Strategic Planning and Corporate Programs

Division provided:

» Support, advice and co-ordination to the
Branch;

a Strategic and facilities planning;
» Financial management;

a Systems development;

« Research and evaluation;

a Training programs;

» Oversight of health services and mental
health services;

» Chaplaincy; and
» Victim notification.

The Provincial Releasing Authority (PRA) pilot
was initiated due to budget cuts to the B.C.
Parole Board. As an alternate means to provide
an administrative support structure to the
Parole Board, the PRA supplied file
information and co-ordinated release and
supervision issues. The chair of the B.C. Parole
Board and PRA director were responsible for
developing the concept of an integrated
provincial releasing authority.

In April 1999, following a two-year evaluation,
the PRA office closed. The PRA was viewed as
having improved administration, support and
training. However, the Parole Board’s
independence was perceived as being
compromised through its administrative
relationship with the Branch. The PRA budget
and mandate were then amalgamated with the
Parole Board.

The Parole Board and the Branch also
completed an administrative agreement
regarding the preparation of files for parole
cases. The Board became involved in hiring
parole co-ordinators. According to Irene Heese,

this represented a philosophical shift in terms
of preparing inmates for release into the
community,

Irene Heese (B.C. Parole Board) and Don Demers
(Corrections Branch) sign administrative agreement. Witnesses
to the signing (1 to 1): Rob Watts, Susan Christie, Ben
Stobbe, Luke Tsoukalas, Jim Graham (2000)

Corrections Branch Archives

A process of consolidation

As part of the reorganization, 14 management
and administrative support positions were
eliminated. In the Adult Custody Division,
district directors—each responsible for
management of an institution—reported to the
provincial director. This eliminated the need for
regional directors.

Within Community Corrections Division, five
regional managers reported to the provincial
director, eliminating the positions of
community district directors. The role of local
manager consequently assumed more
supervisory and managerial responsibilities,
such as case management. Administration was
also consolidated, with 74 offices and local
managers reduced to 53 offices and 34 local
managers.

Family Justice Services Division initially
appointed one specialist regional manager and
shared regional managers in the Interior and the

232

Corrections in British Columbia