Open Collections

BC Sessional Papers

annual report of the CORRECTIONS BRANCH DEPARTMENT OF THE ATTORNEY-GENERAL for the calendar year 1975 British Columbia. Legislative Assembly 1976

Item Metadata


JSON: bcsessional-1.0377964.json
JSON-LD: bcsessional-1.0377964-ld.json
RDF/XML (Pretty): bcsessional-1.0377964-rdf.xml
RDF/JSON: bcsessional-1.0377964-rdf.json
Turtle: bcsessional-1.0377964-turtle.txt
N-Triples: bcsessional-1.0377964-rdf-ntriples.txt
Original Record: bcsessional-1.0377964-source.json
Full Text

Full Text

 annual report
of the
for calendar year
  Colonel the Honourable Walter Stewart Owen, Q.C, LL.D.,
Lieutenant-Governor of the Province of British Columbia
May it please Your Honour:
The Annual Report of the Corrections Branch for the calendar year ended December 31, 1975, is herewith respectfully submitted.
Garde B. Gardom
A ttorney-General
Attorney-General's Office, April 1976.
  Department of the Attorney-General,
Corrections Branch,
Victoria, B.C.
April 1976.
The Honourable Garde B. Gardom, Q.C,
A ttorney-General,
Parliament Buildings,
Victoria, B.C.
I have the honour to submit the Annual Report of the Corrections Branch for the
12 months ended December 31, 1975.
Within the Report an Executive Overview is provided for complete quick reference
to the major developments of the year; it is presented in descriptive and statistical
Respectfully submitted,
Acting Deputy Minister of Corrections.
Preface     8
Organizational Chart     9
Administrative Staff   11
Provincial Map: Location of Branch Resources  13
Executive Overview   15
A. Descriptive  15
Organization of the Branch  16
Community Services Division  16
Institutional Services Division  17
Planning and Development Division  18
Inspection and Standards  18
Capital Construction  19
Relationship to Other Departments  19
B. Statistical  20
Figures I Through VI  20
Tables I Through XII  23
Comment, Institutional Statistics  26
Comment, Probation Statistics  27
The Report in Detail  28
Management Review    28
Facilities    29
Temporary Absence Program    32
Provincial Classification    33
Inspection and Standards    35
Family and Children's Services    36
Juvenile Services (Probation)    37
Adult Services (Probation) _  38
Bail Supervision    40
Staff Development  40
Community Resources Funding    42
Planning  43
Research    44
Volunteers  44
Information Services    46
Religious Programs  46
Education  47
Library  48
Appendices   49
This Annual Report was prepared in two major parts, to stand in respective isolation. All of the major developments and statistical description for Branch activities
is provided for quick reference in the first part, "Executive Overview." The second
part, "The Report," is presented as a progressive description in detail of the activities of the major components of the Corrections Branch for those who require
such detail.
This Annual Report was prepared by Information Services, Planning and Development Division
of the Corrections Branch, and the office of the Deputy Minister.
V. ^v k.  03 k. 3 ti
o -o o is o c. .£
65 6.2; 6S«
o£ 0.5 UgS
So    &P<
< S
!   r   S
S3    9
rX H
n       Pi
.am   .3 u
DM      T3 5
o 5    o.g     0.2     O02
U>    U^    U;S    u£
j «Q
2 °    o"    3"    2>5
aS  Si   gl   ^
The Honourable Garde B. Gardom, Attorney-General
John W. Ekstedt, Acting Deputy Minister
Corrections Administrative Staff
E. W. Harrison
Acting Executive Director
Planning and Development Division
A. K. B. Sheridan
Executive Director
Community Services Division
I. W. Lane
Inspection and Standards
D. L. Toombs
Assistant Executive Director
Planning and Development Division
O. E. Hollands
Assistant Executive Director
Community Services Division
D. E. Kent
Co-ordinator, Juvenile Services
Community Services Division
W. E. Schmidt
Supervisor, Provincial Classification
Institutional Services Division
J. Proudfoot
Co-ordinator, Forestry, Farms and
Industrial Programs
Institutional Services Division
D. Bell
Co-ordinator, Administrative Services
Community Services Division
H. Miller
Co-ordinator, Administrative Services
Institutional Services Division
S. A. L. Hamblin
Co-ordinator, Construction and
Institutional Services Division
B. G. Robinson
Executive Director
Institutional Services Division
R. M. Baker*
Executive Director
Finance and Administration
R. E. Fitchett
Personnel Services
W. R. Jack
Assistant Executive Director
Institutional Services Division
R. J. Boyle
Co-ordinator, Adult Services
Community Services Division
B. A. Sadler
Co-ordinator, Temporary Absence
Institutional Services Division
W. F. Foster
Executive Assistant to
Deputy Minister
Ms. D. Schuh
Co-ordinator, Food Services
Institutional Services Division
D. Mathieson
Co-ordinator, Family Relations Act
Community Services Division
Dr. R. Bulmer
Senior Medical Officer
Institutional Services Division
* The Finance and Administration Division serves all operational components within the Department of the
Attorney-General under the direction of the Deputy Attorney-General.
J. E. Laverock
D. M. Hartman
Director, Staff Development
Co-ordinator, Research
S. J. Smith
Rev. E. Hulford
Provincial Co-ordinator
Director, Religious Programs
Volunteer Programs
T. A. Stiles
H. C. Mathias
Director, Information Services
Co-ordinator, Bail Supervision
A. E. Jones
J. Konrad
Island Region
Vancouver Adult Region
A. E. Neufeld
Southern Region
Interior Region
R. G. McKellar
A. Hansell
Northern Region
Fraser Region
Vancouver Ju
>enile and Family Region
H. B. Bjarnason
H. McGillivray
Lower Mainland Regional
Correctional Centre
Vancouver Island Regional
Correctional Centre
W. C. Sacho
J. L. Allen
Haney Forest Camps
Alouette River Unit
B. W. Tate
J. B. Graham
Chilliwack Forest Camps
G. J. Chapple
Prince George Regional
Correctional Centre
Kamloops Regional Correctional Centre
R. E. Burns
R. J. A. Gobillot
New Haven Correctional Centre
Oakalla Women's Correctional Centre
L. C. Hopper
Vancouver Regional Community
Correctional Centres
Fort Nelson
Fort St.   John
Davsoo Creek
x Terrace
x Smithers
X Burns Lake
jx ©Prince
&//}    Greater Vancouver
area includes 25
Probation Offices
and 5 Correctional facilities
x   Probation Office
o   Correctional facility
'x Quesnel
x  Williams Lake
Port Hardy
Merritt x
O Clearwater
100 Mile House  .x Chase Revelst-g|t?
Salmon Arm
x Vernon
x Kelowna
Port Alb-
x Penticton  „ ,      „, .  ^
Hope x     k„  , * Nelson-x Kimbervex
Princeton x \ Fernle
Mission  ... «   Casfle
. ©      Oliver
"         Trail
A. Descriptive
In April of 1974 the Attorney-General of British Columbia announced a
detailed planning statement of over-all policy and programs for the Corrections
Branch. This statement included a time-table of implementing a philosophy of
Corrections and became known as the "Five-year Plan."
The plan, now in its second year of implementation, included a confirmation
of a long-standing commitment to the dissolution of large, ineffective, and outdated
correctional centres, adult remand centres, and juvenile detention homes. It called
for the development and utilization of a wide range of community-based programs
as alternatives to incarceration. Where some form of custody arrangement is
required for dangerous or predatory offenders, institutions were to be small and
fully secure. The increased involvement of the Branch in the areas of prevention
and diversion with both juveniles and adults was sanctioned and encouraged.
The plan was premised on the dictum that not all those who break the law are
alike and it is inappropriate to treat them as though they are. The community bears
a responsibility in relation to the offender, but it is equally important that offenders
recognize their responsibility to their community and are given the opportunity to
exercise that responsibility in direct relation to their offence.
The implementation of the plan has been highlighted in the past year in the
following areas:
• Phase out of Haney Correctional Centre.
• Phase out of the sentenced population at the Vancouver Island
Regional Correctional Centre, with that unit now being utilized as a
remand-classification centre.
• Reopening of the Chilliwack Security Unit.
• Opening of Jordan River Camp on Vancouver Island.
• Expansion in the use of Temporary Absences, particularly for work
and education releases.
• The opening of another three community correctional centres bringing
the total to six, with the utilization of nine community residential
centres throughout the Province.
• The expansion of the impaired Driver's Courses from six courses in six
locations to 33 courses in 27 locations throughout the Province.
• The continuation of the Bail Supervision Project in Vancouver, with
the more recent expansion to Victoria and Surrey.
In addition to moving toward the streamlining of the Branch's own correctional
centres, bilateral talks with the Federal Government have been initiated in order to
reduce the duplication, overlapping, lack of communication, inefficiency, ineffectiveness, and lack of rational basis characterizing the two separate systems of
Corrections in this Province. A Federal/Provincial Task Force on Corrections in
British Columbia has been established to examine alternative models for sharing
Federal/Provincial responsibility in the delivery of correctional services. These
talks are in their early stages.
Organization of the Branch
Since 1973 the Branch has consisted of three major divisions, with Inspection
and Standards providing a fourth unit of a very specialized nature. The three
divisions are
Community Services Division (Probation);
Institutional Services Division; and
Planning and Development Division.
Community Services Division
This Division now employs 364 probation personnel in over 70 locations
throughout the Province. Probation Officers continue to undertake a variety of
resource development roles in addition to their regular responsibilities to the Courts:
(1) Preparing Pre-Court and Pre-sentence reports.
(2) Supervising probationers.
(3) Monitoring maintenance orders.
(4) Performing Family Relations Act work.
The development of Impaired Driver's Courses, Attendance Centres, and Community Service Projects depends very much on the work of Probation Officers in
the local communities.
This past year has seen the continued incorporation of the principles of Management by Objectives and the establishment of, for the first time, a Provincial
Operational Plan to include objectives, responsibilities of personnel, implementation
procedures, and so on. Case management rather than case supervision has become
the focus in the carrying-out of responsibilities by the Division. Two major programs based on the concept of case management have seen drastic expansion in this
past calendar year.
The Community Service Order Program is one by which the convicted person
renders some form of direct or indirect service to his community or his victim.
It has been found to be effective as a method of involving the offender with his
community, compensating the community, and as a consequence for the offender.
Offenders are placed under the supervision of a Community Service Officer, an
individual whose sole responsibilities are to implement and supervise the program.
From its inception late in 1974 to the end of 1975, the following statistics are
available: 601 persons have completed a service assignment with a 98.4-per-cent
rate of successful completion; 16,025 hours have been worked with 83 per cent
providing service to the community and 17 per cent service to victims.
The potential cost benefit of the Community Service Order Program to the
community has not been fully examined. However, the latest indications are that
there is a clear economic return to the community. For example, Cultus Lake Park
has received severe damage over a several-month period. Throughout that time,
94 people have been involved in rectifying the damage through the Community
Service Order Program. Most offenders involved in community service do so as
a condition of probation.
Drinking and driving is one of the most frequent offences in British Columbia.
The Impaired Driver's Course, now in many locations throughout the Province, has
been the result of a major effort on the part of Probation Officers, other interested
agencies and justice system personnel, the Alcohol and Drug Commission, and
concerned citizens. The program is designed as an educational program for convicted impaired drivers. Co-ordinated by a moderator, resource people such as the
local doctor, judge, policeman, coroner, ambulance driver, Probation Officer, insur-
X 17
ance man, and alcoholism counsellor are utilized. The course is attended by Court
Order as a condition of probation, usually in addition to or alternative to a fine and
(or) imprisonment and prohibition from driving. Initial funding for the courses
has come through the Alcohol and Drug Commission; however, in the next fiscal
year, the Corrections Branch has budgeted to continue these courses. Many of the
present courses now have waiting lists.
Supplementing the many programs for young offenders which are run by the
Department of Human Resources, the Division has continued its involvement in
attendance programs, particularly week-end/residential wilderness experience programs. The Porteau Program near Squamish this past calendar year has seen 27
out of 30 boys graduate successfully from the summer program and three groups
of 10 go through the nine-week training winter program. On Vancouver Island,
the Metchosin Camp Program has provided services for 113 individuals and last
summer set a precedent by including six juvenile girls on the summer program. The
Centre Creek Program, formerly part of the Chilliwack Forest Camps complex,
now is being used for juveniles who might otherwise have been transferred to adult
Court. The personnel and facilities for this program will be transferred from the
Institutional Services Division to the Community Services Division on April 1,
1976, as the resource more properly falls within the latter Division.
Detention centres in Vancouver and Victoria for those who require a secure,
short-term, pre-dispositional stay continue to be run by the Division. The Vancouver Centre was moved temporarily in October to the former Haney Correctional
Centre as a result of failure of the antiquated heating system. Alternative juvenile
detention facilities for the Lower Mainland are being planned.
Institutional Services Division
This Division has responsibility for eight major correctional centres, which
includes three specialized facilities, 10 forest camps, six community correctional
centres, and the purchased use of bed space in nine community residential centres.
Three community correctional centres, two forest camps, and four community
residential centres were developed within this last calendar year. The Division has
an average daily inmate count of approximately 1,800 persons.
The increased use of community correctional centres with the emphasis on
inmates' daily attendance at work or educational programs has seen the concomitant
expansion of the Temporary Absence Program.
In 1975, 1,107 Temporary Absence work releases were granted throughout
the Province, with 23,019 person-days being worked. Inmates earned $492,217,
with $46,525 being returned to the Government for room and board, $53,138 to
income tax, $11,687 for restitution and fine payments, and $26,717 for payment of
debts. The balance of the money goes to personal expenses incurred while working
and savings which are banked for withdrawal on release. In order to fully appreciate the impact of these programs, it is important to note that it costs approximately
$35 per day to house an inmate in a custody facility, versus approximately $20 per
day in a CCC program.
The Branch set a precedent in 1974 with the establishment of a co-ed facility
at Prince George. The year 1975 has seen further experimentation in this area
with several men from Alouette River Unit, which is an addiction treatment centre
for men, being transferred to Twin Maples, its counterpart for women. Experience
to date indicates a very positive outcome of this development, which has had a
morale-boosting effect on both staff and inmates.
This past year also has seen the development of other innovative programs
within the Division. Two noteworthy examples are the Community Service Program from the Prince George Regional Correctional Centre and the Impaired
Driver's Course at Alouette River Unit.
There have, however, been an increased number of walkaways from Branch
facilities during the past calendar year. The increased use of probation by the
Courts as an alternative to imprisonment has meant that those being incarcerated
form a much more difficult core group than in the past, though not necessarily a
more dangerous group. The traditional open settings now require a higher level of
program involvement and Institutional Services is currently taking a close look at
such needs with a view toward implementing appropriate changes.
Planning and Development Division
This calendar year has seen a major reorganization of this Division which now
offers a variety of specific services, including the involvement of the Executive
Director in Federal/Provincial relations. The following sections now fall within
this Division: Staff Development, Planning, Research, Information Services, Volunteer Programs, Bail Supervision Project, Religious Programs, Library Services, and
Purchase of Service Funding.
Specifically, during this past year, the Research Section has improved its
capability and is now producing regular evaluative reports and statistical indices.
An Information Services Unit has been formed with responsibilities for all
formal publications of the Branch and public information. The continuing interest
of people outside of corrections for information is indicated by some 200 written
requests, in addition to telephone inquiries which were received and processed in
the past year.
Purchase of Service Funding set a precedent this year with some $1 Vi million
being provided for more than 40 agencies or organizations offering services to the
Supervision in the community of those on bail in place of being held in custody has provided an exemplary model for other jurisdictions, as well as being a
substantial saving for the community. The operational report on the Bail Supervision Project in Vancouver indicates that their costs are $2 per day per person
as opposed to a conservative figure of $35 per day costs to hold a person in custody. Seven hundred and fifty-two people have been supervised by Project personnel in the past year.
Staff Training and Development have expanded to provide the necessary support in personnel development and training for new programs such as the Community Service Order programs and community correctional centres. Specialized
courses, such as mid-management training, are now being offered in addition to
regular training and refresher courses. A total of 754 Corrections Branch staff
were involved in a total of 2,081 man-weeks of training offered by this section.
The Volunteer Program continues to expand with the number of volunteers
registered throughout the Province increasing from 300 to 450 during 1975. To
help facilitate development in this important area, a Provincial Co-ordinator and
three full-time Regional Co-ordinators were appointed in 1974 and were joined by
another full-time Co-ordinator and two part-time Co-ordinators this past year.
Inspection and Standards
During the past year this specialized unit performed 22 inspections on Branch
facilities in order to assess the quality of the service delivered. It also conducted
32 investigations falling into such categories as special investigations, investigations
X 19
of accidents, fires, escapes, alleged staff misconduct, and suicides. One hundred
and forty two inmates filed 163 grievances in the course of the year, for which
responses and recommendations have been made. In addition, the unit's personnel
have been involved in many other activities relative to quality of service, including
involvement in revising the "Gaol Rules and Regulations," the preparation of a
"Manual of Standards for High Risk Wilderness Programs," and a "Small Arms
Capital Construction
The capital construction program to replace large and out-dated facilities did
not see any progress in the past calendar year. The major priorities are to replace
Lower Mainland Regional Correctional Centre, the remand facilities at Vancouver
Island Regional Correctional Centre, the facilities at the Kamloops Regional Correctional Centre, and the dormitory at New Haven, which was burned in 1971.
Relationship to Other Departments
In carrying out its function, the Branch continued to have extensive formal
and informal relationships with other Provincial departments. The Department of
Human Resources, Education, Highways, and Forestry are noteworthy. Cooperative links also exist with Federal departments, such as the Department of the
Solicitor General and Canada Manpower. The sharing of Resources and (or)
expertise is seen as a necessary element to the over-all effectiveness and efficiency
of the Corrections Branch.
 X 20                                                    BRITISH COLUMBIA
B. Statistical
15,000 j-
j. Total
Jy          - Probation
rf       /
A          /
A   /
A     /
//    /
Average                  9,000
//    /
//    /
//    /
//    /
A    /
//    /
//     /
y>   /
'' Institutions
I     65      66    67     68      69     70     71     72     73       74     75
Fiscal Year
Figure I.
to the system
included, both
sions in excess
This graph should be interpreted with the realization that for admissions
during calendar year 1975, on line data, indicates that if remand cases are
Institutional and Community Services Division had total respective admis-
of 10,000 each.
-                                                                                                         1
—                                                                                                    1
-                                                                                             /
-                                                                                          J
J            l3
—                                                                                                                                                                /      Salaries—$21,542,593
/          Operating Flenses—55,958,500
£           12
1           U
i    io
^              1                      II                        II                      1                    1          1          1                    1                    1                       II
64        64/65          65/66         66/67           67/68          68/69          69/70         70/71          71/72         72/73         73/74           74/75      75/76
Fiscal Year
Figure II.   Charting of Corrections fiscal expenditures over 12-year, period.
X 21
IS= 19.383,059
CS=    5,329,827
PD=    3,217,981
Figure III—1975/76 official estimates
CS=   588
PD=     75
Figure IV.   Establishment breakdown per estimates 1975/76.
 X 22                                                    BRITISH COLUMBIA
^^^V.                                                                                                              — — — — -   Budgeted
J2 «
1           111          1         1          1         1          1          1          1          1
April             May           June            July            Aug.           Sept.           Oct.           Nov.            Dec.            Jan.             Feb.           March
Figure V.   Corrections Branch actual staff situation, 1975/76.
5       20
I             1
S                              9}                                          >■.«                                       n
c .2               a                      Si                    c
o«              co               a 0                  0
SS                     E^aS!                     s ^ K                        3
Types of Correctional Resources
Figure VI.   Represents approximated operational costs for different types of resources.
X 23
Table I—Temporary Absence Program Work Release Statistics
for Calendar Year 1975
1,107—Work Releases granted in Province.
23,019—Person-days worked.
$492,217—Earned by inmates.
$11,687—Restitution and fines paid.
