savings. Things looked bleak that day. I went to the unemployment office and filed for employment for the very first time in my life. I had never been so humiliated and denigrated in my entire life. None of the staff appeared even remotely qualified for their jobs. They didn’t even care. And there I was, unemployed. I was in a daze, utterly and hopelessly disoriented. For the second time in my life I began a job search while unemployed. I had a nice, solid resume that showed constant forward progress in my career from buyer to merchandise director to general manager. But trust me, companies don’t hire people who happen to be unemployed. Little did I know what was in store for me six months later. That’s when I found my wife of 23 years dead in the shower.
What happens on a day like today, when it feels like you hit rock bottom? Well, you don’t bounce back up. You crawl back, fighting every step of the way. You take it one day at a time. Every day seems like there are setbacks. If there is one thing I learned from failure it’s this: You can waste your energy ruminating on things you can’t control. You can ruminate over what’s happening in the outside world. You can ruminate over what other people do, over what they think of you. You can ruminate over what happened in the past. But it will only lead to mental ruin. Human beings are unique creatures. Millions of years of evolution have blessed our minds with a special capacity, something no other animal has. Animals rely on instinct, not cognitive thinking, to survive. We alone can freely chose our what we do next, our actions. Only we can make things happen for ourselves. Only I can chose the lines I color in. That is the gift of Free Will. Choose wisely.
It was four years ago to the day that I was fired from my duties as the General Manager of Cambria Bicycle Outfitters. The owner said I had failed to increase business fast enough.
When I started my tenure the company had just came of a $1.5 million decrease in sales the prior year. I turned it around and ecked out a 10% sales increase the following year. Our monthly uniques increased by over 125%. We booked our first profit in three years. The IT infrastructure was a shambles, so I migrated the internal network/ERP to a 3rd party hosted space. We improved performance and lowered operating costs by over $1k a month.
The owner wasn’t happy with this nor the pace of our turnaround. I pointed out that we missed sales due to out-of-stocks from our poor cash position. He didn’t want to invest any capital. He decided a merger with a San Diego-based competitor was the solution. I couldn’t see the value in the strategy but as a good soldier I had my orders and I complied. After six months and a significant outlay of our cash, we had nothing to show for our side; zip, nada, zilch. I told him that it wasn’t going to work. He didn’t want to hear it.
We entered the winter of 2009/2010 in a precarious cash position. I had already cut payroll to the bone. We flipped into the new year and the owner let me go.
I was now staring at unemployment, with a wife who just completed a cancer battle and three wonderful kids. The cancer fight wiped out all our savings. Things looked bleak that day.
Little did I know what was in store for me six months later.
Courtesy of The Rock
Authored by Paul Embry
I ask you to remember the story of Solomon and the two women who claimed to be the mother of one baby. Solomon suggested that they cut the baby in half, so that the women could split the benefit the baby brought. Only one of the women was satisfied with this arrangement and she, of course, was plainly not the actual mother because she thought of her own well-being before that of the child.
You must look to the children here, and only to the children.
It is they who are being harmed by the separation from their family, whether the removal was justified or not. The usurpation of the situation for leverage in your County /CAPSLO mud-feud is just another slimy stone on the sickening road you and your enemies have built. You are all responsible for the condition of the children at the moment, and instead of thinking of them you and your selfish, self-absorbed group have elected to take your troubles to the streets. Those of us who are not committed to either side ache only for these kids. Those of us who are familiar with CWS are astounded with your hubris, and wonder why, when the CWS nosed into OUR lives – justly or otherwise – it wasn’t news. No amount of bully pulpit invective, whether published on a blog masquerading as a newspaper or broadcast countywide on the local Winchell’s AM Radio segment, is going to help the kids. Claims of conspiracy or collusion will keep your name on people’s lips even as depression and lactose ruin the kids. Smearing your enemies (without substantiation) amid this personal debacle serves only your historic agenda, and tells the world that you have priority issues while these three children go dirty and disheveled to school and reap derision and bullying from their classmates.
Bringing this mess before the general public creates sympathy for you and the kids, yes, but the least amount of forethought from the viewpoint of the children would’ve made you consider that you’ve just given motivation and ammunition to those schoolmates who are teasing and bullying them. Your self-serving nature has outed you and you should be ashamed.
For the sake of your grandchildren I will offer you some advice, but first I will tell you why I think I’m qualified to do so.
The existence of my daughter was announced to me by a CWS social worker, who also informed me that they had taken the child from her mother at birth. For the better part of a year I lived the action plans, classes, unwarranted drug testing, surprise inspections of my home, and all manner of inconvenience and indignity – all because I had committed, in the legalese of the machine, a “failure to protect” the child from the abuses of the mother. Never mind that Roe v. Wade says that what someone does with the baby inside them is nobody’s business; never mind that I had no documented drug or alcohol problem; never mind the lies lawyers and social workers told me. Never mind anything.
They had my child and they had all the power in the world.
I had no news outlet from which to raise the hue and cry; Dave Congalton did not postpone his gallstone surgery to lend me an hour and a half of his soapbox time. Additionally, I worked nights in a bar and lived in a rented room. My life was not adapted to the addition of a baby, and it was all common knowledge to the people at Social Services.
Eight months later, I was given a knowing nod from the judge who had just ordered my child into my custody and CWS out of my life. That nod said to me that she respected my handling of a terrible, terrible situation. I made sure that everyone in the courtroom heard me tell my one-year-old daughter that I don’t intend to buy her another “courtroom dress” until after she has passed the bar. I’m also certain that I’m a better father because of the things I learned complying with my action plan than I would’ve been without having done so.
