I bought a prison in the United States.

Eleanor argued her case logically:

"If an inmate is injured during childbirth, or if our prison guards are injured while dealing with inmate conflicts, the prison may not even be able to provide them with timely medical assistance."

"Therefore, we are requesting reasonable medical assistance funding, no less than $20 per year."

At this point, the finance director, Morehouse, spoke up, saying in a pragmatic tone:

"Mr. Chen, I know that there have indeed been some positive changes in your prison."

"However, adjustments to administrative subsidies require approval from the state budget committee, and are typically made only at the beginning of each fiscal year."

"It's already October, and the next budget adjustment won't be until July next year at the earliest."

Her fingers tapped lightly on the edge of the budget, an unconscious gesture that conveyed a clear message.

Budget adjustments will have to wait; that's part of the procedure.

A program is a program; its rhythm won't change just because you've resolved a crisis.

"Ms. Morehouse is right, adjustments to general management subsidies do indeed have to wait for the budget cycle."

Lingo's expression remained normal.

"But what I'm going to discuss today is not a regular management subsidy, but a special grant."

"Used to upgrade our prison surveillance systems and security facilities."

He took a speech from his briefcase and placed it on the table.

The speech was not fancy; it consisted of only a few pages of typewritten text, with each page marked with clear subheadings highlighting the key points.

Before the meeting, Lin Ge had spent the entire night going over every single word in his mind at least ten times.

"The McLean County Correctional Center currently has four surveillance cameras, two of which are broken."

"A 14-inch black and white monitor, with no backup power and no video recording storage function."

"In other words, the surveillance coverage of this prison is less than 20%, and its recording function is zero."

Lin Ge paused for a moment, then argued his case logically:

"According to the Oklahoma Department of Corrections' safety standards, any county correctional center with a capacity of more than fifty people must have a surveillance coverage of no less than 80% and must be equipped with at least 72 hours of video storage."

He placed a copy of the state corrections department's safety standards document on the table:

"This is the standard you issued yourselves, 1982 revised edition, page 94, Chapter 8, Section 3."

"Our prisons are currently far from meeting the minimum security standards you have set for yourselves."

Boone looked at Ringo, pondering to himself.

He was naturally aware of the existence of this safety standard; however, Crawford, the former warden of the McLean County Correctional Center, had never seriously enforced it.

During Crawford's years in office, at least a third of the county government's funds allocated for prison equipment upgrades ended up in his own pocket.

This point was hinted at in the state auditor's internal report last year, but no one really looked into it.

"So you want the state corrections department to allocate funds to upgrade the surveillance equipment?"

"Moorhouse asked."

"That's right."

Ringo spread another document out on the table:

"This is a comparison of quotes from three suppliers: Honeywell, ADT, and a Tulsa-based security systems company."

"Each company's proposal included a detailed list of equipment, installation costs, and maintenance costs, totaling $50."

Moorhouse picked up the list and quickly glanced through it.

It's clear that this document was prepared by a very meticulous person.

It was either Ringo himself, or some engineer prisoner who had worked at Lockheed.

"50 is no small sum."

Moorhouse put the list down.

"But it's not big."

Eleanor continued:

"The state corrections department's total budget for facilities improvements this year is $480 million, of which $120 million is allocated to prison security upgrades."

"So far, less than 40% of the project has been spent."

"It's already October, and if this money isn't disbursed before the end of the fiscal year, it will be returned to the state's treasury pool."

"Ms. Morehouse, as the finance director, you are well aware of this."

Moerhaus's eyebrows twitched slightly.

Eleanor was right.

In Oklahoma's fiscal system, unused budgets must be returned to the state's fiscal pool at the end of the fiscal year.

The budget for the following year often depends on the usage rate of the current year.

For the finance director, spending the budget reasonably and maintaining a healthy utilization rate before the end of the year is an important performance indicator.

But that reason alone is not enough.

Eleanor took a third document from her briefcase:

"However, we are also aware that this $50 is not a free lunch."

"In response, my client has prepared a specific monitoring upgrade plan, which includes a pilot program."

"If you agree, McLean County Correctional Center will become the first pilot unit in Oklahoma to fully implement a points-based management system."

When Putnam heard the word "pilot," he didn't even raise an eyebrow, but his fingers began to twirl the graduation ring.

The movement was very fast; it only took two laps before it stopped.

He probably realized his lapse in composure, put his hand back on the table, and tapped the edge of the oak three times with his fingertips, each tap heavier than the last.

This is the instinctive reaction of a government lawyer when they hear something useful but want to pretend they don't care.

"Pilot" means an exception in law, and an exception means that change can be promoted without breaking the existing rules.

Boone's expression remained unchanged, but his hand unconsciously moved the coffee cup in front of him a little to the side, making more space for himself.

It was a tiny signal, but Ringo caught it.

The phrase "points-based management pilot program" touched something that Boone had been keeping hidden deep inside.

"Could you explain your points system to us in more detail?" Boone asked.

"Of course, no problem, sir."

Lin Ge took the reform plan out of his briefcase.

This plan has been revised more than a dozen times since it was first drafted in his office.

"The principle behind the points system I invented is very straightforward."

Lin Ge laid out the plan:

"Each prisoner receives one hundred basic points upon admission."

"Participating in labor, maintaining hygiene, and participating in skills training can all earn positive points."

"Violating the rules, provoking others, or fighting will result in points being deducted."

"The points system is not an abstract score; it directly corresponds to the level of treatment a prisoner receives."

He turned to the page with the points system and pointed to the table above:

"Level D: Basic benefits."

"Category C: Additional outdoor time and visitation opportunities."

"Level B: Can choose their occupation and receive priority for parole recommendation."

"Level A: Solitary confinement and additional educational courses."

"This system makes prisoners understand that every action they take has consequences, and those consequences are always carried out on time."