46,525—Room and board paid at Community
Correctional Centre or Residential
50,627—Family maintenance paid.
26,717—Debts paid.
53,138—Income tax paid.
Note—Moneys returned to the Branch go into the Provincial Government general revenues.
Table II—Average Daily Inmate Count in Correctional Facilities
Per Cent
Per Cent
CCC's Provincially	
Note—The data indicate that approximately 24 per cent of the work load is persons in custodial remand.
Table III—Sentence Admissions to Institutions by Length and Type of Sentence
Jailed-Fine I/D
Per Cent
Per Cent
Per Cent
Under 1 month*   	
977 *
4 1
6 months	
13-18 months	
19-24 months	
100 0
Totals, 6,537
Note—The definite-indeterminate dispositions (e.g., six months definite and 12 months indeterminate) are
broken down on the basis of the definite portion of the disposition. The asterisked (*) time categories refer
to the jailed for fine in default category alone.
 X 24
Table IV—Sentenced Admissions to Adult and Juvenile Probation
by Length of Probation Order
Per Cent
Per Cent
Per Cent
7-12 months 	
19-24 months	
25-30 months	
Note—The "other" category includes both "continued" and "indefinite" orders.   These cannot be logically
ranked on the basis of length of disposition.
Table V—Sentenced Admissions to Institutions Broken Down on the Basis
of Age and Type of Disposition
Jailed-Fine I/D
Per Cent
Per Cent
Per Cent
Per Cent
4.605     1     100.0
402    1     100 0
Table VI—Sentenced Admissions to Adult and Juvenile Probation
Broken Down on the Basis of Age
Per Cent
Per Cent
Per Cent
" 723
366    |        3.5
5    1
10,350    |    100.0
Table VII—Sentenced Admissions to Institutions Broken Down on the
Basis of Race and Type of Disposition
Jailed-Fine I/D
Per Cent
Per Cent
Per Cent
Count     Per Cent
1,057   |      16.2
5,344    |      81.8
136    |       2.0
402    |    100.0
6,537    |    100.0
Table VIII—Sentenced Admissions to Probation Broken Down
on the Basis of Race
Per Cent
Per Cent
Per Cent
575    |      14.2
3,283           81.3
182    [        4.5
120    |        1.9
302    |       2.6
Table IX—Sentenced Admissions to Institutions Broken Down on the
Basis of Sex and Type of Disposition
Jailed-Fine I/D
Per Cent
Count     Per Cent
Per Cent
Per Cent
Female.  —	
392    |      97.5
10    j        2.5
4,605    |    100.0
402    |    100.0
1,530    |    100.0
Table X—Sentenced Admissions to Probation Broken Down on the Basis of Sex
Per Cent
Per Cent
Per Cent
5,513    |      87.4
797           12.6
3,619    |      89.6
421    |      10.4
9,132    |      87.9
1,218    |      12.1
Totals   ... 	
6,310    |    100.0
4,040    |    100.0
10,350    |    100.0
 X 26
Table XI—Breakdown of Sentenced Admissions to Institutions by Most Serious
Offence Committed, Leading to the Admission
Jailed-Fine I/D
Per Cent
Per Cent
Per Cent
Per Cent
Trafficking/Intent to traffic...
Breach/Failure to appear
Common assault/Breach
Government Liquor Act
Other persons/Community
295    |        6.4
411    |        3.9
181            3.9
145    1        3.1
62    |        1.3
4,605    |    100.0
Table XII—Breakdown for Admissions to Probation by
Most Serious Offence Committed
Per Cent
Per Cent
Per Cent
Other property   	
Possession of drugs.. _ 	
Common assault/Breach Government Liquor Act..
6.310   I   moo
4.040     I     100.0
10.350    I    100.0
Notes—For Tables XI and XII, the following are examples of the types of offences included in each
Serious: Pointing a firearm, perjury, rape and attempt, negligence causing death, murder(s), kidnapping, etc.
Sexual and moral: Incest, indecent exposure, procuring, bigamy, contributing to juvenile delinquency, etc.
Community order: Causing a disturbance, vagrancy, mischief, etc.
Drink/Drive: Impaired driving, above 0.08, etc.
Other Motor-vehicle: Failing to stop at an accident, driving while disqualified, etc.
Theft: Theft over/under $200, breaking and entering, possession of stolen property, etc.
Other property: False pretences, fraud (public), forgery and uttering, etc.
Other persons/Community order: Unlawful assembly, riot, bribery of officers, harassing and threatening,
habitual criminal.
Comment, Institutional Statistics
The sentenced admissions to institutions has fallen in this period chiefly due
to a change in policy aimed at reducing the number of individuals jailed for defaulting on the payment of a fine resulting from a violation of a Provincial statute.
(Most of the offences against Provincial statutes are noted under the "other motor-
vehicle" offence category.)
X 27
With the exception of Table II the data does not include data on custodial
remand. A projected estimate on the number of admissions to custodial remand
would be approximately 4,200 to 4,800. This brings the total admissions handled
by institutions during 1975 to over 10,000, a figure comparable to that of probation admissions which are on line in the computer information system.
Comment, Probation Statistics
There has been a significant increase in the number of admissions to adult
probation. This chiefly corresponds to the creation and use of Impaired Driver's
Courses and Community Service Orders. Entry to these programs is via a Probation Order specifying attendance. In the case of the former, many convicted
impaired drivers who previously were not probation cases (i.e., they received a
suspended sentence or a fine) are now listed as probation cases.
The data presented here does not include the many cases which are diverted
from the correctional system through the efforts of the Probation Service acting in
concert with the police and Courts, even though these cases constitute a substantial
work load. They are technically not "admissions" to the system.
Management Review
In June of 1975 a management review of the Branch was initiated by the
Attorney-General. A committee, composed of Senior Departmental and Branch
personnel, was instructed to examine the allocation of the Corrections budget and
deployment of personnel. The report was completed in November with the following reported to the Minister as major findings:
(1) Case loads and work requirements of Probation Officers had risen
drastically in the past 10 years and more latterly had accelerated
due to increased emphasis on front-end diversion, increased involvement in community organization, and more use of probation by the
Courts. Institutional case loads had remained relatively constant
during that 10-year period. Staff and resource allocations of the
Branch had not been commensurate with such developments.
(2) The major institution in the Province, Lower Mainland Regional
Correctional Centre (LMRRC), as a custodial facility, appeared to
require a reassessment of its utilization, based on statistics that indicated that approximately two-thirds of all individuals admitted
under sentence to LMRCC were there for periods of three months
or less, and a significant number of those were for nonpayment of
fines or alcohol-related offences.
(3) Expenditures and personnel allocation had become exceedingly
complex and lacked effective built-in controls for monitoring.
In response to such findings, and issues relating to philosophy and goals of the
Branch, the following recommendations were made:
(1) Probation services would be continued at the existing level of program and service involvement, with a further allocation of $267,000
to the operational budget. The development of alternatives to short
sentences was to be continued, in particular, the expansion of the
Community Service Order Program as a major priority of the Community Services Division and of the Branch.
(2) All those sentenced to three months or less (and received at Lower
Mainland Regional Correctional Centre) would be transferred within
24 hours to Chilliwack Forest Camps when in default of fine, or to
Alouette River Unit when sentenced on alcohol-related offences.
Special programs were to be developed at these institutions to
accommodate these moves. Chilliwack Security Unit was to be
reopened as a secure back-up to those resources.
(3) Camp capacities were to be increased in order to maintain the
objective of holding people in secure custody facilities only if absolutely necessary. More emphasis would be placed on the use and
expansion of the community correctional centre program, in addition to the use of Temporary Absence for appropriate offenders.
(4) A Financial Task Force of Senior Branch personnel was struck to
do a complete audit of Branch finances and to continue to monitor
expenditures through to the end of the fiscal year.
X 29
It may be said that the complete Management Review process clarified issues
and established procedures which subsequently have placed the Branch in a more
effective position for program and financial audit, fiscal constraint, and for the
preparation of the next fiscal budget.
Under the separation of Federal/Provincial jurisdiction relating to the imprisonment of convicted (adult) offenders specified in the British North America
Act, the Corrections Branch in British Columbia is given the responsibility for
providing appropriate facilities for four categories of individuals. The Institutional
Services Division is the component of the Branch with specific responsibilities for
the staffing, operation, and administration of Provincial correctional facilities for
(1) all persons on remand in custody pending the resolution of charges
before the Courts;
(2) all offenders being held in custody pending appeal of their convictions;
(3) those offenders for whom the conviction and (or) appeal process
has been completed and who are awaiting transfer to a Federal
penitentiary, i.e., those offenders who have received sentences of
imprisonment of two years and over;*
(4) those offenders who have received sentences of imprisonment of
less than two years.*
Branch facilities are designated by the level of security they afford. A custody
facility is described as maximum-medium security and includes reception and
remand centres. Reception and remand centres are areas within our major correctional centres which are separated from the sentenced inmate population for
such purposes. Open- or minimum-security settings include forest camps, community correctional centres, and specialized facilities (for alcohol- or drug-dependency
The incarceration of offenders has always been closely identified with Corrections and suffers the most intense form of public criticism, myths, and stereotypes.
Few people would argue with the notion that some types of institutions will always
be needed to isolate dangerous and predatory elements from the community. But
in the past, people who were never a threat to public safety were put into maximum- or medium-security institutions because the Courts had no alternatives. Even
with the more liberal use of probation supervision for appropriate offenders, there
is still a large percentage of our institutional population serving time for offences
involving Motor-vehicle Act infractions, drunkenness, or the inability to;pay a fine.
It is the position of the Corrections Branch that only persons clearly requiring
secure custody should be held in these settings. Based on extensive experience,
and in consultation with the police, Courts, a variety of community resource agencies, and interested citizens, Corrections follows the policy that sentence management which is community oriented, and requires continued participation in and
responsibility to the community, is the most appropriate and effective for many
Within the over-all framework, increased emphasis has been placed on the
following developments—more intensive programming at forest camps; more community correctional centres; increased use of community service activities carried
out by inmates; Temporary Absences for work or education; fine reduction pro-
* Exceptions   to   this   rule   are   offenders   transferred   between   jurisdictions   under   the   Federal/Provinciai
Exchange of Services Agreement.
grams; and special impaired driver's programs for those with alcohol or related
problems. The year 1975 has seen continued development and (or) specific planning activities in each of these areas. The above direction has included a commitment to phase out the large and antiquated custodial facilities, to be replaced by
smaller units. The excessive costs of capital construction have constrained our
ability to replace these facilities.
In 1975 the Division and the rest of the Branch underwent a complete personnel and resource audit in order to phase down as much as possible the larger
institutions and fully utilize alternate existing facilities which more adequately
reflected the philosophical goals of the Branch. Prior to the review, in line with
that objective, Haney Correctional Centre had been phased out in July. Originally
opened in 1957 for vocational and educational training of young adult offenders
on definite/indeterminate sentences, it was found to be too large and those trained
and released were not to any significant degree utilizing their training. Other
centres throughout the Province now take in those on definite/indeterminate sentence. The development of Cedar Lake Camp, to be opened in early 1976, is
designed as a resource for a number of these offenders.
Major resource developments have taken place in the expansion of community
correctional centres, the Temporary Absence Program, and forest camps.
Community correctional centres (CCC's) increased in number from three to
six during 1975. CCC's are community-based facilities, such as a large house or
converted motel, where program activities are centred in the community rather than
in the institution. Inmates at CCC's must be employed, or be looking for work, or
attending school. They eat their meals communally, with each person having
responsibilities for the general upkeep of the house. Many inmates are involved in
community service activities in local communities.
By the end of the year, the Division also was purchasing bed space from nine
community residential centres (CRC's) throughout the province. CRC's offer
virtually the same experience as CCC's but are operated by agencies or organizations other than the Corrections Branch, and are not designated as correctional
In addition to being a year of progressive advancement, 1975 was a year
which saw major incidences which reached the public media at two of the Branch's
correctional facilities, and an increase in the number of escapes.
In July, 131 inmates in the Men's Unit at Lower Mainland Regional Correctional Centre staged what developed into a 24-hour sit-down in the upper ball field.
Twenty-three of 85 inmates in the Women's Unit subsequently joined them during
the latter part of the sit-down. Inmate concerns focussed around eight general
areas—respect, education, rehabilitation, visiting privileges, use of isolation, firearm training for staff, Warden's Court, and inmate participation in decision-making
in the institution.
A hostage-taking incident occurred at Vancouver Island Regional Correctional Centre in December 1975.
Both of these incidents were resolved without violence, a credit to the staff on
the spot. Both incidents were apparently related to major incidents in the Federal
B.C. Penitentiary. Both incidents underscored the need to close down these facilities, which are of advanced age. The incident at LMRCC was only one of several
during the course of the year, all of which were handled without violence and, with
the exception of the July incidents, were kept in-house. However,, in conjunction
with Corrections Branch Staff Development, many of the staff at all correctional
facilities have been given special training to handle such extraordinary circumstances.
X 31
Another source of concern in 1975 was the increase in the number of escapes
from correctional facilities. Although all unlawful absences directly from a centre
are considered escapes, it is important to qualify the word by pointing out that the
largest number of these are in fact walkaways from open settings, particularly forest
camps. With the increased use by the Courts of probation supervision, and with
the phase out of Haney Correctional Centre for young offenders, the camps are
receiving a much more troublesome, though not necessarily dangerous, type of
offender. Young offenders generally are more spontaneous, impulsive, have more
energy, and require a more intense kind of programming than the older offender
previously received by camps. A priority in the last quarter of 1975 has been to
re-examine the program offered at forest camps, with a view toward making necessary changes.
The type of programs offered at correctional facilities is circumscribed by the
security needs and correctional goals of each offender. Over the years, camps have
focussed on bushwork, slash and burning, road clearance, nursery work, land-
clearing, fire suppression, millwork, and so on, to provide the older inmate with a
healthy and vigorous way to do his time, plus providing the opportunity to pick up
some employable skills and good work habits. In custody facilities the emphasis
has been on shopwork, carpentry, machining, tailoring, sewing, bootmaking, and
so on, with farming available on a supervised gang basis.
The appointment in early 1975 of a Co-ordinator of Forestry, Farms, and
Industrial Programs has provided a focus of liaison between correctional centres,
head office, other Government departments, and private companies or agencies,
and from whom recommendations regarding over-all policy and optimum use of
land and (or) equipment can be realized. At this time, two things are clear:
(1) The expansion of the Temporary Absence Program has created a
situation whereby many negative, unmotivated inmates are left to
perform work where previously there was some interest.
(2) The Division must re-examine the type of work being carried out
by inmates at correctional facilities in order to assess whether, given
the new type of younger, unmotivated inmate, the work provided
continues to have any intrinsic value.
Main Centres
1. Lower Mainland Regional Correctional Centre  507
2. Oakalla Women's Correctional Centre  103
3. Vancouver Island Regional Correctional Centre  48
4. Kamloops Regional Correctional Centre    90
5. Prince George Regional Correctional Centre (male) 113
(female) 26
6. New Haven Correctional Centre  40
7. Alouette River Unit (male) 151
(Twin Maples Unit) (female) 60
8. Chilliwack Security Unit  30
Forest Camps
1. Boulder Bay Camp (Haney)  51
2. Pine Ridge Camp (Haney)  60
3. Stave Lake Camp (Haney)  52
4. Cedar Lake Camp (Haney) (opening)  	
5. Jordan River Camp (Vancouver Island)  48
6. Rayleigh Camp (Kamloops)  30
7. Clearwater Camp (Kamloops)  30
8. Hutda Lake Camp (Prince George)  60
9. Ford Mountain Camp (Chilliwack)  60
10. Mount Thurston Camp (Chilliwack)   60
Community Correctional Centres
1. Marpole CCC     20
2. Burnaby CCC	
3. Vancouver Island CCC 20-25
4. Snowdon CCC     3 5
5. Kamloops CCC     20
6. Chilliwack CCC 15-20
Community Residential Centres
(Utilized by Branch for placement, bed space purchased)
1. X-Kalay       5
2. Sancta Maria       3
3. Surrey Welcome Guest Lodge  12
4. Narconon       1
5. Anchorage House  15
6. AIMS House       2
7. Women's Transition House, Prince George       2
8. Activator's Society House, Prince George  20
9. Kiwanis House, Kamloops       6
Temporary Absence Program
Inmates attending community correctional centres do so under the authority
of the Temporary Absence Program (TAP). TAP has grown from 1,000 for all
categories of released in fiscal year 1973/74 to 8,912 TAP's granted in calendar
year 1975.*
Absences are granted for three distinct purposes:
(1) Short-term temporary absences—the use of a temporary absence to
allow an individual to leave a correctional centre for a specific
period of time up to a maximum of 15 days. These are granted for
maintaining contact with the family, or the event of the death of a
* The number of passes granted does not equal the number of persons involved in the program.    Each
time a pass is granted it is committed against the total, whether the person has received absences before or not.
X 33
family member, for other socialization purposes, and for miscellaneous but defined reasons.
(2) Employment/education temporary absences—described previously,
where an inmate resides at a community correctional centre or a
community residential centre while undertaking work, education, or
(3) Medical temporary absence—absence granted for the purpose of
obtaining medical attention in community hospitals not available
within correctional centres.
The Temporary Absence Program has become a major sentence management
tool of the Division during 1975. As an example, those taking part in the employment/education Temporary Absence Program constituted an average of 12.9 per
cent of the total sentenced population with a high of 17.4 per cent in September
and a low of 10 per cent in May. The crucial factor in Temporary Absence programs is that the program or activity the applicant plans to pursue in the community
must be as likely to benefit him/her and the community as would any program
offered within the centre. The inmate must pose no threat to the community and
be unlikely to go unlawfully at large. Apart from the community involvement made
possible for the inmate, the program avoids waste of the community's own resources
and avoids costly duplication of resources in institutions.
In 1975, revocations of TAP's granted decreased by 44 per cent with 127
individuals being taken off the program; 56 for being unlawfully at large; six for
committing additional offences while on the program, and a further 65 for failing
to abide by the conditions of the Temporary Absence (i.e., approximately 50 per
cent of those revoked). This decrease is the result of a better quality of service and
supervision being provided, and the firming up of Temporary Absence procedures
and granting criteria. Increased work in these areas, plus the adopting of procedures so that no appropriate candidates are overlooked, will be priorities for
1976. Of particular emphasis is the need to involve police systems in the compilation of information upon which granting decisions are made.
Provincial Classification
Provincial Classification, formerly called Central Classification, provides services to all the regional correctional centres (reception) for sentenced inmates. At
admission, each inmate is seen by the reception centre's own Classification Officer
for classification either to one of the satellites of the particular centre, or for interview by Provincial Classification for transfer to another complex.
All decisions regarding transfer, or in cases where placement plans are not
clear, are made by one of the six Provincial Classification Officers who routinely
visit the centres for these purposes. Out of an assessment of information available
(Pre-sentence Reports, previous institutional records, police reports, interviews)
and with the participation of the inmate, a classification plan is detailed. The Provincial Classification Officer then places the individual in an available Branch
facility best suited to assist in working through the plan. Where security and control are indicated, placement is made accordingly.
With the opening of new Branch facilities and the phase down of others in
1975, the work load of Provincial Classification increased 51 per cent over the
previous year; from 3,189 to 5,813 classifications. Refer to the table which indicates the breakdown for each Branch facility.
The overriding problem is the lack of security resources offering differential
programs.   Higher degrees of security are required not only for dangerous offend-
ers, but also for chronic escapees, protective-custody cases, psychiatric cases, some
immigration holds, and those under sentence but awaiting more (serious) charges.
The attraction of positive programming, including efforts to integrate such offenders
in both community and family life, is difficult. Such programs do not exist in our
present secure resources.
Further, there are conflicting needs in permitting inmates to serve their sentences as close to home communities as possible.    Examples are the following:
(1) The normal camp placements for Lower Mainland inmates are the
Chilliwack Forest Camps, which may cause considerable expense
and difficulty in visiting for families on subsistance incomes.
