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England’s National Health Service Is Suffering Growing Pains

Peter Byrne/PA Wire URN:34998098

As T.S. Eliot said, “This is the way the world ends. Not with a bang but a whimper.” Recently, much whimpering has come from the thousands of infirm people waiting in England’s overcrowded, understaffed hospitals. The sick lay on stretchers in hallways for entire days, or on the floor. Some wait for hours in the ambulances that brought them to the hospital.

For the London Review of Books, James Meek examines the crisis that has struck England’s National Health Service. Preparing for a surge of aging citizens with various ailments and a dependence on caretakers, NHS initiated a transition from an old hospital-based system to a new ambitious system centered around home health care. Unfortunately, the transition has not been smooth, and the future looks uncertain. The reform also has people asking what kind of country they want England to be: one of solidarity and publicly funded health care, or one of privately funded care where, like the United States, everyone fends for themselves.

A whistleblower told the Health Service Journal that ambulance delays in the east of England had led to the deaths of at least 19 patients and serious harm to 21 more. On 1 January, an 81-year-old woman in Clacton, Essex, dialed 999, complaining of chest pains. The ambulance took three hours and 45 minutes to arrive. It was too late. A few days later, a 52-year-old man in Norfolk collapsed with severe chest pain and vomiting. He was taken to the Norwich and Norfolk Hospital, but had to wait in the back of the ambulance that took him there for four and a half hours before being seen by a doctor inside the building. He was told to go home and collapsed again when he got there. Two ambulances sent to get him were diverted to other calls and by the time he returned to hospital, his life couldn’t be saved.

One doctor in a major A&E department in the east of England told me he’d witnessed short cuts taken by staff under pressure. For a time, ambulance crews had been allowed to leave patients in a hospital area that wasn’t technically A&E reception. One elderly patient with abdominal pain was diverted within the hospital from emergency medicine to a GP-style consultation, sent home, returned to the hospital a few hours later, and died. “What I’ve seen is the relentlessness of the shifts,” the doctor said. “The intensity. The feeling of higher and higher accountability. And then a lack of investment in staff. Asking them to do more and more and more, to cover more and more patients. There’s no give and take. The staff they should be investing in get more and more demoralized. You’re at risk of creating a Mid-Staffs environment where people don’t really know who they’re working for and start accepting risk that previously would have been deemed unacceptable. They stop reporting things because they reported them before and nothing happened. It’s creating a dangerous culture.” What should be done? “Stop decreasing capacity. Build capacity and build staffing. The party line is always ‘it doesn’t affect patient care.’ Of course it fucking does.”

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Bang and Vanish

Great white heron / Getty Images

Janice Gary | Longreads | April 2018 | 20 minutes (5,587 words)

 

The fields quivering, the skyline a grimace,
At any second to bang and vanish with a flap …

— Ted Hughes, “Wind”

 
We had been in Key West only five hours when the shit hit the fan. Six fans. One in the kitchen, two in the living room, one in the bedroom, and the two in the dining room where my dog lay on a red oriental rug panting incessantly, his sleek black-and-white body trembling from head to tail.

I squatted next to Winston and pressed my hand against his chest. His heart beat erratically. “What happened?” I asked my husband.

He ignored the question. “Where the hell were you? I called. I texted.”

“I turned off the phone,” I said. “I’m sick. I didn’t want you to wake me.”

“Well you’re awake now.”

I was awake alright. Awake and alarmed. Winston stared out into space, his eyes glassy and unfocused. It seemed like he didn’t even know I was there. “Are you going to tell me what happened?”

“I don’t know,” Curt said. “One minute he was walking down Duval Street with me and the next thing I know he could hardly move. I had to carry him home the last two blocks.”

Instinctively, my hand moved to Winston’s belly. The first thought was bloat — a twisted gut, always a possibility for large-chested breeds like his boxer–pit bull mix. But his stomach wasn’t distended. I pulled back his lips. Pale gums. Not a good sign. I considered taking him to an emergency clinic but simply walking through the door of one of those places could cost hundreds of dollars.

“Take him now,” my sister screamed over the speakerphone. She said it could be anything — bloat, internal bleeding, a brain hemorrhage. After hanging up, Curt and I looked at each other suspended in a trance of uncertainty. My sister was known for histrionics when it came to health, canine or otherwise. I asked Winston what he wanted to do. Like Jesus rising from the dead, he got up on shaky legs and walked to the front door. “I guess we’re going,” my husband said.

***

We hadn’t even been in town long enough to unpack. This was not a vacation. It was something bigger, a trial run for living and working on the edge — the southernmost edge of the country — a jumping-off point for artists and eccentrics who had one foot on the ground and the other on something much less solid. But the endeavor felt jinxed from the start. Leaving three days before New Year’s Eve, we ran smack into holiday traffic and an accident that had us crawling through the state of South Carolina for hours. In Georgia, we passed a burnt-out carcass of a car frame — a stark reminder that one wrong lane change could end everything. Even worse, for most of the trip my husband was sick with a terrible cold, which, despite my best germ-avoidance techniques, left his body and began to assault mine by the time we reached the Florida state line.

***

Winston’s crisis gave us our first lesson in what it was like to live in the Florida Keys. Outside the ubiquitous convenience/liquor store, all-night resources were far-flung and limited. The only emergency veterinary clinic in the entire island chain was 50 miles away in Marathon. And there was only one way to get there — U.S. 1, the Overseas Highway — heading back in the direction we had come.

Usually, driving on the Overseas Highway thrilled me in a way nothing else could. It was all sea and sky, the waters a liquid kaleidoscope changing from aqua to olive to cerulean to a million shades of turquoise with the slightest shift of light or shading of cloud. I loved that water so much that my last will and testament included a map indicating the exact spot on Bahia Honda where I wanted my ashes scattered. But at 1 in the morning with no moon, an invisible sea, and the threat of rain in the sky, the only thing out there was a black void, and in that void I saw another road, the one we had traveled earlier that day, traversing a sea of grass into a time and place where the confluence of the ordinary and the mythical appeared out of nowhere and disappeared just as quickly.

***

Coming down we had driven from Naples to Homestead on the Tamiami Trail, an old two-lane highway connecting the west coast of Florida to the east at the southernmost tip of the state. The trail, named for its Tampa-to-Miami route, bored straight through the heart of the Everglades as part of the Army Corps of Engineers’ earliest attempts in the 1920s to drain the Big Cypress Swamp.

The asphalt unspooled across a vast expanse of grass, extraordinary in an ordinary way, full of nothing but sun, sky, sedge, and glittering water concentrated in concrete canals, which constricted the rivers that once flowed freely. The only visible wildlife were birds — predators mostly: falcons, egrets, herons, and cranes arcing in wide circles high above the marshes, searching for their next meal.

Somewhere mid-route, a large white heron flew out of a tree and soared across the road in the direction of a drainage ditch on the other side. As the bird made its descent, I turned my attention to my iPhone and some god-knows-what internet headline. Suddenly, my husband yelled out, “Shit! What the hell?” His voice was so startling I immediately looked up from the phone, and there, on the tarmac in front of us, saw what he was screaming about — a mangled white bird body, its twisted white plumage flapping in the breeze.

Then it — and we — were gone.

“It was that van,” my husband said, motioning toward the windshield. Two cars ahead, an old tan minivan slowed and wobbled toward the shoulder.

“The bird was flying across the road, when bang, just like that! It went straight down into the path of the van.”

I turned to the passenger window and studied the landscape of the Glades. Sun glinted silver on a patch of water. Two hawks soared against a blue-white sky. I felt my heart drop into my stomach. “This is not good,” I said.

“What do you mean?” my husband asked.

“A white heron dying like that. It’s a bad sign.” As the words left my lips, I felt a weight pressing on both of us.

***

I come from superstitious people, Eastern European Jews who created elaborate rituals and mythic narratives as a way to elude the dangers of poverty, death, and religious persecution. Safe was never safe. Brides could be raped and killed while traveling to meet their grooms in the next village. Boys sent out for milk might end up with their heads lopped off by drunken Cossacks sweeping through town. The only way to control the uncontrollable was through tricks of the mind, making deals and appeals to the demons, the dybbuks lurking just out of sight.

Growing up, my mother wouldn’t let us pass over open safety pins. Bad luck, she’d say. So was walking back into a house once the door had been locked. But all the closed safety pins and doors in the world didn’t stop me from walking out the door one morning to find my father dead in our driveway, a suicide finally carried out after years of threats. It didn’t protect me from being taken down and raped on a dark street far from home. Still, or maybe because I know bad shit can happen anytime, anywhere, I look for signs.

‘A white heron dying like that. It’s a bad sign.’ As the words left my lips, I felt a weight pressing on both of us.

It’s complicated, this way of seeing the world. My default setting is not logic, but supposition, born of an overactive mind constantly searching for metaphor and meaning. As a student of Zen Buddhism, I’m fully aware that in order to see the true nature of things I must free myself from this web of delusion. “Life as it is,” my sensei says, which means a dead bird on the highway is just a dead bird on the highway. But I struggle with this. Magic and myth are part of my epigenetic inheritance. There is a crazy witch living inside me who constantly fights the clear-seeing samurai warrior on the Noble Eightfold Path. And although I’m embarrassed to admit it, more often than not, it’s the witch who wins.

***

After hitting the bird, the driver of the van pulled over and turned on their emergency blinkers. At first, I thought he had stopped to check on the bird, but no doubt he wanted to see if his car had been damaged. I pulled up Google and entered Great White Heron symbolism. There was some new age bullshit about taking a stand and finding stability. Another site said it represented following intuition. When I found a brief mention that the bird could represent death, I followed my intuition and stopped my search.

“It means death,” I told Curt at the time.

He gave me a puzzled look. “Whose?”

“My Mom. Maybe yours. That’s my guess.” Both of our mothers were in their 90s.

We continued on in silence. A large wooden totem loomed ahead, marking the Miccosukee Visitor’s Center, which advertised gator shows and airboat rides. I must have still been in shock from seeing the shattered bird; I remember how I longed to jump out of the car, hop on an airboat, and glide down that silver water, stopping time and movement to make sense out of what had just happened. But we continued on the Tamiami Trail to its terminus at Homestead where we picked up the Overseas Highway and made our way down the Keys while the cold germs settled into my body and the memory of the white bird fluttered in my head.

***

The emergency clinic was easy to find; it was one of the few places on Marathon that actually looked open for business at 2 a.m. We rung the bell and were buzzed in by a pleasant blonde woman who took us directly to an examining room. Within minutes, a young vet dressed in blue surgery scrubs entered. He bent down, listened to Winston’s heart with his stethoscope, and then stood up and studied him. Winston moved slowly across the tiled floor, wagging his tail half-heartedly when the vet called his name.

“I think your dog is stoned,” he said.

My husband and I looked at each other and shook our heads. “Stoned?” my husband asked. “How could he be stoned?”

Apparently there were many ways a dog could be stoned in Key West. A roach dropped on the sidewalk on top of an errant French fry. A piece of pot brownie discarded on the curb. A bud embedded in a splotch of ice cream, slurped up by a quick tongue. It seemed crazy. But possible.

Our mood lightened for a moment. If it was true, we’d have a great story to tell; our dog would forever be known as the Little Stoner. But even though he looked stoned and acted like it, I couldn’t shake the dread that followed me all the way down the highway to the clinic.

“What about internal bleeding?” Before leaving the house, I had done some quick research on Winston’s symptoms on the internet. It seemed like a possibility.

“Maybe,” he said. “But I’ve never seen a dog with internal bleeding wag their tail.”

That barely moving tail was a faint shadow of Winston’s usual boisterous greeting. The vet suggested my husband drive to the 24-hour Walgreens to buy a drug-testing kit. Who knew you get those things in a drug store? I hoped the test would prove he was stoned. But as I sat on the stool under the harsh fluorescence of the examining room, the white bird sat next to me, his mangled feathers fluttering like the panic in my gut.

“I could do an ultrasound if you want me to,” the vet said.

I wanted him to. He took Winston to the back. When he returned without him, his face told me what I had feared. “He’s bleeding.”

The foggy image on the ultrasound showed a swirl above his spleen. The X-ray that followed was clearer: a huge mass had ruptured and was spreading through his system. He needed to be stabilized immediately, the vet said. Then, the spleen would have to be removed. After that, a biopsy.

“Fifty percent of these masses are benign, fifty percent cancerous,” he explained. Our options were to operate and hope for the best. Or do nothing and have him die that night. There was no hesitation on our part. He was a young 11, puppy-like at an age some would say is old in a boxer. We were not ready to say goodbye.

Is anyone, ever?

***

We left Winston with the vet and drove back into the darkness. On the way home, bridge after bridge, key after key, I mentally dissected the incident of the white heron on the Tamiami Trail and compared it to what just happened. My husband saw the bird hit by the car but I only saw the aftermath. Curt witnessed the moment Winston went into shock; I only saw what happened after. Both events came out of nowhere, the bird doing what a bird does, the dog doing what he does, both taken down suddenly and in mid-movement. The similarities were startling.

My default setting is not logic, but supposition, born of an overactive mind constantly searching for metaphor and meaning.

One small detail gave me solace: We didn’t hit the bird, the van two cars ahead of us did. I clung to that distance of a few hundred feet as it were a lifeline. Maybe this meant Winston would be okay. Maybe this would be a close call and nothing else. Maybe, maybe, derived from the Old English may it be. Later that night, I repeated may it be in the form of a Buddhist metta chant recited over and over: May he dwell in the heart. May he be free from suffering. May he be healed. May he be at peace.

Some people push beads down a string as means of supplication. I pile words on top of words. Beads, prayer, paper, it’s all the same, an attempt to create order out of eternal chaos.

***

The surgery to remove Winston’s ruptured spleen was successful. (Dogs, like people, do not need spleens to survive.) He was sent home after three days at the vet with a cone over his head, a slew of medications, and a biopsy shipped off to a lab to determine whether the mass was cancerous. We picked him up just hours before my first memoir workshop began in Key West, one of three I would be teaching over the month. By the time we got back, I barely had enough time to run to the studio. After introductions, I gave the students a writing exercise and walked the art-filled hallways while they wrote, studying the work of local artists. The walls were covered with paintings of blue seas and tropical flowers. But my favorite piece was a 3-D installation of a baby doll with an eight ball around her neck entitled “Born to Lose.”

I wanted to buy that one.

***

The Friday after we brought Winston home, I sat on the oriental rug in the rental house, painting my toenails with polish while he lay beside me, his blocky black-and-white head ensconced in the plastic cone. Curt was out, making the rounds of the music clubs and I was still nursing the bad cold, sipping tea and watching the news. At one point, I got up to get something, and while looking at my dog or the television or anything but the floor, slammed my third toe against the hard plastic sole of the shoes I had thrown on the rug.

The pain was intense and familiar. I had broken my toes twice before — once right here in the Keys — and it felt a lot like those earlier injuries. Hoping it was just a bad sprain I iced it down and went to bed, leaving Winston to his deep sleep in the living room.

Sometime after midnight, I woke to the sound of Curt’s voice, alarmed and incredulous. Afraid that something was wrong with Winston, I jumped out of bed and stumbled into the living room. The dog was still sleeping on the rug where I left him. Curt was at the dining room table on his cell phone. When he saw me, he held the phone away from his mouth and whispered, “It’s Rob. He’s had a heart attack.”

Rob was Curt’s younger brother. He ate too much meat and worked ridiculous hours, but had no real health problems that we knew of. Now his wife Carmela was on the phone, speaking rapidly in her mixture of Tagalog and English, saying something about him losing oxygen on the way to the hospital. “He had a leg cramp,” she said. “We go to bed. I wake up, and he isn’t moving.”

The fan whirled above my head, still on high from when it was set for the afternoon heat. I stood there, shivering in my camisole and panties. In the dark of the dining room, the cell phone cast a ghoulish reflection on Curt’s face. “How is he?” I asked.

He stared into the phone and shook his head. “I’m not sure.”

***

The next day, I drove to an urgent care facility — a human one — and limped my way into the lobby. They showed me to a small examining room where I sat on a paper-covered table waiting for an X-ray machine to be rolled in. On the wall next to the table was a large print of a white heron standing in a mangrove hammock, its plumage as delicate as dandelion puffs in the wind.

