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  Colonel the Honourable Walter S. Owen, Q.C, LL.D.,
Lieutenant-Governor of the Province of British Columbia.
May it please Your Honour:
The Annual Report of the Ministry of the Attorney-General of the Province
for the year 1976 is herewith respectfully submitted.
A ttorney-General
Office of the Attorney-General
June 1977
Introduction by David Vickers
Opening Statement
The Past
The Future
I. Administration of Justice
Courts Planning
Public Trustee
B.C. Police College
Co-ordinated Law Enforcement Unit
Crown Counsel
Regional Justice Co-ordinators
II. Commissions
Law Reform Commission
Justice Development Commission
Research Centre
Grant Funding
Legal Services Commission
B.C. Police Commission
III. Office of the Deputy Attorney-General
Policy Planning
Budget Policy
Law Reform Co-ordinator
Legal Services to the Handicapped
IV. Legal Services to Government
Legal Services to Government
Civil Law
Criminal Law
Revision of Statutes
Legislative Counsel
Constitutional and Administrative Law
V. Boards and Tribunals
Order in Council Patients Review Board
B.C. Board of Parole
 VI. Regulatory and Registration
Regulatory and Registration
Land Registry Service
B.C. Racing Commission
Office of the Fire Marshal
VII. Support Services
Central Library Services
Personnel Services
Facilities Management
Systems and Procedures
Finance and Administration
Acts Administered by the Attorney-General
Provisional Organizational Chart
David H. Vickers, Chairman, Justice Development Commission
This Attorney-General's Annual Report of 1976 is the third report submitted
in the history of the Ministry. In past years we have recorded the accomplishments
of the individual units of the Ministry—the facts, the statistics, and programs of
each separate unit.
This year we have expanded this standard format to provide a general overview illustrating the concepts, challenges, goals, and direction of the administration
of justice. For it is these factors that mould the service programs of the Ministry
and affect the over-all quality of the justice system.
In my four years with the Ministry, we have attempted to expand the parameters of the justice system—to encourage the participation of community members
through justice councils, and to promote stronger links with the local service
elements of other Government ministries. We have attempted to develop an
appreciation, both within the Ministry itself and in the community, that the
administration of justice is often the funnelling point of a variety of social problems.
To simply react to these problems as they present themselves is no longer sufficient.
Instead, we must plan and anticipate and further develop ties with the community.
The team policing project in the City of Vancouver provides an excellent
example of the community, a service unit of the administration of justice, and representatives from the Human Resources and Health Ministries working together.
One of the most notable events in the recent history of the Ministry was the
creation of the Justice Development Commission. Although there were times when
the work of the Commission received criticism from sectors within the administration of justice and the public, I am convinced the accomplishments achieved through
the Commission's work will continue to provide an established foundation for future
justice administrations to build upon.
The functions of the Justice Development Commission are found in section 5
of the Administration of Justice Act, S.B.C. 1974, c. 3, which reads as follows:
"5. It is the function of the commission
(a) to develop co-ordinated plans for the future development of the
administration of justice in the Province in all its aspects;
(b) to promote, establish, supervise, and finance research respecting all
aspects of the administration of justice within or without the Province;
(c) to report from time to time to the minister respecting the results of
its research, inquiries, and investigations and make recommendations for change, reorganization, and general improvement of the
administration of justice;
(d) to conduct research or inquiries into a particular aspect of the administration of justice and to report and make recommendations to
the minister thereon;
(e) to enter into agreements or arrangements with the Government of
Canada or any province or agencies thereof, or with universities,
municipalities, regional districts, or any other person or organization
for the purpose of research, inquiry, or investigation of, or assistance
in, the administration of justice;
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(/) to provide financial assistance to any person or organization undertaking research, inquiries, or investigations under this Act, or operating programmes and projects on behalf of the commission;
(g) to develop experimental programmes and projects respecting any
aspect of the administration of justice, and, with the approval of the
minister, to lease buildings, facilities, and employ staff necessary to
initiate, develop, and operate such programmes and projects; and
(h) to perform any other function respecting the development of the
administration of justice as the Lieutenant-Governor in Council may
The peak of the Commission's activities occurred in fiscal years 1974/75 and
1975/76 and revolved around the assumption of responsibility for the operation and
maintenance of Provincial Courts from local municipalities.   This move included:
(a) A co-ordination of all levels of trial courts. The long-term objective
was to insure a minimum standard of services to all courts. In 1974,
80 per cent of all trial activity was criminal in nature and at the level
of Provincial Court.
The development of sound management practices and procedures
for the operation of all levels of court services. Included in these
moves was the creation of Court Administration, which assumed a
large volume of work from local municipalities and the Provincial
Department of Finance whose Government Agents had provided
services to Court Registries in the County and Supreme Court
throughout the Province with the exception of Vancouver, Victoria,
New Westminster, and Nanaimo.
The development of a Provincial Crown Counsel Service.
The rationalization and improvement of family counselling and probation services which were then centred in many social services
departments of local municipalities.
In the course of this vital work the Commission undertook major reviews of
management procedures and practices throughout the total justice field and instituted many developmental programs relating to the administration of justice.
Details of these programs are contained in publications of the Commission and the
two Annual Reports of the preceding fiscal years.
In the past fiscal year it became clear that the major work of the Commission
was concluded. The Commission maintained a research department under the able
directorship of Dr. Pauline Morris. In addition, the Commission carried out grant
funding for developmental projects and agency core funding.
We have now concluded that our work can appropriately be carried out within
the Ministry of the Attorney-General and there is no further need for the continued
existence of the Justice Development Commission.
In the circumstances, on behalf of the Commission, I now recommend to
Government that the Administration of Justice Act be repealed upon the following
That appropriate steps be taken to insure that the services presently
delivered by the Commission be delivered by Ministry personnel. In
that regard all present employees of the Justice Development Commission should be assured similar working relationship within Government service.
■      ' ■
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2 Appropriate amendments be made to the Attorney-General Act to
include, inter alia, those functions formerly held by the Commission
and enumerated in section 5 of the legislation.
I want to take this opportunity to extend to all those persons who were and
are connected with the work of the Commission my sincere thanks for a job well
done. The Commission was intended to be a change agent and in that regard it was
highly successful. It has clearly demonstrated that effective change can be carried
out in an operational setting. Fundamental changes in the administration of justice
within this Province have been accomplished and we are all proud to have been a
part of that exciting period of our history.
"The law not only is,
it is also being and becoming."
Chief Justice Bora Laskin (1973)
The only constant one can apply to the nature of society is that it is a continually changing structure, always being altered by changing life-styles, goals, and
living environments.
Any institution designed to serve society, whether it be the law, the administration of justice, or education, must embody society's dynamic character. Institutions
can not survive if they stand impervious to social change.
The challenge facing the Ministry of the Attorney-General is to provide sound
administration for the various components of the administration of justice—police,
Crown counsel, corrections, and courts—while at the same time allowing the flexibility to respond to change in social demands. In seeking this goal, the Ministry
must continually strive to strike a balance between efficiency and effectiveness.
For, although the Ministry is responsible for the organization, maintenance, and
efficiency of the justice system, it is the courts that are designed to hear and try
cases and to deliver justice.
Any administrative policy, regardless of its efficiency, that would thwart the
court's ability to do justice impinges on the total effectiveness of the justice system.
If the system's effectiveness—its ability to deliver justice to the individuals coming
before the courts—is sacrificed, the system becomes impotent.
This situation was emphasized in a 1973 Ontario Law Reform Commission
report on the administration of the courts, and is equally applicable to the total
administration of justice:
"A systems approach to the administration of the courts, that is the orderly
and rational process of efficient management, is not free from difficulty.   .   .   .
"While there are many effective management techniques which can be
borrowed from business and government generally, they must be adapted specially
for the operation of an institution that is typical of neither a business nor a government agency.
"Above all, it must be remembered that the intended product of the court
system is justice, of which efficency, convenience, and cost are only constituent
parts and do not together comprise the whole."
In the past year, the Ministry recorded a stabilization in the increase in the
Province's crime rate and in the numbers of people in the Province's remand centres.
It is anticipated that this stabilization in service demands will allow the Ministry the opportunity to further explore and develop future local service requirements.
Although the Ministry assumes fiscal, planning, and manpower training at the
Provincial level, it has become apparent that each region in the Province poses a
unique set of challenges to the administration of justice. The Ministry is attempting to address these challenges directly at the regional level through the appointment
of regional administrative directors and through the encouragement of local community input into the justice system.
The emerging popularity of crime prevention programs sponsored by local
police departments is testimony that the general public can be involved in a more
active way in the policing and over-all administration of justice system.  This has
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British Columbia Ministry of the Attorney-General, Justice Information Systems
also proven true in the success of impaired driving courses that were originally
promoted and developed by community-based groups, and are now sponsored by
the Corrections component of the Ministry.
Local justice councils, already in operation in some of the regions, provide a
focal point for community discussion on the wide concerns of the justice system.
The councils function as community-based entities open to all interested individuals.
The councils stand independent from Government, with the Ministry providing
regional co-ordinators to act as planning and communication resources. But the
justice councils provide just one possible means of initiating community input.
Women's groups, chambers of commerce, and charity organizations also exist as
potential resources.
The management decentralization of court administration and corrections is
also another possible means of stimulating regional incentive. Each of these components now has a regional administrator within each of the six justice regions in
the Province. While policies continue to be set at the Provincial level, operations
are the responsibility of the regional directors.