(2) Lack of security facilities on Vancouver Island (with the phase out
of sentenced capacity at Vancouver Island Regional Correctional
Centre), requires that inmates needing secure facilities be housed
on the Mainland.
Provincial Classification is also responsible for processing all applications for
transfer under the Federal/Provincial Exchange of Services Agreement.
The two-year separation of jurisdiction between the Federal and Provincial
Governments relating to the incarceration of offenders has resulted in regional
disparities between available correctional services. Fewer Federal institutions has
specifically increased problems of dislocation from an offender's community, lengthy
separation from any family or other ties, difficulties in pre-release planning, and so
on. This has been particularly true for women as the only Federal women's institution is at Kingston, Ont.
The Federal/Provincial Agreement of February 1974 allows for selected
offenders on application to serve their sentences in either Federal or Provincial
facilities regardless of sentence length. This may be beneficial due to special
problems and (or) for specific training (educational, vocational) purposes. Application to or from the Branch (Provincial) system are accepted and processed by
Provincial Classification. This process is often undertaken at the commencement
of the sentence, possibly as part of the original classification process, but may be
entered into at any time during sentence.
Breakdown of All Initial and Reclassification Placements for Calendar Year 1975
Number Per Cent
Lower Mainland Regional Correctional Centre  1,369 23.6
LMC (TA Screening)   217 3.7
Burnaby Community Correctional Centre  2             	
Marpole Community Correctional Centre  307 5.3
Haney Correctional Centre  131 2.3
Cedar Lake Camp  22 0.4
Boulder Bay  186 3.2
Stave Lake/Pine Ridge Camp  504 8.7     "
Chilliwack Security Unit  54 0.9
Chilliwack Forest Camp  577 9.9
Chilliwack Community Correctional Centre  4             	
Centre Creek Camp      	
Vancouver Island Regional Correctional Centre  306 5.3
Snowdon Forest Camp  238 4.1
New Haven  88 1.5
Alouette River Unit    652 11.2
Kamloops Regional Correctional Centre  139 2.4
X 35
Number Per Cent
Prince George Regional Correctional Centre  165 2.8
Jordan River Camp  340 5.9
Victoria Community Correctional Centre  244 4.2
Oakalla Women's Correctional Centre  109 1.9
Twin Maples  129 2.2
Prince George Regional Correctional Centre (female) 30 0.5
Totals   5,813 100.0
Inspection and Standards
In the fall of 1973 the office of the Director of Inspection and Standards was
established, with two Inspectors appointed in July of 1974 to work under his
direction.   The responsibilities of this specialized unit are:
(1) To co-ordinate the development of standards and procedures for
the operation of all facilities of the Corrections Branch, including
custodial institutions, remand centres, camps, attendance centres,
juvenile detention centres, and community correctional centres.
(2) To act when complaints are received from offenders under the supervision of the Branch (inmates, probationers, and parolees) who
consider that they have cause for grievance.
(3) To organize and develop an adequate program to provide for regular
and special inspections of the operation of all facilities in order to
monitor the quality of service delivered, and to make inquiries and
investigations on behalf of the Deputy Minister.
An announcement was made in the latter part of March 1974 to all inmates of
all institutions that they would have the opportunity to have grievances investigated
by an official independent of the institution's administration. It was anticipated
that there might be a number of frivolous complaints. Such has not been the case.
Some grievances are handled by the institution prior to any investigation being
undertaken by Inspection and Standards. During 1974 there were 81 grievances
received from 77 offenders. During 1975, 163 grievances were made by 142 inmates, approximately a 100-per-cent increase. Clearly, the availability and effectiveness of the service is being recognized.
In August 1974 the Director of Inspection and Standards was designated as
the Branch's safety representative. During 1975 reports of accidents to personnel
and inmates, Workers' Compensation Inspection Reports, minutes of the Safety and
Health Committee meetings, and escapes were monitored, with Branch senior personnel advised further when inquiries were indicated. There were 439 inmate
accidents recorded, with 17 Boards of Inquiry held with respect to same. There
were 156 accidents to staff recorded.
Workshops on High-risk Wilderness programs, jointly sponsored by the Corrections Branch and the Department of Human Resources, were held during the
fall of 1974. The objective of the workshops was to assess, upgrade if necessary,
and adopt uniform standards of safety procedures and staff training. This resulted,
in 1975, in the preparation of a complete Manual of Standards and Procedures for
High-risk Wilderness programs. Interest in the project was expressed by a number
of other Government departments, including the Department of Education and the
Provincial Secretary's Department, with result that the Provincial Emergency Program generously offered assistance in editing the final product. It is anticipated
that the first edition of the manual will be available early in 1976.
 Forestry ai
  Shops, Hobbie
and Physical Trainir
Correctional Centres
Physical Plants
 Probation and Speci;
During 1975 the Division has been involved in the final preparation of Corrections Branch Regulations for Institutional Services, to replace the previous Gaol
Rules and Regulations in effect since 1960. The new regulations deal in detail with
a variety of topics, including inmate rights, use of telephone, daily exercise, disciplinary procedures and hearings, suitable and adequate clothing, visits, medical
treatment, and so on. Input has been received from many and various sources
both within the Corrections Branch and in the community, from private agencies,
and individuals.  The new regulations should be ready for enactment early in 1976.
In late 1975, Inspection and Standards, with the Institutional Services Division, commenced work on the preparation of a Manual of Operational Procedures
for Institutional Services, based on the Corrections Branch regulations. This will
be a comprehensive manual covering all phases of operation and procedures pertaining to facilities within the Corrections Branch.
Also during 1975, Inspection and Standards assumed the responsibility for the
inventory, testing, distribution, and storage of all small arms utilized by personnel
on the job in Institutional Services.
Finally, in 1975 the Director of the unit, with other personnel, formed a study
team to survey the posts and deployment of personnel in the facilities of Institutional Services Division. The results of the study, when completed in early 1976,
will provide the Executive Director with detailed information on exact staffing
needs for each correctional complex.
Family and Children's Services
During the past year, issues relating to Family and Children's matters and
specifically with regard to the Branch's relationship with the Family and Children's
Law Commission were explored and clarified. However, work in this area was not
concluded in the last calendar year.
In December 1973 a Royal Commission on Family and Children's Law was
established to inquire into and make recommendations with respect to—all aspects
of family and children's law in force in British Columbia; the administration of
justice relative to such laws; and ancillary services to Courts in family law matters.
The Commission was not only given a mandate to recommend changes in the laws
relating to families and children, but also was authorized to undertake projects to
implement and test proposals for reform.
As a result, the Commission established a pilot project to test the concept of
a Unified Family Court. In addition, the Commission produced 13 reports which
recommended both structural reform of the Courts operating in the family law
field and major changes in substantive family and children's law.
The Commission's Fourth Report entitled "The Family, The Courts And The
Community," dealt with the expansion of the Unified Family Court concept
throughout the Province, the delivery of Family and Juvenile Court counselling
services, and in particular, the delivery of services to young people in conflict with
the law—one specific focus of the Corrections Branch. In late June the Provincial
Cabinet accepted the recommendations of the Fourth Report in principle. On
July 7, 1975, an Implementation Team was appointed to bring about a phased
implementation throughout the Province of the recommendations.
The Unified Family Court Pilot Project had been implemented in Surrey,
Richmond, and Delta. Support staff originally had been seconded from the Corrections Branch, Department of Human Resources, and other social service agencies. Some tasks, i.e., those relating specifically to the handling of juveniles, were
taken over from the Corrections Branch in the pilot project area.
X 37
During 1975 the Branch continued to maintain Family Relations Act services
in most areas of the Province by providing maintenance order supervision and
preparing custody and access reports. The delivery of such services is always
constrained by manpower resources. The end of this report period (December 31,
1975) saw the issuance of a jointly prepared policy statement of respective responsibilities of Corrections Branch and the Implementation Team. The overriding
spirit of the policy is one of co-operation and co-ordination, and 1976 will likely
see these issues more adequately resolved.
Juvenile Services (Probation)
Under the authority of section 7 of the Corrections Act, juveniles in conflict
with the law are referred to a Probation Officer by the Crown for a Pre-Court
Inquiry. An investigation is done on the young person, and his behaviour in the
home, at school, and in the community is assessed. Based on the findings, a
recommendation for no further action (if the matter has resolved itself), diversion,
or Court action is made. On the strength of that recommendation, the Crown
may end its involvement, or refer the matter to Court.
Although a child can be brought into Family Court and charged from the age
of 7 on, it is the general practice in this Province to deal with virtually all children
under the age of 14 on an out-of-court basis. Corrections planning related to juveniles involves attempts to formalize this practice administratively.
Five areas of activity and responsibility are identified in the delivery of Juvenile Services.
Diversion programs—Probation Officers attempt to provide effective intervention for juveniles prior to a charge being laid and the Court process being entered
into by
(a) making full use of appropriate community resources and agencies
on a referral basis;
(b) engaging in short-term intervention processes with the child and
his/her family.
Activities under (a) often involve the Probation Officer becoming an educator
and catalyst in the development and operation of programs, particularly in the areas
of prevention and diversion.
Supervision in the community—In those cases where an element of supervision
is necessary, more so than can be agreed upon on an informal basis, or there is no
admission of guilt relating to the charge, the matter is referred to Court. If supervision is ordered a number of conditions of supervision may be applied, and the
juvenile must live up to the order or be held accountable before the Court. The
Probation Officer will attempt to utilize all the necessary community resources in
attempting to assist the juvenile to meet these responsibilities. This requites close
liaison at the local level between the Officer and appropriate Government departments, particularly the Departments of Education, Human Resources, Recreation,
and Mental Health.
Probation supervision and special Corrections programs—In those cases where
the community and other agencies are unable to supply support services, or the
available services are not suitable or available at the local level, the Corrections
Branch has developed programs which fall under the general rubric of "attendance
centres." Juveniles may be committed to such programs by the Court as a condition of probation.
There are three categories of attendance programs:
(a) Daily attendance, i.e., after school or work, a program where there
are specific activities to be undertaken.
(b) Week-end attendance, i.e., where the probationer must attend and
reside at the program from Friday night to Sunday afternoon, until
successful graduation.
(c) Full residential attendance.
These programs offer the Court the option of ordering supervision in structured
settings for a specific kind of program for those persons unable to respond to supervision in the community. The actual program varies from educational training,
recreation and community service activities, to involvement in wilderness "outward
bound" types of experiences. The Corrections Branch operates, staffs, and (or)
funds these programs, and a close relationship with schools, child welfare services,
mental health programs, and other community agencies is maintained.
Juvenile detention homes—Juvenile detention homes are operated by the
Corrections Branch and are to provide secure facilities on a temporary basis for
juveniles at risk at the time of their arrest, and for purposes of secure remand as
authorized by an order of the Court.
In October of 1975 the heating system of the Vancouver Juvenile Detention
Home failed and due to its age was irreparable.  All juveniles being held there
were transferred to the facilities of Haney Correctional Centre, which is no longer
a correction facility, and was vacant.   Alternatives are being explored.
The need for secure facilities for juveniles has been a continuing controversy
over the past few years. The Corrections Branch is committed to developing effective resources, and recognizes the need for secure resources. The nature of such
facilities needs continuing examination regarding the effectiveness of different program approaches, including methods for holding children who may be severely
disturbed, chronically addicted to drugs, or dangerous to themselves or the public.
Prevention—The Probation Officer has a responsibility to encourage the community and other Government departments to develop programs that will reduce
the probability of children coming into conflict with the law. This requires ongoing
involvement with schools, particularly at the junior-high level, in contributing to
the planning of appropriate programs to keep children involved in school and constructive community activities.
For those who do come to the attention of the Probation Officer, formally or
informally, the emphasis is always on referral to private or community agencies.
The Branch establishes or utilizes its own special programs only when no other
appropriate alternative can be found.
Adult Services (Probation)
Probation services for adults (17 and over) have placed emphasis on the
formal responsibilities of offenders, as virtually all such persons supervised by a
Probation Officer have come to him/her via the Court, with specified conditions
to be met. A wide range of community resources have always been utilized, but the
major element of the supervision has been the formal reporting responsibility. The
emphasis on the use of diversion in the juvenile sphere has spread to application
with adult offenders where appropriate.
Probation Officers' involvement in diversion initiatives with adults, as with
juveniles, is sanctioned and encouraged, and there has been extensive involvement
with local police, lawyers, Courts, and private community agencies to attempt to
make the Court process only one of a number of effective alternatives for those
X 39
over 17. Some jurisdictions have been experimenting with a Pre-Court Inquiry for
certain adult offenders in an attempt to divert persons who clearly do not require
the full, formal Court process.
Increased involvement of Probation Officers as available resources to the
Court, to provide an input related to the social aspects of the sentencing process,
has been a priority. The Court Resource Officer role has continued to be developed
in 1975, with verbal assessments and reports being carried out on the spot for the
Court in making the sentencing process a rational and responsive process, and to do
away with the need to prepare a full written report where such is not necessary.
Several different types of adult programs are available or are being developed
to fill the gap between supervision in the community and total incarceration. The
Community Service Order Program is used specifically as an alternative to incarceration. Attendance programs for young adults are available in some locations
and services are purchased by the Branch to fill in some gaps. Community correctional centre programs have been used in some instances for those who require
residence in addition to regular community supervision and for whom there are
no appropriate community resources.
The development of effective programs for adults under probation supervision,
or under voluntary diversionary supervision, is still in its infancy, but is a priority
of the Corrections Branch.
With expansion in the use of Temporary Absence (TAP's) from institutions
in 1975, Probation Officers have been required to do more community investigations on adults being considered for release. A significant element in any decision
to grant a Temporary Absence where the applicant wishes to return for any length
of time to a certain area is the findings of the Probation Officer/Probation Interviewer with regard to the proposed living or work situation.
1. Abbotsford District.
2. Chilliwack District.
3. Cloverdale (Surrey) District.
4. Fernie District.
5. Fort St. John District.
6. Golden District.
7. Kamloops District.
8. Maple Ridge District.
9. Merritt District.
10. Nanaimo District.
11. North Vancouver District.
12. Prince George District.
13. Salmon Arm District.
14. Victoria District.
15. Williams Lake District.
16. Richmond District.
17. Penticton District.
18. Campbell River District.
19. Courtenay District.
20. Vancouver City District.
21. Nelson District.
22. Coquitlam District.
23. Burnaby District.
24. Port Hardy District.
25. Kelowna District.
26. Revelstoke District.
27. Port Alberni District.
1. Burnaby. 9. Vancouver.
2. Maple Ridge.
3. Coquitlam.
4. Cranbrook.
5. Penticton.
6. Cloverdale.
7. Port Coquitlam.
8. Victoria.
10. Prince George.
11. Prince Rupert.
12. Abbotsford.
13. Nanaimo.
14. Vernon.
15. Courtenay/Campbell River.
16. New Westminster.
Bail Supervision
Prior to the Bail Reform Act of 1972, it was customary for persons who have
been charged with an offence to be released on either a promise to reappear by
posting bail, or to be remanded in custody, usually into maximum-security remand
facilities. Indications were that a large number of those remanded into custody
probably did not need to be incarcerated, and that such incarceration brought with
it a whole host of other related problems.
However, after the implementation of the Bail Reform Act, which allowed
increased discretion to the police and Courts in remand arrangements, there were a
large number of abuses by persons who entered into an agreement to appear in
Court but who did not appear, or who committed further offences during the time
they were released on bail. This indicated that, for some offenders, a more organized method of pre-trial supervision was required.   To that end, in September of
1974 the Bail Supervision Pilot Project was implemented in the Provincial Courts
in Vancouver as an experimental program of the Corrections Branch, jointly
funded by the Branch, the Justice Development Commission, and the Federal
Government. Bail Supervisors were subsequently appointed by the Court as Probation Officers. By the end of 1974 there were four Bail Supervisors, increasing
to eight in 1975.  They supervised a total of 752 persons during the year.   During
1975 the program expanded to provide services for Victoria (in September) and
Surrey (in November).
Bail supervision is perceived as a supervising agent for the Courts with a dual
responsibility, first to the Court, and second in providing direction to the accused
which will enable him/her to meet the commitment and appear for trial. It is not
presumed that staff must intervene with the accused except where it is deemed
necessary by the Court. Clients are accused, not convicted, persons. However,
Bail Supervisors will not ignore personal problems where they perceive they can
assist the accused by mutual agreement. Much of the assistance granted clients is
through referral to Government or private agencies for legal, employment, financial,
residential, psychological, and social or health services.
A significant consideration in handling accused in the community as opposed
to in custodial remand is cost. The estimated cost per client per month on bail
supervision is $25. That dollar cost would not pay for a full day's custodial remand
in one of the Provincial facilities.
The very positive feedback on the program and its very clear acceptance
throughout the justice system, particularly by the police and the Courts, has made
it a model to which other jurisdictions are looking. Bail supervision is clearly an
innovative program that has allowed the system of justice in British Columbia to
achieve a greater level of justice and humanity while providing for the protection
of the public.
Staff Development
The training and development of staff must be a major priority of organizations which are involved in innovative planning and change, particularly in-service
training related to changes in facilities and programs, career planning, and the
orientation and training of new personnel. The formation of this single section,
responsible for the training and development of all Branch personnel,' which occurred in late 1974, bore results in 1975 in terms of sharing of expertise, divisional
resources, and a flow of information between the two operating Divisions—Institutional and Community Services.
X 41
During 1975 a total of 754 Branch staff were involved in a total of 2,081
man-weeks of training courses, which ranged from one-week workshops to 14-week
Probation Officer orientation courses. A total of 42 new Security Officers completed four-phase recruit training. An additional 222 Security Officers completed
three weeks of special training, which was arranged for Officers who in the past had
not been involved in such training.
Other courses carried out during the year included the following:
Correctional Officer Development Courses (4 courses of 2 weeks).
Introductory Management Training (2 courses of 1 week).
Community Correctional Centre Training (3 courses of 3 weeks).
Supervisors Workshop (Community Services) (1 course of 1 week).
Juvenile Detention Home Staff Training (4 courses of 3 weeks).
Community Service Officer Course (1 course of 3 weeks).
Probation Officer General Refresher Courses (2 courses of 1 week).
Senior Managers Workshop (1 course of 1 week).
Probation Officer Special Refresher Course (2 courses covering the
topics: "A Systems Approach to Justice Administration"; "A Systems Approach to Case Management: The Probation Officer in the
Approximately 125 Institutional Services staff participated in short courses in
riot control and crisis intervention. A further 140 Branch employees applied for
and received financial reimbursement for various courses offered by local colleges,
universities, agencies, and school boards. The total outlay for this activity was
$12,547, triple the amount of 1974. Funds were provided through the Public
Service Commission Staff Development Appropriation Fund, with only $890 being
provided by the Branch's budget. A brief summary of the types of courses taken
is as follows:
59 employees completed short courses sponsored by the University of
British Columbia, community colleges, and various agencies in the
17 employees completed training in industrial first aid.
7 employees completed a six-week full-time course in life skills coaching.
20 employees completed a special course entitled "A System's Approach
to Criminal Justice."
5 employees were reimbursed for tuition fees for masters degree programs.
32 employees completed criminology courses at community colleges.
A number of new courses were initiated during 1975. These included introductory management courses for line managers which included (for the first time)
joint training of staff from both Institutional and Community Services Divisions;
Correctional Officer development courses which provided a new format of flexibility
and freedom for employees to pursue individual and group goals (an emphasis of
all development courses offered by the section); and a Senior Management Workshop which included Regional Directors of Community Services, Institutional
Directors, and Executive Directors and their assistants.
During 1975 the Staff Development Section assumed responsibilities for assisting in the co-ordination of the Department of Labour's student summer Working in
Government (WIG) Program, which brought 36 university students into Corrections jobs. The program had the effect of acquainting, through actual experience,
a segment of the public with Government service in the area of Corrections. It
also served to attract possible future staff, with some students subsequently entering
Branch training courses and research projects. Additionally, the enthusiasm and
energy with which students approached their summer tasks was of benefit to the
Branch.   In 1975 students were involved in the following areas of endeavour:
9 in the Communty Service Order Program.
