The superintendent tried, once again, to explain that the root of the hospital’s troubles was in the absence of an adequate staff to oversee the patient population rather than in having too few locks and bars on windows. That the hospital had 2,300 patients—1,100 more than it had space for. But instead of spending money on therapy, employee salaries, or the reduction of overcrowding, the state spent money on new tools for imprisonment—tools that they knew weren’t actually going to work.