The availability of the regional administrators to respond to the concerns of
local community groups creates a two-way information flow—the Ministry becomes
sensitized to the aspirations and demands of the particular community, and the community is made aware of the challenges and limitations of the Ministry.
For, just as the law has its limitations, so the administration of justice also has
its limitations.   Like the law, the administration of justice is not the only mechanism
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acting to control human behaviour in the interests of order, nor is it the only
mechanism to deal with the resolution of social conflict. The family, the church,
and the school are well-known institutions which, among other things, attempt to
mediate or deal with social conflict.
As a society we could in no way afford the cost of providing a police officer
to monitor the actions of each citizen; nor would we want to. Instead, we rely on
the willingness and co-operation of most individuals to stay within the law, and
employ our policing resources when co-operative means fail.
The unique nature of criminal activity in British Columbia presents a challenge
to both the community and the Ministry. The prominent heroin trade with its
international connections, complex distribution networks, and resulting effects of
prostitution, bookmaking, and loan sharking demand intensive police investigation
and often complex trials to bring the individuals involved before the law.
The Ministry and the community must work together to determine their
priorities. Indeed, there are individuals whose "minor" infractions must be dealt
with. And, indeed, there are others whose "major" infractions must also come
before the law.
But should we employ the same system to deal with both?
In an era of increasing numbers of Municipal, Provincial, and Federal laws,
should we continue to rely on the full impact of the entire administration of justice
to deal with all infractions? Or are there more effective alternatives that can be
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British Columbia Ministry of the Attorney-General, Justice Information Systems
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The Ministry continued to be actively involved in 1976 in developing alternative methods to the full trial process.
In the Small Claims Courts the Ministry observed that the judge was often used
mainly as an arbitrator in a financial conflict between two parties. The court referee
now provides an impartial arbitrator to the parties in conflict before a court appearance in an attempt to resolve the dispute. This system has proven successful not
only in diverting cases but also in reaching a mutually satisfactory method of debt
repayment so that the parties involved do not have to return to court to obtain
enforcement orders.
Throughout the Ministry, diversion programs are also being utilized and
refined. Simply put, diversion programs are designed to divert from the justice
system those disputes that can be resolved fairly and properly by more appropriate
Diversion can also take place at any point in the administration of justice—
a probation officer preparing a pre-court inquiry into an accused's background may
suggest a diversion program to Crown counsel, or a police officer apprehending a
juvenile on a first shoplifting offence may feel that police attention, combined with a
report to the parents, may be a sufficient deterrent.
Pre-trial screening has proven beneficial in other areas. To better settle family
disputes, resources were provided for people to reach an out-of-court settlement
through the use of no-fault agreements.
It has long been felt that the adversary system was not appropriate in most
family problems when the clients are amenable to conciliation counselling. The
family counsellors of the Corrections Branch see themselves as being primarily
responsible to the clients, using the court as an important resource.
Alternatives to imprisonment are the cornerstone of our corrections policy.
As we recognize that not all people run afoul of the law for the same reasons, we
must develop different methods of dealing with different offenders.
The Corrections component of the Ministry offers a range of alternatives from
custody facilities, forest camps, and community correctional centres to community
service order programs.
The community service order program reflects the Ministry's and the community's concern that the criminal justice system has for too long forgotten the
victim of the crime in its zealous pursuit of justice. This program now provides the
offender the opportunity to make restitution to the harmed individual or to the
community at large. This can include anything from a vandal being required to
repair the damages incurred, to an offender performing tasks that will benefit the
entire community.
Community involvement and support remain vital elements in the Ministry's
search for viable alternative procedures. Decentralization of management and
justice councils may provide only a partial answer to re-establishing local input into
the justice system. The onus now rests with the communities to actively participate
in their home regions.
Administration of Justice
In examining the Ministry's current operations, one must develop an appreciation of the dynamic nature of the administration of justice. It is an ongoing process.
To appreciate its current status one must look to the past, for it has affected the
current operation, and to the future to appreciate the direction of the administration
of justice.
T 15
Within the past decade a collection of factors have prompted a national awareness of the state of the justice system, both provincially and federally.
Under the terms of the British North America Act, judicial responsibility,
among other things, was divided between the Federal and provincial governments.
The provinces were made responsible for the establishment, maintenance, and
management of provincial prisons; the administration of both civil and criminal
justice within the province; and the enforcement of provincial statutes. Two other
areas of concern were property and civil rights within the province, and the establishment and tenure of provincial offices and the appointment and payment of
provincial officers.
Each province interpreted these responsibilities somewhat differently. In some
provinces these duties were performed by two separate ministries, in others by as
many as four. In British Columbia the Ministry of the Attorney-General assumed
the entire spectrum of responsibilities.
Traditionally, the Provincial Government divided its responsibilities with the
municipal governments. The local governments were responsible for the staffing,
operation, and maintenance of the municipal courts, providing probation officers,
and family court counsellors in their jurisdiction. But the Province's growth, and
the increase in demand for court services, prompted the Provincial Government to
re-examine the organization of the administration of justice.
If one looks steadily at an object for a length of time, the object becomes
blurred. One has to stand back to regain one's perspective—to see the object as a
portion of the greater whole.
The Ministry of the Attorney-General, in examining its operations, could not
focus on any one component within the administration of justice. The Ministry had
to put the individual components in perspective—to see them as composite parts of
the whole. For only in examining the whole could an appreciation of each section's
contribution to the over-all picture be gained.
What soon became apparent was the inter-relationship of each of the components. Although police, corrections, and the courts each provided a unique
contribution to the over-all administration of justice, the efforts and policies of one
eventually had an effect on the other. The nature of charges laid by the police
affected the nature of court activity, which in turn affected the character of the local
inmate population.
But it became evident that some service components were administratively
fragmented internally. The courts, although serving as a single entity in the over-all
administration of justice, were under municipal jurisdiction and were subject to a
different slate of operational procedures from one area to another.
A similar situation existed in the policing component. The police also were
an important link in the over-all administration of justice, but there was often a
striking difference in training standards between the various municipal police forces
within the Province.
Such variances affect the quality of the total administration of justice. If each
of these components was to realize itself as a part of an integrated administration of justice, then it became vitally important that the regional branches within
each component view themselves as a cohesive entity, implementing a uniform
set of administrative policies.
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British Columbia Ministry of the Attorney-General, Justice Information Systems
To achieve this, the Ministry assumed Provincial responsibility for the administration of all courts that had been under municipal jurisdiction, and set up a central
body to provide operational uniformity—the Court Administration component. A
similar principle, applied to the municipal forces, led to the B.C. Police Commission,
created to help achieve uniform operational and training standards.
The drive toward operational uniformity affected all the service components
within the Ministry. Forms were standardized. Operation and procedure manuals
were issued. And a new emphasis was placed on incorporating modern management techniques to effectively manage and co-ordinate technical and manpower
resources, both within the regional operations of the various service components,
and in the over-all administration of justice.
The year 1976 was a period of consolidation in the Ministry of the Attorney-
General. The various service components had completed, or were in the process of
completing, their drive toward operational uniformity. In the process of instituting
standard operations, the Ministry had developed new programs, new ideas, and new
resources. The time had come to assess their progress.
The push to provide standardized procedures had revealed the necessity of
effectively monitoring the current status of any one program or component. The
Ministry has now developed the tools to achieve this.
T 17
The Budget Planning unit, following two and a half years of study and development, has now adopted a new interdepartmental finance system.
Unlike its predecessor, which could account for expenditures only after the
funds had actually been paid out, the new system has the capacity to reveal what
funds have been committed as well as those that have been paid out. The system
shows the true financial picture of the Ministry and has proven a valuable fiscal
management tool.
In the future, this system will be adapted to determine the correlation between
the aims of an individual program, the fiscal resources it demands, and the effectiveness of that program.
The Systems and Procedures section now offers the Ministry both the manpower and computer resources to design operational computer systems and interpret
raw data into management information systems.
Computer systems have been introduced at the Provincial Court Building in
Vancouver and now provide court case information—charges laid, age of case,
scheduling times, and stage of case. This court list system has proven a valuable tool
for pinpointing the recurring problems in bringing individuals promptly before the
The Systems and Procedures section also completed the definition of a police
index inquiry system that provides police officers computer access to existing police
information on persons, locations, incidents, vehicle licence numbers, etc.
By effectively utilizing the computer's resources, statistical overviews can be
prepared to show the relationships between police efficiency, resulting court cases,
ratio of convictions, numbers of offenders given to corrections, and financial costs
of the entire operation.
The Facilities Management unit of the Ministry also employs a systems
approach to determine the current and future facilities requirements of all components of the Ministry.
Just as health, educational, and other services are affected by shifts in population, projected growth patterns, and administrative policy changes, so the service,
and consequently the facilities requirements of the Ministry of the Attorney-General,
are also affected. Taking these factors into consideration, the Facilities Management unit has prepared an intensive demographic study of the Province, and an
inventory of the facilities currently in use by the Ministry.
The thrust toward standard operational procedures had also included an
emphasis on providing standardized manpower training within the components of
the administration of justice.
 T 18
The Court Administration Component actively reviewed and developed new programs in 1976
• A task force examined the effectiveness of the Sheriff Services Division.
• A task force examined the role of court reporters.