8 in research.
10 in recreation.
5 as Probation Officer assistants.
3 in inmate education programs.
1 in legal servcices.
At the wrap-up conference held in late August, it was clear that there were many
personal benefits from the exposure, which had allowed the students to become
more conversant with the issues in Corrections.
In spite of the heavy work load of this section, as with all other areas of the
Branch, fiscal and personnel constraints became more predominant in the latter
part of 1975, with some training courses being shelved. The attrition rate for Corrections Branch employees also decreased considerably, resulting in a reduction in
need for recruit and orientation training. Some of the funds were utilized for other
training activities. Considerable time and energy continued to be spent in the development of a Justice Education Centre, which will provide an opportunity for the
sharing of training resources and expertise between all justice system components.
Work was begun on this in 1974.
Community Resources Funding
During the 1974/75 fiscal year, $100,000 in grant funds were administered by
Planning and Development Division for programs and services undertaken or required by the Corrections Branch. In 1975/76 the available moneys allocated for
such funding was $1,411,831. The granting and administration of these funds was
the responsibility of the Assistant Executive Director of the Division and a grant-
funding committee composed of representatives from all Divisions.
In the course of the year, the funds were granted in the following manner:
B.C. Borstal Association         5,040
Canadian Job Therapy (M-2)	
Dick Bell-Irving Home	
Elizabeth Fry Society	
John Howard Society of Vancouver Island .
National Advisory Network
St. Leonard's Lower Mainland Society        31,200
Salvation Army (Correctional)
Community Diversion Association (Victoria).
Greater Victoria Community Action Group ..
NELOF Co-operative Association	
Victoria Native Indian Friendship Society.
BCIT-LMRCC Inmate Education Program (Vancouver).
Comox Valley Outdoor College	
Comox Valley Wilderness Project	
Cowichan Valley Alternative Project.
DARE Program (Vancouver)      162,000
Dawson Creek Attendance Centre        17,694
X 43
Fernwood Community Life Skills Project (Victoria) _
Fort St. John Attendance Centre	
Futures W-2 (Vancouver)	
Grand Forks Community	
Hunter Creek Attendance Centre (Lower Mainland)
Joss Mountain Wilderness Program (Vernon)	
Lasqueti Island (Vancouver Island)	
LINC (Vancouver) 	
John Howard Society of B.C	
Metchosin and Porteau Cove Camps	
Motivations (Haney) 	
One Way Adventure (Surrey)	
Prince George Activator Audit	
Project Adventure (Coquitlam)	
Project Bastille (Province-wide)	
PURPOSE (Burnaby)
Rose Blanshard Community Development and Prevention
Project (Victoria)	
Santa Rosa Ranch (Trail)	
Sechelt Office Summer Excursion	
Seventh Step (Vancouver)	
Sidney Summer Project	
Vancouver Alternate Education Program	
White Lake Youth Training and Development Centre	
Estimated 1974/75 payments made in 1975/76	
Purchase of bed space for persons on Temporary Release
from institutions	
Aggregate total  1,411,831
In August, as a result of changes in Departmental procedures for awarding
such funds, the administration of straight grant funds for the operation of agencies
and organizations providing correctional services was taken over by a newly formed
Justice Development Fund, which was a move by the Attorney-General to rationalize all funding within the Department. The Branch maintained the administration
of purchase of services, an example of which would be the purchase of bed space
for inmates on Temporary Absence in community residential centres.
The role of planning in as large and complex an organization as the Corrections Branch, which is consistently impacted by changes and developments
throughout virtually all arms of the Justice System, is crucial to the provision of
correctional resources. Misjudgment of the number of institutional bed spaces
required, for example, may place a severe strain on existing resources. The function
of planning for the Branch has been integral to the formation of the Planning and
Development Division, which has clear responsibilities to ensure that appropriate
planning takes place, and more specifically to assist the operating arms in those
areas where an identification of needs has occurred.
There are four basic roles the Planning Section of the Planning and Development Division should provide relevant to the Corrections Branch:
(1) Long-range forecast planning.
(2) Issue-oriented planning.
(3) Project planning.
(4) Assistance and support of day-to-day planning which is undertaken
by operational staff.
The following are a number of projects which were identified in the last year
as priorities in planning:
Adult Attendance Centres,
Juvenile Remand Facilities,
Life Skills Training Centre,
Participatory Institutions,
Marine Programs,
Fine Supervision,
Community-based Facility for Sentenced Women,
Inmate Rights,
Educational Release Centre.
The Research Section of Planning and Development is responsible for the
operation and use of the Corrections Branch computerized Information System,
and for the preparation of evaluative research on selected programs in order to
provide basic information for management decision-making.
During 1975 a large part of the work effort of this section's personnel has
been toward significantly improving the reliability and operation of the Information
System, an effort predicated upon the assumption that the development of an
accurate and responsive system will, in the long run, maximize research benefits to
the Corrections Branch. This Information System includes statistical information
on the offender population, and location and transfer of offenders. In computerized form, this is known as the Corrections Master File.
The year 1975 also saw further development of the in-house evaluative
research capacity for the Research Section, with the hiring of a person to develop
that area. The first activity was the production of a report on the Bail Supervision
Project operating in Vancouver. A model has been developed for further reports
on this project. A second major activity was the development of a model which has
facilitated the presentation of useful basic data to measure the impact of various
new programs initiated by the Branch. This effort was directed initially toward the
Community Service Order Program for the measurement of progress in achieving
the objectives of the program. By providing base-line data impact points, the
model successfully allows effective Provincial, regional, and local comparisons of
the effect of several programs run in the Divisions of the Branch.
Corrections has taken the position that criminal justice solutions lie at least in
part in the community itself, as it is the community by its legislation which sets the
limits on acceptable modes of social behaviour. Not only does the solution lie in
the community, but the most effective resources are provided by members of the
X 45
community and their involvement in seeking solutions to the problems. The Volunteer Program involves the continued search by the Branch for a variety of ways for
concerned individuals in the community to make an effective contribution by supervising community service activities, supervising offenders on probation, and so on.
During 1975 the number of volunteers increased from 300 to 450. A Regional
Co-ordinator was hired to develop volunteer resources in the Southern Region. In
addition, the administration of Vancouver Island Region took the initiative to free
two Probation Officers to supervise volunteers on a part-time basis in the Victoria
Juvenile and Adult Offices respectively. Late in the year, the services of the Volunteer Co-ordinator for the North Shore were shared with the Juvenile Court staff at
Yale Street in order to initiate a volunteer program there.
A number of new volunteer job descriptions have been developed during the
past year. Volunteers associated with the program have become involved with
Pre-trial Services at Lower Mainland Regional Correctional Centre, others on the
North Shore have provided short-term homes for juveniles, and several volunteers
in Victoria are working with juveniles at the Juvenile Detention Home.
Another aspect of volunteerism has been the initiation of opportunities for
community volunteer services by inmates from institutions. For several years
former clients of Corrections have been working successfully as probation sponsors.
Emphasis has been placed on training and evaluation during the past year.
This has taken several forms:
(1) In January of 1975, Corrections Branch co-sponsored a two-day
seminar in Vancouver to increase the knowledge of staff and the
public about volunteer programs and to update the skills of coordinators. Over 100 registered, of whom more than 50 per cent
represented correctional agencies.
(2) Throughout the year, increased time was spent with Probation Officers in training and other correctional staff outlining the basic
requirements and potential for volunteer programs in Corrections.
(3) Regional Co-ordinators have spent a substantial amount of time
with community groups promoting volunteerism and recruiting
volunteers in the process.
(4) The Provincial Co-ordinator of Volunteers has written a number of
reports relative to the organizational needs of volunteer programs.
These have been widely distributed throughout British Columbia
and beyond.
(5) Through the efforts of a student employed through the Provincial
Workers in Government Program, an evaluation of the Volunteer
Program was completed. This gave positive feedback regarding the
effectiveness of volunteers working with clients in Corrections.
In summary, the Volunteer Program has grown numerically by 50 per cent
during 1975. Volunteer services have been provided in new areas and in recent
months the rate of recruitment has taxed the ability of co-ordinators to provide
screening and orientation.
New programs being developed by the Community Services Division are also
enlisting the aid of many volunteers. Programs such as Community Service Orders
and Impaired Driver's Courses require volunteers from many walks of life to make
them effective.
One of the priorities for the coming year will be to set up a volunteer program
with a full-time co-ordinator in an institutional setting.
It should be noted, however, that it is individual initiative and commitment on
the part of staff and volunteers which has brought volunteer services in Corrections
to their present state and indicates that substantial growth is possible in 1976.
Information Services
In May of 1975 a Director of Information Services was permanently appointed
within the Branch. Information Services became responsible for the design and
direct implementation of a progressive communications function for the Corrections Branch, with specific responsibilities and accountability in the following areas
—internal staff information, formal publications for and of the Branch, public
information materials, which include press releases and information kits, and finally
to provide initiative, direction, and expertise in the whole area of staff information,
media relations, and public information for all Branch personnel.
The objectives have been carried out through the use of a semi-monthly staff
newsletter (the Highlights), a quarterly publication of views and concerns of staff
and interested persons (the Quarterly), status reports, special bulletins, newspaper
clippings, press releases, responses to more than 200 written requests for information, and to numerous telephone inquiries. An information kit was developed, a
series of eight pamphlets on major programs and activities of the Branch, which
has been well received in the Province and across the country. Articles on Branch
programs were prepared for other publications. Assistance was given for displays
and the Service was consulted by staff at all levels regarding information, publications, and public concerns. The Annual Report of the Corrections Branch is prepared by this section. The section generally provides an information centre for all
staff and persons from inside and outside the justice system who require information on any topic, or referral to appropriate sources.
Religious Programs
In December 1975 the senior chaplain of the Branch was named the Director
of Religious Programs, and this function became a separate autonomous section of
the Planning and Development Division, consisting of two full-time and 15 part-
time Protestant and Catholic chaplains, and the Director.
Religious programs played an ever-increasing and wider role in the emphasis
of the Corrections Branch in involving the community in the correctional process.
Chaplains are taking individual clients and groups of clients into the community for
religious and social functions at an ever-increasing rate and have engaged community church groups in the development of various volunteer sponsor programs.
Chaplains have also assisted in job placement, locating accommodation, and contacting community resources for the inmate who is re-entering the community.
One strong recommendation of the chaplains is that their role in treatment and
program decisions be expanded to give recognition to their extensive involvement
with inmates. This may be particularly important in matters pertaining to Temporary Absence or parole release decisions.
The program highlights for 1975 have included:
• Catholic and Protestant church services conducted regularly in most
of the centres; combined services held in some centres.
• All chaplains have used church groups in their services and programs.
In most instances, a period of socialization followed the services in
which visiting groups participated.
X 47
• Pastoral care of inmates was provided, including counselling of a
spiritual, personal, and family nature, pre-release planning and postrelease care in the community. Post-release care included linking
persons to church groups, making appropriate referrals when special
services were required, job finding, and locating accommodation.
• Most chaplains reported an increase in the pastoral care of Branch
staff. This is due possibly in part to the changes and uncertainties
within the Branch during the past year.
• Chaplains have been instrumental in getting inmates to church services, retreats, and other church-related events. In some instances,
church members provided the transportation.
• One member conducted a co-ed Life Skills Training Course for
approximately 12 inmates from Alouette River Unit (ARU) and
Twin Maples. As part of this program, eight inmates from ARU and
Twin Maples participated in a two-day marathon group session. The
Branch psychologist participated in this event.
• Five full-day correctional workshops were held for clergy and lay
people in the community. They were intended to provide information
about the Branch and to encourage any appropriate involvement in
its activities. Also chaplains have been requested for speaking engagements in the community.
• The Director of Religious Programs participated with the Planning
Section in three committees which respectively drew up a proposal
for a Life Skills Training Centre, a Community-based Facility for
Sentenced Women, and was instrumental in forming the committee
to consider the question of inmates' rights and responsibilities.
The role of religious programs as a resource for Probation Officers has been
considered, but not proceeded with in the past year. The chaplains provide innovative ideas and services of a special nature. The long-term scope of involvement
of such services will depend on the continuing energy and creative abilities of
chaplaincy personnel and operational staff in maximally utilizing this important
Several of the Branch's correctional facilities offer inmates the availability of
educational programs in addition to correspondence courses. A specific example
is the community correctional centre at Kamloops, which has the availability of a
certain number of seats at the local community college. Funding was provided by
the Planning and Development Division, which has also directly funded others
providing needed services in the area of inmate education. During 1975 a major
program was operating at the Branch's largest facility, Lower Mainland Regional
Correctional Centre. The program is known as the Educational Counselling Service (ECS).
In addition to a generally low level of formal education and lack of job skills,
many inmates have alcohol and (or) drug problems. The service provided by ECS
attempts to deal with these in conjunction with the formulation of short- and long-
term goals for education or on-the-job training. Planning is followed by actual
placement with continual follow-up. The latter is often achieved under the Temporary Absence Program, and also can be a significant factor in pre-release parole
planning and application.
Many referrals for ECS came from Provincial Classification as inmates enter
the institutions, from officers within the institutions, from Probation Officers who
have prepared the Pre-sentence Report, and from Bail Supervisors who might have
supervised the person prior to conviction. It is one of many programs the Corrections Branch has used to provide more effective resources for sentenced persons.
With the maintenance of a part-time librarian in 1975, for the first time in
the history of the Branch, an upgrading of this important resource was possible.
Some $7,000 was spent in the purchase of technical and professional books, for
staff use, with some assistance being given to inmate libraries. Further, a complete
cataloguing and indexing of the material was carried out using the United States
Library of Congress system, which is used world-wide and by all libraries in
Canada. Liaison was developed with other libraries in the Attorney-General's
Department in order to develop an inter-library loan system.
The library is located at the Lower Mainland head office and is open for the
use of all staff. Materials have been sent throughout the Province when requested.
The librarian has performed topical research when asked.
X 49
Community Services Division
Vancouver Adult Region
North Vancouver (Adult)
North Vancouver (luvenile and Family)
Porteau Cove Camp
West Vancouver
Vancouver Court Office
Vancouver West End
Vancouver Southwest
Vancouver Southeast
This regional administration has responsibility for the delivery of all adult probation
services in the City of Vancouver, and adult and juvenile services for the North Shore and
Howe Sound areas. A major progression in 1975 has been the refinement of the decentralized
service system initiated in mid-1974, with the concomitant development of the Court Team-
Court Resource Officer concepts. Until decentralization, all adult probation services for the
city were carried out from one main office.
A Court Resource Officer role has been assumed by the group remaining in the main
office, which is located adjacent to the Vancouver Courts Building. Court Team personnel
keep the Courts informed about the viability of programs and the criteria for admission, do
short on-the-spot reports for the Court, and go over pre-sentence reports with offenders before
Court. They arrange referrals to legal aid or other services if necessary, do reports on transients
in the Vancouver area, or inter-provincial report requests, handle courtesy supervision in the
city from other provinces or the United States, may become involved in diversionary activities
at the request of Crown Counsel, and perform a myriad of other functions which help streamline the Court process. For example, in the Superior Courts at Vancouver, in one month
alone, 40 verbal reports were completed, necessitating far shorter periods of remand and
thereby modifying possible delays in the criminal justice system.
Where pre-sentence reports are requested by the Courts, the team refers them to the
decentralized probation offices covering the areas in which the offender resides. The Court
Team may also handle Court appearances for other Probation Officers, thus freeing up the
officers from waits for Court. In addition, this decentralization has facilitated the commitment
of local Vancouver offices to a major police initiative which has involved many social services—
the Police and Community Services Project.
The Police and Community Services Project is outstanding for its scope and intensity of
inter-agency co-operation and involvement, and is one to which other jurisdictions are looking
as a model which they might develop. Both the Vancouver Adult and Juvenile Regions are
involved in this project, which got under way in 1975.
The project is focusing on four inter-related but separate specific areas of development—
informal family conflict resolution, adult diversion, the juvenile situation, and emergency
support services to police (i.e., the existence and accessibility of social and mental health
services during regular and extended hours). Apart from the subcommittees consisting of
operational and senior personnel from probation, police, and a variety of other agencies, which
are focusing on these individual areas, the operationalization of the project has come in the
form of the development of a team-policing concept in six areas of Vancouver Police Region 3
(South/East Vancouver). The development of a social agency referral system for police in
both emergency and nonemergency social problem situations which come to the attention of
police in response to calls for service and (or) as a result of patrol, and the development of a
case conference mechanism between police and probation and other social services have also
been operationalized.
A key thrust of the project is to involve the community at the local level in establishing
its own priorities and its patterns of service delivery needs (of the Justice System) within the
limits defined by law. That includes, of course, the optimum use of all community resources
and facilities at the neighbourhood level. In 1976 the commitment of time and energy of the
region's staff at all levels will continue to be as extensive as in 1975.
Late in 1975 the North Vancouver Probation Office developed and implemented an adult
diversion model using that established with juveniles.regarding the use of a Pre-Court Enquiry.
In cases where both the police and the CroWn Counsel share concern about the utility of
processing an alleged adult offender through the Courts, perhaps due to his/her personal
circumstances, or a temporary state of mind while committing such offences as indecent
exposure, shoplifting, some cases of fraud and so on, an adult Pre-Court Enquiry (PCE) is
requested. As with juvenile PCE's the individual and other appropriate people are interviewed
by the Probation Officer and a recommendation of Court action or not is made. In cases
where Court action is not recommended, voluntary supervision, referral for psychiatric help,
or to other social services may be suggested alternatives. This is a model which has been
formalized in North Vancouver, but which is easily transferred for use in other Court locations.
There were 40 cases handled this way in 1975, with a steady intake of two to three per month.
Vancouver City has been extensively involved in the use of volunteer probation sponsors
in 1975, with 49 of 83 volunteers actively supervising cases. This service became available
with the appointment of a full-time Regional Volunteer Co-ordinator. North and West Vancouver and Vancouver City have instituted Impaired Driver's Courses, with the latter location
being the largest metropolitan area in Canada to attempt such a course. Vancouver City also
has been fortunate to have a full-time Community Service (Order) Program Officer and in
1975, after a late start in April, this program has become a tool well used by the Courts.
All Vancouver Adult Region offices have carried on regular services in addition to a high
degree of formal or informal involvement in a variety of activities and relationships with other
organizations, in addition to those already mentioned. The year 1975 saw involvement in
seminars on alcoholism, narcotic addiction, parole, Native Court Services, and involvement
with the Berger Commission, Justice Councils, the John Howard Society, Salvation Army, Law
Society, a shoplifters clinic, a Trans-Sexual Information Centre, the Adult DARE project,
Job-Finders, and others.
Both the Squamish and Sechelt offices have taken the initiative to provide a variety of
program services without having the benefit of full-time program officers. This points to the
high calibre of full-time Probation Officers in those locations who have had to play a role of
"jack of all trades."
The Porteau Cove Camp Program for juveniles and young adults continues to operate
effectively with an enthusiastic staff under the general direction of the Regional Director of
the region. Porteau provides a summer and winter outdoor attendance program for male
probationers ranging in age from 14 to 17. The summer program is a four-week camping
experience involving canoeing, mountain-climbing, and sailing, as well as group and individual
counselling. The winter program involves attendance every week-end, using the same facilities
and techniques. The aim of the program is to develop a sense of responsibility to others as
well as of personal self-confidence through recognized achievement in overcoming natural
obstacles in the out-of-doors. The 1975 Summer Search and Leadership Training (SALT)
Program at Porteau saw 27 out of 30 boys "graduate" successfully from the course. During
the spring and fall of 1975, an additional 30 boys undertook the week-end program.
Programs not directly run or funded by the Branch are also used extensively for young
people from the Lower Mainland.
In some instances, the region has been involved in funding worth-while resources in conjunction with the Department of Human Resources and (or) private agencies and organizations.