“You again,” I said.

The X-rays came back, showing a break on the third toe of my right foot. The doctor taped it, gave me a couple Advil, and told me to rest and ice the toe. Putting my socks and shoes back on, I thought about how bad things supposedly came in threes. First Winston, then Rob. This toe would make three, wouldn’t it? I stared at the bird, as if it had the answer, but the beady eyes refused to meet mine. Before leaving, I snapped a picture of the heron with my phone camera, knowing I might need to prove — even to myself — that I had actually seen it.

Someone once told me that an aunt of hers was driving down the highway when a vulture flew into her windshield. “Can you imagine?” she asked.

Actually, yes, I can.


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By the time I returned from the clinic with my taped toe, Curt had found out that Rob had already gone into cardiac arrest before he arrived at the hospital. The doctors had induced therapeutic hypothermia, hoping to stem any further damage to his brain by reducing his core temperature. Within 24 hours, they would begin raising his temperature again and monitor his progress. All we could do was wait, which we were already doing for Winston’s prognosis. Both of them — and both of us — were in that limbo borderland between life and death, knowing and not knowing.

That night, I lay in bed half-awake and half-asleep. In this hypnagogic state, part of me was in the bed in the rental house, and part of me was in my closet at home, going through the shelf where I kept the box holding the ashes of Barney, my dog before Winston. In the dream, Winston entered the closet and jumped up, first on me, then as high as the shelf where Barney’s box was. Then he fell from the shelf. When he hit the floor, he was no longer Winston but rather a box — his own cremation box. At that point, I awoke with the dreaded certainty of what the pathology report would reveal.

The following week, the veterinary clinic called. Several times. I kept ignoring it, wanting to wait until our visit later that week to hear the news. Finally I took the call. Just as my half-dream predicted, the tests came back showing the mass was malignant. It was hemangiosarcoma, the aggressive and always fatal canine cancer they had warned me about when we first brought him in. “I’m sorry,” the woman on the other end of the phone said.

Both of them — and both of us — were in that limbo borderland between life and death, knowing and not knowing.

I hung up, refusing to feel anything. Winston lay at my feet, looking the perfect image of a healthy and vibrant dog. “You’re going to have a good couple of months,” I said to him. “I’ll make sure of it.”

Over the next few days, as Rob remained in a coma, both Curt and I began hearing stories about people who had come back from hypothermia-induced comas with varying degrees of success. A lot of them were okay, if not exactly 100% perfect. In a reversal from my usual pessimism, I began to see Rob recovered and back at his farm again. He’d have to retire from work, of course, but he’d come out of this. Finally, he’d be able to take it easy, enjoy his family, slow down some.

It felt good to envision good things. I wanted to imagine a happy ending was possible somewhere in all this mess. But the Gods were in a winter mood, even in Florida.

Unbeknownst to us, when we crossed the Tamiami Trail on our way to the Keys, strong upper-level disturbances were already headed in our direction. Fifty miles to the north, Palm Beach County would be hit a few hours later by a 90-mph tornado; to the east, gale-force winds would end up pounding the coast, ripping up whole sections of shoreline. Nothing appeared on the horizon as we drove, not the toxic blood pouring into the spleen of our sleeping dog, not the time bomb ticking in my brother-in-law’s chest, not the rogue wave of air building enough strength and momentum to slam a bird into the path of a tan minivan and onto the pavement.

The wind is always blowing something our way. We just never notice until it knocks us off our feet. This may be the Buddhist in me talking, but it’s also my experience.

***

Rob did not recover from the coma when his temperature was raised. The doctors told us that if the machines strapped to his chest, nostrils, and veins were removed, he would not be able to function. There was an intense and delicate conference call between Rob’s wife, Curt’s mother, a hospital chaplain, and us in Key West about unplugging life support. The decision was made to let him go. He would have to be moved to hospice where we would wait for nature to take its course. It felt unreal.

Almost immediately after hanging up the phone with Rob’s doctors, we jumped into the car and drove back down the Overseas Highway for Winston’s follow-up visit. While he bounced around the room, covering the vet and her assistant in kisses that were thinly disguised entreaties for the beef-flavored biscuits in the jar on the counter, the vet again explained the aggressiveness of this cancer. Our options were limited. Chemo would only give him a few weeks more — at best. She suggested herbs and supplements. Not to heal the cancer, she emphasized, but to help him live better. We left with the herbs and some hope, a little anyway.

The wind is always blowing something our way. We just never notice until it knocks us off our feet.

Not long after we rescued Winston from a kill shelter in West Virginia, when he was still less than a year old, Curt and I sat in our den and watched a blur of a dog zooming around in circles with a deflated chew toy in his mouth. He was so full of joy and energy, it filled the whole room. Out of nowhere, Curt said, “This one’s a shooting star.”

I remember the dread that flooded my body in that moment. The pronouncement felt like a prophecy, not just an offhand remark. I looked at this pup racing around the house and feared he was indeed a shooting star. And now the star was falling.

***

Rob took his last breath less than 24 hours after being taken off life support. His wife told us that the night before the heart attack, Rob stood in the kitchen and told her he loved her. A few weeks earlier, she said, he had paid off the house. She wondered if he knew. Was it even possible?

***

On New Year’s Eve, the day before Winston’s first bleeding incident, we had stopped in Naples to visit old college friends. Dave and Sally were hippies with brains, an engineer-turned-herbalist and an arts advocate who was using her expertise in fundraising and political networking to save the west coast of Florida from falling into the sea. They were delightful hosts, offering good food and drink and heady conversation. Even Winston had a blast, running around their five-acre property with their dog Bandit, at one point breaking into a giant box of Milk-Bones and grinning wildly when caught in the act, as if this were the greatest party ever.

Twenty-four hours after the great Milk-Bone caper, we’d found ourselves in an emergency veterinary clinic examining X-rays of a burst tumor. Could all that partying with our friend’s dog on New Year’s Eve have caused the rupture?

“It’s possible,” the vet had said when I asked about it. “But it doesn’t matter. It would have happened eventually.”

By this time, I understood the rupture was inevitable. But what about the cancer? Was there something I could have done to stop it from happening?

Now I did what I could do: mixed vitamins into Winston’s food, stuffed Chinese-herb capsules into duck-and-pea-flavored pill pockets, measured out 60 drops of mushroom extract twice a day. I had no idea whether I was really prolonging his life or rubbing a good luck charm in the form of an exotic-medicine bottle.

***

Our remaining time in Key West was spent in a kind of shell shock. We drank lovely cocktails — maybe too many of them — smoked pot, and haunted the streets, taking Winston with us as we walked in the valley of the shadow of death among tourists in Tommy Bahama shirts and drag queens in high heels and homeless men who slept curled up like dogs in their blankets under the covered porticos of closed churches and shops.

One month later, we walked down a hill behind my husband’s family’s church with friends and loved ones to spread Rob’s ashes. After the service, we all went back to Curt’s mother’s house and sat in the living room talking about the things families talk about when they have lost one of their own. We had brought Winston, who waited at home during the funeral and acted as a therapy dog while we talked, offering up kisses and comfort until, bored by the lack of food and action, he wandered over to the fireplace and sat down next to an immense basket of memorial flowers.

It was a striking scene, the black-and-white dog, the red-and-black fireplace, the towering display of white roses and pink-flecked lilies. I took a picture with my phone’s camera. It was so perfect it looked staged. Like in a magazine.

Not long after Winston’s pose, my husband walked him to the car and noticed that he seemed unusually unstable. In the car, Winston was restless, unable to sit down or stay still. By the time we arrived home, we knew for sure something was wrong. We drove to the after-hours vet clinic near our home, where an X-ray confirmed another bleed. “Could a tumor grow that fast in six weeks?” I asked.

“Yes,” the vet said. “That’s what this cancer does.”

She suggested putting him down. Curt and I sat in the bare room with our spacey dog debating whether to end his life. First we said yes. And then no. Then we asked Winston what he wanted to do. The door to the hall was open. Just like in Key West, he got up, walked into the lobby, and proceeded to the exit on the far end of the room, where he waited patiently to be let out.

For two days Winston was fine. Then, one evening, while napping in Curt’s office, he jumped off the couch and stood there glassy-eyed and immobile. This time, there was no discussion about taking him to the emergency clinic because we knew what was happening. As his symptoms worsened, he crept off to my office and curled up under my desk, obviously wanting to be alone.

In the morning, when I walked into the office, I didn’t expect he would still be with us. But he was. Kind of. He was obviously weak and unstable.

With each passing hour, he showed signs of being more alert, but my illusions about his prognosis were stripped away. I knew tumors were lining up inside him, each one with a fuse that varied between short and shorter. I called the animal hospital and scheduled a time later that afternoon for the euthanasia. By the time we arrived at the vet’s office, Winston had recovered enough to jump up on the assistant and give her kisses. It killed me to see it. This time, I didn’t ask him what he wanted to do. I didn’t give him a chance to walk to the door. I let it close, knowing it was shutting on both of us.

If there is anything more painful than this, I don’t know what it is.

***

According to a Mexican proverb, whatever you do on New Year’s Day is what you’ll be doing all year.

What I was doing: traveling, witnessing sudden turns in fortune, facing deaths, fighting a cold. Also: witnessing wonder, beauty, wide blue seas, and infinite night. And this: sitting in a veterinarian’s fluorescent-lit examining room made of tile and metal, looking past the nothingness in the air and seeing molecules filling empty space, watching the dance of the hidden and ever-present — the there, here, the here, there — all of it, revealed.

***

Aside from the pain of losing a loved one, Rob’s death set off a chain of repercussions that forced my husband and me to revisit our wills. As the younger brother of a man with no children, Rob was the next in line to receive most of what we had. Now, the legal mumbo jumbo of “what if” became alarmingly real: What if A is deceased before B, what if B is deceased before A, what if neither Beneficiary E nor F is alive …

In the lawyer’s office with its cherrywood bookcases and soaring windows, I could see my old-world grandmother huddled in the corner, saying Men tracht und Gott lacht. Yiddish for Men plan and God laughs.

Following the charts with their lines of succession, all I could think was, You’re right, grandma.

***

I have three advanced degrees and a healthy aversion to anything that smells like a cult. My religious life is focused on the here and now, or is at least a Buddhist’s attempt at it. Even so, I wear evil eye bracelets to ward off danger. Rings with precious stones that supposedly contain mystical powers. One of my bracelets is a mala made of skulls carved out of wood, a reminder that life is short and death ever-present. I stare at those skulls each morning as I slide them onto my bony wrist. You’d think I’d have gotten the message by now.

But nothing says death like death itself.

A few days before leaving Key West, things seemed to be settling down. Curt and I took a kayaking trip into the dense mangrove islands east of town. In the midst of the hammocks, the water was calm and easy, and I had no trouble paddling through the narrow root-lined passages. But by the time we headed back, a freshening breeze threaded the air and rain clouds hovered on the horizon. As we entered Cow Channel, the water was already churning with small whitecaps. I quickly fell behind. It was a struggle to not be blown off course.

Halfway across the channel, I saw a white heron fishing in the shallows. I called out to Curt, but he was too far ahead and the wind carried my voice away. Was the bird a sign? Did it mean we had finally come full circle?

In the middle of unruly waters with a wind that seemed bent on turning me around, there was no time to dwell on it. Maybe it was a sign, or maybe I was just a woman in a small boat with a big need to believe. Keeping an eye on the sky, I grabbed the double-bladed paddle and pushed against the current, determined to outrun the dark clouds.

The rain began just as I pulled into the dock.

***

One year later, I stood on that same dock. Now, planks of fresh pine outnumbered the weathered wood. Except for those boards and a couple of blue-tarp roofs jutting out above the tree line, it seemed hard to believe that only three months before a monster hurricane named Irma roared into this channel carrying the sea on its back. Boats, buildings, and lives were destroyed. Bang! Just like that.

There is an old Zen saying: Everything changes.

And for now, I’m still here.
 

***

Janice Gary is the author of Short Leash: a Memoir of Dog Walking and Deliverance, winner of the Eric Hoffer Prize, Nautilus Book Award, and a finalist for the Sarton Award for Memoir. She is on the faculty of the Master of Liberal Studies Program at Arizona State University and conducts memoir workshops throughout the country. Her work has been published in River Teeth, Brevity, The Spring Journal, The Potomac Review, and other publications.

Editor: Cheri Lucas Rowlands
Copy editor: Jacob Z. Gross

The Ladies Who Were Famous for Wanting to Be Left Alone

Sarah Ponsonby and Lady Eleanor Butler In Their Library, engraving by Richard James Lane (Creative Commons)

 

Patricia Hampl | Excerpt adapted from The Art of the Wasted Day | Viking | April 2018 | 18 minutes (4,735 words)

 

On the night of Monday, March 30, 1778, an Anglo-Irish lady named Sarah Ponsonby, age twenty-three, the unmarried dependent of well-placed relatives (her parents long dead), slipped out of her guardians’ Georgian mansion in Woodstock, Kilkenny, the rest of the house asleep. She was dressed in men’s clothing, had a pistol on her, and carried her little dog, Frisk.

She made her way to the estate’s barn where Lady Eleanor Butler, a spinster sixteen years her senior, a member of one of the beleaguered old Catholic dynasties of Ireland (the Dukes — later the Earls — of Ormonde), was awaiting her, having decamped from stony Butler Castle twelve miles distant on a borrowed horse. She too was wearing men’s breeches and a topcoat.

Their plan, long schemed, was to ride through the night, the moon a bare sliver, to Waterford, twenty-three miles away on the coast, and from there to embark for England to live together somewhere (they had no exact destination) in “delicious seclusion.” Their goal was “Retirement,” a life of “Sentiment” and “Tenderness.”
Read more…

The Nighthawks of the Giant

(Sipa via AP Images)

Alex R. Jones | The Threepenny Review | Summer 2014 | 10 minutes (2,524 words)

After I was let go from my job, I started to go grocery shopping at night. This was some time ago, when I was younger and the city was dirtier. I didn’t like to shop in the day when there were only old ladies in the stores, because it reminded me that I was out of work. And at night I didn’t have much else to do. I had a small TV set on my kitchen table, and I would watch TV during dinner. It was winter then, and while I ate the sky outside my kitchen window darkened. In the apartment across the courtyard, the blue light glowed through the curtains, so I knew that those people were watching TV, too. When the commercials came on I shut off it off. Through the wall, I could hear the old Armenian man next door hacking up phlegm. That’s when I would grab my keys and take off.

I lived then in Hollywood, in the dark streets below the foothills of Griffith Park, in one of the pastel-colored apartment buildings which were built in the 1940s and 50s and had names like The Franklinaire or The Regency. It was the part of town where Raymond Chandler’s character Philip Marlowe had lived, coming home late at night with a bottle of scotch to find strange women lying in his bed. That never happened to me, though. When I was there, Chandler was long gone, and the streets smelled of fried rice, lawn clippings, and dog excrement. Rotting sofas lined the sidewalks. The streets, grid-like in daytime, at night seemed twisted and confusing, lined on each side with beaten old cars, running this way and that, but always downhill into the city, and the sodium streetlights illuminated the fog with a weird glow. Read more…

The Strike: Chemicals, Cancer, and the Fight for Health Care

Ian Frisch| Longreads | April 2018 | 32 minutes (8,040 words)

When 59-year-old Jack Mack wandered from picket station to picket station to ask the Question, he tried as best he could to ease into the conversation. He didn’t want to scare anyone off. It was two months into the strike, and tensions were high. “You know, we handle some pretty nasty stuff in there,” he’d say. Or, if the guy was older: “C’mon, you’ve been here as long as I have! You know everyone!” Sometimes, if he already knew the person, he’d cut to the chase: “Wasn’t there a guy you worked with down there that was diagnosed with cancer a few years back? Did he make it through?” If they didn’t answer, staring instead at their steel-toed boots, Mack would lean in and say, “You know, I’m sure you heard, but I was diagnosed with cancer myself. Beat it, but — you know.” Then he’d turn toward the sprawling complex across the street — the site of the only job he’d ever had — and nod, adjusting the cap perched on his head. “Yup. Forty years.” He’d inhale deeply, nearly a sigh. “That’s a lot of hours around those chemicals.” He’d shake his head, unsure if he should blame himself or Momentive Performance Materials, the chemical plant in Waterford, New York, where he had dedicated so many years of his life.