• Pre-trial programs were being developed to reduce trial
• Witness management programs were being developed to
reduce the cost through overtime of police witnesses through
the Courts.
• Alternatives were being developed to the adversary system
for those kinds of Provincial and municipal regulatory offences that can be better handled through other procedures.
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"The art of progress is to preserve
order amid change,
and change amid order."
Alfred North Whitehead
Some goals had been reached in 1976. Standard operational procedures were
realized in most of the service components. The Police College was a reality and
was developing advanced training seminars for mid-management police executives
and for those already serving in the force. The courts were now operating under a
standard set of administrative policies. Some valuable technological resources had
been developed.
But there are still challenges to be met.
In the courts, for example, standardizing operational procedures has proven
to be but one small step in realizing the full co-ordination of all the participants of
a trial—the judge, Crown counsel, litigant, witnesses, lawyers, court reporters,
sheriffs, and court clerks.
New programs and new attitudes will be required to fully realize the coordinated operation of the courts—an achievement that would result in the
reduction of unnecessary trial delay.
The challenge confronting the courts—to fully co-ordinate internal resources
to offer a better service—parallels the challenge confronting the over-all administration of justice.
Instituting standard operational procedures had proven to be the first step in
realizing the full co-ordination of all the components encompassed by the administration of justice.   Decentralization of management is the second phase.
Management decentralization will allow the regional administrators to gain a
working familiarity with the over-all administration of justice within a compact version of the Provincial picture. Regional administrators of different components will
now promote greater co-ordination of justice services at the regional level. If this
can be achieved, it could well lay the foundation for full co-ordination of justice
services on a Provincial scale.
In assessing the future development of the administration of justice, the Ministry of the Attorney-General must consider the significance of the stabilization in the
increase in the Province's crime rate.
Should this be a continuing trend, the Ministry may have a greater opportunity
to expand crime prevention programs in the community, and further concentrate on
the organization and development of the civil justice system.
The Ministry also intends to further explore alternative procedures within the
justice system that will offer more convenient, less costly services.
The National Task Force on the Administration of Justice, created by Canada's
Attorneys-General in January 1976, promises to play an important role in the future
development of justice systems across Canada.
The task force was developed to examine the existing justice services in Canada
and to gather data relating to the cost of delivery of these justice services, including
both operating and projected capital costs. Although the preliminary findings are
still under review, it is evident that many of the challenges facing the British Columbia Ministry of the Attorney-General are shared by the majority of provincial justice
 T 20
By identifying the major issues on a national basis, it is hoped that national
exploratory committees can be formed to deal with specific areas of concern.
Employing this method, the individual provinces will gain the practical experience
and knowledge of other administrations and will apply this toward finding more
permanent solutions.
In planning for the future the Ministry of the Attorney-General must also
assess the eventual impact of the current zero population growth. Should the
Ministry commit itself to labour and capital intensive programs in light of a
stabilizing population that may not exert the demand that has previously been
The creation of a Justice Institute, a central educational institution to provide
the training programs for all the components in the Ministry, is one of the Ministry's
priorities. For, without proper training and proper training facilities, it will be most
difficult to improve efforts in crime prevention and the resolution of conflict, and
to develop alternatives to present services.
All resources available to the Ministry—the community, regional administrators, and the manpower and technological resources of the Ministry itself—will be
extensively utilized to prepare for the future role of the administration of justice.
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Justice  Regions
T 23
Director: Associate Deputy Attorney-General Dennis R. Sheppard
Plans were formulated in 1976 for the management decentralization of Court
Administration through the appointment of regional administrative directors in each
of the Province's six justice regions.
Following the extensive work completed at the Provincial level in providing
standard operational procedures to all courts in the Province to ensure a uniform
quality in the delivery of justice, this component viewed the decentralization of management as the next step in the re-establishment of local input.
Each of the three internal branches in Court Administration—Court Reporters,
Sheriff Services, and Court Administration—will each have a regional director
reporting to the regional administrative head in their justice region.
In the past year, task forces were created to study the use of court support
staff, and to examine the status of the Sheriff Services Division.
There are now some 450 sheriffs within the Ministry of the Attorney-General
performing courtroom security duties, jury guard functions, prisoner escorts, execution of civil documents, summons, and subpoenas, and witness escorts.
Since the introduction of Sheriff Services in 1974, municipal police officers,
who had previously performed most of these court-related duties, have been relieved
of most of their court-related functions and have returned to their primary role of
policing the community.
Director: Fran Prevost
The purposes of the Courts Planning component are to provide an overview in
qualitative and quantitative terms of the performance of the Provincial, County,
and Supreme Courts in the Province. Quantitative studies include the design of
court information systems regarding case loads, expenditures, manpower, and
facility allocations and the assessment of the data and information produced.
Qualitative assessments include the examination of court services with a view
to ascertaining whether or not the courts are achieving their explicit purposes.
Studies regarding particular types of offences, the length of time for disposal of
offences, and the relationship of court procedures to other justice services and
procedures are also carried out.
This component provides special assistance to the Courts regarding administrative procedures and systems employed in the courts, legal assistance is provided
regarding administrative procedures and form; special studies and position papers
are prepared for the Minister and the Deputy Attorney-General at their request;
special assistance is given on joint projects undertaken within the Ministry on
special topics such as services to natives, services to children, impaired drivers, and
drug abusers.
The Courts Planning Group undertakes the design and implementation of
special projects and in these cases have management and administrative responsibility. Such projects include the establishment and extension of the Small Claims
Referee, the reorganization of Family and Children's Court Services, and the
Hearing Officer.
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In 1976 the Courts Planning Group
• assisted in the preparation of the new Supreme Court Rules;
• completed a report which assessed the impact on Provincial Courts of
current diversion programs;
• continued a review and assessment of diversion schemes in other
Director: C. W. Foote
The Public Trustee protects the estates and financial interests of minors and
mentally disordered persons and settles the estates of deceased persons where no
other person is competent to act by
• direct administration of the estates and trusts of minors, mentally incompetent persons, and deceased persons as guardian, committee,
executor, trustee, and administrator, and under power of attorney;
• monitoring—seeing that trusts for minors or mentally incompetent
persons are properly performed;
• investigation—investigating the estates, financial affairs, and legal
claims of minors and mentally disordered persons reported as being
imposed upon or taken financial advantage of and advising those
• providing legal representation for those mentally disordered persons
or minors for whom the Public Trustee has or may obtain authority to
There are approximately 1,600 estates of deceased persons and affairs of
approximately 4,500 mentally incompetent persons under administration. About
500 infants' estates are also managed by the office.
A trust review section of the office tries to make sure that trusts for minors or
mentally incompetent persons are properly performed, open for independent review,
and reasonably secure against loss. Over 2,500 estates are now monitored by the
Public Trustee.
The investigation section of the office receives numerous reports each day
which require looking into the estates, financial affairs, or legal claims of minors and
mentally disordered persons reported as being imposed upon or taken advantage of.
The office also provides legal representation for mentally disordered persons,
minors, and the estates of deceased persons.
Director: Dr. John Ekstedt
The services provided by the Corrections Branch include
• prevention—individual counselling and community information, education, and involvement (1.1 per cent of operational budget);
• pre-court—pre-court inquiries on juveniles and adults, conciliation
counselling, diversionary counselling, and activities (5.6 per cent);
• pre-trial bail supervision—custodial remand  (juveniles and adults),
noncustodial remand (juveniles) (17.9 per cent of operational budget);
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• court services—court resource services, pre-sentence report preparations (juveniles and adults), custody and access report preparation
(family matters) (4.7 per cent of operational budget);
• probation—supervision of juveniles and adults on probation, enforcement of maintenance orders, provision of specialized attendance programs for juveniles and adults, and special probation programs such as
community service and Impaired Drivers' Courses (19.7 per cent of
operational budget);
• institutional—a total of six security centres, 11 forest camps, three
special program facilities, and seven community correctional centres,
and one isolated camp, which provide varying levels of security and
programming from wilderness programs, farming, and prison industries to continuance of education and employment in the community
(49.7 per cent of operational budget);
• re-entry from prison—parole supervision for British Columbia parolees, temporary absence, community investigations and supervision
(1.3 per cent).
In the past year the Community Services Division, Institutional Services Division, and Inspection and Standards Division, which had formerly existed as three
separate divisions within the component, were consolidated, and now answer to one
regional administrative head in each of the Province's six justice regions.
In 1976, those offenders granted temporary absences for reasons of employment earned a total of $940,000, of which 50 per cent was paid back into the
community through restitution and fines. A total of $51,480 was paid toward room
and board at the community correctional centres, $152,736 was paid toward family
maintenance, $72,917 toward debts, and the remaining $179,860 paid into income
The community service order program recognized the responsibility of an
offender to make restitution to the harmed individual or to the community. Community Service officers operated in 24 locations throughout the Province and worked
closely with service clubs and the community at large in the development of these
programs. Use of this program increased 261 per cent in 1976 over the previous
year and, although no evaluative system has been created to date, the general
response from the community appears to be favourable.
The Corrections Branch tables a separate annual report in the Legislature.
Director: Gerry Kilcup
The B.C. Police College is the implementation arm of the Police Commission.