Vancouver Juvenile and Family Division
Office: Vancouver
The juvenile and family probation services and detention home formerly operated by the
City of Vancouver became a part of the Corrections Branch in April 1974. The organization
was absorbed as a separate region known as Vancouver Juvenile and Family Region, to operate
side by side with the Vancouver Adult Region, under the direction of respective Regional
Directors. The Juvenile Detention Home responsibility was assumed by the Assistant Executive
Director of the Division.
Although separate regions, Vancouver Adult and Juvenile Regions work very closely
together to avoid any duplication of resources or overlapping of services. Vancouver Juvenile
Region personnel are extensively involved in the Police and Community Services Project and
have extensive dealings with the Department of Human Resources, the Government department
which funds and (or) runs most of the juvenile resources—group homes, foster homes, treatment centres, and so on. Programs developed by the region, such as Step-up and DARE, originally designed for juveniles, also are utilized by young adults supervised by officers of the
Vancouver Adult Region.
X 51
In addition to work with youths in conflict with the law, the region's other major responsibilities are in the area of Family Relations Act work—maintenance order supervision, custody
and access reports, pre-sentence reports, and conciliation counselling. This region has maintained constant contact and input to the B.C. Royal Commission on Family and Children's
Law (Berger Commission) as that body's area of investigation and involvement is directly
within the purview of the region.
One of the keys to effective service delivery is the need to decentralize the Juvenile
Region's operation as has come about in the last year and a half for the Adult Region. Such
decentralization is a priority, and the region has organized its Probation Officers into five
teams, which have been scrutinizing their areas of operations (in the city) for suitable rental
The region has enjoyed the acquisition of additional staff in 1975, along with temporary
assistance from the Marpole Training Centre, Probation Officers in training. However, lack of
funds has hit particularly hard in the area of support staff and office equipment, seriously
undercutting effectiveness. Officers have had on occasion to submit reports to the Court
written in long hand, a situation which is not acceptable. The staff are to be commended on
maintaining morale while having to work under extremely trying circumstances.
Although case loads are at a manageable level, in the main the increased requests for
custody and access reports from the Courts has meant a growing backlog toward the end of
1975. Region staff are currently discussing with Judges the possibility of accepting verbal
reports in order to reduce the overload.
The use of volunteer sponsors expanded in the region in 1975, with the involvement of the
North Shore Adult Regional Co-ordinator. The development of this important resource will
be continued in 1976. The Community Service Order Program has also seen utilization as a
program alternative in the past year, and will see expanded use for difficult young people in
conflict with the law in 1976.
Interior Region
100 Mile House
Kamloops Adult
Kamloops Family
Salmon Arm
Williams Lake
The Regional Director and his supervisors in this large region are responsible for all adult,
juvenile, and family services.
Many offices in the region are one- or two-man operations serving a wide area, and this
necessitates mixed case loads and work responsibilities for both juveniles and adult offenders.
With the move in 1975 toward specializing in adult, juvenile, or Family Relations Act services,
the Kamloops office has formally specialized, with other multi-person offices grappling with
this issue. Many Probation Officers in this region and across the Province have strong feelings
about specializing; officers have enjoyed the challenge and variety of experiences associated
with mixed case loads.
This region has been extremely active in the past year, in the continuation or development
of Impaired Driver's Courses (IDC's) in all of its present locations—Fernie, Golden, Kamloops,
Merritt, Salmon Arm, Williams Lake, Penticton, Nelson, Kelowna, and Revelstoke. The IDC
at Salmon Arm was the first in the Province, starting up in 1973. Funding restraints for IDC's
toward the end of 1975 led to many locations operating courses on a temporary volunteer
basis. The Merritt Probation Office took the initiative to approach Labatts Brewery for funds
and was successful in receiving enough moneys to purchase the necessary films. As a result,
moneys originally designated for Merritt were able to be used as start-up funds in Kelowna
and Revelstoke.
The Community Service Order Program is being utilized throughout the region, even
though Community Service Officers started work only in late 1975 in two locations—Cranbrook and Penticton (additionally to the pilot project area, Vernon). This has meant extra
initiative and work on the part of Probation Officers all across the region where informal
programs exist—Golden, Kimberley, Oliver, Kelowna, and Chase. In order to reduce the
office work load and still make the programs available, the Merritt office has experimented
with a different kind of model since April 1975.
The Probation Officer felt strongly that the community should be involved in the solution
to local criminal justice problems, and that the mark of a successful program was one that
could function in the officer's absence. To fulfil these criteria, he decided to actively involve the
Family Court Committee.
When a young adult comes before the Court, and it looks as if a Community Service
Order response is appropriate, he or she is remanded for an assessment. In the case of a
juvenile, the assessment is carried out as part of the Pre-Court Enquiry. At that time, the
Probation Officer requests a meeting of available members of the Family Court Committee, a
chairperson is selected, and the merits of the case and possible solutions are considered with
a decision being taken by the committee in each case. (In the case of a Native Indian, the
chairperson is a Native Indian.) The proposal is suggested to the Court and is often the Court's
final response.
The Community Service task is in principle tied back to the nature of the offence. It
becomes a condition of a probation order, which is terminated immediately the task is completed successfully. By the nature of the Family Court Committee, and the individual
member's contacts, there are always a diverse number of tasks available.
During the summer the Vernon Community Service Officer was involved in co-ordinating
a particularly outstanding project which received extensive publicity in the community and was
well received. He involved the Forestry Department, Highways Department, the Parks Branch,
the city, and regional district in co-ordinating the materials and machinery involved in cutting
an 8-mile cross-country ski trail. A summer student supervised the project which was completed
entirely by probationers under the condition of community service.
Several Probation Officers in the region have been extensively involved in the development
of alternative education programs, usually funded by the Department of Human Resources
jointly with local school boards. Salmon Arm, Merritt, Ashcroft, Summerland, Oliver, and
Golden offices among others have been so involved. When operating effectively, these kinds of
programs are an invaluable resource for juvenile and young adult probationers who have
dropped out of the regular school system for one reason or another, and who are not employed.
This region, although not itself funding (fully) or running residential resources, as are
some other regions, has made extensive use of facilities such as Choin Ranch and Leowen
Ranch, both of which are funded by the Department of Human Resources (DHR). In addition, Probation Officers maintain supervision of probationers utilizing such resources and often
become staff resource persons, or may even be on admissions, policy, and funding committees
to such resources. The Arden Park Youth Ranch, near Clinton, and the Agate Bay Resource
(North Thompson) are two examples where funding was obtained by local Probation Officers
who found the resources excellent.
Probation Officers maintain a close liaison and working relationship with local police,
Courts, and representatives of the various private and Government agencies which provide
resources for offenders.
In Kamloops, for example, a Probation Officer was active along with members of the
Elizabeth Fry Society, National Parole Service, the Royal Canadian Mounted Police, and the
Native Courtworkers in developing a special program in Kamloops for chronically unemployed
persons who are also having difficulty with the law. The program, lasting 12 weeks for each
client, provides special counselling regarding attitudes toward employment, work habits,
personal budgeting, and provides job experience of a community service nature and hopefully
placement in a job. The program received a $40,000 Local Initiatives Program Grant, and the
Community Employment Strategy (CES) affiliated with Manpower supports the project and
suggests they would supply long-term funding if the project proves successful. A late starter
in 1975, evaluative data will not be available until the coming year. Penticton also has a
community employment program.
Although the region does not have a Regional Volunteer Probation Sponsor Co-ordinator
to solicit and train sponsors, this program has gone ahead with Probation Officers in many
small communities doing the groundwork.   Revelstoke is one example.
A major concern of the region has been support staff freezes in the latter quarter of 1975,
which left several offices without stenographic personnel. Further, many of the officers'
vehicles are of advanced mileage. Since most officers have to do an extensive amount of
travelling to other communities to carry out supervision, and in winter situations of some
hazard, the car situation continues to be a source of real concern.
X 53
Northern Region
Burns Lake
Dawson Creek
Fort Nelson
Fort St. John
Prince George
Prince Rupert
As with the Interior Region, the Northern Region covers a large geographical area, and
the Regional Director and his supervisors are responsible for the administration and operation
of all adult and juvenile probation and Family Relations Act (FRA) services.
In addition to providing regular Court services, probation supervision and community
investigations for the Temporary Absence Program, the northern offices have been active in
starting up Impaired Driver's Courses at Fort St. John and Prince George, with courses in
planning stages for Prince Rupert, Terrace, Quesnel, and Vanderhoof. Other major program
developments occurred in latter 1975, when Community Service Officers commenced work at
Prince George and Prince Rupert, formally augmenting the development of this program
which had been utilized informally by Courts as a result of the work of Probation Officers in
several communities—Vanderhoof, Terrace, Smithers, Kitimat, and Burns Lake.
During the year, lack of funding caused the closing down of the Prince George Attendance
Centre which had been utilized for some time to provide the necessary added structures to
regular probation supervision for certain offenders. Camp Trapping, an Outward Bound
residential resource for probationers in the Prince George area funded by the Department of
Human Resources, continues to be an effective facility, even though fire partially destroyed the
camp in 1975.
The Fort St. John Attendance Centre last year (1975) incorporated into its program a
community service element for juveniles in conflict with the law. The attendance centre is
run by two project workers and is funded by Corrections. The Prince Rupert Attendance
Program continues to provide evening group discussions, recreation, individual counselling,
and week-end out-door camping trips to acting-out boys. The program is funded by the
Department of Human Resources and the Municipality of Prince Rupert and is used extensively
as a probation resource. Other attendance centres such as alternate schools have been developed in Terrace, Smithers, Kitimat, and Burns Lake in conjunction with local Human Resources
offices and local school boards, and are used extensively for probationers. The Dawson Creek
Alternative School is funded by Corrections, Human Resources, and Education, and is utilized
by all three departments.
Another example of inter-departmental co-operation, which takes place in the north
where resources are scarce, is in Mackenzie. There is no Department of Human Resources
representative there, so the Probation Officer in Mackenzie takes on some social service responsibilities as well as his own. Additionally, there is a child care program operating in the
community funded by Human Resources but used and directed by the Probation Officer.
The Smithers Probation Office covers a large geographical area and three different Court
locations. The Probation Officer has set up a volunteer sponsor program of Band Council
members and citizens to assist in the supervision of probationers in remote villages. Probation
Officers in the north work very closely with local Native Indian leaders and Band members to
provide appropriate supervision to Native offenders, who form a significant segment of case
loads. The use of volunteer sponsors generally in the north where distances preclude close
supervision is being utilized.
A Branch custody facility is located in Prince George. The Regional Director and the
Director of the Institution at Prince George work together closely, particularly in the area of
the granting of Temporary Absences (TAP's). Both persons plus the Temporary Absence
Officer for the institution form a panel for TAP interviews and decisions, thus making the
process for the inmate a responsive one. With the knowledge gained by the Community Investigation (CI), which is carried out by the appropriate Probation Officer, and the information
known of the inmate's institutional behaviour, the decision and the reason for the decision can
be communicated face to face in an immediate way to the applicant.
As a result of the geographical location of the Northern Region's far-flung personnel,
there is aften a feeling of isolation from the rest of the Branch's operations. In attempts to
bridge the gaps, three conferences were held to exchange information and maintain needed
professional contact. Under sometimes trying conditions, this region continued in 1975 to
offer a high degree of service within their area of responsibility.
Southern Region
Abbotsford House of Concord
Chilliwack Langley
Cloverdale Mission
Delta Richmond
The Regional Director and his supervisors have the administrative and operational responsibilities to oversee the delivery of adult and juvenile probation services in all areas, except
for juvenile and family matters in Cloverdale (Surrey), Richmond, and Delta, those locations
comprising the pilot project of the Unified Family Court (UFC). Branch staff in these areas,
plus staff from other locations, were seconded to the UFC from its outset, with reporting
relationships directed to the Berger Commission instead of the region.
In addition to ongoing regular responsibilities, the region's offices have been involved in a
variety of initiatives.
The Regional Director and the Director of the Chilliwack Forest Camps, the major
institutional facility in the area, have been working very closely on Temporary Absence
(TAP's) applications as a medium to attempt an integration of divisional services, a long-
range objective of the Branch. An experimental rotation system for line Probation Officers
has been developed to bring direct community investigation-field input into the screening panel
process for TAP's.
The Cloverdale office was the first in British Columbia to formalize the Court Resource
Officer role, described in detail under Vancouver Adult Region. The Surrey Court which it
serves is the second busiest in the Province after Vancouver, and the full-time involvement of
a Probation Officer in the resource role has allowed some adult diversion to be successfully
undertaken there. Additionally, the Delta office in 1975 put together a formal and definable
diversion model.
The Community Service Order Program in 1975 saw considerable development with
Mission and Chilliwack offices leading the way in the development of community service and
restitution projects in the region. In January 1975, a Community Service Officer was hired
and successfully established the program in Abbotsford, Mission, and Chilliwack. In September of 1975, a further officer undertook to establish the program in the Surrey-White Rock
areas. Initial results in these latter areas are extremely positive. During the year approximately 365 persons completed a total of 7,850 hours of service to all communities.
More time is being required to prepare custody and access reports. For example, a
custody report can take upward of 35 hours of investigation time in addition to the time
required to write the report. Abbotsford and Chilliwack Courts have been making heavy
demands on Probation Officers' time in these areas and this has meant a significant increase
in individual work loads this past year.
In 1975, Impaired Driver's Courses expanded locations in the region on the initiative of
Probation Officers, and are now offered at Chilliwack, Abbotsford, Surrey, and Richmond.
The courses have received excellent responses by the Courts with some 366 persons having
attended during the year.
The use of volunteer sponsors in the region also received a boost with a Regional
Co-ordinator commencing duties last year. By the end of the year there were 39 trained
volunteers, of whom 24 are actively supervising probationers throughout the region.
Up to June 1975 the region was responsible for the operation of Ruskin Farm, a week-end
attendance centre for juvenile female probationers. A declining number of referrals to this
program, and the commensurate costs of operating it in 1974, gave rise to an evaluation of
it in early 1975. In order to utilize the region's resources maximally, it was decided to close
this resource down in June.
The House of Concord, funded by the Department of Human Resources and run by the
Salvation Army with a Southern Region Probation Officer attached full time, continued to
provide a major complete residential resource for boys aged 15 to 19 who present acting out
behaviour and for whom a structured residential living experience is necessary. This is a
Provincial resource and the Probation Officer provides liaison for officers throughout the
During the year, another major resource in the region was the One Way Adventure Program, which received funds from several sources, including the Corrections Branch. Starting
officially in 1974, in 1975, Probation Officers have continued to be instrumental in its operation
and funding. One Way offers daytime, evening, and residential attendance programs for
juveniles and young adults. During 1975, it operated continuously at its capacity of 10 with
several cases on the waiting list.   During that period, 14 people attended the program.
X 55
Finally, during 1975, the Hunter Creek residential resource achieved some stability. The
Corrections Branch (funding committee and regional personnel) was involved in organizing
funding for this resource for probationers, parolees, and youth in need of a residential program
as a condition of probation. Although originally intended as a young-adult resource, the
majority of residents toward the end of the year have been juvenile.
Fraser Region
Burnaby Central
Burnaby Juvenile
Burnaby Family Relations
Maple Ridge
New Westminster
North Burnaby
Port Coquitlam
The Regional Director and his three supervisors are responsible for the operation of ail
adult and juvenile probation and Family Relations Act services in this region. Fraser is the
first region in the Province to successfully complete functional specialization among Probation
Officers and professional staff. Since mid-1975, all officers and professional staff are working
in either the adult, juvenile, or the family (Family Relations Act) areas. The region's supervisors are each responsible for supervision of one of these areas, rather than for a subregion
or geographical area.
The functional split has some drawbacks as well as major advantages. There is no one
supervisor who has sole responsibility for the morale and personnel management of any one
office. On the other hand, it becomes possible to ensure uniform standards of practice, method,
and service delivery for the region, using both individual and group supervision. It allows
impetus and follow-through on programs to be more effective.
The region has been very active in development of the Community Service Order Program
with full-time Community Service Officers in five locations toward the end of 1975, one third
of all the Community Service Officers in the Province. Community Service Officers are located
in Burnaby, Maple Ridge, Coquitlam, Port Coquitlam, and New Westminster. Impaired
Driver's Courses also saw expansion in latter 1975, with courses operating at Maple Ridge,
Coquitlam, and Burnaby by the end of the year.   No statistics are available at this time.
In June of 1975 the region started developing a referral form for Judges requiring presentence information. Utilizing a model developed in Quesnel (Northern Region) earlier in
the year, a more detailed form was introduced to the Courts throughout the region in September after consultative meetings with the District Judge, local Judges, and the Regional
Court Administrator. Although time has not allowed a comprehensive follow-up by the end
of the year, the form is being utilized well in some Courts and not in others.
The form has four basic sections in a one-page format. The first three provide basic
information on the offender such as name, age, offence, investigating police officer, and so on.
Section IV provides options for the Judge to indicate what kinds of information he/she needs
to sentence the individual. The options are (a) a full pre-sentence report, (b) a short written
report focused on certain interests, or (c) an oral report around specific concerns. In a
check-off format for the latter two alternatives, nine potential areas for investigation and
report are suggested—living situation, schooling and (or) training, work background, future
work potential/plans, medical reports, psychiatric reports, suitable correctional resources,
financial means, and other (to be specified). The year 1976 will see if the use of the form
facilitates a more effective service to the Courts by streamlining the administrative process and
reducing the requests for full-length reports. It may provide a useful tool for adoption in other
In the area of Temporary Absence Community Investigations, weekly meetings were held
in 1975 with the TAP officers at the two institutional complexes in the region—Haney Forest
Camps and Alouette River Unit/Twin Maples Unit. The meetings have allowed for greater
discussion of mutual concerns and issues where current TA applications are scrutinized, discussed, and a decision taken.
Fraser Region does not operate any attendance programs itself, but has been integrally
involved in the development of much needed resources, where funding has been sought from
a variety of sources, and Probation Officers have remained active on policy boards, carrying
out assessments and so on, in addition to utilizing the resource for probationers. In some
instances the Corrections Branch has supplied partial funds for programs in 1975—PURPOSE
and Project Adventure are two examples of the latter as resources for juvenile probationers
offering counselling, recreational, and educational experiences. The SHAFT program, an
alternative education program, is requesting funding assistance for the next fiscal year on a
cost-sharing basis with the Department of Human Resources and the local school board.    In
this region, negotiations also have been under way in latter 1975 and will be finalized in the
new year for an adult attendance centre which will employ life skills principles.
A Regional Volunteer Co-ordinator was appointed to Fraser Region in April of 1975,
to develop this important resource. By the end of the year, 38 volunteers were assigned from
a total of 71 recruited and trained.
Island Region
Campbell River Port Hardy
Courtenay Powell River
Duncan Sidney
Metchosin Camp Victoria Adult
Nanaimo Victoria Family Division
Parksville Victoria Juvenile Detention Home
Port Alberni Victoria Youth Attendance Centre
Island Region has responsibility for all adult and juvenile probation and Family Relations
Act services on Vancouver Island, including responsibility for the Metchosin Attendance Program, the Victoria Juvenile Detention Home, and the Victoria Youth Attendance Centre.
In the Northern Island, the Courtenay, Campbell River, Powell River, and Port Hardy
offices are doing increasing numbers of short verbal Pre-sentence Reports (PSR's), which are
called Probation Officer Reports (POR's).
This has eased the load in areas of high PSR referrals. Courtenay and Campbell River
share a Community Service Officer, and this program has achieved a solid base in these communities, where 137 people have been involved during 1975. In Port Hardy and Campbell
River the program has gone ahead with the Probation Officer's use of volunteers to supervise
the program. In Alert Bay, supervision has been provided by the Band Council, a model
utilized by the Powell River office. In Port Hardy, the Probation Officer has actively involved
the Bella Coola Family Division Court Committee in acting as volunteer sponsors offering
probation supervision.