I’m not saying this to aggrandize myself. I’m telling you why you should listen to me. Further, I have no love of CWS, CAPSLO, lawyers in general, or politicians in totality. If I have a bias in this whatsoever, it is the disdain I have for the blank spot where your blog’s ethics should be, and the fact that I think you must have been sick the day they taught journalism at journalism school.
To begin: I am personally acquainted with a grandmother who just last year was deemed unfit for placement on the grounds of a DUI conviction that had been adjudicated over a decade ago. So it is something that is done. It may or may not be a matter of policy, but it is certainly a matter which enjoys precedent, and thereby cannot be something “cooked-up” to be used solely against you. To claim otherwise is to convolute the process and harm the children.
You may truly believe that they are holding your job against you, but I suggest it is the way in which you do your job that rankles. Perhaps not the crusade itself, precisely, but possibly the fact that you’ve gone crazy, shining the light of the free press on all of the few detractors and left in darkness any who honestly praise and thank CAPSLO. It makes you look self-serving and – if not dishonest – ignorant of the tenets of your profession.
You may truly believe that the mention of the word “attorney” to your grandchild is the reason that your personal contact with them has been suspended, but I suggest it is the introduction of complex concepts and mature matters to young minds that are already distressed.
Confusion is not going to calm anyone, nor is confrontationalism. You should have been explaining to the kids that everything was going to be okay; that they should make the best of a bad situation in the knowledge that the situation won’t last forever. I’m betting that keeping your children up to speed on the hiring or firing of legal staff is not a policy invented just for you. Perhaps it promotes an adversarial feeling between the children and the temporary caregivers. Fool.
When you take to the airwaves and say “I just want to know how they can do this,” you’re not serving anyone’s needs. The switchboard will light up, and the craziness begins. Anyone at social services who might have been moved by sympathy for your kids will be too busy manning the siege engines to do anything else. A real reporter who had a similar question might check the Welfare and Institutions laws that regulate such bodies, as well as the civil, criminal and family codes which pertain to the removal of children and the processes thereafter. Such research, done in time, would’ve enabled your daughter to get her story before the judge in counterpoint to the claims against her; clued you all in to the subtleties of language used by social workers and lawyers and entitled you to any advantage such understanding may provide; removed the mystery surrounding the machinations and protocols of the CWS/Court experience; and provided insight into the rules and guidelines which apply to CWS caseworkers and foster-parents.
This way you could’ve fought wisely. Crowing willy-nilly about perfectly legal “injustices” you’ve suffered doesn’t help you reunite with the children; it merely illustrates that you neglected to fact check before speaking publicly.
You must realize that the Social Worker assigned to your case has great leeway in what she may permit or deny, and that it is his or her recommendations that carry the most weight with the judge. That is because the caseworker is employed to see beyond lie and performance in order to require (by way of the action plan) those things that are genuinely needed by the family – not only for reunification, but also for permanent resolution. It is their job to detect and ignore nonsense; they are the judge’s eyes and ears in your world. Everything they permit or deny must be justifiable and defensible, and if they have a reason to dislike you it’s because you gave them one.
Remember that this agency exists to deal primarily with the worst kind of people, people who will go to great lengths to conceal truths about themselves and their living situations. The caseworker who is not skeptical of everything is either new or not a very good one. If you’re going to allow your cronies to spill her name to the public and make all kinds of specious and scurrilous accusations against her, don’t be surprised when she tells the judge that you seem to be more willing to fight the process than to take the necessary steps for reunification. Don’t be surprised when the judge believes her, especially if she heard it with her own ears along with the rest of us.
You may also believe that your daughter failed her action plan because she couldn’t leave work for a doctor’s appointment, and that could indeed bear some part in it. It’s entirely more likely that some conversation surrounding the missed appointment reflected a continuing oppositional attitude toward the process. Nobody at CWS is going to tell the judge that the circumstances, which led the children into state custody, are changing (or are likely to change) when the principals are participating only grudgingly and seem still inclined to resistance.
These people have already determined that change is necessary in the home. The best thing you can do is maintain an earnest demeanor and ardently comply with their requirements. The caseworker is required to help in any number of ways once you turn the corner and embrace the reunification plan, but most people never figure that out. They, like you, would rather fight the system, inflate themselves, and leave the kids twisting in the wind.
Get a clue, lady, and help your daughter get her kids back. Foster care that is good is very good, and foster care that is bad is often incurable. I encourage you to forget all the craziness you’ve filled your life with and dedicate your time and intentions to your daughter and her re-unification plan. If you’ve a shred of humanity, you should already loathe yourself for the ways you’ve both marginalized and exacerbated the plight of your grandkids and hijacked sympathies intended for them to feed your own demons. Atone.
And the guy on the radio who offered the gift cards who you blew off? He was trying to eliminate any excuse a foster may have for forcing cow’s milk on the child. If the alternative to milk were free, what objection could be raised? He could drop those gift cards off at any social services office with the name of the child and a bit of written explanation and the issue of lactose intolerance would be solved. That this escaped you is representative of the situation as a whole.
Selfish, selfish woman.
Get off your high-horse and urge your daughter to comply. Gleefully. While she’s at it, she could try to get something out of the classes and counseling and therapy. It wouldn’t be such a crime to bring the kids back into a better home than the one they left, would it?