It is here that the educational ideals and standards set forth by the Commission are
Municipal police recruits attend a three-year program in which classroom
learning is continually supplemented by field experience. The programs offered
by the Police College—from legal studies to social sciences to practical police
techniques—are aimed at assisting police officers to gain
• an understanding of the moral, social, and legal framework of society;
• an understanding of the community, its values, aspirations, difficulties,
needs, and resources;
T 27
• considerable personal strength,  autonomy,  and  self-understanding;
• the ability to understand and communicate with others;
• technical knowledge and competence of the highest order.
Although the Police College has heavily concentrated on new recruit training, plans are under way to initiate the Police Commission's continuing educational
policies for members of police forces. In the near future, training seminars for
middle management and supervisory personnel will be offered, as well as workshops
for constables who have been in the force for a number of years.
In 1976 the Police College developed and provided the training for two
emergency response teams to serve the Province. The teams utilize a tri-level
approach incorporating the skills of a tactical team, negotiators, and a field commander to handle potentially violent situations.
Director: Dr. Malcolm Matheson
The Co-ordinated Law Enforcement Unit was developed because of a need
for a specialized task force which could wage a persistent attack on concentrated
criminal activity, such as narcotic trafficking, loan sharking, "white collar" commercial crime, major thefts, and vice.
Structurally, CLEU is three-tiered—the Joint Forces Operation undertakes
the actual investigations of criminal activity through a co-ordinated effort involving such diverse bodies as Federal Fisheries, Customs and Postal officials, RCMP,
municipal police forces, and CLEU's own investigative team.
The Legal Section is responsible for the prosecution of those persons arrested
by the JFO. The Criminal Law Director and the staffs of the Vancouver and
Victoria Regional Crown Counsel offices are responsible for legal advice to investigators and prosecutions arising out of the efforts of the two JFO units.
The Policy Analysis Division handles a variety of duties such as evaluative
research of specific areas of organized crime, examination of existing legislation
to assess its efficiency, administrative duties, and arranging seminars and training
courses for police, regulatory bodies, and others involved in the continuing fight
against the criminal element.
Due to the sophisticated nature of "modern" crime, CLEU members must
continually update their skills and knowledge to effectively police criminal operations. CLEU members have attended seminars in 1976 on surveillance equipment training, economic crime training, introduction and advanced analysis training
courses, plus international seminars on organized crime prevention.
The Co-ordinated Law Enforcement Unit tables separate reports to Cabinet
and the Legislature.
Director: Neil A. McDiarmid, Q.C.
Efforts continued throughout 1976 to develop a permanent Crown counsel
network to serve the Province, in the belief that a permanent Crown counsel would
develop a working familiarity with, and would respond expeditiously to the
demands of the criminal justice system.
 T 28
Twelve Regional and District Crown Counsel have been appointed in the
Province, and now assume the responsibility of ad hoc Crown counsel appointments
in their area. It is hoped that the ability to provide leadership and guidance
through Regional Crown Counsel will lead to the better administration of justice.
In the continuing attempt to create a more effective organization, a Crown
Counsel Handbook was completed and distributed and a Crown Counsel Seminar
was held in Vancouver in March 1976.
Director: Don McComb
The Ministry has provided six Regional Justice Co-ordinators to act as planning and communication resources to the 52 Justice Councils that have developed
in the Province. The regional co-ordinators also act as a liaison between the
councils and the Ministry.
Justice Councils are designed to involve the general public in the administration of justice. With the active support of professional staff from the various
components of the Ministry—Police, Corrections, Legal Services—Justice Councils
work to improve justice services at the local community level.
The typical Justice Council is comprised of members of the community working together on problems they have identified, contributing to the planning of new
programs, and informing their community about needs and priorities in justice
services. Membership in the councils is open to any interested individual, and
although the councils are a community-based entity, standing independent of
Government, they often draw on the services of the regional co-ordinators.
In providing a focal point for community discussion on the wide concerns
of the justice system, the Justice Councils provide a central forum for all community organizations. In this way, duplication of effort can be considerably curtailed.
The councils do not follow a restricted, binding format. Instead, policies
and meeting structures are left to the individuals involved to formulate. It is
hoped that the community effort within these councils will expand in the future
and provide assistance to the administration of justice.
In the past year the councils themselves initiated the first Justice Council Conference which was held in Cranbrook. This is viewed as a progressive step in expanding local Justice Council concerns to Provincial and eventually Federal matters.
Some of the programs in which Justice Councils have been involved are
Impaired Driving Programs, Diversion Programs, and development of community-
based resources.
 T 30
Chairman: Leon Getz
The Law Reform Commission of British Columbia has continued its work
of examining the law of the Province and making recommendations for change.
As was stated in last year's report, the nature of the Commission's work does not
call for a high degree of visibility, nor, in the ordinary course of events, for extensive resources. The distinctive contribution that the Commission can make in
improving the laws of the Province lies in its capacity for careful research and
thoughtful consideration.
A complete account of the Commission's work during 1976 may be found in
its own Annual Report, which is tabled separately, but the following summarizes
some of the Commission's achievements over the past year.
Final reports were submitted to the Attorney-General on the following:
• The Extra-Judicial Use of Sworn Statements.
• Minors' Contracts.
• The Rule in Bain V. Fothergill.
Working papers have been circulated on:
• Statute of Frauds.
• Hollington v. Hewthorn.
• Attachment of Debts Acts.
• Creditors' Relief Act.
• Execution Against Land.
Working papers in progress include:
• Bulk Sales Act.
• Class Actions.
• Statute of Frauds.
• Woodmen's Lien for Wages Act.
• Proof of Foreign Marriages.
Chairman: David H. Vickers
Executive Director: Mark Krasnick
The Justice Development Commission currently consists of two components—
Grant Funding and the Research Centre.
Director: Dr. Pauline Morris
The Justice Research Centre's primary function is to consolidate and to coordinate the Ministry's research efforts. In its advisory capacity, the centre's
staff is available for consultation on matters pertaining to research originating
at any location across the Ministry. In addition to its service role, the centre is
expected to undertake self-initiated research tasks.
T 31
The centre provides a visible and consistent entry point into the Provincial
justice system for those persons desiring to do research, regardless of the independent or dependent nature of the research applicant's funding.
In 1976 the Justice Research Centre
• completed Cui Bono—a study of Legal Aid and Community Law
Offices in the Province, on the request of the Legal Services Commission;
• completed a working paper entitled Remand in Custody—Some Proposals.
Work continued on
• impaired driving research;
• Use of discretion in administrative tribunals.
As well, the Research Centre has accepted outside research requests from
• the Law Foundation of British Columbia, to conduct a study into the
Changing Role of the Lawyer in a Changing Society;
• the Solicitor General of Canada, to do a study on the Images of Law.
Director: Maurice Shaw
The Justice Development Fund is open to applications in two funding categories—core funding and demonstration/developmental funding.
Core funding—Core funding refers to the Government's support for basic
administrative costs such as administrative salaries, office overhead, transportation, and clerical expenses. Only established agencies may apply for funding in
this category.
Agencies funded in 1976/77 were $
Elizabeth Fry Society of B.C  30,000
Elizabeth Fry Society—Kamloops  29,958
Elizabeth Fry Society—Okanagan  26,936
John Howard Society of B.C  85,800
John Howard Society of B.C.—Kamloops  40,000
John Howard Society of Vancouver Island  59,552
Lower Mainland St. Leonard's Society  30,530
M2 Canadian Job Therapy  27,000
Dick Bell-Irving Home  10,250
B.C. Borstal Association  6,000
Salvation Army  15,840
Vancouver People's Law School  35,000
Hatfield Society   11,970
Victoria Native Diversion Program  14,582
Minus One  35,000
T 33
Demonstration/developmental funding—This funding is for projects which
investigate new models for the delivery of justice services. This category does not
include the maintenance of existing services. Following is a list of demonstration
projects funded in 1976/77:
Police and Community Services—This project, started in August 1975, is a
two-year program demonstrating "team policing" and the development of improved co-ordination between the police, probation, social services, courts, and
the public at the community level.   Funding: $119,919.
Delta Unified Family Court Volunteer Co-ordinator—This project is the
community extension of the Unified Family Court Pilot Project. The co-ordinator
recruits volunteers to develop and operate programs and activities to which probationers can be referred in order to provide them with situations in which they
can learn necessary life skills.   Funding: $20,863.
Nanaimo Family Life Volunteer Co-ordinator—The Co-ordinator of Volunteers serves on an interagency basis, to recruit and screen volunteers, and to provide instruction and placement of volunteers in suitable locations. For example,
the co-ordinator instructs and places volunteers in co-operation with Community
Corrections for one-to-one probation supervision and adult parole cases. Funding: $23,964.
Unified Family Court Pilot Project Evaluation—This research project is conducting an in-depth evaluation of the Unified Family Court Pilot Project. Funding: $23,400.
Community Diversion Centre—This Victoria Diversion Project operates their
program at the pre-charge, pre-trial, and pre-sentence levels. The staff identifies
those individuals in conflict with the law who can best be diverted to a suitable
program making use of the community resources available.    Funding: $65,000.
Target Canada—This is a two-month project to produce a slide/sound production on Native Values to examine native people's view of modern technology
and the effects it has had on their life-style and culture. The production will be
used in training programs by the Police College and Corrections.   Funding: $8,875.
"Three Birds With One Stone"—This project hired one staff member to carry
out three jobs—to implement community service work supervision, co-ordinate an
impaired drivers' course, and operate a juvenile attendance centre. It provides
several services in a small community that does not need a full-time specialist in any
one of these three areas.   Funding: $9,395.