Like Mack, many of the employees on the picket line had worked at Momentive for decades, and while they didn’t know for sure that working at the plant caused their cells to metastasize, the workers certainly knew of the inherent consequences that stemmed from handling carcinogenic chemicals on a day-to-day basis. That fear of a link is what troubled Mack and his cohort, and it’s why in November 2016, nearly 700 unionized workers at Momentive went on strike, protesting what they thought was an unfair contract — one that pushed for more expensive and restrictive health insurance for workers and the elimination of health care for retirees altogether, “many of whom,” according to leaflets handed out during the strike, “are suffering from job-related illnesses caused by exposure to dangerous chemicals.” For decades, the workers had mixed and churned chemicals in a variety of forms to produce an endless array of products, which included specialized goods such as F14 fluids and rubber stoppers on syringes along with items encountered on a day-to-day basis like exterior coatings for soft drink bottles and the rubber used to manufacture nipples for baby bottles.

Now, though, those same workers were walking out for the first time, and the union outfitted a defunct hot dog shack across from the plant into a headquarters. Nearly all of them had been picketing the plant’s nine entrances 24 hours a day, powering through snow squalls, huddling around burn barrels for warmth, trudging through slush puddles.

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Union strikers around a burn barrel outside Momentive’s Water Treatment Facility. (Jonno Rattman)

On the picket line, in rare close quarters with men who worked elsewhere in the massive plant, Mack learned his coworkers’ stories. He took a few minutes out of each day to ask strikers if they’d had cancer or knew anyone who did. Sometime after Christmas, Mack had started jotting down the names — current and retired, dead and alive.

He kept the handwritten list folded up in his jacket pocket, adding new sheets as he collected new stories: six pancreatic cancers, seven bladder cancers, nine brain cancers, 11 throat cancers, 18 prostate cancers — spine, skin, stomach, and more. While these are cancers that do afflict men of a certain age—according to the American Cancer Society, one in nine men will be diagnosed with prostate cancer—the diagnoses outpace certain national averages. Brain cancer afflicts .006 percent of adult males, far below the roughly 2 percent of the strikers with throat cancer whom Mack surveyed. By mid-January, he had 85 names. Many of these men had worked in the plant for more than 20 years, which meant they’d tallied up decades of exposure to dangerous chemicals. (Of the scores of men on Mack’s list, I’ve independently confirmed the cancer diagnoses of two dozen, through interviews with either the men themselves or, in the case of 11 who died, with family and friends.) Mack himself had long known coworkers with cancer. To him and other employees, it was almost commonplace to know a guy who had been diagnosed. “Three other electricians I worked with in waste treatment also have cancer,” he told me. “Long-term exposure — in some of these buildings, there’s no way you can avoid that.” Mack, an electrician who works on the machines that process the plant’s chemical waste was diagnosed with prostate cancer in 2014. His brother, who also works at the plant, was diagnosed with tongue cancer the next year. Their father, who worked at the plant for 36 years, died of cancer in 1994.

Mack’s oncologist, Dr. Kandasamy Perumal, who specializes in urology and has operated a practice in nearby Troy for 35 years, is no stranger to cases like his. “As time went on, more and more people came from that area with instances of malignancy, rather than Troy or Latham or other towns. My practice sees comparatively disproportionate numbers of tumors from people who live in Waterford and Mechanicville,” he said. “But do we know if they all worked at the plant? I don’t know for certain,” he added, explaining that his practice is not obligated to collect workplace information from patients. Momentive said that it was unaware of any chronic health problems among employees as a result of exposure to raw materials, and that their well-being is its highest priority. “The company takes all necessary actions to ensure strict adherence to all federal and state health guidelines,” said a Momentive spokesperson.

There were risks in taking on this kind of work, Mack knew. So did many of the men whose names were folded up in his pocket. But there had been some promise of security at Momentive, a belief that their jobs would take care of them — a good living, a secure retirement, health care. Today they’re not so sure. After the plant was acquired by a private equity firm in 2006, things took a dark turn. A decade of control by Wall Street brought pay cuts and a litany of increasingly rancorous labor disputes — culminating in the massive strike.

When I visited Momentive in January 2017, workers sat at the booths inside the hot dog shack wearing camouflage jackets, reading newspapers, drinking coffee, and eating hot dogs and stale pastries. One checked in picketers who, after nine weeks on the line, were eligible for unemployment. They were also paid $400 a week by the union. The 104-day walkout began November 2 and ended February 14, and during that time these men were constantly on edge, both about the security of their job but more importantly about the precariousness of the benefits they desperately relied upon. The men were on strike for many reasons, but high-quality, affordable health care was their main concern. It was what they needed most.

Bill Tullock, a 55-year-old senior advanced control operator, whose doctor had found a tumor in his throat during an endoscopy for acid reflux in 2015, maintains that he’d never have gotten the routine procedure that led to his cancer diagnosis without Momentive’s old health insurance. At the time, his annual deductible was $500; now it’s $3,500. Tullock doesn’t solely blame the plant for his cancer, but he’s adamant that were it not for the generous coverage, he’d never have known he was sick.

“I dodged a bullet,” Tullock said of his battle with cancer, which, thanks to the low deductible he paid courtesy of his previous health care coverage, was caught early. “With the new insurance, I am pretty confident I would’ve never had the endoscopy, and would’ve never known there was a tumor. Then it would’ve spread, and I wouldn’t have known.” Under the new contract, once he retires, he’s on his own. “I dedicated myself to this place,” he said during the strike in January, sitting in the basement of the hot dog shack, holding back tears. “I should have never started working here. And now they are trying to give us this shit insurance and just — what, ‘Go die?’” He rubbed his eyes with the palm of his hand. “Our health insurance is like the final firewall of personal protection,” he said. “It’s all we’ve got.”

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Bill Tullock was told by his doctor to get an endoscopy in 2015; it turned out he had a tumor in his stomach. Jack Mack sits down with his list of sick workers while on a break at union headquarters. (Jonno Rattman)

The men who’ve worked at the plant for decades and battled cancer — whether they think it’s from the chemicals they handled or not — now face a task familiar to millions, one from which they thought they had a reprieve: They must either sign up for the company’s onerous coverage or fend for themselves to get health insurance, with costs varying widely through the complicated, cumbersome public exchange overseen by the government — the precariousness of which is compounded by the Trump administration’s promise to gut the Affordable Care Act, leaving workers in an even more fretful state of uncertainty.

Like so many Americans, they’re threatened by a toxic triumvirate of lax chemical-safety regulations, costly health coverage, and growing pressures on Wall Street to perform — the latter of which has forced businesses to perform under expectations that set them up to fail, with employees taking the brunt of the downfall

The decade of private equity ownership had gradually worn down a generation of workers, stoking a divide between those who would be taken care of and those who would go without. “Sacrifices were made with the expectation that we would get adequate health care when we retired,” Mack said. “If you are going to work in environments like this, you are going to need affordable health care.” The strike marked dividing lines between worker and owner and financier, but it also revealed a rift so deep that it was often left unspoken: What do American workers owe to one another?

***

Waterford, New York, is one of a cluster of manufacturing towns situated north of Albany, where the Mohawk River joins the Hudson. It blossomed into a factory hub as early as the mid-1800s and was known for its paper mills. A reported stop on the Underground Railroad, it was even visited by Alexander Hamilton and Frederick Douglass. Drive into town from across the Hudson and you’re greeted by a memorial to Waterford’s veterans, including men who fought in the Revolutionary War. Keep driving north on Route 4, past the village center, and the Momentive complex flanks both sides of the road, sprawling across an 800-acre plot.

The town greeting in Waterford, New York.

The town greeting in Waterford, New York. (Jonno Rattman)

The chemical plant is one of Saratoga County’s largest employers. First built by General Electric in 1947, it anchors the region both economically and culturally. For decades, the plant with its hundreds of union jobs offered its primarily male workforce a stable, middle-class kind of prosperity, one where high school graduates could eventually earn a six-figure salary. There was a sense of local pride: The soles of the boots in which Neil Armstrong took his one small step were made of silicone rubber manufactured here. “If you’re from here, this is where you work,” said Vinny Anatriello, a third-generation employee. “And if you don’t work here, you work in the school where all the guys’ kids go to, or you work in the doctor’s office where the guy’s sick wife goes, or you work in the grocery store.”

It’s no secret to the workers that materials used in Momentive’s Waterford plant can be dangerous. It’s been this way for decades. The plant sources silicone ore and, through reactions with various chemicals, produces materials used in consumer products ranging from shampoo and medical equipment to caulking and car parts. Numerous longtime workers say that the current operations use dozens of toxic chemicals, among them benzene, lead, mercury, and hydrochloric acid. The waste it has produced over the years — over 11.4 million pounds in 2015 alone — has at times included more than three dozen toxic chemicals, 11 of which are carcinogens, according to the Environmental Protection Agency.

There used to be even more, workers say, decades ago when GE owned the plant. Numerous workers said that until the early 1980s, they cleaned their winter coats with pure trichlorethylene, now a known carcinogen, and used fiberglass and lead as fillers in chemical mixtures. For some processes, they weighed out raw lead by hand. “Back then we’d scoop it like it was salt,” said George LaMarche, 65, who retired in July 2017 after 44 years at the plant and whose doctor is closely monitoring his elevated prostate-specific antigen levels — potentially an early sign of prostate cancer. “We never wore any protection for that.” In a statement, a Momentive spokesperson said that the company provides all its employees with protective equipment, extensive training, and instructions in how to properly handle the materials they work with: “When employees act in accordance with the policies and procedures Momentive has in place, potential risks are mitigated.”

Millions of American workers are exposed to carcinogens, or possible carcinogens, according to the National Institute for Occupational Safety and Health, the division of the Centers for Disease Control and Prevention that researches and investigates workplace safety and health. In 2012 alone, upward of 45,000 diagnosed cases of cancer — and, since the agency is still investigating and uncovering potentially carcinogenic materials used by the American worker, perhaps twice that many — were caused by past workplace exposure. On average, nearly eight times as many people die each year of diseases acquired on the job as die from injuries sustained on the job.

He kept the handwritten list folded up in his jacket pocket, adding new sheets as he collected new stories: six pancreatic cancers, seven bladder cancers, nine brain cancers, 11 throat cancers, 18 prostate cancers.

Since 1976, federal law has required all new industrial chemicals to be submitted for review by the Environmental Protection Agency. (Tens of thousands of industrial chemicals already in use were grandfathered in.) But after that initial environmental review, many industrial chemicals — which don’t necessarily have to get tested before being used in manufacturing — may never get a closer look by regulators. Once chemicals have entered the market, U.S. law only requires the EPA to collect data on the roughly 3,700 of them that are used at a rate of at least 500 tons per year. The data collected pertain mainly to their effects on the environment or the consumers of the products they produce — not on the workers who handle them.

“These chemicals are never sent back with actual information from the workplace,” said Jennifer Sass, a senior scientist with the Natural Resources Defense Council’s health program. “The regulations are focused on the end of the pipeline. But you can’t put the genie back in the bottle at that point. People are already affected.”

Updates to the Toxic Substances Control Act, which was amended by Congress in 2016, mandated more pre-market testing for new chemicals seeking federal approval and required the EPA to review already-approved chemicals in widespread use. Ten of the most toxic of those are slated to be tested in 2018, but it’s unclear whether that deadline will be met. (Two of the chemicals have been commonly used at Momentive.) Since then, however, President Donald Trump has promised to scale back regulations broadly and has targeted federal agencies, the EPA chief among them, for sharp funding cuts.

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Momentive Performance Materials, a chemical plant in Waterford, New York (Jonno Rattman)

In May 2017, Nancy Beck, a former industry advocate and executive at the American Chemistry Council (of which Momentive is a member), was selected to become the deputy assistant administrator of the EPA unit tasked with implementing the updates to the toxic-chemicals law. Just two months earlier, she had gone before a Senate subcommittee as a then-executive at the ACC to push back against the review process. According to an investigation by Eric Lipton at The New York Times, the EPA has spearheaded “a broad initiative by the Trump administration to change the way the federal government evaluates health and environmental risks associated with hazardous chemicals, making it more aligned with the industry’s wishes.” This included reevaluating plans to ban certain uses of two chemicals that have caused dozens of deaths or severe health problems: methylene chloride and trichloroethylene, both of which have been used by Momentive employees.

Regardless of these policy reversals, tens of thousands of chemicals that have been in production for decades still need review. The Union of Concerned Scientists, an environmental-advocacy group, estimated in 2015 that it could take 50 years to reevaluate 1,000 of the most toxic chemicals on the market. “Most toxins have not been adequately studied, employees have no tools to act on their suspicions, the companies have a disincentive to learn the full truth about what its chemicals do in terms of health impact, and the government is underfunded and doesn’t have sufficient tools to fully investigate,” said Dr. Steven Markowitz, director of the Barry Commoner Center for Health and the Environment at Queens College. “It’s a recipe for making the health consequences of working with toxic chemicals invisible.”

***

Tim Larson is a tall, broad-shouldered man who wears a musty cap tossed on his head. When I met him during the strike, he carried a megaphone that he used to shout chants on the picket line. His face lit up when he screamed, and his eyes — which seemed to hang out of his skull — bulged even further from their sockets. I stood with Larson most nights while I was there — he held the late shift on the picket line — and he explained that the plant is a complex of various buildings, each housing in a different part of the production line. You’re either breaking down raw ore, reacting the rock with chemicals, mixing together intermediate materials, packing products, or organizing them for storage and shipment.

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Tim Larson steps off a bus before a protest in Momentive CEO Jack Boss’s neighborhood in Saratoga Springs. (Jonno Rattman)

Larson, a chemical operator, began working at Momentive in 1988 when he was 35 years old. He told me stories about the different parts of the plant, including Building 78. This area of the massive plant is home to the Waterford plant’s fluorosilicone manufacturing operations. There, a silicone base is reacted in roughly 100-gallon “dough” mixers at more than 240 degrees Fahrenheit to produce fluorosilicone gum for use in automobile gaskets and aerospace products. (The mixers are also used to produce “intermediates,” which are unfinished products that passed from building to building within the plant, and included different grades of polymers and fluids.) Long-term exposure to seven chemicals used in Building 78, according to Momentive material-safety data sheets, are suspected of or known to be reproductive toxins. Another chemical, Tris(2-chloroethyl) phosphite, is a carcinogen. Workers call the building the One-Nut Club, for reasons that to them seem less ominous than inevitable.

When GE owned the plant, risks from fluorosilicone production had been on the company’s radar since the 1970s. In a “strictly private” 1977 safety audit, a safety specialist said that research had shown that materials created by these processes, when ingested — which could mean breathing in the chemical or having it touch one’s skin — shrank rats’ prostates and testes “and may have similar effects in man.” The specialist also wrote that tests showed that the chemical compound handled by workers was “probably not a carcinogen.” GE performed a similar toxicity review 20 years after its initial testing and analyzed several chemicals used to the produce fluorosilicones. “The data, although not definitive, did not give rise to any concerns over the potential for carcinogenicity,” the report concluded.

“Nobody admits there is a correlation, but we put stickers on the tanks that hold this stuff, saying that it causes cancer,” Larson told me, referring to the warning stickers that California state law required them to affix. (Many of their products are shipped to the Golden State.) “It’s right there in front of you.” 

“After six years, my eyes started bulging out of my head,” he told me, pointing to his face. He was diagnosed in early 1996 with Graves’ disease, an autoimmune disorder that affects the thyroid. “I had to get my eyelids sliced, because I couldn’t close my eyes,” Larson said. He knows he can’t prove a direct link, he added, but he is “convinced that all my autoimmune problems are directly related to working here.” Soon after his diagnosis, Larson transferred to another area of the plant.