Impaired Driver's Courses have been finalized in Campbell River and Courtenay, and
January 1976 will see these courses start up. The Probation Officers in all four Northern Island
offices have been actively involved in and (or) in liaison with alternate schools and wilderness
programs. In addition, the officer in Courtenay has been instrumental in the over-all planning
of a Streetworkers Program, which also has been under way in Campbell River for some time
and has proven to be worth while. The alternative education program in Powell River continued to provide a needed resource for the Probation Officer and required his continued
The Nanaimo office in the Central Island subregion continues to provide a model of
community involvement in diversion programs, use of volunteers, involvement with Boys Club,
Community Resource Boards, Justice Councils, and Community Resource Centres.
Nanaimo was the Provincial pilot-project area for Impaired Driver's Courses, which continue to be utilized fully. In Parksville, the Judges have urged that a program be set up, and
Port Alberni is in the planning stage; lack of funds has not allowed a program to commence
there. In Nanaimo, the office was successful in 1975 in obtaining a grant of $578 from the
Medical Association to run eight short courses in local high schools on impaired driving. The
presentation was well received by the students.
Also in Nanaimo, the Community Service Order Program has seen massive expansion, with
the Courts in Parksville and Port Alberni pressing for the program to be made available in those
locations. In Nanaimo, 90 juveniles and adults last year partook of the program with only five
breaches for failure to comply. Services through the program have been rendered to the Salvation Army, Big Brothers Association, Senior Citizens, Day Care Centres, Cerebral Palsy and
Neurological Centre, A.I.D. Centre, the Canadian Mental Health Association, and many other
In the Central Island offices, good progress has been made in facilitating amiable settlements between spouses with regard to allowance for spouse and family under the Family
Relations Act. Almost 90 per cent of cases are settled before they come to Court. Almost
invariably the presiding Judge accepts the decision that is presented by the Family Court
Counsellor. The work continues to increase with other locations requesting services. Although
Probation Officers are making oral reports to the Court when possible, and appropriate,
requests for pre-sentence reports, pre-court enquiries, and custody and access reports are
The Lower Island subregion consists of the Duncan, Sidney, and Victoria offices, including
Metchosin Camp.
X 57
The Duncan area is served by three staff members, and the coverage is quite adequate.
FRA services for the latter part of 1975 have been handled by the half-time availability of a
Nanaimo Family Court Counsellor. The severe backlog of cases prior to that person's availability has now been reduced and files have been updated for enforcement and variation. The
alternate school program is well under way in Duncan with full funding from three departments—Corrections, Education, and Human Resources. The local probation staff are responsible for achieving that funding.
The closure of the Sidney Court early in 1975 has meant that cases have had to be dealt
with by the Victoria Court, with supervision remaining with the Sidney office. Partially as a
result of the closure, the Victoria adult office has been extremely busy, with upward of 500
pre-sentence reports prepared in 1975. Additionally, each officer has to prepare other Court
reports, do community investigations for the Temporary Absence Program (343 applications
processed with 276 community investigations being completed in 1975), as well as supervise
large case loads. Each Probation Officer also takes his turn on a rotation basis at providing
input into the two Impaired Driver's Courses operating in Victoria. During 1975, more than
370 impaired drivers went through these courses suggesting the importance with which the
Courts view this service.
Victoria and area has the services of a full-time Community Service Officer for the
development of this major program. From January to December 1975 the Victoria Adult and
Family Court offices processed 146 Community Service Orders with over 200 offenders having
been referred by the Courts during that time. Both offices have also made substantial commitments in 1975 to the use of volunteer sponsors for probation supervision, with a Probation
Officer in each office being freed up by having only a partial case load to facilitate the recruitment and training of volunteers. This has meant extra work for other officers and was a group
decision. Additionally, on a combined Court-Services basis, in 1975, one officer was able to
provide a Court-Resource role handling a large number of short-written and oral on-the-spot
reports for the Courts, thus precluding the need for further full pre-sentence reports.
Family Relations Act services have been extremely strained in 1975 for the Lower Island,
with two and a half Family Court Counsellors serving Victoria, Langford, Colwood, Sooke,
Central and North Saanich, Sidney, and the Gulf Islands. There is an urgent need for more
personnel and more training which would allow for more cases to be diverted from Court
where necessary, and more counselling provided for those proceeding to Court.
The Victoria Juvenile and Family office has been very active in the area of diversion. An
estimate is that in 1975, 75 per cent of police juvenile referrals were dealt with out of court,
with only the very difficult or the constant repeater going before the Judge.
The Rose-Blanshard Project in Victoria is an exemplary project which arose out of a
Probation Officers' involvement in the community over several years. Rose-Blanshard is a
public housing complex containing 185 housing units and approximately 450 children. Three
years ago, the probation office was receiving about 10 referrals a month. The Family Division as a group agreed to free up a Probation Officer part-time to allow his involvement in
getting the community, the schools, local Human Resources representative, Public Health, the
police, and others to organize to find a solution to the problem. From 1970, with the highest
delinquency rate in Victoria, Rose-Blanshard succeeded in virtually solving its delinquency
problems so that at the end of 1975, there were only two juveniles on formal probation, and
one on voluntary probation. This is a tribute to both the probation staff involved and to the
community itself.
The Kiwanis Wheels Project and the Belmont Park initiative are two further examples of
community organization by local Victoria Probation Officers.
Metchosin Attendance Program, run by the Branch and a responsibility of the region, set
a precedent this year by having a group of girls go through the summer Outward Bound
residential program; a precedent which indicated very clearly the appropriateness and the need
for this kind of resource for girls. Metchosin offers a several week summer and separate
week-end winter program for juvenile and young adult probationers. It concentrates on
improving work habits, developing community services, physical fitness, and character development through outdoor activities such as hiking, camping, and canoeing. In October of 1975
the camp obtained from the Forestry Department the 51-foot motor-vessel Tamarack, a completely equipped all-weather craft. It is being used as a safety factor in an expanded marine
experience which is being built into the program with excellent first results. The program
possibilities with the use of this kind of craft on the west coast are endless.
Final statistics for the Metchosin program for 1975 include 113 persons graduating from
the summer and week-end courses, with the total comprised of 69 adults and 44 juveniles. In
latter 1975, there has been successful experimentation with combining the best elements of the
full-time summer program and the winter week-end program—a two-week full-time residential
experience followed by a series of six successive week-ends. The year 1976 should see more
of this kind of programming.
The Victoria Youth Attendance Centre, also a staffing and operational responsibility of
the region, relates some of its activities to the Metchosin program. The attendance program
requires that the probationers assigned (males 13 to 17) attend two afternoons and two
evenings every week as well a full two days every third week-end. The program is a nonresidential resource which offers group counselling, individual and family counselling, Outward
Bound type of activities, alternative educational opportunities, and other activities. The total
number of boys involved in the total program averaged 35 in 1975.
The Juvenile Detention Home in Victoria continues to provide secure facilities for youth
at risk and is staffed and operated by the region. As one of two such resources in the Province
for Court ordered secure remand for juveniles, it receives young persons from a wide geographical area. (The other JDH is located in Vancouver). In the course of the year, the
per cent of admissions from outside Victoria ranged from an average of 9 per cent per month
to 24 per cent per month.
Program is a constant problem in a resource for short-term stay, but the difficulties are
aggrevated when stays exceed the short pre-dispositional remand time for which the home was
intended, and such instances increased during 1975. Additionally, as a result of the dearth
of secure facilities, juveniles are often held for long periods of time pending location of a
satisfactory placement. The over 40-per-cent figure for repeat admissions during the year
indicates a weakness in community treatment plans and more importantly, a lack of alternate
resources and the "back-up" role the home is playing.
The total number of admissions for 1975 was 362. The number of girls admitted to the
home showed a general increase, and a co-educational program saw some developments in
1975.  Additionally, a teacher was secured on a half-time basis.
In spite of a number of difficulties and operational concerns, in the course of the year,
including a closure, staff morale is tendered as good.
Institutional Services Division
Lower Mainland Regional Correctional Centre
This institution is the largest Provincial Centre, and is the Branch's main custody
resource. Located in Burnaby, it serves as the receiving centre for persons from the Lower
Mainland area, as well as providing custody for remand and appeal cases. LMRCC is also
utilized as a final back-up to all facilities in the Province.
On April 1, 1975, the Women's Unit within LMRCC became an independent facility
under separate direction within the grounds of LMRCC, taking over its own payroll, accounting, support services, and complete operation. Now known as the Oakalla Women's Correctional Centre, it will be dealt with separately below.
Physically and administratively, Lower Mainland Regional Correctional Centre is very
large and inadequate, and a constant source of concern to the Branch. Although difficult to
to manage, the staff have handled desperate situations with poise. On January 23, 120 inmates
staged a sit-down protest in the Westgate B dormitory. On January 27, 25 inmates in the
east wing staged a sit-down protest. On February 5, 130 inmates refused to return to their
cells in the south wing. On May 9, 28 prisoners from the south wing refused to return to
their cells from the south wing yard. On July 1, 131 inmates staged a strike on the top
ballfield. This event, and the July 3rd one, where 140 inmates sat down in protest in the west
wing yard gained public prominence.  All were resolved without any violence.
The age-old problem of overcrowding in two of the main cell blocks continued to be a
serious problem during the year. Having to place two prisoners in a cell barely adequate for
one person created many problems in terms of personal cleanliness, housekeeping, frustration,
and lack of any privacy. Several suicides occurred during the year, fortunately fewer than in
the previous year. "Suicide-conscious" staff through their vigilance are responsible for that
positive development.
The hospital has provided competent services for an ever-increasing number of mentally
disturbed inmates. This unit provides mental and physical health care for all Branch facilities
in the Province, when a community hospital is not appropriate for security reasons. The unit's
staff morale is tendered as high, even though they are working under extremely difficult and
limiting circumstances.
X 59
There was a slight decrease in the average daily count of LMRCC from 671 in 1974 to
640 for the year 1975. Of this number, the average daily remand population was 273, significantly high. Programs for these people under particular pressures and uncertainties
continued to be a source of extreme concern to staff. The use of the gymnasium had to be
discontinued due to staff shortages. The building of a remand unit has and continues to be a
priority for the Branch.
During 1975, there was a significant increase in the average daily movements through the
main admissions office, from 152 in 1974 to 217 in 1975. This all-time high number of
movements seriously strained already inadequate and limited facilities. The operation has
avoided bottlenecks only due to the staff's energy and activity.
The high turnover of inmates in LMRCC has made effective programming very difficult,
but each unit, within staff and facility restraints, carried out recreational, individual and group
counselling, and special interest activities. Although classroom facilities are inadequate, a
limited number of interested inmates have taken upgrading. Religious education and counselling of inmates has been carried out by Protestant and Catholic chaplains, who are often
seen as a first line of help by inmates. Outside groups are welcome and last year Alcoholics
Anonymous, Narconon Society, M-2, Job Therapy, Teen Challenge, Allied Tribes, and students
in criminology from Douglas College, among other groups and organizations, lent support to
the inmates.
The year 1975 also saw the complete phase out of the farming operation with the last
of the livestock being transferred to the Kamloops Regional Correctional Centre in February.
In 1975 the Motor-vehicle Branch accepted fiiscal responsibility for the licence-plate shop in
Westgate B.
In June, a complete assessment of the inmate population at Lower Mainland Regional
Correctional Centre was carried out in a move toward attempting to phase it out as 1973
planning had called for. Westgate has been the unit in the centre with the most constant
inmate count and the most program content, containing the sheet metal, shoe, sock, and tailor
shops. It was found that fully two thirds of the sentenced population in LMRCC were there
for in default of fine or alcohol-related offences. The suggestion was that the sentenced population (approximately 300) could be reduced by that fraction by transferring such people to
Chilliwack Forest Camps or Alouette River Unit, and Westgate B could be closed.
The shops were closed, but as a result of increased pressure on male bed space all over
the Province, the count in the institution did not decrease for any length of time. Westgate
has had to remain open, but the shops remain closed. This is unfortunate because such
activities provided the inmates with something constructive to do. In spite of such pressures,
it is good to note that assaults against staff throughout the institution have been significantly
reduced, testifying to the sensitivity and common sense approach of the staff.
The energy and expertise of the staff have been crucial in maintaining a modicum of
smoothness to running this institution under extremely difficult circumstances. It is perhaps
the most positive aspect regarding this institution which may be stated for this Report. The
policy of the Division is to transfer as many appropriate sentenced inmates as possible out of
the institution to other facilities. It is the intention of the Branch to phase out this institution
at the earliest possible time when alternatives are available.
LMRCC Productivity During the Year
Units of
Market Value
of Product
Tailor shop 	
Sheet metal shop  	
Knitting (socks)  (8 months)
  6,112 units
        60,612 units
  821 units
  1,654 units
Licence-plate       2,496,260 units
Beef (2 months)   2,464 pounds at 53 cents
Fowl (1 month)    127 pounds at 63 cents
Pork (2 months)  6,163 pounds at 67 cents
Oakalla Women's Correctional Centre
Oakalla Women's Correctional Centre (OWCC) serves as a remand facility for female
offenders from all of British Columbia, and provides programs for sentenced female offenders
requiring security arrangements from the Province, with the exception of the north.    Prince
George Correctional Centre's Women's Unit provides a sentenced capacity for women in the
north requiring custody. OWCC is one of three Branch facilities for female offenders; Twin
Maples is an open setting, and inmates who are appropriate are classified to that facility. The
total capacity of the Oakalla Centre is 103.
The population of OWCC consists of women awaiting trial (often 50 per cent), sentenced
and awaiting trial on further charges, immigration holds, women in protective custody, women
with Federal sentence awaiting transfer to Ontario (the only Federal women's institution),
escapees from Twin Maples, definite-indeterminate sentenced younger women, severe behavioural problems from the Prince George Unit, and work releasees. The latter group are housed
in a panabode outside the main building (but still within the grounds of LMRCC). The
remainder are classified into four-group living areas. In spite of the diversity and complexity of
the population, many program needs are met.
In the academic and vocational education area, British Columbia Institute of Technology
provided an ongoing training and employment information service for all women desirous of
either academic or vocational training during or following incarceration. In addition, in March
a full-time school-teacher was employed for both sentenced and remand women who were
interested. Despite a poor physical setting and long delays in obtaining textbooks, 21 students
at the year's end were involved—five in basic education (below Grade VIII), eight for Grades
VIII through XII, and another eight in enrichment (those wanting to keep up to date and take a
variety of special interest courses). There is a need for a proper school budget.
Some work training is provided in shops. In cosmetology, the beauty parlour facilities
provide experience for women who either have not completed hairdressing courses or who have
let their licences expire. Practical experience within the institution can be transferred to a community training school on Temporary Absence or following release. An average of four inmates
per day worked in the sewing shops putting together slacks, blouses, housecoats, tablecloths, and
so on. The year 1975 saw the production of some 3,000 items. The women also do alterations
to staff uniforms, personal clothing, and make up new clothing; inmates charged a total of $162
which went into an inmates' fund for these services. During 1975 some of the women worked
in the men's unit (LMRCC) tailor and sock shops until they were closed down.
When escorts were available, a group of five women spent one day each week at Woodlands
School working with retarded children, a program which has always been highly successful, and
meaningful for the participants. In addition, during the year, several selected inmates provided
volunteer services within the community through the Burnaby Volunteer Bureau, with very
positive results.
Reciprocally, many community groups visited and provided support for the inmates—W-2,
Teen Challenge, John Howard Society, Narconon, Salvation Army, and Elizabeth Fry Society.
These organizations provided critical legal and civil aid, escort services, help with pre-release
planning (employment seeking, accommodation), and parole supervision. Other resources utilized were Narcotic Addiction Foundation, Forensic Clinic, Tri-Con, X-Kalay, and the Alcohol
and Drug Foundation. The need for the involvement of community resources and the impact
they have on the total program provided within the institution cannot be underestimated.
The Temporary Absence Program is a highlight of the year. It is operated by competent,
well-motivated staff who appreciate the complex problems of the women and give excellent
guidance and care. As a result, at least 13 women are still working in the community and
several others, although not employed, are utilizing the opportunities constructively. Operated
from the women's panabode, there was a noticeable high degree of cohesiveness of the unit
which greatly facilitated an effective correctional experience for the participants.
The physical plant of the Oakalla Women's Correctional Centre is outdated, inadequate,
and suggests many problems.
The layout of the building promotes undifferentiated dormitories and work programs. It is
not possible to entirely segregate hard-core inmates from the less criminally sophisticated. In
like manner, the staff are unable to respond to the demands of good work programs. Attempts
are made to provide meaningful jobs and activities, but there are few such opportunities to go
around. Innovations cannot be introduced as they would require expensive renovations. There
is only one interview room for child care workers, Probation Officers and Parole Officers, immigration boards of inquiry, classification, lawyers, psychiatrists, individual and family counselling,
and the regular weekly visiting community members.
In spite of such working conditions, staff try to function as a team. Tensions between staff
and inmates were noticeably reduced during the year, but it would appear that major changes
are required in the physical resource before substantial gains can be made.
X 61
Vancouver Community Correctional Centres
The year 1975 was the first full year of operation for the Vancouver Community Correction Centre Program, which is the only such program in the Province which does not exist as a
satellite of a major institution. The Vancouver operation is under a separate directorship in
order to provide an effective level of program delivery in a complex urban area. A major
difference from other Community Correctional Centre (CCC's) programs run by the Branch is
that Vancouver CCC's utilize a myriad of community-based residential resources other than the
two CCC's which are in the Vancouver area.
The program has three aspects:
(1) Marpole CCC is the receiving facility for those screened and classified for work
or educational release in a community-based facility. For those requiring a finer
degree of supervision while in the program, at Marpole the decision is made to
have them remain at Marpole or at the other CCC in Burnaby.
(2) Community Resource (Residential) Centres (CRC's) may be utilized where an
inmate is felt to require less intensive supervision, and also may require a type of
program which is offered only at a specific CRC. At the year's end the Division
had contracts for bed space with six CRC's in the Vancouver area—X-Kalay,
Sancta Maria House, Surrey Welcome Guest Lodge, Narconon, the Allied Indian
and Metis Society (AIMS) House, and the Salvation Army Anchorage House.
(3) Home Supervision is utilized where an inmate's family and other social circumstances are stable, and it is felt that the supervision may be carried out through
visitation and regular contact of CCC Program staff. In 1975 the Home Supervision component of the program was very successful; out of 100 persons taking
part for a period of 4,280 man-days, 95 successfully completed their sentence in
this program. Home Supervision additionally had the lowest per cent of revocations of all three aspects.
In 1976 the Vancouver CCC Program is phasing into a utilization of open-ended contracts
with various Community Residential Centres on a pay-as-used basis. Up to the end of 1975, set
numbers of bed spaces were purchased and had to be paid for whether used or not. Open-ended
contracts can be signed with all appropriate residential resources in the Lower Mainland, with
optimal utilization of programs to satisfy the variety of needs of inmates. Of all three program
alternatives, the use of CRC's is a significant economy. Projected costs per day per inmate are
the following: Community Correctional Centres ($24), Community-based Resources (Residential) Centres ($16.50 per-diem rate set by the Government), and Home Supervision ($1.50).
Institutional costs per inmate are estimated at $30-$35 per day.
The long-run utility of the kind of model developed in the Vancouver Community Correctional Centre Program is not assumed to have been borne out by one year of relative success; 85
per cent of all inmates on the program successfully completed it. But the year for staff was one
of developing resources, and formalizing and firming up procedures and policies. It is strongly
felt that a greater number of offenders can meet the criteria for the program and 1976 will be a
year of consolidation and levelling-off growth toward these goals.
New Haven Correctional Centre
This correctional facility, located on the southeast edge of Vancouver, serves as a specialized open-setting resource for young male offenders between the ages of 16 and 23. Accommodating 40, its style of functioning is suited to the young, emotionally immature, and somewhat
irresponsible young man who needs simple instruction by way of example on developing acceptable behaviour patterns and assuming responsibility, and who is normally serving his first jail
sentence, not overly identified with criminal activities.