Native Law Centre—The Justice Development Fund paid tuition and book
fees for five non-status native persons to attend the University of Saskatchewan
Native Law Centre for a six-week summer preparatory course, as a condition of
admission to the Faculty of Law in British Columbia.   Funding: $5,250.
Allied Indian and Metis Society—This society operates the only halfway house
in British Columbia for males of native ancestry. Their purpose is to provide supporting services for native offenders and through work release programs and supervision of temporary absences, parole and probation, assist in their reintegration into
society.   Funding: $21,000.
Native Indian correctional workers—This project will provide two native staff
to work in the correctional centres located in Kamloops and Prince George. It will
help decrease the high percentages of natives serving both the definite and indefinite
parts of their sentences by assisting them in planning a realistic "release plan" to
obtain parole.   Funding: $20,000.
T 35
Chairman: Don Jabour
The programs which provide legal services to the public are administered by
the Legal Services Commission, created under the Legal Services Commission Act
(1975) "to see that legal services are effectively provided to, and readily obtainable
by, the people of British Columbia, with special emphasis on those people to whom
these services are not presently available for financial or other reasons."
"Other reasons" has been interpreted to include geographic isolation, cultural
and language barriers, to economic disadvantages.
Programs funded in 1976 include
• native programs—native legal information counsellors working out of
community offices;
• native courtworkers—native counsellors providing assistance to natives
in court;
• legal aid—funds are provided to the Legal Aid Society of B.C. to manage criminal and family tariffs and to operate 14 regional offices;
• community law offices—a total of 14 throughout the Province utilizing
staff lawyers and information counsellors to provide legal services;
• public schools legal education—development of curricula concerning
law and the legal system from elementary to senior levels;
• public information and libraries-—work through public libraries to distribute material and hold seminars and workshops on law and legal
• public legal education—development of media programs and public
meetings to explain law, legal rights, and the legal system;
• training—development of training programs for professional and nonprofessional staff working in community law and legal aid offices.
Attention is being directed to further inform the public in general and youth in
particular about the law, legal procedures, and rights and responsibilities under the
law with a view to reducing conflict and criminal acts. Efforts are being increased
to provide legal assistance at earlier stages where conflict can be resolved without
resorting to the courts.
The Legal Services Commission tables an individual annual report in the
Director: Dr. John Hogarth
The B.C. Police Commission is responsible for policing standards, research,
recruitment, and training, and the adjudication of disciplinary matters regarding
police conduct. The Commission, with police chiefs and police union representatives, has set standards for uniforms, discipline, and training. Special senior management training sessions have been conducted. Along with the police forces,
research into crime patterns and police allocations have been carried out.
 T 36
In the past year, the B.C. Police Commission has encouraged police executives to use modern management principles in identifying problems and opportunities, selecting priorities, developing work plans, assigning resources, and organizing
developmental projects. In aiding individual police departments to pinpoint their
objectives and then to plan realistic methods of achieving those objectives, the
advisory role of the Commission continues to grow.
A most important project of the Police Commission has been in the area of
crime prevention, where, to date, it has helped initiate more than 70 projects
throughout the Province. These efforts have included reducing opportunities for
crime, the resolution of crime in the community without invoking further criminal
procedures, public education, and improving police-community relations.
The B.C. Police Commission tables a separate annual report in the Legislature.
 T 38
Director: Mark Krasnick
The Policy Planning Group serves as a policy co-ordinating vehicle for the
Ministry of the Attorney-General, linking Ministerial priorities and goals with those
of Government, and preparing policy briefing material for decision-makers.
In the past year, some of the areas addressed by the policy planning unit were
• family law—reviewing the recommendations of the Royal Commission on Family and Children's Law in the areas of matrimonial property rights, Unified Family Court, maintenance, native lay panels, and
children's law;
• impaired driving;
• new Liquor Act and regulations;
• law reform and new legislation.
Executive Director: Ralph Baker
In the past year the Budget Policy Division concentrated on the development
of a Financial Planning System. The system, developed in conjunction with the
Systems and Procedures section of the Ministry, is viewed as an essential management tool allowing program managers to monitor and measure the efficiency
and effectiveness of the various departmental programs by relating actual performance to estimated performance, both fiscally and managerially.
This system has effectively standardized the financial reporting mechanisms of
all of the components in the Ministry.
T 39
Other 1.98
law stamps .94
court fees and fines 4.63
Companies Branch 1.69
Land Registry fees 8.67
Companies Branch 	
Fire Marshal Act fees, etc.
Insurance Act 	
Law stamps	
Securities Act	
Administration Act fees
Land Registry fees	
Sheriffs' fees	
Court fees and fines 	
Government Liquor Act
Motion Pictures Act	
Real Estate Act	
Trade licences	
Miscellaneous receipts ...
Per Cent
182,345,200   100.0
Legal Services 8.6
Registration, regulations,
and inspection 8.00
Justice Planning 6.04
Salary contingencies 5.92
Miscellaneous expenses 1.09
Administration 0.89
$ Per Cent
Administration        1,045,312 0.89
Justice Planning       7,123,011 6.04
Legal Services     10,136,085 8.60
Courts      31,024,159 26.32
Police      21,696,360 18.41
Corrections      29,044,640 24.64
Registration, regulation, and inspection        9,542,352 8.09
Miscellaneous expenses        1,291,579 1.09
Salary contingencies        6,977,030 5.92
117,880,528 100.0
T 41
A. B. Thorvaldson
Because of the many working papers and proposals developed by the Federal
Law Reform Commission, the Ministry appointed the law reform co-ordinator to
act as Federal-Provincial liaison officer to maintain contact with the Federal Justice
Department and the Solicitor General, and to provide a Provincial focal point for
law reform activities.
Mark Raetzen
This unit works in conjunction with the various handicapped organizations
throughout the Province in the review and assessment of existing and proposed
legislation as it applies to the handicapped population. In this way the emphasis
is placed on adopting an active anticipatory role, rather than merely reacting to
problems as they arise.
T 45
The Attorney-General's function is twofold.
First, the Attorney-General is an elected representative who heads a Government ministry. He is also a member of Cabinet obliged to advance the interests of
his Ministry among his Cabinet colleagues, in caucus and the Legislature.
But there is a second function of the Attorney-General that dates back to the
late 18th century. At that time it became apparent that the sovereign could not
appear in his own courts to support his interests in person throughout the British
Colonies. It was recognized that he could be represented by his attorney, who bore
the title His Majesty's Attorney-General. His role also includes that of legal adviser
to all ministries of Government and to the Cabinet.
Because the Attorney-General must also be able to advise Government and
provide legal opinion irrespective of the implications and independent of the consequences that might flow therefrom, the Attorney-General must show a degree of
independence quite different from that required by any other member of the
In the fur-trading, gold rush days of the Province, the Attorney-General, along
with a small legal staff, could adequately handle the demands of legal adviser to
After the Second World War, however, the demands and complexities of
various areas of law began to multiply, and the staff solicitors began to develop their
own specialities.
Today, the result of this specialization is reflected in the Legal Services to
Government arm of the Ministry. Five separate components—Civil Law, Criminal
Law, Constitutional and Administrative Law, Legislative Counsel, and Statute
Revision now support the Attorney-General in his role of providing legal services
to Government.
Director: Gerald H. Cross, Q.C.
This branch of the Ministry represents the Crown's interests in civil matters.
Simply put, this branch is to Government what a corporate lawyer is to a
The day-to-day tasks performed by this component are
• participating as counsel to Cabinet and committees, particularly those
dealing with legislation;
• formulation and initial drafting of legislation and regulations, Orders
in Council;
• advising and drafting contractual arrangements;
• interpretation of legislative provisions;
• legal services with regard to foreclosure proceedings where Government mortgages are involved;
• engagement and instruction of counsel for litigation and other hearings
involving Government ministries or agencies;
 T 46
• participation in court proceedings as well as in hearings before the
Pollution Control Board;
• conveyancing of land;
• advising on and participating in arbitration proceedings;
• acting on behalf of the Government in negotiations, financial or otherwise.
The Civil Law component comprised nine lawyers and a director in 1976, all
working out of the Victoria headquarters.
Director: Neil A. McDiarmid, Q.C.
The Criminal Law component
• provides the general administration of the Headquarters staff concerned with the administration of criminal justice;
• is responsible for the operation of Regional Crown Counsel throughout
the Province;
• speaks on behalf of the Ministry in giving directions to the police;
• advises all Government ministries on matters of prosecution and the
criminal law.
In 1976 there was a continuing and expanding need for the services of the
lawyers representing the Criminal Law component. Members of the component
participated in the Uniform Law Conference of Canada, and on the Policy Analysis
Division of the Co-ordinated Law Enforcement Unit, where their skills are used in
the examination of existing criminal legislation and in evaluative research of specific
areas of organized crime.
One of the major concerns of this component is the decriminalization of Provincial statutes. This component hopes to bring to the attention of various Government ministries the penal provisions of the various statutes for which they are
responsible. From this information they could then consider other and more
effective ways of dealing with offenders than through the criminal law process.
T 47
Associate Deputy Attorney-General: Dr. Gilbert Kennedy, Q.C.
This branch of the Legal Department revises and rewrites the Provincial
statutes into simple, intelligible language.