The men were on strike for many reasons, but high-quality, affordable health care was their main concern. It was what they needed most.

Other workers voiced their concerns about Building 78. In 1998, a GE-employed research chemist named Herman Krabbenhoft wrote a letter to two operators who worked there, Joe DeVito and Dan Patregnani, explaining that the previous year he had expressed concerns to managers about the vapors released during fluorosilicone operations. Krabbenhoft wrote that GE’s health and safety manager was supposed to have initiated a study of how to measure the vapors’ concentration, but that after a year nothing had been done, adding that he was told by a colleague to “back off on pushing this because it might affect how GE’s managers viewed me and my performance.”

“Herman was on our side,” DeVito said.“He said, ‘Stay away from it. It’s going to kill you.’” Shortly thereafter, DeVito said, Krabbenhoft was fired. (Multiple attempts to reach Krabbenhoft for comment were unsuccessful; GE declined to comment for this article, referring all questions to the plant’s current ownership, who also declined to comment on the specific incident.)

The building’s ventilation system was updated in the early 2000s, multiple employees who worked there said. The system was supposed to be air and temperature controlled. “It never worked, never sealed the room properly,” said John Ryan, who worked in Building 78 at the time, adding that temperatures could reach 110 degrees in the building due to the faulty system. In 2005, Ryan said he filed a formal grievance, asking to spend less time near the mixer, explaining that he didn’t want to be exposed to the hazardous mixture and its vapors. “But nothing changed,” he said. “And they never fixed the dough mixer either. Materials would come out into the air or spill onto the ground. That’s still going on, until this day.” In mid-2017, Momentive installed a second dough mixer to Building 78 to ramp up production, and though the machine suffered at first from issues relating to its packing seal, there haven’t been any recent health-related complaints. (Both the venting system and the initial dough mixer have also been serviced and are reportedly in working condition.)

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Joe DeVito was diagnosed with throat cancer in 2013. He worked in Building 78. (Jonno Rattman)

Now, DeVito said, workers must wear full-face respirators when they clean the mixers, which have to be pristine before the machine can be used to produce another product. The fluorosilicone is so sticky, Larson claimed, that he used to have to climb into the 100-gallon drum and scrape off any lingering substance with a razor blade. “Fluorosilicone is a highly resistant chemical — oil, water, you name it,” he said. “That’s why it is used on gaskets and car bumpers, or in rocket ships.” According to DeVito, “Momentive took more steps for safety over the years,” but the process itself and the chemicals used in it remained the same. Additionally, the company’s material-safety data sheets do not indicate whether the vapors produced from these chemicals are hazardous to humans, despite there being a warning that TFPA vapors, which are highly toxic, may evolve from the products used to make fluorosilicone gums and polymers. “The company raised certain health issues related to the chemicals used in this building, but despite a very incomplete knowledge base, they draw the conclusion that there is no cause for concern,” said Dr. Markowitz of Queens College, who reviewed the documents. “My conclusion would’ve been: ‘There’s a big gap in what we know versus what we don’t know.’ That’s the proper conclusion.”

DeVito was diagnosed with stage 4 throat cancer in 2013, after a bump on his neck swelled to the size of a golf ball. DeVito told me he knows of five other control operators who worked in Building 78 who were diagnosed with cancer. He told his doctor about his decades of exposure to fluorosilicone vapors. “She said, ‘It would take years to prove that it happened from work,’” he explained. “‘Take care of this and just move on.’” His treatment, radiation, and chemotherapy, were successful. He retired in early 2018.

Some workers, like Tony Pignatelli, who worked in the plant for 34 years, weren’t so lucky. Pignatelli was diagnosed with brain cancer in January 2000 and passed away three weeks later. “My dad knew the risks, but he did it because they took care of them with good pay and health care,” his daughter said. “But I can’t even begin to understand what those guys are going through down there now with this new contract.”

***

Employees accepted the risks associated with working in the plant, the backbone of their community, for over half a century. They felt taken care of: stable pay, a sizable pension, affordable and quality health care, good communication with management, camaraderie with fellow workers. But that all changed when GE sold its global silicone operation, with the Waterford plant as its centerpiece, to a Wall Street investment firm in 2006 in a leveraged buyout. “When it was GE, they treated you like family,” Jack Mack said. “After the sale, everything changed.”

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Matthew, Kenny and Vinny Annatriello—father, nephew, and son—on the picket line. (Jonno Rattman)

Apollo Global Management, a private equity firm that manages $249 billion in assets, bought a controlling stake for $3.8 billion, then saddled the corporation (which changed its name to Momentive Performance Materials in December 2006) with $3 billion in financing debt while it collected a $3.5 million that first year for “financial and strategic advisory services.”

Many employees didn’t understand the implications of the sale until 2009, when nearly 400 production workers received surprise pay cuts. Brian Cameron Jr., a 34-year-old second-generation employee, was making $27 an hour as a chemical operator. He had just bought a house in Waterford and a new Dodge Ram pickup the previous summer. “Everything was going good. I paid my bills,” he said. “I thought I was set for life.” Then his wages were slashed to $17 an hour. He eventually took a higher-paying position at the plant, but his debt piled up too fast. “I thought if I moved quickly, I would be able to save my life,” he said. “But it was too late.” He lost his house, gave back his truck, and moved into a coworker’s apartment.

The cuts meant that his coworker Ron Gardner, then 53, and his wife, Donna, could no longer afford the $1,300 monthly payments on their two-bedroom ranch home in Grangerville. “We were struggling,” he said. A few years later, in 2013, they abandoned it and moved into a trailer park in Saratoga Springs, just two miles from Momentive’s current CEO Jack Boss’s $950,000, 4,375-square-foot home. They took out personal loans to pay for a $23,000 double-wide, then used savings and loans from family members to pay for the roof and the lot’s rental fees. Unable to sell their ranch, they filed for bankruptcy and began paying off their new debts.

The local union contested the wage cuts, and 18 months later, in 2010, with their contract soon to expire, Momentive agreed to settle by issuing back pay — more than $50,000 before taxes for some workers — while making the wage cuts permanent going forward. Gardner, Cameron, and others who had lost their homes or been pushed into bankruptcy by the cuts couldn’t turn down the chance to repay their debts. “People were so broke from the wage cuts, they voted yes for that contract,” said local union president Dominick Patrignani, who has worked at the plant for over 30 years and was the chief bargainer during last year’s strike. “They were given no alternative.”

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Ron and Donna Gardner lost their home, then Ron developed esophageal cancer. Dominick Patrignani, president of the local union, is the chief bargainer for the 700 strikers. (Jonno Rattman)

But Momentive wasn’t done. In 2013, the company froze pensions for workers under 50 and those with less than 10 years of service. “Every contract, they slashed benefits and made it harder for me to do what my father did: provide for his family,” Cameron told me during the strike. All of this is par for the course for private equity firms like Apollo. According to a study led by Josh Lerner, professor of investment banking at Harvard Business School, private equity buyouts lead to sizable reductions in earnings per worker compared with traditional companies, as well as modestly greater job loss, with a comparative decline of 4 percent over a two-year period.

“If a private equity firm needs to goose their returns, they will take it out of worker’s compensation — wages, pensions, benefits, all of it,” said Eileen Appelbaum, a co-director at the Center for Economic and Policy Research and the co-author of Private Equity at Work: When Wall Street Manages Main Street. To her, private equity firms only care about one thing: profit. “The fastest and easiest and least controversial way, in their point of view, is to cut compensation. They make a dollar every time they take a dollar out of workers’ compensation,” she said. “Private equity controls management and the board of directors. They can fire anyone at any time. They sit at both sides of the table. There is no one looking out for the workers.”

In 2014, still under Apollo management, Momentive filed for Chapter 11 bankruptcy, trimming its debt obligations from $3.2 billion to $1.2 billion. This is also a familiar tactic for the firm. “It makes sense [Apollo did that] because you create money out of thin air,” said Tony Casey, professor of law at the University of Chicago, who studied the Momentive bankruptcy case. “Apollo is an aggressive investment firm,” he added. “They are not shy when it comes to using bankruptcy to their advantage.” The company announced a public offering three years after it emerged from bankruptcy, but the offering was postponed. When it did, Apollo owned the largest stake of shares.

Taking advantage of bankruptcy courts is also a preferred method of President Trump, who counts Apollo CEO Leon Black as a friend. And while Trump boasts about his dedication to the American worker, the company he keeps deliberately erodes the foundation upon which the middle class is built. In a 2011 interview with George Stephanopoulos on ABC News, Trump said: “If you look at our great businesspeople today — Carl Icahn, Henry Kravis, Leon Black of Apollo — all of them have done the same. They use and we use the laws of this country, the bankruptcy laws, because we’ll buy a company. We’ll have the company. We’ll throw it into a chapter. We’ll negotiate with the banks. We’ll make a fantastic deal. … You know, it’s like on The Apprentice. It’s not personal. It’s just business. OK?”

“Every contract, they slashed benefits and made it harder for me to do what my father did: provide for his family.”

During Momentive’s bankruptcy proceedings, GSO Capital Partners, the credit arm of Blackstone Group, one of America’s largest hedge funds — headed by Steve Schwarzman, who chaired President Trump’s defunct Strategic and Policy Forum — translated its bond investment in Momentive into public stocks, a 6.8 percent stake. (A spokesman for Blackstone said the firm sold its stake in Momentive on August 3, 2016 — the same day union workers voted to strike if a contract agreement could not be reached. The spokesman, however, could not provide documentation of the sale. The spokesman also confirmed that Blackstone senior adviser John Dionne is still on Momentive’s board of directors.)

In 2013, Blackstone had bought a 20 percent controlling stake in another longtime upstate New York employer, then-declining Eastman Kodak, which had already slashed retiree health care benefits and pensions (though the company did restore elements of its pension plan upon emerging from Chapter 11 bankruptcy in late 2013). When Carl Icahn, the recently ousted special adviser to the president on regulatory reform — whom Trump also counts as a close friend — came to Trump’s rescue and retained full control of his Taj Mahal casino through a bankruptcy proceeding, he shut down the operation rather than give the union employees better health benefits. Roughly 3,000 people lost their jobs. “It’s a classic take-the-money-and-run — Icahn takes hundreds of millions of dollars out of Atlantic City and then announces he is closing up shop,” Bob McDevitt, the president of the local union, said in a statement after the closing.

Others in Trump’s family and inner circle have deep ties with these Wall Street operators, whose business tactics, like those being implemented in Waterford, affect middle-class families. Blackstone has loaned Kushner Companies, the real estate empire of Jared Kushner, Trump’s son-in-law and senior adviser, more than $400 million for real estate deals since 2013. The firm is one of the company’s largest lenders. Two months ago, the New York Times reported that Joshua Harris, a founder of Apollo, met with Kushner several times in 2017, at one point even discussing a possible job opening in the White House; by November of last year, Apollo would lend $184 million to Kushner Companies. (While Kushner is no longer CEO of the real estate company and has sold a chunk of his stake, he still reportedly holds properties and other interests in Kushner Companies — those investments are worth upward of three-quarters of $1 billion.) Kushner Companies is also on the clock to pay the $1.2 billion mortgage debt for 666 Fifth Avenue, a 41-story albatross in Manhattan that the company purchased in 2006, which is due February 2019.

Jack Boss joined Momentive as an executive vice president in March 2014, one month before the company filed for Chapter 11 bankruptcy, and he officially became CEO that December. The union believes that Apollo brought in Boss specifically to weaken the union during the next contract negotiation, which was slated for 2016. “They planned this entire thing,” Dominick Patrignani, the local union president, told me. “They knew what they were doing.”

apollo

Dan Patregnani, a union member who worked in Building 78, and the headquarters of Apollo Global Management at 9 West 57th Street in. New York City. (Jonno Rattman)

In mid-January 2017, workers rallied outside the midtown Manhattan headquarters of Apollo Global Management, the private equity firm that had bought their company more than a decade prior. About a month later, members of their parent union, the Communications Workers of America, also handed out leaflets near the White House as President Trump met with Schwarzman, whom he had named an economic adviser and head of the Strategic and Policy Forum during the early days of the strike. (The 16-member group would disband just months after this meeting.)

Jack Mack, the second-generation worker who compiled the list of employees with cancer, trekked down to New York City to participate in the demonstration outside Apollo HQ. He stood with dozens of other workers and supporters, and his hot breath crusted in the frigid air as he called out Leon Black by name. This was the first time I met Mack — the strike had just begun. As the event came to an end and the NYPD began to shuffle protesters off the street, I asked Mack what he planned to do next.

He looked me in the eye and said, “Go back up to the plant and stand out there until this whole thing comes to an end — until we get what we deserve.”

***

The labor negotiations broke down over the summer of 2016, and by August a strike seemed imminent. In early September, 85 percent of workers rejected an offer that would have forced current employees into more expensive health insurance plans and eliminated the much-beloved benefit for future retirees altogether. They officially went on strike November 2. Five days later they voted again, with the same result — they rejected the offer by a larger margin.

Ron Gardner retired on New Year’s Day 2015. He was 61. He’d already lost his home and moved into his trailer, and he’d spent much of the previous summer at Saratoga’s venerable racetrack, watching and sometimes betting on the races. “I won enough to keep going the entire season,” he said, seated at his dining room table, television game shows audible in the background. Soon after he retired, he changed his health insurance on Momentive’s recommendation, switching providers and opting for a plan that was cheaper from month to month but caused his deductible to rise from zero to $3,500. He wasn’t worried. “I had never been sick a day in my life,” he said. But shortly before he retired, right around Thanksgiving 2015, he began having trouble swallowing. “It scared me,” he recalled. “I couldn’t even swallow my own spit.” There was a nearly two-inch tumor in his esophagus: adenocarcinoma, a form of cancer.

Gardner had begun working at GE’s Schenectady plant in 1973 and transferred in 1988 to Waterford, where he held various positions over the years, including the production of chemical mixers for caulking After GE sold the plant in 2006, he worked for more than two years refining chemicals in Building 30, filtering out cloudy imperfections before transferring those same liquids into drums to be sold to consumers. “I often inhaled a lot of vapors,” he said.

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The water treatment facility at Momentive Performance Materials. (Jonno Rattman)

Gloves, Gardner said, weren’t required for the job. According to material-safety data sheets, gloves are required only if a risk assessment deems them necessary. “He would come home covered in this caulking shit, all over his clothes and his hands,” his wife, Donna, said. “It would be everywhere.”

He transferred five years later to wastewater treatment, where he ran presses that compacted hazardous waste into dry, disposable cakes the size of kitchen tables before dropping them into trailers for disposal. He had to clean up spilled waste by hand and scrape out the presses if the cakes didn’t fall properly. The plant, he added, didn’t require respiratory protection for that particular job. “I breathed that stuff in for three and a half years,” he said. By the time Gardner began his last job at Momentive, the white walls of the facility had long turned gray from the dust produced by the waste. “That’s where I think I got the cancer from.”

Starting in January 2016, Gardner began a six-week course of chemotherapy and a month of radiation, paying off the $3,500 deductible in installments. Despite the treatment’s apparent success, Gardner’s doctor pressed him to undergo an esophagectomy. The operation — which would remove part of his esophagus and reconstruct it with the upper portion of his stomach — would be risky, and one of his lungs would have to be temporarily deflated during the procedure. Gardner decided against it.

By October 27, 2016, his cancer had returned. He needed the surgery to survive. But now he was racing against two clocks: the cancer and the company. Labor negotiations had broken down months before; the strike would begin within a week, and his current insurance coverage would run out at the end of December. “Company-paid medical, dental, vision, and drug coverage will not extend for the duration of employee strike activity,” a letter to employees from Momentive said.

“I wrote all the numbers down, in case I didn’t make it through the surgery, so Donna could get my pension,” Gardner said. “I didn’t trust Momentive to call her and say she was entitled to it.” He called his lawyer and had his will updated. He went into surgery on November 29, and spent nearly two weeks in the hospital. “I wish I could’ve been out there on the picket line,” he said. “It was all such bad timing.”

