PRI Chapter 55: Is the Person in Charge of Border Prison Here?

The ACA convention quickly began after the chairman's opening remarks.

The meeting format was topical discussions, with everyone given a sheet of paper listing this year's topics.

"How to view sexual conduct between inmates and guards?"

"How to deal with the drug challenge?"

"How to handle the media?"

"How to prevent inmate suicide?"

"How to motivate inmates to work and increase prison revenue?"

These topics perfectly reflected the current state of American private prisons and were dilemmas faced by all private prison administrators.

After everyone finished reading, low murmurs of discussion filled the conference room.

Seeing this, the meeting moderator tapped the table and guided everyone's attention to the first question.

"How to view sexual conduct between inmates and guards?"

Someone answered, "I think we should fire the guard directly!"

Someone countered, "I disagree. A warning would suffice. If we fire the guard, who will manage the prison?"

"Hey buddy, are all the guards in your prison rapists?" someone reminded.

Instant laughter erupted.

"I think we should first determine whether it's male guards assaulting female inmates or male inmates assaulting female guards," Austin next to Lind raised his hand and spoke.

Everyone immediately nodded in agreement.

"That's right, we have more male guards than female guards in our prison."

"Our prison basically has no female guards."

"Sorry, but are you discriminating against women?"

While everyone was discussing, a man and woman suddenly started arguing over gender issues.

"What? Why do you say that? This is men's work!"

"Who says prison guards must be men? According to research, female guards are more meticulous in management and more popular."

"What the fuck, by popular do you mean those inmates can masturbate freely while looking at female guards?"

"Hahaha!"

Another burst of laughter.

"Alright, don't discuss gender issues. This is a private prison conference, not a human rights organization meeting."

The moderator stopped both sides' argument and let everyone continue discussing.

The entire meeting lasted over an hour before nearing its end, and everyone had discussed some feasible solutions for various topics.

For example, "How to handle the media?"

Most prison administrators present had experienced inmate lawsuits and reporter questioning after court hearings.

They were very troubled by those difficult reporters' questions.

However, the CCA representative was experienced in this area. He told everyone they could avoid answering difficult reporters' questions and reference current cases to avoid discussing thorny topics.

Additionally, when releasing news, it was best to choose Friday evenings to reduce public attention to lawsuit incidents.

Another example was "How to prevent inmate suicide?"

Many prison administrators answered this question, but their responses were all product introductions for their own facilities.

Anti-suicide railings, anti-suicide glass, anti-suicide towels, and so on.

One prison even claimed that if an inmate successfully committed suicide using their anti-suicide ventilation rack, they would reward a Harley motorcycle.

Lind thought to himself that after an inmate committed suicide, what good would getting a Harley do? Would they burn it for him?

After the first few topics were discussed, the meeting smoothly moved to the final topic.

"How to motivate inmates to work and increase prison revenue?"

ACA Chairman Chad Bruce explained, "This question mainly asks how everyone motivates inmates to learn and competently handle assembly line work within prisons."

Austin was first to ask back, "Why motivate inmates to work? Wouldn't it be better to just outsource to factories and companies?"

"Yeah, exactly. Let factories help us manage inmates and still make money. Isn't that good?"

"Besides, if we don't establish factories in prisons, we can accommodate more inmates."

"Right, there's no need to have inmates work inside prisons."

Other prison administrators nodded, quite agreeing with this plan.

As mentioned before, private prisons currently used profit models that were generally based on per-head payments.

The more inmates, the more money earned.

Fleece the government once, then rent out inmates for profit.

This was the business philosophy of American private prisons.

Therefore, when everyone heard about having inmates work inside prisons, they found it somewhat unimaginable.

Hearing everyone's confusion, Chad Bruce picked up some materials and said, "Currently there are 312 prison companies certified by ACA."

"Among those certified and receiving orders through Federal Prison Industries, there are 51 companies."

"Excluding CCA and GEO, only 17 remain."

After stating these figures, Chad Bruce looked at everyone in the conference room and continued, "Through our investigation and estimation, these 17 companies' average annual profits are 50% higher than private prisons that outsource inmates to companies and factories."

"That's why I brought up this topic at the meeting, to ask everyone's opinions."

As soon as he finished speaking, discussion erupted around Lind.

"50%?"

"Are you kidding? Is having inmates work in prisons really that profitable?"

"Actually it might be more than 50%, because outsourcing to companies only gets you a lump sum payment. But if you produce yourself and complete orders, you naturally earn more."

"I know, but the upfront investment isn't small either!"

"And to make inmates work obediently, you need more guards. Management and labor costs both increase. Why wouldn't I use that money to expand the prison and accommodate more inmates?"

In fact, the prison administrators weren't fools and had all calculated this in their heads.

Compared to building assembly lines in prisons and driving inmates to work, outsourcing inmates was obviously easier and more cost-effective.

Moreover, with CCA as a precedent, everyone believed this chain prison profit model was more conducive to expansion and stock prices.

They just hadn't expected ACA Chairman Chad Bruce to make such a direct profit comparison today.

Hearing about profits exceeding ordinary prisons by 50%, many administrators immediately became interested.

Previously, because each prison's profits weren't transparent, everyone was kept in the dark. Now knowing about assembly lines' high profits, Federal Prison Industries' auditors would probably start getting busy soon.

Subsequently, Chad Bruce announced profit values for various orders, including military contracts and civilian orders.

Hearing this, Austin said with undisguised envy, "The profits are indeed high. Looks like I need to adjust my business model. What do you think, Edward?"

Lind shrugged, "I don't need to adjust."

"Why? Don't you covet the profits from military contracts?"

As soon as he finished speaking, both heard Chad Bruce's voice, "Is the person in charge of Border Prison here?"

Lind raised his eyebrows and lifted his hand.

Immediately, all eyes in the conference room focused on him.

Chad Bruce smiled and introduced to everyone, "This is Edward, owner of Border Prison. Although their prison was established less than six months ago, it has already passed ACA certification and taken on military headphone orders."

"Through estimation, we believe Border Prison's net profit is approximately $7 million. Gentlemen, you should know that Edward's prison currently only accommodates 300 inmates."

"Moreover, after our inspectors visited your prison, they consistently praised your proper and orderly management of inmates."

"So I hope you can share with everyone your insights on motivating inmates to work. Would that be alright?"

Lind smiled slightly and nodded under Austin's stunned gaze, "Of course, no problem."

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