Because statutes are amended from time to time, provisions dealing with a
specific topic are often found in a variety of statutes under many different headings.
The goal of the Statute Revision component is to materially reduce the numbers of Provincial statutes by consolidating all the provisions that deal with any
one topic into one statute incorporating standardized terminology. Provisions
governing livestock, for example, are found in a collection of statutes that use a
variety of terms, e.g., livestock, herds, cattle, cows, etc. This component has continued in co-operation with Legislative Counsel in reviewing the Interpretation Act
to provide uniform rules to include, within an expression, those things that have
formerly been referred to in a number of ways.
The computer terminal has continued to be of assistance and has allowed this
component to conduct searches of the statutes of the Province on a retrieval basis.
Director: G. Allan Higenbottam
The functions and purpose of the office of the Legislative Counsel are
• to receive instructions for legislation from all ministries of Government, to research and investigate all aspects of the proposed legislation,
to discuss with ministerial officials and Cabinet committees the proposed legislation in all its stages, and to draft and revise the legislation
to its final stage;
• to type and record draft legislation in all its stages, arrange the legislation for printing, and co-ordinate this process with the Queen's
• to maintain and update a library of Federal, Provincial, and English
• to advise all ministries of Government respecting prospective legislation or regulations and give opinions on legal matters arising out of
legislation or regulations;
• to act as Registrar of Regulations under the Regulations Act, to advise
on the form and procedure of regulations, to accept regulations for
filing and publication, and to arrange printing by the Queen's Printer;
• to advise the Government and Members of the Legislature on the form
of bills and legislative procedure in respect to public bills;
• to inquire into, study, and research reports of various Law Reform
Commissions, reports of Legislative Committees, and the legislation
produced by Canada and the other provinces and other states, and
make recommendations for improvement in the legislation.
During 1976, this component drafted 67 bills for presentation in the Legislature. Eleven were left on the order paper and 56 were approved. A further 25
bills were in various stages of preparation.
 T 48
Director: Melvin H. Smith
The functions of the Constitutional and Administrative Law section of the
Ministry are
• to furnish advice on all constitutional law matters that arise within
the Government;
• to directly represent the Attorney-General in all constitutional litigation as it arises, including preparation of the law; liaison with Government ministries whose legislation is in question; acting as counsel,
and where appropriate, appointing counsel;
• to monitor Federal legislation and programs, present or proposed, and
assess their constitutionality;
• to assess Provincial implications of treaties or other international
obligations entered into by Canada and prepare Provincial responses
to subject-matters of this kind emanating from the Hague Conference
on Private International Law, UNIDROIT, and UN agencies;
• to deal with all applications for judicial review served upon the Attorney-General, except in criminal matters and, where appropriate, appointing or acting as counsel;
• to act upon all notices of proceedings before Federal boards or commissions, such as Canadian Transport Commission, Canadian Radio
Television and Telecommunication Commission, National Energy
Board, in applications in which the Province has an interest; to prepare the appropriate Provincial response and acting or appointing
• to assist numerous Provincial boards and commissions, including committees of Cabinet, on administrative procedure matters and other
administrative law issues;
• to provide legal advice to inter-ministerial committees on a variety of
• to provide legal advice to the Intergovernmental Relations Branch on
Federal-Provincial matters generally.
In 1976 this branch of the legal services to Government
• was directly involved in 10 constitutional cases heard by the Supreme
Court of Canada; in five of these the Province was a litigant and in
the remaining five the Province intervened either in support of another
province's legislation or in opposition to Federal legislation;
• was engaged in preparation and (or) as counsel in approximately 30
proceedings at various stages before either the Supreme Court of
Canada, the Court of Appeal, the Supreme Court of British Columbia,
or the Federal Court of Canada;
• actively intervened on the Province's behalf before the Canadian
Transport Commission with regard to Pacific Western Airlines; the
E & N Railway and other railway abandonment applications; also
intervened before the Canadian Radio, Television and Telecommunications Commission with regard to the B.C. Telephone Company rate
T 49
• assisted many inter-ministerial committees, including the Anti-Inflation Committee, Committee on Maritime Boundaries, and the Committee on Electronic Payment Systems;
• analysed Federal initiatives in a variety of areas (Bank Act, Commission Act, Borrower's Protection Act) from a constitutional and
practical perspective and made recommendations to the Cabinet for
an appropriate Provincial response;
• was actively involved in the work of the Western Task Force on Constitutional Trends established by the Western Premiers at their spring
1976 meeting;
• advised the Premier on continuing discussions initiated by the Prime
Minister of Canada regarding the patriation of the British North
America Act to Canada.
 A     II
t-'4 •
• JH i
ZZ»:  j [
lULIi- ■
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T 53
Chairman: Judge H. S. Keenlyside
The British Columbia Board of Review in respect of Order in Council patients
was set up for the Ministry of the Attorney-General at the request of Cabinet in the
fall of 1969.
The constitution of the British Columbia Board is by appointment and is made
up of three members—a legal representative and two psychiatrists. The Board
meets regularly to review the health records of those individuals committed to
mental institutions after the courts have accepted the individual's plea of insanity.
The Board meets at the Forensic Psychiatric Institute (Riverview) approximately on a two-weekly basis, and reviews six to eight patients at each sitting. The
patient is seen and interviewed personally and may be accompanied by legal counsel,
nursing staff, family, or other interested persons. The medical records, and where
applicable court transcripts, are reviewed. The recommendations of the rehabilitation conferences held by the treatment staff are also considered.
The Board's recommendations are then forwarded to the Ministry of the
Attorney-General, and in turn, are discussed in Cabinet. Any release provisions
require an Order in Council.
In this independent role, the Board stands between the treatment staff as the
protagonist of the patient, and the Government with its concern for public safety.
Chairman: S. Rocksborough Smith
The Board of Parole has two statutory functions to perform under section 150
of the Prisons and Reformatories Act (Canada)—to inquire from time to time into
the cases of young adult prisoners sentenced to indeterminate periods and, where
it thinks proper, to permit prisoners serving such sentences to be paroled under
conditions approved by the Solicitor General of Canada. Furthermore, it is
assumed by the legislation that the Board will monitor the supervision of those
placed on parole and where the conditions of parole are not being maintained, will
consider the suspension or revocation of the parole.
The objective of the definite/indeterminate sentence, enacted by the Government of Canada in 1949, is to provide a special type of sentence to enable the
young-adult offender (age 22 and under) who has failed in the past to respond to
supervision in the community to undergo a period of institutional training followed
by release on parole. The Board's task then is to satisfy itself that the offender has
reached the stage in his training where he is ready and able to accept the responsibilities of community living under the supervision and direction of a probation
officer.   He is then released to continue his training in the community on parole.
There were 77 hearings held in 1976; 167 paroles were successfully completed,
62 were revoked.
 T 54
Director: Associate Deputy Attorney-General Alex L. Pearson
There are 154 Coroners in British Columbia, 47 of which are doctors, 13 are
Provincial Court Judges, 4 are lawyers, and 90 are lay persons. The Coroners are
authorized to conduct inquiries and inquests into accidental, sudden, or unnatural
deaths in order to determine cause of death.
During 1976, 256 inquests conducted in public with a six-man jury were held,
and 3,479 Coroner's inquiries without a jury and without a public hearing, but
resulting in reports to the Attorney-General, were carried out.
There are only two operating Coroners' facilities, in Vancouver and New Westminster. The Vancouver office contains the Coroners' laboratory and also houses
the Supervising Coroner of the Province.
A move is under way to initiate a Chief Coroner's Office, similar to that already
in existence in Alberta and Ontario, to assume responsibility of all Provincial
Coroner activities.
 T 56
This component of the Ministry had, until mid-1976, administrative responsibility for the following departments which have since been transferred to the
Ministry of Consumer and Corporate Affairs:
• Liquor Administration,
• Liquor Board,
• Auditors' Certification Board,
• British Columbia Energy Commission,
• Credit Unions and Co-operatives,
• Companies Office,
• Securities Branch,
• Real Estate and Insurance Branch,
• Corporate and Financial Services Commission,
• Rentalsman,
• Motion Picture Classification,
• Rent Review Commission.
The following components remain under the jurisdiction of the Ministry of
the Attorney-General.
Director, Legal Services: J. V. DiCastri
There are seven land registration districts in the Province. The business of
each office is conducted by an officer called the Registrar; the Inspector of Legal
Offices, who is also the Director, Legal Services, is charged with the general supervision of the offices.
The responsibilities of each Registrar, in the dual role of quasi-judicial officer
and administrator, are to interpret correctly the Land Registry Act and all applicable law, and to ensure that security of title, the fundamental principle of a title
registration statute, is maintained at all times.
The responsibilities of the Inspector of Legal Offices are to regulate the practice and procedure followed in the office in order to secure uniformity and to perform other such duties as may be assigned by the Attorney-General. The Inspector is also available to advise the Registrars on all legal matters and to perform the
duties of Registrar.
In 1976 the volume of business in the seven Land Registry Offices showed
an increase over the level of the previous year. The number of applications received in 1976 totalled 462,636 as compared to 426,214 in 1975. This figure is
restricted to fees—simple transfers, charges such as mortgages and agreements of
sale-—but does not include the many miscellaneous filings made under the Land
Registry Act and other statutes.