Once home, Gardner was told by Momentive to sign himself and Donna up for new health insurance through Mercer, a private online benefits marketplace, where employees can choose from a variety of providers and plans. A 2014 Aon Hewitt survey found that despite accounting for only 5 percent of current plans, 33 percent of employers said they would begin offering insurance through private marketplaces in the next three to five years. In a 2016 report, Mike Gaal of Bloomberg BNA wrote that large employers pitch private exchanges to employees as a way for them to “buy down” to more appropriate levels of coverage. “While this may be true,” he wrote, “the reality is that the plan savings, in this example, are derived through shifting costs to employees through high deductible, copayments and out-of-pocket limits.”

“I wrote all the numbers down, in case I didn’t make it through the surgery, so Donna could get my pension,” Gardner said. “I didn’t trust Momentive to call her and say she was entitled to it.”

The Gardners’ 2017 deductible would drop to $600 each, but their monthly premium soared from $262 to $1,152 per month — a hike Momentive promised to offset for already-retired workers under 65 with a $400 monthly subsidy. He got his first subsidy check on January 27, 2017. As a retiree, Gardner was one of the lucky ones. The younger generation was battling a contract that offered them expensive insurance while they worked — and nothing when they were finished with their working lives.

***

As the strike wore on, it drew the attention of elected officials in the area. Twenty-one Albany County lawmakers wrote to Momentive chief executive Jack Boss that the proposed contract seemed “to greatly hurt retirees and take too many health care and retirement benefits away from active employees.” State comptroller Tom DiNapoli reached out to Apollo; he has New York’s state-employee pensions partially invested through the firm. “I urge you to encourage Momentive to work diligently towards an expeditious settlement of this dispute on terms that are fair to labor and management,” he wrote. On the picket line in Waterford, one popular sign slung around the necks of strikers called out Apollo’s chief executive by name: hedge fund billionaire leon black, tell momentive: don’t destroy good jobs.

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Union strikers hold a sign outside of Momentive CEO Jack Boss’s home near Saratoga Springs. (Jonno Rattman)

In early February 2017, likely facing pressure from the governor’s office and intense publicity around both the strike and Momentive’s high-profile shareholders, Boss contacted the union’s regional leadership, bypassing the local chapter, and offered to resume negotiations. Four days later, a tentative deal was reached. Governor Andrew Cuomo, in his first public statement on the strike, announced his support for the deal, calling it key to “investing in the [union’s] world-class workforce, restoring operations at the plant and keeping upstate New York moving forward.”

Under the proposed new contract, to be voted on February 13 and 14, Momentive would keep matching 401(k) contributions of workers whose pensions had previously been frozen and would pay each striking employee a $2,000 bonus upon returning to work. In exchange, the union would accept the proposed health care amendments for current workers — more expensive premiums and deductibles. The company, rather than provide health insurance to future retirees, agreed to give at least 100 veteran workers a $40,000 cash bonus upon retirement — around $23,000 after taxes — that would hopefully cover any medical expenses before workers were eligible for Medicare at age 65. Though this was a win for the union, the next round of negotiations, in 2019, could decide the future of whether retirees will continue benefitting from Momentive’s medical coverage. “We have the right to negotiate now, which we didn’t have before last year’s strike,” says Patrignani. “It was going to sunset, but it’s still a topic of bargaining for future contracts.”

“You either have a preexisting condition, or you have an underlying condition, or you have an undiagnosed condition because of the inherent risk of working in a chemical plant,” said Robert Hohn, a 55-year-old employee. “You would probably have to pay a high premium and a high deductible. Would $23,000 cover that if something went wrong?” Hohn’s wife has degenerative disc disease, which requires constant care, and chronic gastrointestinal inflammation. Under the new contract, Hohn would have to pay $74 per week for him and his wife, with a $3,500 deductible and an annual maximum payment of $7,000. (Most workers signed up for this plan, which is the cheaper of the two; the other option has a $12,000 out-of-pocket maximum for a family). “The health care is going to kill me,” he said the day of the vote. “With my wife’s condition, we will definitely be hitting the maximum every year.” When the new contract came up for a vote, he felt he had no choice but to vote no. (At the beginning of 2018, Hohn’s wife left the insurance plan; he now pays $36 per week and a deductible for himself of $1,750.)

But many other workers feared that if the contract didn’t pass, some would cross the picket line to return to work, giving up their representation and fracturing the union. “They are pitting us against one another and using that to their advantage,” one worker said as he waited in line to vote on the proposed contract. “People are scared, feeling forced to vote ‘yes,’ even though the contract isn’t much better than what we went on strike for.”

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A classified ad for temporary replacement chemical operators in the Saratogian newspaper on a table in the union’s break house.

This internal tension became more and more apparent as the strike wore on, endless weeks of picketing outside during the coldest part of the year for upstate New York. “When it comes to these guys losing their health care, I should give a fuck?” one Momentive worker, speaking on condition of anonymity, wondered aloud in January, before the new union contract was ratified. “Why should I care about you when you didn’t give a shit about me in the past?”

Like some other younger union workers at the plant, he was in the minority and had voted yes on the contract back in September, recalling the wage cuts and pension freezes of years past. To them, the older generation were on their way out; the younger workers needed this place to provide for their families for decades to come. They wanted a fair contract for everyone, but they didn’t want to ruin what they had already — a stable job — and were willing to sacrifice benefits in the process.

Apollo has shut down other manufacturing plants in the past, and that threat was real for workers on the picket line. Noranda Aluminum’s Missouri plant once employed over 800 union workers. Then it began a slow decline, and after Apollo sold its position in 2015, the plant shut down in early 2016. To some workers, a long and intense strike could make that possibility a reality. “To me, it’s not worth losing all of this. If they shut down, where will we go?” said another during the strike. “Stop whining and move forward. These old guys, they’ve had it so good for so long that they don’t want to give anything up. Sometimes, to me, it’s better to take one step back so I am able to still move forward — not like this situation now.”

The contract passed on February 14, 2017. The men went back to work within days. “They didn’t achieve everything they wanted,” said Bob Master, the union’s legislative director for the region. “But sometimes the fruits of victory don’t show up until later on, during the next round of negotiations, when the company remembers the spirit and determination of a united workforce.”

***

Robert Hohn and his coworkers are already anxious about what new concessions their next contract negotiation in 2019 might bring. Since the company’s sale to private equity a decade ago, men like Ron Gardner, who went into bankruptcy after leaving his home for a double-wide trailer and fought cancer from exposure at the plant, have watched as their Wall Street–backed corporation trimmed job benefits they’d counted on for decades — benefits all the more crucial now, as they face retirement tinged with the threat of cancer. This time around, it was health care for retirees. What will it be next time?

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Outside the entrance gate of the Momentive chemical plant. (Jonno Rattman)

Apollo, meanwhile, announced in July 2017 that the firm had raised $24.7 billion for its latest global buyout fund, the largest sum of leveraged-buyout capital ever raised by a private equity firm, poised to pave the way for many more acquisitions like the one that created Momentive. Up in Waterford, there are whispers that Apollo is even trying to force the landlord to sell the hot dog shack — which the union still uses as it’s headquarters — and its surrounding land rights.

But despite these big-picture moves by corporate financiers, workers at the plant are still focused on their benefits — assets that are crucial to their survival. “I still don’t trust Momentive,” Gardner told me. The company had already cut his pay. What, he wondered, would prevent it from eventually taking away the insurance subsidy he received each month? If he lost the subsidy before he got Medicare, he explained at his dining room table, he won’t be able to afford health insurance. “After that, I don’t know what would happen,” he added, looking out the window. It was starting to rain. “If the cancer came back and I didn’t have coverage, I would die.”

***

Ian Frisch is a journalist based in Brooklyn. He has written for The New Yorker, The New York Times, Bloomberg Businessweek, Wired, Playboy, and Vice, among others. His first book, on magic and the secret lives of the subculture’s most prominent young magicians, will be published in 2019 by Dey Street Books, an imprint of HarperCollins. 

Editor: Michelle Legro
Photographs: Jonno Rattman

Fact checker: Matthew Giles
Copy editor: Sean Cooper

Get With the Modern Age, Sign Up for the Longreads Books Newsletter

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Dear Reader,

Over coffee a few weeks ago, our audience development editor Catherine Cusick told me something remarkable: someone, somewhere is always reading “A Sociology of the Smartphone,” an excerpt from Adam Greenfield’s book Radical Technologies (Verso, 2017) which we published in June of last year. This astute social scientific rumination on our new and profound interconnectedness via the “ubiquitous… slabs of polycarbonate” in our pockets is Longreads’ most-read book feature of all time.

Meanwhile, in “The Death Row Book Club,” our recent excerpt from The Sun Does Shine (St. Martin’s Press, 2018), Anthony Ray Hinton remembers that “the books were a big deal. Nobody had books on death row. They had never been allowed, and it was like someone had brought in contraband.” It is the book, sometimes just a single copytossed from reader to reader across the prison library with a little prayer that it never land too far out of anyone’s reach, since rising from your seat during death row book club is strictly forbidden — which provides a new and profound interconnectedness for the prisoners.


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In another of our recent book excerpts, from Agnès Poirier’s Left Bank (Henry Holt & Co., 2018), we read that when Jean-Paul Sartre and Simone de Beauvoir founded their literary magazine Les Temps modernes in the rubble of Paris in 1945, they had to request an allocation of paper from the government. They had to bring their own rations to the literary parties. Nevertheless, the magazine was an instant, global success — Sartre’s and Beauvoir’s books became bestsellers, rumors spread that women would swoon when they heard Sartre lecture, even the State Department got Existentialist fever, and Richard Wright bought his entire family steamer tickets to France and wrote in his diary that he “felt relief as he saw the Statue of Liberty” drifting away. He came to Paris to advise Les Temps modernes on their upcoming “America” issue — in which they excerpted books like The Black Metropolis, a groundbreaking sociology of redlining and poverty on Chicago’s South Side.

Of course, in this post-Rex world, the State Department surely no longer has the wherewithal to bother reading such a minor cultural artifact as the first ever Longreads Books Newsletter. Indeed, the founding of Les Temps modernes differs from the first ever Longreads Books Newsletter in, ah, a number of ways — probably the most important of which is that I have not written a 1,000-page philosophical novel to co-promote with this newsletter. But I find myself dwelling on it anyway, comparing our efforts to the past and its apparent perfection. (Or near perfection. According to David Remnick, who is certainly an authority on such things, it was the first issue of The New York Review of Books — also founded, incidentally, at a moment of paper shortage, during the 1963 printer’s strike — which was “surely the best first issue of any magazine ever.”) After all, it’s becoming more and more difficult to stand on the shaky notion that there is some strong dividing line between “the modern times” and “history.” And difficult to think that we should not be making comparisons.

So in the future (no matter how alarmingly it starts to resemble the past), look to this newsletter to encounter new works that hopefully, as Sartre bragged in his introduction to the first issue of Les Temps modernes, “do not… miss a beat on the times we live in,” that “inten[d] to influence the society we live in,” that “take sides.” You’ll read excerpts from new books like Noliwe Rooks’ groundbreaking study of inequality in public education, Cutting School (The New Press 2017); interviews with authors who’ve written remarkable new books that we’re eager to hear more about, like Elizabeth Flock’s study of love, The Heart Is a Shifting Sea (Harper, 2018); essays and discussions about the writer’s craft; and book reviews. Yes, book reviews. This, despite the fact that, in her interview with Longreads, the cultural critic Michelle Dean notes the hysterics to which Norman Mailer was driven by Mary McCarthy’s The Group when he reviewed it in 1963 (in those same venerable pages of the New York Review of Books, although not in the first issue — I checked — but rather the fourth one). Dean tells us that, reading Mailer’s review and others like it, she “starte[d] to have a sense of humor about the value of a review that comes out when a book is initially released.” She continues:

You start to realize how wildly out of sync [contemporary reviewers tend to be] with whatever later opinion of the book developed after people had the chance to digest it and think about it…. The reception adds an element of absurdity to the whole thing.

So there you have it. The modern times are wildly out of sync (more so than ever?) and absurdly wrong about new books; these days books are as ubiquitous as air and as precious as contraband; and we at Longreads have decided it’s the perfect time to start a books newsletter. Welcome and enjoy!

Dana Snitzky
Books Editor
@danasnitzky

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When Sartre and Beauvoir Started a Magazine

(Photo: Getty)

Agnès Poirier | Excerpt adapted from Left Bank: Art, Passion, and the Rebirth of Paris, 1940-50 | Henry Holt and Co. | February 2018 | 20 minutes 5,275 words)

In September 1945, together with their band of students and friends, Simone de Beauvoir and Jean-Paul Sartre were working night and day finalizing the first issue of their journal Les Temps modernes. They had launched the idea at the end of 1944, choosing the title as a tribute to Chaplin’s Modern Times, and, apart from Camus who was too busy editing Combat, they could rely on almost everyone else to write for them — Communists, Catholics, Gaullists, and Socialists: their schoolmate and liberal philosopher friend Raymond Aron, the Marxist phenomenologist Merleau-Ponty, the anthropologist and art critic Michel Leiris, the Gallimard supremo Jean Paulhan, and even Picasso, who had agreed to design the cover and logo, along with a new generation of writers who were submitting articles and ideas such as Jacques-Laurent Bost. The British writer Philip Toynbee would contribute a Letter from London, while novels and essays the committee particularly liked would be serialized prior to their publication or with a view to attracting a potential publisher. Les Temps modernes would be a laboratory of new ideas and a talent scout rolled into one. Simone de Beauvoir had personally approached the minister of information, the Gaullist and résistant Jacques Soustelle, to ask for an allocation of paper.

Gallimard had agreed to finance the journal and to give the team a little office where they could hold their editorial meetings. The first issue was planned for October 1, 1945. Jean-Paul Sartre was made the head of the publication, “Monsieur le Directeur,” and he thought it important to make himself available to everyone. This would be democracy and public debate in action. He committed to receiving anyone who asked to see him at the magazine’s office at 5 rue Sébastien Bottin every Tuesday and Friday afternoon between five thirty and seven thirty. This commitment was printed at the beginning of the magazine, along with the telephone number Littré 28-91, where they could be reached. Sartre had decided to dedicate the first issue of Les Temps modernes “To Dolorès,” in all simplicity. Simone did not blink an eye.

In the first issue, Sartre announced loud and clear what Les Temps modernes stood for. It was to be the megaphone that would carry their thoughts far and wide.

Every writer of bourgeois origin has known the temptation of irresponsibility. I personally hold Flaubert personally responsible for the repression that followed the Commune because he did not write a line to try to stop it. It was not his business, people will perhaps say. Was the Calas trial Voltaire’s business? Was Dreyfus’s condemnation Zola’s business? We at Les Temps modernes do not want to miss a beat on the times we live in. Our intention is to influence the society we live in. Les Temps modernes will take sides.

The tone was set, the thinking promised to be muscular and the writing fearless.
Read more…

Rules for Departure

Photo: Michael E. Smith, Book: Sarabande Books

Rachel Z. Arndt | Beyond Measure | Sarabande Books | April 2018 | 9 minutes (2,245 words)

 

It’s hard not to giggle when a shirtless sunburned man is chugging beer from a lawn-ornament flamingo whose head has been chopped off while his friends call him “dickhead” in support, while overhearing voices from the front of the bus saying the GPS is wrong, we’re lost, and while trying, from behind sunglasses, to pretend to be asleep. But so it was, as two friends and I hitched a ride to Rock Valley, Iowa, the starting line for the week-long bike ride across the state that would begin the next day.

See? Even the angry one thinks it’s funny, one of them said.

I tried not to flinch. The problem was bigger than the uneasy rapport we’d struck with these strangers — the problem was that the leaving wasn’t going according to plan, and if the plan was already fucked, then the rest of the trip surely would be because for a trip to go well, it has to begin well.

A man called Dr. Dan was supposed to pick us up at 10 that morning, outside the local hardware store. We’d load our bikes, head towards Des Moines, and be on our way to the northwest corner of the state, ready to start riding back across after a good night’s sleep. The day before leaving, the two friends and I wondered what kind of bus it would be — one guessed a yellow school bus, another a Greyhound-style coach. Both possibilities were nauseating, the names alone evoking the sticky vinyl funk (yellow) and chemically cleaned bathroom sweetness (Greyhound) that would make reading impossible. The word, for either choice, was lurching.