Most trainees are under a definite-indeterminate sentence, and under the New Haven Program there are stages of demonstrated responsibility and constructive activity through which he
must pass before becoming eligible for Temporary Absence and parole. In addition to a course
of study which all trainees must undertake, each trainee is given work exposure in the major
work locations—kitchen, laundry, metalwork, a woodwork shop and the farm. Training and
education are emphasized, and outside academic and vocational programs carried out on Temporary Absence have seen trainees attending Vancouver City College, Vancouver Vocational
Institute, B.C. Institute of Technology, and the University of British Columbia. Team sports
and community involvement are also stressed. The B.C. Borstal Association is an integral
part of the program, and is particularly involved in pre-release planning, parole supervision,
and parole residency, if required.
New Haven is one of the few Branch facilities offering a structured and concentrated
program requiring hard work and the consistent, concentrated effort of residents. This was not
without its problems during 1975, as the number of escapes increased alarmingly to 34.    It is
tendered that there are two reasons for this high number—a generally more permissive attitude
and a lower expected achievement level of individuals by the community as a whole, and generally more immature and uneducated trainees being classified to New Haven, based on a more
limited pool of offenders of the right age being received by institutions as a result of increased
use of probation and other community-based alternatives.
As it stands, the minimum program was cut to four months in June of 1975 in order to
allow for the eligibility of those on 6 months definite sentences. The shorter program has
had an effect on the training and education possibilities, which are crucial to the program's
total success.
In spite of these difficulties, and another year passing without the much-needed replacement
of the dormitory which burned in 1971, the staff morale is tendered as high, and much was
accomplished. During the year a total of 64 trainees underwent training in the metalwork and
woodwork shops, an increase of 20 over the 44 recorded in the previous year, and by far the
highest number recorded in recent years. A program of making lawn furniture on an assembly-
line basis was started in the woodshop during the year; material was donated by a re-saw
company in Burnaby, with the proceeds going to the trainees fund.
As a community service, the woodshop provided all of the baseball pitchers' plates
and home plates for the use of 16 Little League teams in two parks in Surrey. A number of
signs were also made for the baseball parade in Surrey. A work party from both the metalwork
and woodwork shops took part in a scrap-metal drive, which enabled enough money to be raised
to buy warm-up uniforms for a team of 11-year-old boys in the Guildford Athletic Club.
Another important work undertaken during 1975 was maintenance carried out at the
Branch's Porteau Cove Camp. In addition, some 48 sidewalk form frames were fabricated in
the welding shop for the Public Works Department, a project which gave much useful practical
welding experience to the trainees. Over 7,000 pounds of vegetables were produced on the farm
as well as almost 800 cobs of corn. The chickens produced almost 52,000 eggs; many of these
were shipped to Lower Mainland Regional Correctional Centres for their use. Most of the
products arising out of farm activities are used in New Haven's own kitchens, helping to offset
rising food costs and providing constructive work for trainees.
The New Haven program continues to be unique, with a steady flow of interested groups
visiting the facility. The year 1975 saw several articles in the local newspapers, and the airing
of interviews with staff and trainees. New Haven has been asked to assist the Canadian
Penitentiary Service in the training of Federal Correctional Officers.
Alouette River Unit
This correctional facility provides the Branch's major resource for the chemically dependent male inmate. It has a maximum capacity of 153, in three houses, each under the direction
of a housemaster. Residents arriving at Alouette River Unit (ARU) fall into three basic
(a) Persons on definite sentence with interrelated chemical abuse problems. The
chemical of prime use is alcohol, although the numbers received who have been
using other drugs is growing proportionately.
(b) Persons on definite sentence for motor-vehicle offences, primarily impaired drivers.
(c) Persons on detaining orders under section 64 (a) of the Summary Convictions
Act, i.e., that section relating to chronic inebriates.
During 1975 the number of persons admitted under 64 (a) of the Summary Convictions
Act declined sharply to 29. It is suggested that the reduced numbers are as a result of the
realization that the use of correctional programs for chronic alcoholism is inappropriate and the
development of alternative resources has increased. This group of persons, usually relatively
unmotivated, has always caused difficulties in programming for the rest of the sentenced population. In 1975 the small number in under 64 (a) accounted for almost 50 per cent of the
escapes and walkaways from the facility.
The general program at ARU has focused over the years on the major chemical abuse of
alcohol and interrelated behavioural problems as the major difficulties of residents. Alcoholics
Anonymous has formed an integral part of the program and, as a result, there has always been
some overtones of compulsion regarding attendance at meetings. In 1975 a concerted effort
was made of modify the program toward a broader base for behavioural change, to offer program alternatives, and to motivate by attraction rather than by any implicit compulsion. The
beginnings of success are noted when 90 persons in the course of the year volunteered to be put
through an intensive Impaired Driver's Course offered at ARU during the latter half of the year.
As part of the Branch's plan to phase down Lower Mainland Regional Correctional Centre
by transferring out within 24 hours all those sentenced on drinking and driving and other
alcohol-related offences to ARU, the content of the Impaired Driver's Course operating in many
X 63
communities in the Province was adapted for these persons. From June, when the program
started, to December 31, 1975, 160 impaired drivers were admitted and took the program. That
figure constitutes 50 per cent of all admissions during that period.
In addition to that core program, other program activities are available for the residents.
A Narconon group meets up to four times weekly; a Life Skills Program operates at ARU. The
Native Fellowship Club meets on a regular weekly basis. Academic upgrading courses in the
area of basic upgrading and counselling on correspondence courses are available, and weekly
films, hobby skills programs, and so on, all provide resources for the residents.
During the year residents regularly attended the local Howard E. Johnston Centre to work
with mentally handicapped persons. In 1975 residents were employed in the expansion of the
YMCA camp near Alouette Lake. Although the tailor shop was transferred to Twin Maples
this year (see below), residents continued to be engaged in many activities—maintenance of
Golden Ears Park, a B.C. Forest Tree Nursery, work on Ruskin Farm and Glover Road Farm,
and on the greenhouse operation at ARU which supplied fruits and vegetables to local
At the year's end, staff morale, having dipped to a low ebb in the course of the year due to
staff shortages, organizational changes, and so on, has risen. As an index of the rise in 1975,
the Alouette River Unit (for the second straight year) achieved the Workers' Compensation
Board Award for no hours lost to injuries.
Twin Maples Unit
This facility is a satellite of Alouette River Unit, and is the administrative and operational
responsibility of the Director of the Alouette River Unit. Twin Maples is the female counterpart
for ARU, though as one of three Branch facilities for women it takes more inmates convicted
for nonalcohol offences than ARU. With a capacity of 60, it provides an open setting, with a
tailor shop, a farm, and general maintenance and kitchen work as the major activities.
Alcoholics Anonymous continues to be the core of the treatment program offered. In
addition, the Elizabeth Fry Society, W-2, the Seventh Step Drug Program, and the Native
Fellowship Group provide important resources. In the latter part of 1975 a few residents
became involved in the local crisis centre doing various service jobs. Twin Maples residents
worked with the mentally handicapped at Woodlands School in New Westminster during the
year, and instituted a volunteer service at the Howard E. Johnston Centre in Maple Ridge.
Although no certifications are given for skills acquired on the job at Twin Maples, useful
training does take place. In the kitchen the Food Services Officer trained 36 residents to assist
in commercial kitchens as cook's helpers. Throughout the year the kitchen staff catered to an
open house and buffet-style banquet (feeding 125 people), a W-2 Christmas banquet (feeding
80 people), three baby showers, and a staff tea, as well as serving the normal 38,000 meals. The
food is well prepared and attractively served.
The tailor shop, which was transferred from ARU in February, produces an average of
600-900 articles per month. As an experiment last year, an incentive program was introduced
where residents were paid by the bundle produced; daily wages were upward of $8. As a result
of commitments to other programs of the institution, the shop did not go full time. If it had,
it could have produced all of the inmate clothing required by the Division. As it is, the shop
produces work pants, work jackets, mackinaws, coveralls, kitchen and hospital whites for several
of the Branch's facilities, and makes pyjamas, jeans, blouses, pant suits, aprons, and towels for
Twin Maples. Initial assessments of the incentive program indicate it is very successful in both
productivity and inmate morale.
Another innovative development at Twin Maples is the housing of male offenders from
ARU, initially undertaken to ease the crowding problem at ARU. Started toward the end of
1975, this program has seen 12 male residents transferred to Twin Maples, with only two
reclassified as unsuitable. Men residents have been instrumental in changing the general atmosphere of the unit. The women have become neater in appearance and are displaying more
feminine behaviour, and the men are polite and more relaxed. The men are generally involved
in various maintenance or farming activities where more physically heavy work is required.
During 1975 there were four babies born during their mothers' incarcerations. There have
been 23 other children under the age of 12 in the unit for various periods of time, some living
in for a month or two, others staying only on week-ends. This has been found to be extremely
important, particularly to new mothers, encouraging the appreciation of one of the most
significant relationships of all, parent and child.
Temporary Absences were utilized when appropriate. In 1975, 78 residents were involved
in 413 Temporary Absences of from six hours to 14 days. Of the total granted, six were revoked
and three women failed to return. Many residents were able to re-enter the community gradually and with some confidence due to their ability under TA to formulate release plans with
family, friends, and employers within the community. Twelve residents utilized TA's to take and
successfully complete a variety of educational courses; 14 utilized TA's for short-term work,
enabling family support and payment of restitution to be undertaken.
Twin Maples also has a large number of women admitted under the Federal/Provincial
Exchange of Services Agreement. The only Federal women's prison is in Kingston, Ont., and
transfer there always makes re-establishment in the community upon release difficult. Seven
women were admitted under the agreement in 1975, which brought the total to 12 since the
commencement of the agreement. One woman went unlawfully at large; the others have
benefited from this opportunity.
While suffering from a shortage of staff, as have other Branch facilities, Twin Maples had
a progressive year.
Chilliwack Forest Camps
These three minimum-security camps (Mount Thurston, Ford Mountain, and Centre Creek),
set in the Chilliwack Valley, serve primarily as resources for the Lower Mainland area. The
Chilliwack complex is under one director, and includes the fully secure Chilliwack Security Unit
and a Community Correctional Centre in downtown Chilliwack.
With the exception of the Community Correctional Centre, where staff morale is likely to
be high as a function of the type of work, morale generally of this complex has been a source of
concern. A more difficult type of inmate is being received at the camps, and there are numerous
staff shortages and transport problems which make the job an extremely difficult one. As a
function of many things, escapes and disciplinary problems have increased—there is far more
involvement by inmates with drug and alcohol use and the staff are stretched too thinly to
effectively intervene. Another factor in the general morale problem is related to the number of
organizational changes which occurred in 1975, the related job insecurity felt by many staff,
high staff turnover, and the ongoing fiscal restraint which suggests no possible changes in the
near future.   In spite of all this, much was accomplished during 1975.
Mount Thurston is essentially the maintenance camp for the Chilliwack complex. At
Mount Thurston, the motor transport shop does all maintenance, engine, and some body work
on vehicles. The carpentry shop does all the maintenance and construction on the physical
plants of the rest of the complex. A mill is located at Thurston, and last year the logging,
sawmill, and planing operation there expended a total of 1,258 man-days. As a result, 100,516
board-feet of lumber were produced from 132,000 board feet of logs. With the storehouse of
lumber from 1974, during the year 126,700 board feet were supplied to B.C. Forest Services
(43,718); Haney Forest Camps (19,927); Parks Branch (6,340); New Haven Correctional
Centre (5,606); Highways Department (180); Metchosin Camp (2,275); Fort Langley (4,507);
Jordan River Forest Camp (18,070).
In addition, 26,077 board feet were used in the Chilliwack complex itself.
A total of 11,043 man-days were made available for Forest Service projects during 1975,
an increase of 7,000 from 1974, carried out in the main by inmates from Ford Mountain.
The following were undertaken:
• Five acres of nursery were cleared for beds.
• 10 acres of stand improvement were slashed and burned.
• 100 fence-posts and 12 hydro poles were cut.
• 120,000 plot stakes and approximately 40 cords of firewood were cut for the Parks
• 273 man-days were used in clearing debris from the river channel for the Department of Fisheries.
• 3 acres of gravel pit sites were cleared.
• 17 miles of slashing and burning were completed along various roads.
• 2,500 trees were planted.
• 250 litter barrels were painted for the Parks Branch.
• 80 man-days were expended on cleaning and repairing culverts.
• 84 man-days were expended on cone-picking.
• In addition, inmates assisted on a forest fire which covered 1,100 acres on Paleface
Due to the organization of Chilliwack Forest Camps, most of the community activities for
1975 were channeled through the Chilliwack Community Correctional Centre (CCC), as many
of the inmates suitable for community participation are classified from the camps to the CCC.
However, Mount Thurston last year had a group of inmates working at the United Church
X 65
Camp at Cultus Lake, where upkeep of the grounds was the main project. Ford Mountain
Camp donated some time to local churches in maintaining their cemeteries. The probationers at
Centre Creek Camp are continuing the construction of a trail from Harrison Lake to the top of
10,000-foot Mount Breakenridge which, when completed, will provide a challenging 30-mile
hike for the general public.
Centre Creek Camp has a specialized six-week program and effective April 1, 1976,
will be under the administration of the Community Services Division. Since 1974 this camp has
provided a last-chance wilderness challenge program for male probationers from 14 to 19, primarily juveniles for whom a transfer to Adult Court has been considered. During 1975, 106
probationers participated in the program, of whom 92 graduated; 23 of these had three-month
conditional graduations, seven returned on subsequent courses, seven were taken off courses for
either behavioural or medical reasons. There was a total of 30 "runaways," of whom only three
did not return to the program. At the start of 1976 there is a waiting list of 35 boys, and with
the suggestion a troop of girls might be introduced to the program a waiting list is developing.
The Chilliwack Community Correctional Centre (CCC) opened in late 1974 with eight
residents. During 1975, 84 were received, mostly from the Chilliwack camps as part of the
phased re-entry program. Attending under the authority of the Temporary Absence Program,
most residents are under work release and were involved in a variety of jobs—cooking, general
labour, construction, retail sales, farm labour, janitorial work, logging, body shops, service
stations, and so on. Most of those who relocated after release benefited from not only the
money they earned while on work release but also from a regular pattern of work and constructive use of leisure time developed while at the CCC.
The Chilliwack Security Unit was reopened in September 1975 to provide a 30-bed
maximum-security back-up for the Chilliwack Forest Camps, as a result of discipline and behaviour problems there, and for other Lower Mainland open settings. It is also used for periods
of assessment for final classification, and as an intensive facility for those transferred to and
from maximum-security Lower Mainland Centre and open setting camps in the area (i.e.,
including Haney). It is used as a holding unit for inmates requiring protective custody, but it is
not a resource for serving total sentence. Confinement in the security unit should normally not
exceed two months. While in the unit there are limited facilities for recreation, but an open
fenced-off area is utilized for the carrying-out of small construction jobs, e.g., nursery racks.
The work provides an opportunity to assess the inmates' readiness for return to an open setting.
Ever since being reopened the unit has been operating at capacity.
During 1976 the priority for the Chilliwack Forest Camps complex will be to intensify
leisure-time program availability. While fiscal restraint and staff shortages are inclined to set
the tone, staff have the ability to work under extremely difficult circumstances. The considerable
success of the Temporary Absence Program partially attests to that where, with over 2,000
applications received and processed in 1975, revocations showed a considerable drop. Of 130
work releases granted, only 10 had to be revoked and only one of those involved an inmate
going unlawfully at large.
The year 1975 was a very difficult but progressive year for this complex.
Haney Forest Camps
The major phase-out of large institutions planned by the Branch went ahead of schedule in
1975 with the closure of Haney Correctional Centre in July. It had provided the major custody
resource for young offenders in the Province.
The inmates were dispersed, inventories and supplies were relocated, and staff were transferred. In November the Department of Education officially took over the facility as a
vocational school and classes started that month.
The Director of Haney Correctional Centre also has been responsible for the operation and
administration of Pine Ridge Camp, Stave Lake Camp, and Boulder Bay Camp. Now known
as the Haney Forest Camp (complex), an additional camp is being opened and has provided
work for inmates since late 1975. Named Cedar Lake Camp, it has not yet been officially
Pine Ridge Camp accommodates short-sentence, generally younger offenders whose criminal
record is not substantial and who are appropriate for open settings and participation in community educational and vocational training programs. Trainees from Pine Ridge continue to
use the training facilities at Haney Correctional Centre and the average number so involved
since the closure is approximately six per day.
Pine Ridge Camp inmates continue to be heavily involved in the work release program
(Temporary Absence Program) in Maple Ridge Municipality. Over the 12-month period, a
total of 89 trainees were involved. Additionally, 57 trainees were involved in Temporary As-
sences for a variety of social reasons, involving 179 days' leave.   Of those, three failed to return.
The camp operates a saw and planer mill which in 1975 delivered a total of 454,524 board-
feet of lumber for the use of Correctional Branch facilities, the B.C. Forest Service (234,640
board-feet), and the Fish and Wildlife Branch (7,622 board-feet). The camp also produced
6,800 pallets for the B.C. Forest Service and 135'/i cords of wood. The camp is also involved
in processing fence-posts, shingles, and shakes.
During off-work hours, inmates are involved in arts and crafts programs, outdoor physical
education activities, and in such programs a M-2, Narconon, and Alcoholics Anonymous. During leisure hours, trainees are currently building a field house for recreation programs during
the winter months.
A closer look at the Pine Ridge location and its close proximity to the education centre
(Haney Centre) is being made. There were quite a few walkaways in the course of the year and
the activities of the community at the centre has disadvantages as well as advantages.
Stave Lake Camp is essentially a land-clearing, wood-producing resource for those serving
their first jail sentences and who are not particularly identified with a criminal orientation.
It is more isolated than Pine Ridge, and the minimal three escapes are an indication of that as
well as of the structure of the program.
The work program involves a basic week-day work program with those eligible being
granted leaves for some week-ends. Four hundred and seventy-four short (1-5 day) Temporary
Absences were granted during 1975 for 185 trainees who took part in the program; the successful rate of return from leaves was 98.52 per cent.
The work program is geared to production and the following was completed during 1975:
Wood Products Production—
• 899 cords of firewood supplied to the Parks Branch.
• 867 saw logs shipped to the Pine Ridge Camp mill.
• 474 fence-posts shipped to Pine Ridge Camp.
• 27.5 cords of shake blocks shipped to Pine Ridge Camp.
Stave Lake Clearing—
• 69 acres cleared of stumps and drift (yarded and piled).
• 43 acres of debris burned.
• 10 acres of snags failed.
• 0.5 mile of acess road constructed for the steel spar.
• One 8-foot bridge constructed over the dry run at Kearsley Creek.
In addition, during the year, trainees spent time assisting the Forest Service in fire suppression in the area. The recreation building erected in 1974 is nearing completion. With the
exception of some rock work on the fireplace and chimney, the building is ready for use.
Leisure time program is generally that provided in other similar camps. Trainees are
often tired from the day's work and prefer quieter activities.
Boulder Bay Camp continues to be a highly successful high-risk wilderness program for
young offenders, primarily on definite indeterminate sentences. The concentrated four-month
program includes mountain-climbing, wilderness survival, search and rescue, and fire-fighting.
Through these experiences, self-reliance and community service are stressed. The camp, in
spite of its isolation, continually has visitors interested in the program from as far away as
Australia, observing and learning about the course.
During 1975, 102 trainees successfully completed the program, from a total of 157
received. Twenty-five of those who did not graduate were unsuitable to this challenging program, some for medical reasons.
Each group going through the four-phased program must complete a project for the
camp. In 1975 (among other projects) a new log cabin to house the kitchen and maintenance
crews was built, all the wharves were redecked, additional summer facilities were prepared, a
new fuel system was installed, and a new fire float was constructed.