The fees received from the Land Registry Offices in 1976 totalled
$17,075,176.37 as compared to the 1975 total of $14,806,808.79.
After 18 months of intensive study, the Land Registry Act has been updated
and revised and is expected to be introduced in the legislature this year.
A practice manual, consolidating the rules of the Land Registry into one
volume, was completed and distributed to the seven offices in the past year.
T 57
Commissioner: R. E. Collis
The Racing Commission is empowered to "govern, direct, control, and regulate horse-racing in the Province," and to fulfil this responsibility, the Commission
is guided by the Rules and Regulations of Horse-racing.
With the co-operation of the track operators, the licensed horse-owners,
jockeys, and all other personnel employed in the industry, as well as the Canada
Department of Agriculture, under whose supervision the pari mutuel betting is
operated, horse-racing in British Columbia enjoys the full confidence of the public.
Patrons wagered an overwhelming $100,033,988 in 1976 on thoroughbred,
standardbred, and quarterhorse racing.
The B.C. Racing Commission tables a separate annual report in the Legislature.
Fire Marshal: H. K. Jenns
Under authority of section 92 of the British North America Act, the Province
is charged with the responsibility for protection of life and property. The Fire
Marshal Act is the statutory vehicle by which the Government of the Province of
British Columbia establishes standards for fire safety.
The Fire Marshal's Office provides a nucleus for fire safety activities within
the Province and for the regulations of the Act. It functions in the realm of fire
investigation and prevention, whereas the matter of fire suppression has been delegated to the local level of government.
Deaths from fire in the Province were down to a total of 110 in 1976, a reduction of 15 per cent from the 1975 total of 129. Although the total number of fires
dropped to 7,447 in 1976 from 7,795 in 1975, the dollar loss rose to 77.7 million
from 66.5 million in the previous year.
A separate statistical report is prepared by the Fire Marshal and published
annually. Following the Attorney-General's presentation to the Legislature, this
report is circulated to interested agencies and intensively details the workings of
the Office of the Fire Marshal.
T 61
Acting Director: Marian Richeson
This component of the Ministry provides a clearinghouse for information and
reports prepared by the different components of the Ministry. It serves as a
depository of library material for the Ministry and also assists the service branches
in their organization of reference and resource information. All acquisitions for
libraries throughout the Ministry are selected by this component.
Director: Peter Clark
The Personnel Services Branch is responsible to the Deputy Minister for all
matters relating to personnel administration such as recruitment and selection,
classification and organization, labour relations, training, records management, etc.
In 1976, 1,343 persons were hired to replacement or new positions.
This section worked closely with the Classifications Branch in their major
reorganization and completed the study of 125 individual classification requirements.
The Vancouver Regional Personnel Office was opened in 1976 and will serve
the entire Lower Mainland area.
Director: Fran Prevost
The Facilities Managament component services the entire Ministry in examining the existing facilities currently in use and in preparing studies for future development.   In 1976 this component was involved in
• the preparation, verification, and updating of an accurate facility inventory of all spaces occupied by the Ministry and assisting the Ministry of
Highways and Public Works in verifying their own inventory records;
• the preparation of a proposal to computerize the facility inventory
information; working with Justice Information Services to develop a
computer program capable of showing all the data, retrieving specific
data, and analysing groups of data;
• the preparation of a capital expenditures budget for 1977/78, monitoring facility expenditures and cash flow, and recommending project
• providing programming assistance in several major building projects,
Vancouver Courthouse Blocks 61 and 71,
Vancouver Remand Centre at 222 Main Street,
New Westminster Courthouse,
Kamloops Courthouse,
Terrace Courthouse;
• assisting Court Services in establishing headquarters in Victoria, and
arranging for Regional Managers' offices in the six justice regions in
the Province;
• assisting the Corrections component in consolidating headquarters in
Victoria, arranging for Regional Directors' offices in the six Corrections regions, and decentralizing the Vancouver Community Services
• assisting the support services of the Ministry in consolidating office
locations in Vancouver, and establishing offices for Central Library
Services in Vancouver and Victoria;
• working in conjunction with the Ministry of Highways and Public
Works on numerous small projects throughout the Province, including
obtaining new leases, reassigning office space in Government buildings,
and performing minor renovations.
Director: Bob Leighton
This component of the Ministry develops the necessary computer information
systems to enable the operational, management, and planning functions of the component managers within the Ministry.
While the primary emphasis of this component is to install comprehensive
information systems, of necessity its role embraces a wide range of procedural and
other systems matters which support the main objectives.
The organization of this component remains unchanged, with individual groups
servicing Police, Courts, and Corrections. A fourth group services the administrative and non-criminal justice areas of the Ministry.
During 1976, this component completed the design of a Police Index Inquiry
System (PIES). When in operation, this system will provide an indexing capability
for the Vancouver City Police Department in dealing with its vast amount of
existing police information.
This proto-type system will be undertaken as a joint project of the Vancouver
City Police, the City of Vancouver, and the Ministry of the Attorney-General. On
satisfactory completion of the tests, it has been agreed that the City of Vancouver
will continue the operation under its own arrangements.
If the testing period proves successful, it is anticipated that arrangements will
be made to install the system, with appropriate modifications of scale, in a number
of locations throughout the Province.
Of major importance to the Police component is the agreement whereby access
can be provided to motor-vehicle ownership information from the computer system
of ICBC.
In the past year, this component completed
• consolidation of the court list information system, which collects the
vast amount of data concerning the day-to-day operations of the court,
and cases brought before them, and provides information to the
judiciary, court administrators, and others responsible for the efficient
operation of the courts;
T 63
• on-line information systems were installed at the Provincial Court at
222 Main Street in Vancouver. Because this location handles a
significantly larger proportion of the total case loads of the Provincial
Courts, there is a demand for instant information on status of persons
and cases. During the past year the necessary on-line systems to
furnish all concerned with this information were designed, installed,
and put into operation.
This section completed a master plan for the upgrading and extension of all
information services for the administration of the Province's correctional services—
institutional, probation, pre-sentence, investigation, etc.
Comprehensive surveys of information needs were carried out and now await
Treasury Board approval.
The Systems and Procedures section also played an important role in the
installation of the new finance system.
Director: Ralph Baker
The Finance and Administration Division functions as the general administration and support program for the entire Ministry and is responsible for
• budget planning and preparation,
• budget control,
• accounting,
• payroll,
• personnel,
• purchasing.
During the 1975/76 fiscal year, revenue amounted to $182,345,200 and
expenses totalled $117,880,528, leaving an excess of $64,464,672.
T 65
Absconding Debtors
Accumulations, 1967 (rep. 1975, c. 53 o/c)
Administration of lustice
Age of Majority
Air Space Titles
Architectural Profession
Assignment of Book Accounts, 1961
Attachment of Debts
Bills of Sale
Bulk Sales
Certified General Accountants
Certiorari Procedure (rep. 1976, c. 25 o/c)
Chartered Accountants
Commercial Tenancies
Community Regulation
Companies  (s.  346 AG/remainder C&CA)
Conditional Sales
Constitutional Sales
Constitutional Questions Determination
Contributory Negligence
Counties Definition
County Courts
Court of Appeal
Court Rules of Practice
Creditors' Relief
Criminal Injuries Compensation
Crown Franchises Regulation
Crown Proceedings
Curfew (Unorganized Territory)
Disciplinary Authorities Protection
English Law
Equal Guardianship of Infants
Extra-provincial   Custody   Orders   Enforcement
Families' Compensation
Family Relations
Federal Courts Jurisdiction
Fire Marshal
Fireworks Regulation
Forged Transfers
Fraudulent Conveyances
Fraudulent Preferences
Frustrated Contracts
Horse-racing Regulation
Hotel Guest Registration
Illusory Appointments
Inferior Courts Practitioners
Insurance  (s. 323  A.G./remainder C&CA)
Interprovincial Subpoena
Investment Contracts
Judicial Review Procedure
Land Registry (except ss. 102, 118a)
Lands Clauses
Law Reform Commission
Laws Declaratory
Legal Professions
Legal Services Commission
Libel and Slander
Married Women's Property
Mechanics' Lien
Mortgagees' Legal Costs
Mortgagors' Relief
Municipal (Part XX, administration of
National Cablevision Limited Transfer of
Occupiers' Liability
Official Guardian
Patients' Estates
Pension Fund Societies
Plans Cancellation
Powers of Attorney
Prejudgment Interest
Private Investigators' Licensing
Probates Recognition
Provincial Court
Public Officers' Security
Public Trustee
Queen's Counsel
Quieting Titles
Racing Commission
Reciprocal Enforcement of Judgments
 T 66
Revised Statutes, 1966
Sale of Goods
Sales on Consignment
Security Bonding
Settled Estates
Short Form of Deeds
Short Form of Leases
Short Form of Mortgages
Small Claims
Society for the Prevention of Cruelty to Animals, 1968
Society of Industrial Accountants of British
Special Surveys
Statute of Frauds
Summary Convictions
Supreme Court
Survivorship and Presumption of Death
Testator's Family Maintenance
Trade Licences
Traffic Victims Indemnity Fund, 1961
Tug-boat Men's Lien
Unified Family Court
Uniformity of Legislation
Variation of Trusts
Warehousemen's Lien
Warehouse Receipts
Wife's Protection
Woodmen's Lien for Wages
T 67
The Honourable Garde B. Gardom,
Parliament Buildings,
Victoria, B.C. V8V 4S6.