Then Dr. Dan was supposed to pick us up at noon, then 2, then 4, then finally 7, when he showed up. I’d spent the day eating the snacks I was supposed to be eating on the bus, taking food-induced naps, and waking to an alarm that made me jump awake every time into a bedroom bright with sunlight from the west windows. Outside the hardware store, men tied our bikes to the ceiling of an enclosed trailer, which would be pulled behind the bus, and we drove off into the already-setting sun. Rick, our first backseat companion, introduced himself. I should clarify: These weren’t seats; these were mattresses perched on some sort of ledge that was about a third the width of each mattress, so the front was always folding and pulling the whole thing toward the center of the bus. Rick apologized. But it’s fun back here! he said, and explained that the bus had two kegs and we could pay for cups if we wanted and he’d been drinking since he got on, just west of Chicago, and boy, that bathroom was already a mess. Rick wore a Hawaiian shirt and black wraparound sunglasses, had a handshake that took too long to get rid of, legs shaved according to that odd bike-riding convention. Rick had done this all before, he said. Ask me anything, he said.

At least I’d left my apartment in good condition. I made sure to clean everything before I left, as I always do, and put everything away where it belongs — the plates in their metal cabinets, the clothes in their fiberboard drawers — thereby guaranteeing that there would be something tangible and exactly in order to return to. A bit of continuity, a ritual, a joyful habit.

Read more…

Did Brian Easley Have to Die?

Calvin Easley holds a wallet-sized portrait of his brother, Brian. (Hector René Membreno-Canales)

Aaron Gell | Longreads | April 2018 | 37 minutes (9,230 words)

This feature is published in collaboration with Task & Purpose, whose team of veterans, military family members, and journalists tell the stories of the military and veterans communities.

The thing that everyone remembered about the man in the light gray sweatshirt was how composed he was, how polite and respectful. One morning this past summer, he quietly entered a Wells Fargo bank branch in the Atlanta suburbs in a desperate state. But he didn’t curse or even raise his voice. He just calmly relayed the litany of setbacks and obstacles that had led him to an extraordinarily reckless act.

Brian Easley, 33-years-old, standing 6 feet 2 inches with close-cropped hair and glasses, had woken up on the morning on July 7, 2017, in Room 252 of a $25-a-night hotel nearby, where he’d been living, scraping by on a small monthly disability check from the Department of Veterans Affairs.

A former lance corporal in the Marine Corps, he had served in Kuwait and Iraq as a supply clerk, separating with an honorable discharge in 2005. But his transition to civilian life had been fraught. Joining his mother in Jefferson, Georgia, he found himself suffering from backaches and mental illness. He met a cashier at the local Walmart, and soon they married had a daughter together, but he disappeared for long stretches as his symptoms worsened. After his mother died in 2011, he bounced around — alternating between relatives’ spare rooms, VA mental hospitals, and nonprofit housing facilities. During a few especially difficult periods, he slept in his car.

By the summer of 2017, Easley had lost even that option. His usual disability check from the VA had mysteriously failed to materialize, and the rent was due. If he couldn’t cover it, he’d be on the street, and the thought terrified him. In the first week of July,  Easley called the Veterans Crisis Line repeatedly to inquire about the status of his disability payment. When they hung up on him, he called back. On Monday, July 3, Easley made his way to the VA’s Regional Benefits Office in Atlanta. But after an argument with staffers there, he left in humiliation, his issue unresolved.

A few days later at around 9:30 a.m, the Marine veteran entered the Wells Fargo branch, a faux colonial building on Windy Hill Road, a six-lane commercial roadway, and claimed that the backpack slung over his shoulder contained C-4 explosive. He allowed several employees and customers to exit and informed the two remaining employees that they should lock the doors and stay put. Then he began making calls, dialing 911 to let the authorities know what was happening, and a local news station, WSB-TV, to explain his predicament. “They took everything,” he told the assignment editor who picked up the phone. “With my last little bit of money I got I’ve been able to hold up at a hotel, but I’m going to be out on the street and I’m going to have nothing. I’m not going to have any money for food or anything. I’m just going to be homeless, and I’m going to starve.”

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The Wells Fargo bank in Marietta, Georgia where Brian Easley took hostages during a three-hour standoff with police. (Hector René Membreno-Canales)

Easley spent nearly 38 minutes on the phone with the editor, relating his military history, his love for his young daughter, and his frustrations with the VA. At one point, he allowed her to speak with the hostages. One described her captor as “very respectful.”

Easley insisted he didn’t want to harm anyone. “I already told them if I detonate this bomb, I’ll let them go first,” he promised. “These ladies are very nice, and they’ve been very helpful and supportive.” He said he had no intention of robbing the bank, and though an employee had fled leaving piles of cash just sitting out at their workstation, he showed no interest in it. His focus was exclusively on his own money — that monthly disability payment from the VA.

“How much money are we talking about?” the editor asked.

“Not much,” Easley said. She pushed for a dollar figure.

“Eight hundred and ninety-two dollars,” he answered.

As Cobb County police deployed around the Wells Fargo, establishing an incident command center in the parking lot of the nearby Texaco gas station, two snipers, Officers Dennis Ponte and Brint Abernathy, took up positions at the edge of the bank’s rear parking lot. Chief Mike Register, who’d only recently taken over the department, arrived on the scene shortly thereafter. Easley, meanwhile, spent most of the morning on the phone.

In addition to WSB, he spoke to his wife, Jessica, and her cousin, Yolanda Usher. He fielded calls from random bank customers, politely informing them that there was an emergency underway and that they should call back later. He told his daughter, Jayla, then 8, that he loved her and to work hard in school. “Okay, Daddy,” she said. “I love you.” Through it all, he kept his cool, even indulging in some dark humor. He mused that he might be the “worst bank robber ever.” And when the WSB editor asked him for his Social Security number, he joked, “You’re not going to steal my money too, are you?”

As the three-hour ordeal unfolded, he remained unfailingly polite to his captives, allowing them to place calls to their loved ones and even maintain contact with police. “He just kept saying, ‘Ladies, I’m so sorry,’” one of the hostages told the Georgia Bureau of Investigation later. “And I was like, ‘I feel really bad. I understand. You’re in a hard spot.’ And he said, ‘Thank you. I appreciate that.’”

As reasonable and mild-mannered as he seemed, Easley did show some clear signs of mental illness. In his call with WSB, he explained that he was being followed and had been the victim of four kidnapping attempts, which he attributed to his halfbrother Calvin and a secret society. “I don’t know these people,” he said. “They seem to be able to track me wherever I go. They have my information.” During several difficult moments, he held his head in his hands and sobbed, muttering softly, “I just snapped.”

In an effort to understand the many factors that led to the Windy Hill Road incident, I spent seven months speaking to Easley’s family members and fellow Marines, officers of the Cobb County Police Department, Veterans Affairs officials, community activists, and experts in law enforcement, mental health, and military transition.

I found a story that was considerably more complex than it first appeared, involving the failure of the nation’s safety net; VA policies better designed to exploit former warriors than to assist them; a confused police response; and maybe an undercurrent of racial bias, one that the community liked to think it had outgrown long ago.

It was also the story of four former members of the U.S. armed forces, whose paths converged one morning in July on a busy suburban thoroughfare. Before the day was over, two would be recounting the incident to investigators, another would be facing the news media, trying to explain to the public just how it happened, and a fourth would lay dead on the floor of the bank, his head pierced by a single gunshot.

***

Born in 1983, Brian Easley was a mama’s boy as a child, his thumb rarely straying from his mouth. The youngest of eight kids, Easley lived with his siblings and parents, Barbara Easley and Bobby Lee Brown, in a ranch home in Williamstown, New Jersey. It was a tight fit — 10 of them in all, crammed into three bedrooms — but they made it work. Located south of Philly, it was a safe, quiet neighborhood with a small-town feel, notable mostly for the aroma of pizza sauce from the local cannery, which wafted across the local sports fields every afternoon.  Barbara was an indomitable woman, laboring tirelessly to make sure none of her children ever felt neglected despite their parents’ modest income. Brian was the baby, her very last, and she doted on him.

Easley had few friends growing up, but he was close with his brother James, the next oldest, joining him in PlayStation marathons that typically went on until there was no more game to play. Despite his height, he was soft-spoken and timid as a teenager. In school, he was painfully shy around girls, later confiding to his fellow Marines that he’d been a virgin when he signed up at 18.

Twelve weeks of basic training at Parris Island outwardly transformed him, precisely as the military intended. Watching him graduate in a ceremony at Camp Lejeune, his family members were dumbstruck. “I could not believe my eyes, how polished he was, how sharp, tall, strong,” said his brother Calvin, the oldest sibling. “I sat there in awe the whole entire time. He went in a little boy, and they turned him into a man.”

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Calvin Easley with a portrait of Brian from his service in the Marine Corps. (Hector René Membreno-Canales)

Assigned to the 2nd Marine Logistics Group, based at Camp Lejeune, the soft-spoken recruit fell into a circle of friends who each quickly took him under their wing. To them, Easley seemed less a warrior than a big goofy kid, more content to eat cereal and watch his favorite anime series than to hit the local bars or shoulder a rifle.

The group formed a tight bond, fortified during their deployment to Kuwait in 2003. Though Easley’s fellow Marines would roll their eyes at his devotion to Tolkien novels and compare him to Steve Urkel, the teasing was affectionate. His tranquil demeanor, generosity, and maddening compulsion to apologize for the smallest offense — and then apologize for doing so — earned him the nickname Easy. He mostly stayed out of the boisterous debates that often preoccupied his unit, only to pipe up seemingly out of nowhere with some deliberately inane assertion, like, “I hear Somalia has the world’s strongest navy,” and then hold a poker face as long as he could — which usually wasn’t long.

Deployed to Iraq in 2005, Easley was stationed at the Al-Taqaddum Air Base, known as TQ, where he served as a warehouse clerk with the 2nd Supply Battalion. Easley’s job was to fill requisition orders for Marine combat units operating throughout Al-Anbar province, where insurgents, including the nascent al-Qaeda in Iraq, were mounting a surprisingly fierce campaign to drive American forces from the Western Euphrates River Valley.

As the three-hour ordeal unfolded, Easley remained unfailingly polite to his captives, allowing them to place calls to their loved ones and even maintain contact with police

The work was arduous — up to 17 hours a day for months at a time without a break — contributing to the chronic back pain that would plague Easley when he eventually returned to civilian life. “The warehouse jobs are out in the rear, so I wasn’t on the front lines,” Easley told WSB. “I had one close call during a security detail, but that’s about it.” Nevertheless, according to James Dunlap, who served with him, mortar fire was a regular feature, often sending everyone scrambling for bunkers. “I’m thinking, ‘We’re in supply, we’re not going to see this type of action,’” he recalled. “But when they say ‘Every Marine is a rifleman,’ they mean it.”

Following his honorable discharge in 2005, Easley returned to his mother’s home in Jefferson. He met a woman, Jessica Tate, and they moved in together and eventually got married. Around Jessica, Brian seemed fine — strangely quiet maybe, but also devoted, sweet, and easygoing. To his family, though, it was clear that something was wrong. “We noticed a difference in him right away,” Calvin recalled. Diagnosed with PTSD, and suffering from schizophrenia and paranoia, Easley told relatives he was barred from reenlisting. He often set off on long walks by himself. On one occasion shortly after his discharge, he grew so upset at a sibling’s teasing that he flew into a rage that left the family shaken.

These symptoms are not uncommon. “After we got out, it got rough for everybody on the tour,” James Dunlap explained. “It’s easier to be in a war zone than live life out here. You’re not in the Marine Corps anymore, so what’s your purpose?”

***

In 2008, Jessica became pregnant. Both of Brian’s parents fell ill around the same time, and he found himself in New Jersey helping to help care for them, visiting Georgia only briefly for the birth of his daughter, Jayla, but vowing to come back soon.

“He never did come,” Jessica recalled. His phone rang and rang. Eventually, family members told her how he’d just stood up one day, announced he was going for a walk, and never returned. “I was like, ‘Oh my god, I just had his baby and he disappeared. Is he leading a double life?’” she said. Fearing for his safety, she spent many nights crying herself to sleep. “I’m tearing up now just thinking about it.”  

It turned out Easley had checked himself into a VA mental hospital. Upon his release, he stayed with a brother in New Jersey. Aside from one trip to Georgia to meet Jayla when she was about 3, he mostly kept his distance. He explained to Jessica that people were after him — he wouldn’t say who — and he didn’t want to put his family in danger.

Just a week or so before Barbara Easley died, in 2011, Brian ley once again “up and walked off,” Calvin said. Voicemails and texts went unreturned. The funeral came and went with no sign of Brian, and years went by without a word. After calling every VA hospital in the directory, Jessica tried to move on.

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Brian with his daughter, Jayla, possibly around 2014. (Hector René Membreno-Canales)

When he surfaced again around 2014, Easley moved in with Calvin in Georgia, taking his medication, keeping his VA appointments, and generally trying to get his life back on track.. He said he’d been in Orlando, enrolled in filmmaking classes. He made no mention to his brother about a brief spiritual detour, as a follower of the Black Israelites, a religious sect famous for preaching that African Americans are the true Jews. But perhaps it isn’t surprising that in his troubled state, Easley had gravitated toward a tight-knit community. “I think he wanted to belong to something larger than himself,” recalled Dunlap, who was in touch with Brian during this period. Eventually Easley “woke up,” Dunlap said, and was ejected from the group.

Easley didn’t spend much time in Georgia with Calvin and his wife, Anita—maybe a half year or so—before he was on the road again, moving to New Jersey to live with another brother. After several episodes, though, he returned to Marietta in early 2017, enrolling in computer classes at Lincoln College of Technology, a for-profit college located in a strip mall in Marietta. He had bought Jayla a phone and called regularly, helping her with homework and joining her in a prayer via Facetime nearly every night. Some of his money from the government went toward child support, and he wired more whenever Jayla needed it. Not long before Brian walked into the Wells Fargo, he had the idea to surprise Jayla with a dog. Jessica thinks the realization that he wouldn’t be able to follow through may be what set off the episode.

***

In the spring of 1971, 10-year-old Mike Register was walking through an affluent neighborhood of Macon, Georgia, when a pair of young men in a car waved him over with a proposition: How would he like to earn $5 helping out with some yard work? It was a tempting offer, but the situation seemed off. For one thing, Register was white, and the men in the car were black. Job offers like that just didn’t happen in Macon in those days. Register bolted toward the woods, but the men gave chase, abducted him, and later kept him captive in an abandoned house, demanding a $5,000 ransom from his family. His mother alerted the authorities and delivered the money as instructed.

All told, Register spent 20 hours as a prisoner, while the men debated whether to kill him. Eventually, they essentially let him go, threatening to slaughter his family if he said a word. The boy didn’t heed the warning. At some point, he’d managed to snag an ID belonging to the ringleader, 20-year-old John Plummer. After his release, Register presented the card to local police, resulting in Plummer’s arrest and eventual conviction. (The other two men were never identified.) At the trial, which drew charges of racial bias from the defense team, the all-white jury found Plummer guilty of kidnapping, then deliberated for just 10 minutes before suggesting a life sentence.

Surprisingly unguarded for a chief of police, now leading a department of more than 600 officers, Register is a voluble storyteller, recounting this traumatic chapter from a difficult childhood in an easygoing, buttery drawl without a hint of disquiet. Asked how the terrifying crime he experienced as a child may have affected his response to the Wells Fargo hostage-taking, he insisted it had no impact. “I certainly have empathy for anyone who is held against their will,” he said. “Certainly that’s a part of my life, and I’m very thankful that it turned out the way it did for me. But no matter what my life experience may have been, I certainly try to be objective with any situation.”

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Cobb County’s Chief of Police, Michael J. Register. (Hector René Membreno-Canales)

Register enlisted in the reserves in his early twenties, joining the 11th Special Forces Group and becoming what was then known as “SF baby,” jumping right into commando training without any prior military experience. He thrived in the reserves, taking time off from his work as a police officer with the Cobb County PD for intensive training and deployments to Germany, Haiti, and Belize, among other countries.