Each group must also be involved in work programs—10 large firs were cut for the new
floats, 50 cords of firewood were cut and piled for camp use, approximately 15 cords of wood
were supplied to the Parks Branch, and 250 bundles of shakes were delivered to Pine Ridge
Camp in August.   Community projects included:
(1) Five hundred wood duck shelters built for the Wildlife Waterfowl Program.
(2) A rescue shelter built on Panorama Ridge for the Parks Board.
(3) Tent platforms built in the steelhead district of Mission for school-children of
that area.
(4) An adventure playground under construction at Yennadon School.
(5) Horse stalls built at Maple Ridge Fairgrounds for the Maple Ridge Pony Club.
X 67
Boulder Bay has traditionally had high staff morale and sense of purpose, and high trainee
satisfaction. In 1975, this was epitomized by the successful climb of staff and trainees of
Mount Robbie Reid.
Cedar Lake Camp is the newest addition to the Corrections Branch, and initial construction is not yet completed. The program is designed for inmates who have some marginal
security needs and who are generally without resources personally and in the community. The
work will be one of forestry rehabilitation, clearing up and replanting of logged-off areas, plus
assisting in the clean-up of the Stave Lake Reservoir in co-operation with B.C. Hydro and
the Forest Service. The major work since the reception of a small number of inmates in
November has been the construction of the camp itself, in order to increase its capacity to 60.
In conclusion, 1975 was a year of considerable upset for many staff with the closure of
the main centre and the necessary reallocation of personnel. That process has now been
completed and it is expected that 1976 will allow the continuation of the clear direction and
purpose for which the complex is noted.
Kamloops Regional Correctional Centre
This facility, located on the outskirts of Kamloops, serves both as a remand centre and a
facility for sentenced persons from the Interior of the Province. Rayleigh Camp, Clearwater
Forest Camp, and Kamloops Community Correctional Centre, as satellite facilities, provide
different program alternatives for those sentenced to the centre. The centre and the forest
camps have existed for many years; the Community Correctional Centre joined their ranks
officially on April 1, 1975.
The Kamloops complex operated at an over-all 79.11-per-cent capacity during 1975, which
was a 12.4-per-cent increase over the previous year. This includes a bed-space capacity
reassessment of Rayleigh Camp from 60 to 30 in October. The total bed-space count at year's
end was 186, and the average count for the recent period was almost 90 per cent of capacity.
The main centre was a bomb storage house for the armed forces when taken over in
1957 as an interim facility. There are some serious difficulties with the inadequate facilities
and there are needs to upgrade the custodial unit, and particularly the cell block and segregation
areas. This is of particular concern with respect to supplying adequate custody facilities for
those on remand.
The past year has seen an increase in the number of more aggressive and negative type of
inmates, in part due to the reception of those young offenders on definite-indeterminate sentences previously classified to Haney Correctional Centre. For example, a total of 148 charges
were laid in the Kamloops Centre for infraction of Gaol Rules and Regulations. This was an
increase of 92 over 1974's 56 charges. Escapes increased noticeably last year, with 26 in 1975
compared to the previous year's seven. Both of these increases are attributed to those serving
definite-indeterminate sentences.
In line with the Branch's intent to maintain inmates in custody facilities only if, and for
as long as, they require it, the main centre is utilized to employ sentenced inmates in tasks for
a period of time to evaluate their ability to function in a camp setting. Inmates are employed
in the kitchen, on general cleaning, general (ground) maintenance, in the garage, or in the
carpentry shop. The latter two shops provide the opportunity to learn basic skills or to put to
use skills already known. The garage maintains all vehicles of the complex; the carpentry shop
provides maintenance and construction not performed by Public Works. Projects have consisted of welding (equipment and machinery), woodwork, undertaking renovations, toy repairs,
and so on.
The multi-purpose building provides a centre for "off-the-job" activities such as visits,
recreation, meetings, and so on. Last year there were 15 special events in which inmates
participated or were involved; this building was utilized for many of them. A notable event
and one which was exceptionally well received was the annual Alcoholics Anonymous Round-up
held in May. Ten inmates came from Clearwater Forest Camp and four from Rayleigh.
Thirteen from the main centre participated with 23 guests. AA last year at the main centre
was not very active because individuals are not usually held at the centre long enough to
organize effective leadership. It should be noted that the majority of inmates admitted to the
Kamloops complex were on sentences of three months or less for alcohol-related or involved
Rayleigh Camp is quite close to the main centre and is utilized to employ inmates serving
short sentences who are considered to require minimum security.   Aside from normal facility
requirements for work in kitchen, general cleaning, and so on, the main activity is the farm
program, which attempts to meet the needs for beef and vegetables for the total complex. The
aim, considering the relatively short stays at the camp, is to teach proper work habits, and
some farm knowledge. The jobs consist of gardening, cattle feeding and herding, haying,
irrigation, soil preparation, crop harvesting, and so on. Whenever called upon, Rayleigh inmates
work in conjunction with the Forest Service unloading seedling trees into coolers for storage,
and undertake some slashing and burning in the area.
Programs must be geared toward the relatively short stay of most inmates, but there are
opportunities made available for taking correspondence upgrading courses, attendance at
Alcoholics Anonymous meetings, and so on.
The physical plant at Rayleigh is a constant source of concern to the administration, and
Public Works have estimated over $1 million ot renovations are required to upgrade the facility
The purpose of Clearwater Forest Camp is to employ minimum-security inmates in a
logging and sawmill operation, and to provide living facilities for those on work release Temporary Absence in the local area. Originally located to open up Wells Gray Park as a public
recreation area, it remains relatively isolated, and is therefore utilized for inmates serving
longer sentences. The wood produced is provided for several Government departments, including the Branch itself, and as well provides inmates with the opportunity to learn some skills
and good work habits. Activities include falling and bucking trees, sawmilling logs and planing
lumber, cutting fence-posts and stakes, and cutting firewood. In conjunction with that work,
there are opportunities to take a power saw course, and the scalers course designed by the
B.C. Government. Successful examination upon the latter qualifies the person for a B.C.
scalers licence.
Clearwater Camp has also been integrally involved in community service activities for the
local community—clean-up of the district ball park, snow removal at the sportsplex building,
brush-slashing at the local ski hill, and so on. It was the provision of these services which was
a factor in the local public clamour arising out of a Branch decision in July to close down the
facility as physically inadequate and delapidated. After a reassessment by the Attorney-
General, it was decided to maintain the camp at no more than 30 capacity. However, the
camp also requires relocation or renovation as an urgent priority.
The Temporary Absence employment program saw a slowdown in 1975 as a result of
continuing labour disputes in the local area. Although Clearwater Camp is set to accommodate
as many as 15 residents for employment in the Clearwater area, only three or four have been
The Kamloops Community Correctional Centre, as with other CCC's, provides a residential resource in the main for those inmates granted work or educational release under the
Temporary Absence Program. Opened in 1975, this CCC has provided an exemplary model
of staff involvement and programs. During the latter part of 1975, the officers in charge spent
a total of 158 hours in making presentations to community groups, service clubs, schools, and
so on, and the excellent community acceptance and co-operation the operation has received has
been an indication of their success.
Program includes preparing inmates of the CCC for transfer to Kiwanis House—Alcoholic
counselling and employment placement. Some of the inmates at the CCC have been involved
in the Basic Training and Skills Development (BTSD) upgrading at Cariboo College or the
welding course, thereby giving themselves marketable skills upon release. An extensive contact
is maintained with Canada Manpower for inmates cleared on Temporary Absence who require
jobs. Staff have additionally directly fostered excellent relations with local businessmen in
order to have available a steady supply of possible jobs for motivated inmates. For those who
could benefit from it, attendance at AA meetings in the city is encouraged.
Inmates at the CCC are also extensively involved in community service projects. Two
staff and six residents volunteered to paint the downstairs of the YMCA. In appreciation, the
YMCA have offered the facilities for free use to staff and inmates. Some inmates volunteered
to work for the recreational exhibition horse show, cleaning up stalls, and so on. When the
circus came to town, three residents with an escort helped "set-up," and were therefore treated
to a "free show." Residents helped out the International Bantam Hockey Tournament putting
up banners for each team, hanging curtains, and cleaning up in general.   The list can go on.
In conclusion, the staff morale at the Kamloops Complex during 1975, is tendered as high.
A low staff turnover, in-house training, and staff support carried on by the administration has
seen its effects even though the work load has increased and the facilities advance in age.
X 69
Prince George Regional Correctional Centre
The centre provides facilities for those on remand or awaiting trial, and a facility for both
male and female sentenced offenders from the north. It is considered as a maximum-security
centre, second most secure Provincial institution to Lower Mainland Regional Correctional
Centre (LMRCC). The complex includes Hutda Lake Forest Camp and direct staff involvement in the Activator's House, a Community Residential Centre (CRC).
As with other Branch facilities, 1975 was a year of demands, frustrations, and challenges.
A generally harder-core type of inmate was received from the Lower Mainland area in efforts
to phase down LMRCC. Younger inmates on definite-indeterminate sentences were admitted
with the close down of Haney Correctional Centre and they produced some new and interesting
demands with respect to discipline and program.
In order to respond to the needs of this younger group a successful Community Service
Program was started in July. During the latter part of 1975, two groups worked respectively
for the Prince George Museum Society and the Regional District of Fraser-Fort George for
a total of 672 man-days. Some of the activities included beautification of the museum and the
construction of a 21/i-mile narrow-gauge railway. Inmates worked in gangs and were supervised by staff.  The projects have been considered successes.
The main centre provides a shop-work program for inmates classified there. The laundry
and tailor shops saw a total of 2,379 man-days of work, and 3,659 items were produced—
shirts, pants, aprons, coats, underwear tops, slacks, blouses, tea towels, curtains, and so on.
Over 2,000 of these items were shipped to other Branch facilities. The, shoe shop manufactured 944 pairs of inmate romeos, and high-top boots. The unavailability of materials
caused the closure of that shop from September to the end of 1975.
The carpentry shop was very much involved in the maintenance of the centre's furniture
and buildings. In previous years, major construction jobs were undertaken by the shop—
building of root cellars, an equipment and storage shed, a cattle barn, and a hay shed. During
1975, some of the major projects were:
• Installation of a 1,000 square-foot, laminated pine floor in the centre's gymnasium.
• Construction of 60 bedside tables for Hutda Lake Forest Camp.
• Painting of outside buildings.
• Erection of outsided security fence for the exercise yard.
• Assisting the Department of Public Works with repairs to the roof of the main
• Renovation of the centre's kitchen cabinets.
A small farming capacity is maintained at the centre with the produce for internal use.
Vegetables grown and supplied to the main centre and Hutda Lake Camp during the year
totalled 84,650 pounds.
The emphasis in the shops and other activities is to provide constructive work for the
inmates, to satisfy internal and Branch needs, and to allow the opportunity to learn and (or)
utilize some marketable skills. Many of the activities are circumscribed by security needs. A
variety of leisure time activities are also encouraged—recreation, hobbies, library, bingo, and
so on. Many inmates have alcohol problems and attend regular AA meetings within the
institution. Project Search, a volunteer program of support for inmates (visitation, job
finding) continued to be active while funded, with an average of 11 inmates per meeting
becoming involved in group counselling.
In April of 1974 a unit in the main centre was set aside for females and at that time
made the facility the first co-educational correctional centre in Canada. This unit continued
to provide these facilities in 1975, avoiding the transfer of women from the northern part of
the Province, allowing them to stay closer to their homes. Some program and work activities
are carried out by men and women together; an example is in the tailor shop, where men are
available to do heavy lifting. While not without its problems, and a need for reassessment,
the unit does have advantages.
Hutda Lake Forest Camp is located some 30 miles from the City of Prince George. It
provides minimum-security facilities for the northern parts of the Province for up to 60
inmates who have been classified through the main centre as eligible for forest work. This
camp has a particularly close liaison with the B.C. Forest Service and the Department of Highways in the carrying-out of many activities—log salvage, reforestation, land clearance for
nursery projects, road maintenance, slash-burning, snag falling, fire suppression (training and
 X 70
fire-fighting), manning weather stations and lookout towers, and hose washing and repairing
(after a fire).
As an example of this work, in 1975 inmates from the camp on work release planted
188,000 seedlings and picked 129 bushels of cones. The survival rate of planted seedlings from
camp crews is much higher than from crews hired by forestry. Although the inmates work a
little more slowly, the outcome shows advantage. Further, the camp is always able to supply
regular manpower, and this has ready advantages to forestry.
In addition to forest work, Hutda Lake operates a small saw and planer operation.
Unfortunately, it was burned down in 1974 and will not resume operation until early 1976.
As a result of the excellent co-operation between the camp staff and the Forest Service, the
latter have provided some funds for its rebuilding.
The Prince George Activator's Society House is a privately funded and operated Community Residential Centre (CRC) which has the assignment full time of two of the main
centre's staff. They supervise inmates residing there for educational or work release under
Temporary Absence. The house provides accommodation on a guaranteed basis of 15 beds
for male or female offenders, and for an extra five beds, if needed. The residence is also used
by the National Parole Service and the Department of Human Resources. The Activator's staff
provide in-house counselling and out-of-doors recreational and social activities.
In conclusion, 1975 presented a year of budget and program restraint for the Prince
George complex, and line staff morale rose and fell. The freeze on staff positions, uncertainty
of job tenure for auxilaries who have worked for extended periods of time, and the frequent
need for overtime have all been causes of concern. The year set a record of 718 sick-days.
The facilities are in some respects inadequate. There are needs for a new gymnasium for the
main centre and Hutda Lake, and a proper visiting area. The cancellation of Project Search
has left a vacuum of community participation. Four sit-downs occurred early in the year,
though none developed since the introduction of riot training and equipment. Notwithstanding
such occurrences, it is anticipated that 1976 will be a year of consolidation and reassessment
and out of that process, advances will be made.
The Correctional Facilities on Vancouver Island underwent some significant developments
during 1975.
1. A new forest camp at Jordan River was officially opened on February 28, 1976.
2. Corresponding with that opening, the Vancouver Island Regional Correctional Centre
was phased into a unit for classification and remand only, with no sentenced inmates to be
housed at the facility.
3. In May the Redonda Bay wilderness camp was established on West Redonda Island,
situated approximately 25 miles east of Campbell River.
4. Snowdon Forest Camp at Campbell River was reclassified to a Community Correctional Centre in August.
5. The responsibility for the Vancouver Island Community Correctional Centres (CCC),
as a separate administration similar to that operating out of Vancouver, was transferred back
to the Director of the Main Correctional Centre.
6. For the first time female offenders were accepted at the Victoria Community Correctional Centre.
Vancouver Island Regional Correctional Centre (VIRCC)
VIRCC at the year's end provided maximum-security custody for all those awaiting
classification and those on remand in the Island Region. Its director is also responsible for
all other Branch facilities on the island—Jordan River Forest Camp, Snowdon Community
Correctional Centre, and Victoria Community Correctional Centre.
As a result of its single function, there is a rapid change in population at the main centre,
and programming is essentially geared to recreational activities. Counselling is provided on
a request basis, and is usually a step toward obtaining legal aid, interviews with the John
Howard Society, Salvation Army, and other outside agencies.
Jordan River Forest Camp will accommodate 40 inmates in modern trailer units. At the
year's end, construction is under way on a recreational hall, office, and stores complex which,
when completed, will release the trailers presently used for these purposes and will increase
the capacity to 60.
With the changeover of Snowdon Forest Camp to a CCC, Jordan River is the only island
facility offering formal work projects as part of its program. During the year, the following
projects were completed:
X 71
(1) Clearing and slashing and rebuilding of Sombrio Beach trail.
(2) Clearing and slashing Majestic Beach trail.
(3) Slashing and clearing 41 fire access roads for the B.C. Forest Service.
(4) Clearing of log jam on San Juan River and Mosquito Creek at Port Renfrew for
Federal Department of Fisheries.
(5) Slashing and clearing of Empress Mountain Road and developing heliport for the
B.C. Forest Service.
Much work is still being undertaken on the camp itself with inmates providing the labour
for the previously mentioned construction. The camp had a continuing problem with a depleting fresh-water supply, requiring much inmate and staff time in jury rigging pumps and pipes
to alternate sources. This problem is being overcome with a new design being developed in
conjunction with the Department of Public Works.
Due to its relative isolation, the camp is minimally involved in community activities.
After hours inmates spend time at hobbies, sports and recreation, reading, and so on. Correspondence courses are available if requested and staff members each have counselling case
Snowdon Community Correctional Centre (CCC) provides primarily a work-release program for inmates under the authority of the Temporary Absence Program. Local industry is
mainly logging and other forest work.
Victoria Community Correctional Centre, one of the first in the Province, provides both
for work and educational release on Temporary Absence. The introduction of four female
inmates during the year was without problem. The educational and training prospects are
greatest in the Victoria area and inmates who meet screening requirements are transferred to
this CCC, if motivated.
The two Community Correctional Centres on the island are most involved in community
service projects carried out additionally to work or schooling. During 1975, inmates were
involved in the following:
(1) Victoria Boys Club—firewood project.
(2) Glendale Hospital for Mentally Retarded.
(3) Boy Scouts of Canada.
(4) YMCA.
(5) L'Arche House.
(6) Annual Campbell River Salmon Festival.
Inmate groups supervised by staff assisted in the construction and general preparation of
display booths, removed same, and cleaned up after the salmon festival. They supplied firewood for the extended-care unit of the Campbell River General Hospital, and to senior citizens
in the area. Inmates in the CCC's were involved in removing flood debris from around
elderly citizen's homes, assisting the Lions Club to clean up a public beach area at Mclvor
Lake, and in the maintenance of the local ballfield at Jordan River.
As a result of quite a number of walkaways from both the Snowdon and Jordan River
Camps in early 1975, a more rigorous screening process was applied at the main centre before
transfer to those units.  This resulted in a generally improved climate and few escapes.
The Redonda Bay Program provides an exciting and unique initiative. It is not a Branch
facility, per se, but is staffed and run by the B.C. Forest Service. The objectives of the program is to employ inmates at the basic rate of $2.50 per hour to carry out special forestry
programs. The camp is a trailer complex and is designed to accommodate 20 inmates and up
to four Forest Service personnel. There are no Corrections Branch staff involved. In spite of
the fact that Forest Service funding for this project ceased in September of 1975, the program
has continued with inmates working for $1.50 per day paid by the Corrections Branch.
During 1975, there were 53 inmates charged with escape or being unlawfully at large
from the Island Region. The most serious of these was the escape of 10 on December 26
from the remand unit of the main centre. A particularly unfortunate incident, it led to a
general strengthening of both the physical plant and internal staff procedures in order to
ensure against any possibility of a repeat.
The main centre is a priority of the Branch for replacement. Additionally to antiquated
facilities, the administration work load increased 25 per cent in 1975. Increased pressure on
custody bed space in Island Region has meant keeping some sentenced inmates at the centre,
even though that capacity formally was phased out. Staff resources have been stretched thinly
due to fiscal constraint applied in the latter part of the year. Morale continues to fluctuate in
the main centre as a result.
Also requiring replacement or renovation are the facilities of Snowdon CCC. The buildings originally were expected to last for 10 years, and have been in use for 14 years. Equipment and furnishings require replacement at Victoria CCC.
It is anticipated that 1976 will see a stabilizing of the function of the facilities and of the
staff picture. Program changes made in 1975 will be refined and provide effective correctional
experiences for those offenders institutionalized in this region.
Printed by K. M. MacDonald, Printer to the Queen's Most Excellent Majesty
in right of the Province of British Columbia.


Citation Scheme:


Citations by CSL (citeproc-js)

Usage Statistics



Customize your widget with the following options, then copy and paste the code below into the HTML of your page to embed this item in your website.
                            <div id="ubcOpenCollectionsWidgetDisplay">
                            <script id="ubcOpenCollectionsWidget"
                            async >
IIIF logo Our image viewer uses the IIIF 2.0 standard. To load this item in other compatible viewers, use this url:


Related Items