Dennis R. Sheppard,
Associate Deputy Attorney-General,
Court Headquarters,
Law Courts, 850 Burdett Avenue,
Victoria, B.C.
Doug Strongitharm,
Executive Assistant to the Minister,
Parliament Buildings,
Victoria, B.C. V8V 4S6.
Deputy Attorney-General
David H. Vickers,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Brent Parfitt,
Executive Assistant to the Deputy
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Dr. Iohn Hogarth,
Chairman, B.C. Police Commission,
1550, 409 Granville Street,
Vancouver, B.C. V6C 1T2.
Fran Prevost,
Courts Planning and Facilities,
500, 1190 Melville Street,
Vancouver, B.C.
Gerry Kilcup,
Director, B.C. Police College,
1755 West First Avenue,
Vancouver, B.C. V6J 4R5.
Don McComb,
Director, Justice Councils,
947 Fort Street,
Victoria, B.C. V8V 3K3.
David Vickers,
Deputy Attorney-General,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Mark Krasnick,
Director, Policy Planning,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Dr. Malcolm Matheson,
Director,   Co-ordinated  Law  Enforcement Unit,
2588 Cadboro Bay Road,
Victoria, B.C.
Policy Planning
Mark Krasnick,
Director, Policy Planning,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
John Ekstedt,
Commissioner, Corrections Branch,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Neil A. McDiarmid, Q.C,
Director, Criminal Law,
2nd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Don Jabour,
Chairman, Legal Services Commission,
200, 744 West Hastings Street,
Vancouver, B.C.
Budget Planning
Ralph Baker,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Legal Services to Government
Gerald Cross, Q.C,
Director, Civil Law,
1st Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
 T 68
Neil A. McDiarmid, Q.C,
Director, Criminal Law,
2nd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Melvin H. Smith,
Director,  Constitutional  and  Administrative Law,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
G. Allan Higenbottam,
Senior Legislative Counsel,
Parliament Buildings,
Victoria, B.C. V8V 4S6.
Head Office
John Ekstedt,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Neil A. McDiarmid, Q.C,
Director, Criminal Law,
2nd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Dr. John Hogarth,
1550, 409 Granville Street,
Vancouver, B.C. V6C 1T2.
Dr. Gilbert D. Kennedy, Q.C,
Associate Deputy Attorney-General,
Parliament Buildings,
Victoria, B.C. V8V 4S6.
Leon Getz,
1055 West Hastings Street,
Vancouver, B.C.
Administration of Justice
Dennis R. Sheppard,
Associate Deputy Attorney-General,
Court Headquarters,
Law Courts, 850 Burdett Avenue,
Tivwim,  j_».\_;.
Dave Warren,
Deputy Director,
Court Headquarters,
Law Courts, 850 Burdett Avenue,
Victoria, B.C.
Clinton Foote,
Public Trustee,
635 Burrard Street,
Vancouver, B.C.
Dr. Malcolm Matheson,
2588 Cadboro Bay Road,
Victoria, B.C. V8R 5J2.
Mark Krasnick,
Executive Director,
3rd Floor, 1016 Langley Street,
Victoria, B.C. V8W 1V8.
Justice Training
Gerry Kilcup,
Acting Director,
1755 West First Avenue,
Vancouver, B.C. V6J 4R5.
Don Jabour,
200, 744 West Hastings Street,
Vancouver, B.C. V6C 1A5.
Don McComb,
947 Fort Street,
Victoria, B.C. V8V 3K3.
T 69
Boards and Tribunals
His Honour Lawrence C. Brahan,
Chief Judge of the Provincial Court of
British Columbia,
800 West Georgia Street,
Vancouver, B.C. V6C 1P6.
Glen McDonald, LL.B.,
Supervising Coroner,
240 East Cordova Street,
Vancouver, B.C. V6A 1L3.
Judge H. S. Keenlyside,
5642—176a Street,
Surrey, B.C.
■ i
S. Rocksborough Smith,
1975 Melville Street,
Vancouver, B.C. V6E 2W6.
Regulatory and Registration
J. V. DiCastri,
Director, Legal Services,
5th Floor, Courthouse,
850 Burdett Avenue,
Victoria, B.C.
R. E. Collis,
210, 4259 Canada Way,
Burnaby, B.C.
H. K. Jenns,
Chief Fire Marshal,
2780 East Broadway,
Vancouver, B.C.
Support Services
Gordon Hogg,
947 Fort Street,
Victoria, B.C. V8V 3K3.
Peter Clark,
Director, Personnel Services,
947 Fort Street,
Victoria, B.C. V8V 3K3.
Bob Leighton,
Director, Systems and Procedures,
7th Floor, 1190 Melville Street,
Vancouver, B.C.
Fran Prevost,
Director, Facilities Management Unit,
500, 1190 Melville Street,
Vancouver, B.C.
Ms. Marian Richeson,
Acting Director,
200, 744 West Hastings Street,
Vancouver, B.C.
 T 70
Court Administration
Region 1:
Jim Hack,
201 Burns House,
26 Bastion Square,
Victoria, B.C.
Region 2:
Hugh Gaffney,
302, 1190 Melville Street,
Vancouver, B.C.
Region 3:
Roy Pettit,
320, 522 Seventh Street,
New Westminster, B.C.
Region 4:
Denis Mitchell,
204, 14a—13th Avenue South,
Cranbrook, B.C.
Region 5:
Don Kidd,
301, 1174 Battle Street,
Kamloops, B.C.
Region 6:
Steve Rumsey,
505, 280 Victoria Street,
Prince George, B.C.
E. W. Harrison,
Regional Director of Corrections,
400, 805 West Broadway,
Vancouver, B.C.
J. Graham,
Regional Director of Corrections,
Box 2181,
Prince George, B.C.
G. Chapple,
Regional Director of Corrections,
Room 350, 546 St. Paul Street,
Kamloops, B.C.
J. Konrad,
Regional Director of Corrections,
1693 Highview Street,
Abbotsford, B.C.
A. E. Neufeld,
Regional Director of Corrections,
3198 St. John's Street,
Port Moody, B.C.
B. Jack,
Regional Director of Corrections,
Room 209, 2951 Tillicum Road,
Victoria, B.C.
Region 1A:
J. W. Anderson,
Regional Crown Counsel,
1701, 740 Burdett Avenue,
Victoria, B.C.
Richard Anthony,
Senior Prosecutor,
407, 620 View Street,
Victoria, B.C.
Region 2:
A. E. Filmer,
Regional Crown Counsel,
Box 10125, Pacific Centre,
400, 700 West Georgia Street,
Vancouver, B.C.
R. B. Donald,
Senior Prosecutor,
222 Main Street,
Vancouver, B.C.
Region IB and IC:
D. Bledsoe,
Regional Crown Counsel,
Court-house, 35 Front Street,
Nanaimo, B.C.
Region 3:
A. K. Hoem,
Regional Crown Counsel,
201, 5766—176a Street,
Surrey, B.C.
 Region 4A:
Sean Madigan,
Regional Crown Counsel,
102, 80a Sixth Street,
New Westminster, B.C.
Region 6B:
M. G. L. Angene,
District Crown Counsel,
373 Baker Street,
Nelson, B.C.
T 71
Region 4B:
J. L. Gibson,
Regional Crown Counsel,
81, 77 College Street,
Chilliwack, B.C.
Region 7:
R. C. Hunter,
Regional Crown Counsel,
1165 Battle Street,
Kamloops, B.C.
Region 5:
B.C. Weddell,
Regional Crown Counsel,
201, 1460 Pandosy Street,
Kelowna, B.C.
Region 8:
A. S. K. Cook,
Regional Crown Counsel,
519, 280 Victoria Street,
Prince George, B.C.
Region 6A:
D. Ryneveld,
District Crown Counsel,
102, 135—10th Avenue South,
Cranbrook, B.C.
Region 9:
M. E. Fulmer,
District Crown Counsel,
1, 535 Third Avenue West,
Prince Rupert, B.C.
Don R. McComb,
947 Fort Street,
Victoria, B.C.
Region 5:
Region 1 (Vancouver Island):
Contact person:
Don R. McComb, Director.
Region 2 (Vancouver):
Larry Goble,
Regional Justice Co-ordinator,
309, 1740 West Georgia Street,
Vancouver, B.C.
Region 3 (South Fraser):
Contact person:
Larry Goble.
Region 4 (North Fraser):
Betty Tarrant (Mrs.)
District Justice Co-ordinator,
309, 1740 West Georgia Street,
Vancouver, B.C.
Bill Mercer,
Regional Justice Co-ordinator,
302, 1174 Battle Street,
Kamloops, B.C.
Don Robertson,
District Justice Co-ordinator,
206, 260 Harvey Avenue,
Kelowna, B.C.
Region 6 (Kootenays):
Jim Majcher,
Regional Justice Co-ordinator,
25—10th Avenue South,
Cranbrook, B.C.
Region 7:
Bob Aldcorn,
Regional Justice Co-ordinator,
505, 280 Victoria Street,
Prince George, B.C
Prince Rupert:
Contact person:
Bob Aldcorn.
 T 72
The Attorney-General's 1976 Annual Report was written and compiled by
Gail Gravelines.
Printed by K. M. MacDonald, Printer to the Queen's Most Excellent Majesty
in right of the Province of British Columbia.


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