By 2002, when Brian Easley entered the Marine Corps, 40-year-old Register was in Afghanistan with the 20th Special Forces Group, serving on a mobile reconnaissance team. After retiring from active duty in 2005, the same year Easley left the service, Register worked for the Department of Defense, devising strategies to counter the insurgency’s devastating use of IEDs. In 2014, he returned to suburban Atlanta and eventually resumed his career in law enforcement, becoming chief of police for Clayton County, 20 miles south of Atlanta.

Register was recruited as chief of police for nearby Cobb, which includes the city of Marietta, just three weeks before Brian Easley walked into the Wells Fargo. Though both counties belong to the metropolitan Atlanta area, they pose distinct challenges for law enforcement. Whereas Clayton is economically depressed and predominantly black, Cobb County is a mostly white, affluent bedroom community that was represented in Congress by a former leader of the nativist John Birch Society for nearly a decade and was long known for its “legendary intolerance,” as The Atlanta Journal-Constitution put it.

Though an influx of recent transplants, mostly young professionals, has tilted Cobb’s politics left, the county retains its reputation as a stronghold of white conservatism. Despite the 2017 opening of a new stadium for the Atlanta Braves, Cobb had for years steadfastly refused to allow the construction of a rail link to Atlanta’s transit system, in part out of a longstanding desire to wall itself off from the so-called “black Mecca” across the Chattahoochee River. (Years ago, a county commissioner infamously declared he’d stock the river with piranha to block rapid transit.)

Although the violent crime rate is considerably higher in Clayton than in Cobb — with nearly eight times as many murders on a per capita basis in 2016 — Register’s new position is in some respects trickier to navigate, given Cobb’s fast-changing demographics and more fraught political atmosphere. As chief of police for Clayton County, Register was an advocate of transparency and community policing initiatives, and Cobb community activists viewed him as an ideal choice to take the helm of their department as it sought to transform itself from a hidebound reminder of the region’s troubled past into an exemplar of the bighearted cosmopolitan New South.

To judge by the stream of racially charged incidents that have made the news in the area in recent years, change was long overdue. In 2015, the county’s only black commissioner reported what appeared to be racial profiling by an undercover officer — a complaint that elicited a shrug from her fellow commissioners. A few months later, the same officer was involved in a disturbing encounter with a black driver that was captured on dashcam. (“Go to Fulton County,” he said. “I don’t care about your people”). Following a suspension, the officer resigned.

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The front desk of Cobb County Police Headquarters in Marietta, Georgia. (Hector René Membreno-Canales)

The community’s negative perception of the department was confirmed last year in an independent report on police operations drawn up at the county’s behest by the International Association of Chiefs of Police. Although the report did not find evidence of systematic bias, it identified “a concerning deficit of public trust in and among a portion of the population.” It also made 34 recommendations, many of which Register is now implementing. Among a host of other changes, he ordered that all members of his department receive additional training in crisis intervention, crime prevention, cultural diversity, and fairness in policing. The chief has also considered a proposal by the Cobb Coalition for Public Safety to ensure that mental health professionals be called upon on in crisis situations. Some departments mandate that specially trained teams be deployed whenever an incident involves a potential mental health emergency, but in Cobb County, such experts are only brought in at the request of the crisis negotiation team. In Easley’s case, no such request was ever made.

***

According to the Marshall Project, law enforcement is the third most common occupation for military veterans, after truck driving and management. In part, this is attributable to the preferential hiring encouraged by initiatives like the 2012 federal program Vets to Cops. A career in law enforcement has an additional appeal to veterans, offering, as few occupations do, the sense of fellowship, duty, and shared risk that they experienced in the military. “I think that everyone, no matter who you are, you want to belong to something,” Register said. “People that have served in the military understand that they are part of something that is great, admirable, honorable, and that is important.” A police force, he added, “is a natural transition”  — conferring membership in what Ken Vance, executive director of the Peace Officer Standards and Training Council of Georgia, termed a “blue brotherhood.”

A substantial percentage of CCPD officers are veterans — several of whom, like Chief Register, played key roles in the Wells Fargo incident. Sgt. Andre Bates, the lead negotiator, served in the Marine Corps, as did Officer Dennis Ponte, the sniper who took Easley’s life.

In his 2016 book, Tribe: On Homecoming and Belonging, Sebastian Junger advances a powerful case linking veterans’ struggles with PTSD largely to the difficulty of navigating the fraught transition from the tight-knit world of the armed forces to the more isolating and superficial existence of life on the homefront.

This certainly tracks with Brian Easley’s experience. Joining the Marine Corps at 18, the former wallflower quickly found the camaraderie, friendship and shared sense of purpose that had largely eluded him until that point. After his discharge, cut off from his social group, he found himself increasingly alienated and adrift — an experience that undoubtedly contributed to his mental illness. Soon, aside from his immediate family and Jessica, he was more or less on his own, so lonesome in those early years that in addition to his primary job at a Home Depot distribution center, he took a second gig at a Church’s Chicken, not for the money, he told Jessica, but “just to pass the time while you’re at work.”

A career in law enforcement has an additional appeal to veterans, offering, as few occupations do, the sense of fellowship, duty, and shared risk that they experienced in the military.

When I asked Register how he has dealt with his own traumatic experiences — the kidnapping as well as his later service in Afghanistan — he shrugged off the question, more comfortable speaking about the prevalence of PTSD in general. But as frightening as his childhood ordeal clearly was, his success in dealing with it is not surprising: After helping to foil his own abduction, he was hailed as a hero by the national news media. In recognition of his bravery and quick-wittedness, the local police department named the 11-year-old its honorary chief of detectives.

“Humans don’t mind hardship, in fact, they thrive on it; what they mind is not feeling necessary,” Junger wrote in Tribe. “Modern society has perfected the art of making people not feel necessary.” Register seems to have found his purpose and his community in law enforcement, as did Bates, Ponte, and the many other veteran members of the CCPD.

***

As Brian Easley told the editor at WSB, the two hostages, and the crisis negotiator — basically anyone who would listen — his monthly disability check from the Department of Veterans Affairs came to $892. The VA confirmed that his last payment, for that precise amount, was sent on June 1. So perhaps it’s no wonder that when July 1 came and went, and the expected funds were not in the account, Easley began to panic.

According to WSB investigative reporter Aaron Diamant, Easley called the VA’s Veterans Crisis Line eight or nine times that week, including twice on the morning of the incident, and he was “hung up on a few times.” (When contacted, a VA spokesperson declined to comment on Diamant’s reporting.) According to its mission statement, the VCL was established in 2007 to “provide 24/7, world class suicide prevention and crisis intervention services to veterans, service members, and their family members.” But as the demand for its services has surged, the program has been plagued with issues. A March 2017 report by the VA’s Office of Inspector General found a number of shortcomings with the VCL, including deficiencies in operations and quality assurance. In response, the VA issued a press release touting improvements; a few months after Brian Easley’s death, it announced plans to open a third call center to handle another spike in demand.

According to Lincoln Educational Services senior VP for student financial services Rajat Shah, Easley visited the school’s Marietta campus on June 30 to discuss the possibility that his money had been garnished due to a tuition issue. A counselor at the school called the VA directly, and Easley was given an appointment at the VA’s Regional Benefits Office on July 3. He “was extremely agitated and belligerent,” a VA spokesperson told me , and as a result was briefly placed him in handcuffs. “Once Easley calmed down,” the spokesperson said, “police removed the handcuffs and a VA benefits supervisor … explained to him that his compensation check was recouped due to a debt he had created by his failure to complete college courses.” Easley agreed to return on July 6 with the proper documentation to set up a payment plan “and left the regional office voluntarily.” He never returned.

Perhaps unwittingly, Easley had become caught in a financial squeeze involving what are known as overpayments — a common pitfall for recipients of Post 9-11 GI Bill tuition assistance. Government tuition payments are made in full directly to an academic institution, but if a veteran drops too many courses or fails to attend class, the VA will initiate a process to recover the money directly from the student. According to Shah, Easley last attended class in late November 2016. He would have had to miss just six days of his module to trigger a mandatory notice to the VA, though Shah said the school tries to contact a student before taking that step. Easley’s overpayment was $1,163, so after the $892 was deducted from his account, he owed a mere $271.

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Objects found in Brian Easley’s pockets after his standoff with the Cobb County police. (Hector René Membreno-Canales)

If, in fact, Easley did miss some classes, it would hardly be a surprise. He was suffering from a severe mental illness, something the Department of Veterans Affairs, which was responsible for his care, certainly knew. Although the VA claims it sent Easley five letters informing him of the overpayment, his erratic housing situation meant he probably never received them.

“This happens literally all the time,” said Carrie Wofford, president of Veterans Education Success, a nonprofit watchdog and advocacy group focused on veterans education. A 2015 report by the General Accounting Office estimated that a quarter of all veterans receiving tuition assistance are billed for overpayments, many without ever fully understanding how the system works. “Because VA is not effectively communicating its program policies to veterans,” the report said, “some veterans may be incurring debts that they could have otherwise avoided.”

Although Shah said Lincoln staffers tried to help Easley with the VA, the school has drawn criticism in the past for an apparent indifference to the welfare of its students. “The programs are costly, more than twice as much as at local community colleges,” the Senate Health, Education, Labor, and Pensions Committee the committee wrote in a 2012 report, “and Lincoln makes virtually no investment in student services despite enrolling the students most in need of these services.” The committee said student retention and loan repayment rates were among the worst it had seen, and the report concluded, “Although the majority of students leave the company’s schools with no degree or diploma, the company also receives increasing amounts of Federal taxpayer dollars and profit.”

***

Shortly after Easley spoke to the 911 operator that Friday morning in July, the Cobb County Police Department showed up in force. They closed Windy Hill Road to all civilian traffic. They made sure those sheltering inside the Popeye’s, the Waffle House, the Wendy’s, the Subway, and the Chick-fil-A all knew to keep clear of the windows in case a detonation shattered the glass. The fire department was dispatched to the scene, as was the bomb squad, SWAT team, crisis negotiators, and a K-9 unit. Officers of the Sheriff’s Department handled traffic duties. Representatives from the Marietta PD, the ATF, the FBI, and its state equivalent, the GBI, turned up as well.

Register arrived within the hour, taking up a position at the makeshift command post. Solidly built, with a tree-trunk physique and wispy brown hair fading to gray, Register was viewed by community leaders as a reformer. The incident at Windy Hill Road would be his first test.

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Michael Register was recruited as chief of police for Cobb County just three weeks before Brian Easley walked into the Wells Fargo. (Hector René Membreno-Canales)

Meanwhile, inside the bank, Easley was getting a crash course in how TV news gets made. WSB-TV boasts one of the top local news organizations in the country: In the June ratings period, the station had attracted nearly two-thirds of TV news viewers in the metropolitan Atlanta area. Now, the staff had landed an incredible scoop simply by picking up the phone, and they knew it. On an audio recording of the call turned over to the GBI, one can hear the assignment editor’s colleagues scrambling to press their advantage. As she works to nail down what to Easley must have sounded like trivial details (“You said you had lived in Marietta previously, when did you live in Marietta?”), it seemed to dawn on him that her interest lay less in solving his problem than in working the story. “Okay, ma’am, I’m sorry,” he finally said, “but I’m about to wrap this up.”

As the call ended, two of the editor’s colleagues could be heard discussing how to proceed. “What can I report?” one asks. The exuberant reply: “Everything!”

Sometime after 11 a.m., Sgt. Andre Bates, the incident’s lead crisis negotiator, settled into a black Ford Taurus at the Texaco. He took a deep breath and dialed the number given to him by the 911 operator. Bates — who, like Easley, is black — established a rapport with the hostage taker almost instantly based on their shared military background. “I’m going through it with Veterans Affairs myself, so I know it can be difficult when they drag their feet,” he said.

Their status as former Marines further cemented the bond. “Semper Fi, sir. I’m a West Coaster, MCRD San Diego,” Bates said. “What can we do to resolve this, sir, and help you out? From one Marine to the other?” Although only Sgt. Bates’s side of the conversation is audible on the recording, his skills as a negotiator are evident. He gets Easley talking about his back injury and mentions his own knee and ankle issues. He assures Easley nobody is going to get hurt: “That’s my responsibility — to make sure you stay alive.” He compares the police force to the Marine Corps and engages Easley as a fellow enlisted man. “I have three of my chiefs that are personally here … guys walking around with stars just like it is in the Marine Corps . . . they’re not happy,” he said. “Just asking from one Marine to the next — to show that you and I are communicating and we’re on the same program — could you release one of those ladies, please?” And he appeals to Easley’s personal dignity, reminding him, “Your honor is worth more than the $892 the VA owes you, sir.”

Around noon, Easley agreed to a deal: A pack of Newports in exchange for one of the hostages. He seemed to mean it. As soon as he got off the call, Easley turned to his two captives and invited them to decide which one would leave. They told him they couldn’t choose. “Well, you’re just the teller,” he told one, “so I’ll let you go, and I’ll keep the branch manager here so they won’t blow my head off.”

The deal marked a significant breakthrough. They were working together now. A resolution seemed well in hand. In a brief interview, Sgt. Bates expressed absolute confidence that Easley would have honored his side of the bargain. “We were brothers who had bonded with each other,” he said. “I felt that me and him had connected as men, as Marines, and as family men.”

Bates hustled over to brief his superiors in the mobile command center, a large RV parked nearby. Among them were Register and the incident commander, Maj. Jeff Adcock. Reporting to him were Lt. Joel Preston, another Marine veteran, who commanded the tactical team, and Lt. Jorge Mestre, the crisis team commander.

It was a formidable group, with decades of experience. Mestre was a key figure in a 1999 incident in which he was wounded after trying to reason with a local man who was reportedly suffering from paranoid delusions. After opening fire on the officer, the man barricaded himself inside the house with his aging mother, and later killed two members of the Cobb County SWAT team after they stormed the family home. The tragedy is viewed as a critical lesson among tactical-policing experts, who blamed the incident on poor intelligence and inadequate staffing, revising standard procedures accordingly. For some members of the Cobb County PD, the killing may have carried an additional lesson: In a barricaded subject situation, avoid unnecessary risks.

The negotiator tried to appeal to Easley’s personal dignity. ‘Your honor is worth more than the $892 the VA owes you, sir.’

As Adcock and the other commanders quickly began hammering out a plan to deliver the cigarettes without endangering their officers, they had good reason for optimism. According to Chris Grollnek, a former SWAT officer who now provides training in dealing with active-shooter situations, “Ninety-nine percent of the time, when a negotiator is making a deal for one thing for another, the incident ends peacefully.”

Around the same time, another opportunity to end the standoff safely presented itself. One of the hostages who’d been on the phone with the police throughout much of the morning reported to Officer Christopher Few, Bates’s colleague on the crisis negotiation team, that Easley had gone to the bathroom. He was in there for more than a minute, it seemed, long enough for both hostages to potentially run out the doors. Once Few understood what was happening, he began to walk the hostage through an escape plan. But seconds later, Easley returned. “He’s out,” she said quietly.

Meanwhile, along the wood line, the snipers lay on the ground, squinting through scopes at the action inside the bank. One of them, Officer Ponte, had also served in the Marine Corps, working as a helicopter crew chief before his discharge in 1992. On assessing the situation, he’d selected a Lapua .338, a $5,000 semiautomatic rifle billed as “The Long Arm of the Free World,” and loaded it with Sierra MatchKing .338 250 grain ammunition, a combination he felt certain would have the power to penetrate the two glass doors and still maintain its trajectory. Then he’d aimed his laser at the building and noted a range of approximately 66 yards. Every once in awhile, as he peered through the scope, he got a good visual of the man in the gray sweatshirt. He radioed Lt. Benjamin Cohen, the assistant SWAT commander, and advised him that he had a clean shot. Should he engage the threat, he asked. Word came back: “Not at this time.” The rest of the tactical team was not yet in position. Stand by.

