By OBBM Network Editorial Staff

Derived from an episode of Locked In With Ian Bick.

He threw a punch at me. I threw a punch at him, and his tooth went into my hand.

That split‑second clash on a Rikers Island hallway set the tone for what would become a meteoric rise—and an eventual departure—for James Kearney. Following his father’s footsteps, Kearney entered the Department of Correction in 1979, climbed the ranks, and by his late twenties held the title of captain, one of the youngest in the facility’s history. Yet the very system that propelled him also revealed deep‑seated problems that he says remain largely unchanged since the 1970s.

Family Roots and the Call to Service

Kearney grew up in a household where public‑service jobs were a family tradition. His father, who owned a bar before joining the corrections department, encouraged him to take the civil service exam, echoing a broader Irish‑Italian legacy of service in fire, police, and the military. Kearney recalled his mother’s determination: after dropping out of high school to raise him, she earned a GED, a four‑year degree, and a 30‑year career as a CPA.

“He always said you’ll take the civil service tests—it was a main theme in our family,” Kearney said. The expectation was clear: a stable job with a pension, health benefits, and union protection. He took the test during his last two college semesters in the summer of 1996, received a pre‑process letter within a month, and was fast‑tracked into the academy by early 1997.

The Academy Experience and Early Assignments

The three‑month academy, according to Kearney, was a blend of ceremonial speeches and unexpected physical drills. “The first two days are hilarious… 40‑year‑old men with cigarettes in their pockets being told to take them out, put them in their mouths, and run around the gym,” he recalled, laughing at the absurdity of the drill‑instructor routine.

Despite the humor, Kearney noted that the training left him unprepared for the realities of the job. “The academy prepared you nothing at all for the job,” he said, describing his first shift on C‑76 as a stark contrast to the polished introductions he received in the gym.

Rapid Advancement and the Captain’s Perspective

Within eight months of passing the civil service exam, Kearney was on the floor. He pursued a promotion test the following June and, after passing, became the youngest captain in the department’s history. The rapid ascent, however, was built on a system that prioritized test scores over leadership assessment.

“All you need to do is take a test,” Kearney observed. “If you’re going to be in charge of supervising not only inmates but also the officers below you, you should have to do more than just pass a civil service test.” He suggested adding additional screenings, similar to the initial application investigations, to better evaluate a candidate’s suitability for command.

Systemic Issues: From the 1970s to Today

Kearney’s tenure spanned a period he describes as unchanged since the late 1970s. He highlighted the longstanding practice of contraband smuggling, noting that “the enticement to bring in contraband for inmates has always been a thing.” The culture, he argued, was reinforced by a reliance on family connections; father‑son duos were common, and working at Rikers was often encouraged as a family legacy.

He also pointed to a decline in supervisory quality. A former female supervisor, who initially praised her senior staff, later lamented the lack of competent leaders after she left, blaming the city for not providing adequate oversight. “There’s no staff to lead the staff,” emphasizing that the problem stems from a lack of rigorous vetting for captain positions.

Why the System Persists and What Might Change

The allure of stable pensions, health benefits, and job security continues to draw new recruits, even as many leave after a few years. Kearney noted that “the pension is enticing, the benefits are enticing, the pay, job security, stuff like that.” Yet he warned that without structural reforms, the cycle of under‑trained leadership will persist.

He urged the city to reconsider the promotion pipeline: “It could be a civil service test and additional screenings… a three‑week intro to what being a captain is going to be like, and then you’re put in the jails.” By implementing more comprehensive evaluations, the department could ensure that those tasked with overseeing both inmates and officers possess the necessary leadership skills.

Looking Forward

Kearney’s story offers a rare insider’s view of an institution long shrouded in secrecy. While his personal journey reflects both the opportunities and pitfalls of a career in corrections, his call for reform aligns with broader calls for accountability and modernization within New York City’s criminal‑justice system.

As the city continues to grapple with criminal‑justice reform, the experiences of former officers like Kearney underscore the importance of balancing the benefits that attract recruits with the need for competent, well‑screened leadership. Only then can Rikers Island evolve from a relic of the past to a facility that truly serves the public safety mission.

The full episode of Locked In With Ian Bick is available on OBBM Network TV.