Minutes passed. On the SWAT team’s radio frequency, Ponte heard indications that a hostage might be released, but from what he could see, he later told the GBI, “There was no effort or energy being put forth toward releasing somebody.” Then Ponte made a fateful decision.

Around 12:15 p.m. on July 7, a single shot rang out on Windy Hill Road, ending the three-hour ordeal in the Wells Fargo and adding Easley’s name to the list of 236 mentally ill people killed by police in 2017.

***

Not only were Sgt. Bates and the various commanders caught off guard by Ponte’s action, his own fellow SWAT team members were as well. In a well-planned operation, the tactical team would have reacted instantly to the gunshot. Instead, nine long seconds ticked by before an officer put the CCPD’s BearCat armored vehicle in drive and began barrelling toward the door of the bank, inadvertently endangering the hostages, who were just then preparing to dash out in the opposite direction. After the BearCat struck a column and backed up, its hood covered with broken bricks, the hostages escaped, and members of the SWAT team hustled them into the back of the vehicle, which quickly reversed away from the bank.

The standoff was over. But exactly what happened to Brian Easley — and who made the decision to kill him — would remain a mystery for months. Addressing the news media shortly after 1:30 p.m., Register incorrectly framed the incident as an extraction operation gone awry. “We had a SWAT team, tactical team, move up on the bank to help get the hostages out,” he said. “During the extraction process, contact was made with the suspect, and it appears the subject is deceased.” The explanation seemed to imply that Easley had been shot during some kind of confrontation with the entry team rather than by a sniper hidden in the woods. No mention was made to the public of Bates’s negotiations with Easley to release one of the women for a pack of smokes. Although the entire command team knew of the arrangement — as did the two hostages and other members of the CCPD — it is only being made public now as a result of an open records request.

Barricaded-subject incidents, especially those involving hostages, are among the most difficult circumstances police officers face. Typically, attempting to negotiate a peaceful resolution is the preferred approach, with a tactical assault reserved as a last resort. But the balance between crisis negotiators and SWAT elements is a delicate one. Negotiators are trained to strike up a rapport with a suspect, calm them down, appeal to their sense of reason. Tactical officers, increasingly outfitted with military-style gear, are primed to take swift, decisive action.

The Cobb County Police Department’s internal Policy Manual states that in a hostage situation like the one at the Wells Fargo, a tactical solution must only be initiated “should communication with the subject fail to resolve the incident,” and that “the ultimate decision [on how to respond] will be made by the On-Scene Commander.” In the case of Brian Easley, communication was making genuine progress, and the On-Scene Commander, Major Adcock, had decided to let the negotiations play out. According to Ponte’s own testimony, he made the ultimate decision himself, an apparent violation of both policies. He cited no particular action on Easley’s part — an erratic movement or aggressive gesture, for instance — that might have indicated an elevated risk. When I reached him for comment, Ponte declined to speak except to say that his side of the story would be told “at the appropriate time.”

The standoff was over. But exactly what happened to Brian Easley — and who made the decision to kill him — would remain a mystery for months.

Sgt. Bates, the crisis negotiator, refused to criticize the actions of a colleague and fellow Marine. But asked whether he’d been sincere when he’d promised Easley that nobody would hurt him if he cooperated, Bates told me, “I meant that from the bottom of my heart. I’m out there to do a job. I’m pretty good at what I do, and the things I’m telling him are coming from the heart, one human being to the next. My job is to protect everyone so we can all walk out of there and play out whatever happened in court. That is the win for me.”

All of the experts I contacted were careful to emphasize they lacked a complete picture of what happened, and they expressed reluctance to second-guess CCPD’s handling of a dangerous and chaotic situation. They agreed, however, that the decision to shift away from a negotiating posture and initiate a tactical operation is not typically made lightly or based on the judgment of an individual officer, and that the situation on Windy Hill Road might well have concluded peacefully had negotiations been given more time.

Easley “articulated he’s not going to do anything to harm the hostages, so that’s a great sign,” said Randall Rogan, a crisis negotiation expert and co-interim dean of communications at Wake Forest University. “If a suspect is emotionally calm at the beginning of a siege or incident, that is the most critical moment.” He added that Easley’s demands were extraordinarily modest. “He’s not asking for a helicopter and $2 million dollars and taking two hostages on a plane.”

“Easley was very calm, he indicated wasn’t looking to hurt anybody, and he demonstrated a willingness to cooperate,” noted Jack Cambria, a 33-year veteran of the New York City Police Department who spent more than a decade in tactical operations and, later, as commander of the NYPD’s crisis negotiation squad, responded to more than 4,000 incidents. “Tactical assault is reserved for the last option, when it becomes absolutely necessary.”

Following a grand jury hearing, Ponte was cleared of any wrongdoing in connection with Easley’s death. District Attorney Vic Reynolds told WSB that the officers “followed the law and did what they were supposed to do.” According to the policy manual, “ability, opportunity and jeopardy” must all be present for a shooting to be justified. As far as anyone knew, Easley had the ability to cause harm to the hostages with a backpack full of explosives. He had the opportunity to do so. And the hostages were plainly in jeopardy.

Cambria, who trains law enforcement agencies around the country in crisis and hostage negotiation, agreed that Ponte likely acted within the law. Nonetheless, he pointed out, “Just because an action might be lawful doesn’t mean it was necessary.”

The operation appears to have been flawed in several additional respects. Given Ponte’s testimony that the hostages were not in sight when he opened fire, he ran the risk that one might have been injured by debris or a wayward bullet. A poorly aimed round might have set off the explosives Easley claimed to have in the backpack, mere inches from where the shot made contact. And there was one more possibility to consider: “When there are people alive near the subject, you very rarely will take a shot to neutralize him in the event that God forbid, he has a dead-man’s switch,” Grollnek said, referring to a detonator wired to explode if a trigger is released. Such devices, which work like a hand grenade, are simple to engineer. Had Easley been using one, Ponte’s shot could well have caused the deaths of the hostages. Finally, the haphazard extraction of the two captives also indicated that the decision to act may have been taken too hastily.

As the hostages were whisked to safety, a robot entered the bank and retrieved Easley’s backpack, placing it in a “total containment vessel.” It was eventually deemed harmless, and inside investigators found a Bible, some papers, and a small machete, among other incidentals. (Easley had never taken out the knife or mentioned having it, and Calvin later suggested he may have been carrying it for protection.) On his body, they found a wallet, a broken cross pendant, and an electronic device one hostage had assumed was a switch to detonate a bomb. In fact, it was a tool for detecting hidden listening devices, perhaps a prudent purchase for a man suffering from the paranoid delusion that he might be kidnapped at any time.

Before long, patrons of the nearby establishments, who’d been on lockdown all day, were finally allowed to go about their business. After being interviewed by police and GBI agents, the two hostages went home to their worried families. The local news teams packed up their gear. Easley’s body taken to the Cobb County’s Medical Examiner in Marietta. Chief Register addressed the media and then headed back to headquarters. Traffic on Windy Hill Road resumed in both directions.

***

The killing of Brian Easley was just the first of several crises to engulf the Cobb County Police Department in the early months of Register’s tenure. In late August, WSB aired bodycam footage from November 2016 in which Officer James Caleb Elliot is seen firing multiple shots at the back of an unarmed teenager as he flees through a residential neighborhood, striking him in the leg. A grand jury declined to recommend charges against Elliot, and DA Reynolds noted that officers pursuing a fleeing suspect in a “violent, forcible felony” are allowed to use lethal force. The fact that the teenager was not actually involved in a carjacking was viewed as immaterial, since the officer merely had to believe he was.

The new chief, for his part, indicated that legalities aside, the shooting endangered the public, and he used the release of the video as an opportunity to initiate additional use-of-force training. He also noted that the department recently purchased a new simulator to better prepare officers to handle such situations. Elliot left the force three weeks after the shooting, and a lawyer for the victim announced plans to file a federal lawsuit.

Then on August 31, Channel 2 released another dashcam video, this one from the summer of 2016. In it Lt. Greg Abbott, who is white, is heard remarking to a white motorist, “Remember, we only kill black people.” Though many observers pointed out the officer’s sarcastic tone, the starkness of his statement at a time of heightened concern over police shootings of African Americans (the killing of Philando Castile outside St. Paul, Minnesota, had happened just four days before the traffic stop) seemed emblematic. The video went viral. National outlets picked up the story. Representatives for Al Sharpton’s National Action Network told Register a protest march was being organized. Register’s office was bombarded by media calls from as far away as the United Kingdom. This time, Register moved swiftly, announcing that the process to terminate Abbott had begun.

“It’s been one of those weeks in Cobb County,” Register told me with a sigh not long after. The decision, he said, had not been easy. But Register was unmoved by the argument that Abbott had been trying to gain the motorist’s compliance by creating a casual rapport, calling the statements “inexcusable and inappropriate” and “not indicative of the values and the facts that surround the Cobb County Police Department and this county in general.”

A vocal contingent within the CCPD expressed unhappiness that he hadn’t defended Abbott. “They took it as me not supporting them,” Register said. After a local talk radio jock went after him — taking care to inform listeners that the police chief’s wife is African American and even noting her place of work — white nationalists went on the offensive, sending Register hate mail in which they called him “a disgrace to the white race.”

Following the decision, Register scheduled a set of mandatory staff meetings in which he laid out his rationale for demanding Abbott’s ouster. The radio station apologized. Eventually, the controversy seemed to die down. Still, it was clear the job was weighing on him. “I’ve got to tell you,” he admitted, “sometimes I’m like, ‘Damn, maybe I should have stayed in Clayton County.’”  

***

The tendency of police departments to close ranks in an effort to shield their actions from public scrutiny is well established and perhaps unsurprising. The same “blue brotherhood” that bonds law enforcement officers can easily slip into a form of tribalism when a member of the team is under threat. The commitment to one another that keeps officers alive in dangerous situations also seems to discourage self-reflection when things go wrong. Initially, after I asked Register about the killing of Easley, he mounted a strong defense of Ponte. “He saw this thing unfolding and felt that this might be the only chance to immobilize the suspect and save the two women, and he took it,” Register said. “If we would have waited five more minutes, and he had detonated explosives and killed himself and the two hostages, then we may have been having a conversation — ‘Now, why did we wait so long?’”

Register also emphasized that Ponte — who was cleared by a grand jury following another fatal shooting in 2016 — had struggled in the aftermath of the Wells Fargo incident. “One reason why it’s been so hard on this young man who took the shot,” he said, “is that he is a veteran himself and a Marine. It’s very hard on him. It makes you want to cry.” (Although Register repeatedly spoke of his officer as a “young man,” records indicate that Ponte was born in 1966.)

A month later, when I pressed Register about the revelations contained in the GBI report, which he indicated he had not yet seen, he reconsidered his position. While reiterating that the shot was legal, he said, “I do call into question the timeliness of it.” He also said he’d be looking into the apparent breakdown in command and control, explaining that he would “dig deeper and ensure that if there were any issues that created the dysnchronization between the negotiating team and the tactical team that we address that and we fix that. Certainly, as the event was unfolding, I don’t know if the communication was transpiring as quickly as it possibly should have.”

If we waited five more minutes, and he had detonated explosives and killed himself and the two hostages, then we may have been having a conversation — ‘Now, why did we wait so long?’

The next morning, Register called back. He mentioned an additional change he’d implemented a few months before, a monthly training session with his incident commanders to do “tabletop exercises,” reviewing some of the scenarios they might face in the field. He added that he’d been up half the night digging into the reports on the Easley shooting, and he’d scheduled a weekly meeting with his leadership staff to talk about developing a procedure for identifying mistakes so they won’t be repeated. “We have to take some time to look at what the findings were and come back for after-action reviews,” he said. “That’s the only way we were going to be better.”

***

Whatever mistakes may or may not have been made on Windy Hill Road on July 7, there’s one issue about which everyone seems to agree: Brian Easley himself bears a good portion of the blame. Even when one takes into account his mental illness and the other formidable struggles he was facing, the fact remains that Easley alone made the choice to enter the bank, claimed he had a bomb, and hold two women against their will.

“I’m sorry for what happened,” Calvin Easley told me when I visited him and his wife, Anita, in their tidy home in the Atlanta suburbs. “I’m sorry he went in there and took hostages. I’m very sorry for that. He was not in his right mind. But they didn’t have to kill him. He just wanted to get his story out.”

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On a phone call from the Wells Fargo, Easley told his daughter Jayla that he loved her and to work hard in school. (Hector René Membreno-Canales)

That story is one that many veterans can relate to. The same military experience that helped make him a man left him anxious, troubled, and eventually unable to work. Perhaps for the first time in his life, he discovered a sense of brotherhood and meaning in the Marine Corps, one he was unable to replicate once he returned home.

But Easley did what he could. He cared for his daughter, calling her every day and sending gifts when finances allowed. He battled the VA for years to receive the benefits he’d earned through his service. He sought an education, hoping to start a career, support his family, and make a new life, only to find himself in a trap that has ensnared thousands of his fellow veterans.

Then, one morning in July, he woke up to find that the money he counted on to make it through simply wasn’t there. And just like the Marine Corps had taught him, he took initiative. He called the hotline. When they hung up, he called again and again. Finally, he walked into the benefits office to plead his case in person. But instead of recognizing a veteran in crisis and working out a plan, or perhaps directing him across the street to the hospital, writing a prescription, and getting him back on track, they sent him away in search of paperwork.

“The problem was bigger than the Cobb County Police Department and Mr. Easley,” Bates told me. “The problem is the system — how they treat retired veterans. You should get more than ‘I appreciate your service.’ The VA owes these guys more. They’re willing to put their life on the line for their country, and when they separate from military they deserve better.” In particular, he criticized the VA’s decision to handcuff Brian Easley rather than help him. “That’s where the whole thing went bad, I believe,” he said.

He was not in his right mind. But they didn’t have to kill him. He just wanted to get his story out.

“I’m just baffled about what is so hard to negotiate,” said John Delorme, a Marine who served with Easley. “This isn’t a terrorist. This is a guy who fought against terrorism. As a veteran it makes me feel smaller than a grain of sand, the way he was treated.”

“I just don’t want his little girl to grow up to think her dad was a bad person,” said Ian Emmett, another battle buddy. “He was a good person.”

Alecia Miller, who dated Easley for two years when he was in the military, agreed. “I hate for him to be painted as this crazy deranged person,” she said. “This is someone who the system failed, and because of that, a decision was made out of desperation, and someone has lost their life because of it.”

“You go over there and you fight a war for our country and everybody’s out to kill you,” Calvin Easley told me. “You don’t know nobody. You’re in a foreign land. But the real sharks? The real sharks are back at home. There’s no reintegration. You don’t get support from the country that you fought for.”

It was late. Anita stood behind him as he spoke, patting his back. “I’m livid,” he went on, fighting back tears. “He was a hero. He was not some psycho on the corner. He was not. He was a gentle giant until you pushed him. If you pushed him to the max, then you’d see a different person. But it took an awful lot. It took a lot.”

“I know this,” he said. “He was my brother.”

***

Aaron Gell is the features editor of Task & Purpose and an adjunct instructor at NYU’s Prison Education Program. He has contributed to numerous publications, including New York magazine, The New Yorker, and Vanity Fair,

This article was published in collaboration with the editorial team at Task & Purpose. 

***

Editor: Michelle Legro
Photographs: Hector René Membreno-Canales

Fact checker: Matthew Giles
Copy editor: Jacob Gross

The Myth of Kevin Williamson

Kevin Williamson (via YouTube/The Cato Institute)

After a week or so of mostly women questioning The Atlantic’s hiring of Kevin Williamson, a conservative columnist who has advocated for hanging women who have had abortions, the magazine’s editor-in-chief Jeffrey Goldberg announced Williamson is no longer in his employ.

Goldberg had justified hiring Williamson on the grounds that he’s a talented writer, and his assertion that women who have abortions should be hanged was an errant tweet, not to be taken seriously. But Media Matters dug up a 2014 podcast for the National Review in which Williamson talked at length about how much he likes this idea. “I’m kind of squishy about capital punishment in general, but I’ve got a soft spot for hanging as a form of capital punishment.” Read more…