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2018 Fall Reports of the Auditor General of Canada
Report 6—Community Supervision—Correctional Service Canada
2018 Fall Reports of the Auditor General of Canada to the Parliament of Canada Independent Auditor's ReportReport 6—Community Supervision—Correctional Service Canada
2018 Fall Reports of the Auditor General of Canada to the Parliament of CanadaReport 6—Community Supervision—Correctional Service Canada
Independent Auditor's Report
Request this Publication
Focus of the audit
Findings, Recommendations, and Responses
Accommodation in the community
Correctional Service Canada had no long-term plan to address growing accommodation pressures
Supervision of offenders
Correctional Service Canada did not always conduct timely and complete supervision of offenders as required
Correctional Service Canada did not facilitate offenders' access to health care as required
Measurement of results
Correctional Service Canada did not include all relevant convictions when calculating post-sentence results
About the Audit
List of Recommendations
6.1—Offenders can be eligible for different types of release throughout their sentences
Correctional Service Canada
6.1 Correctional Service Canada (CSC) is the federal government agency that administers adult offenders' sentences of two years or more, as imposed by the courts. Under the Corrections and Conditional Release Act, most offenders become eligible for release before their sentences end. As a result, nearly all serve a portion of their sentences under supervision in the community.
6.2 CSC manages federal correctional institutions, parole offices, and community correctional centres. Its responsibilities include supervising all offenders under various forms of community release. Public safety is influenced by how well CSC supports the safe transition and successful reintegration of offenders into society.
6.3 The Parole Board of Canada is independent of CSC. Its responsibilities include deciding whether to conditionally release offenders. The Board may also impose special conditions on the release of an offender that it deems necessary to protect society or to facilitate an offender's successful return to society.
6.4 As of April 2018, approximately 9,100 federal offenders—or almost 40% of all federal offenders—were supervised in the community. The number of offenders in the community increased by 17% between the 2013–14 and 2017–18 fiscal years. During this same period, the overall offender population remained stable. The number of offenders in the community is expected to keep rising.
6.5 In the 2017–18 fiscal year, CSC spent $160 million, or 6% of its overall spending, on the community supervision program. The program provides housing, health services, and staff supervision to offenders to help them reintegrate safely into the community.
6.6 This audit focused on whether Correctional Service Canada adequately supervised offenders in the community, and accommodated them when required, to support their return to society as law-abiding citizens.
6.7 This audit is important because offenders' gradual and supervised return to society leads to better public safety outcomes. Correctional Service Canada's responsibilities include helping to rehabilitate offenders and reintegrate them into the community as law-abiding citizens.
6.8 We did not examine Correctional Service Canada's activities for offenders on long-term supervision orders that were conducted after the offenders' sentences ended. In addition, we did not audit the Parole Board of Canada's activities.
6.9 More details about the audit objective, scope, approach, and criteria are in About the Audit at the end of this report.
Overall message
6.10 The number of offenders released into community supervision had grown and was expected to keep growing. However, Correctional Service Canada had reached the limit of how many offenders it could house in the community. As a result, offenders approved for release into the community had to wait twice as long for accommodation. Despite the growing backlog, and despite research that showed that a gradual supervised release gave offenders a better chance of successful reintegration, Correctional Service Canada did not have a long-term plan to respond to its housing pressures.
6.11 It could take more than two years from the time a site was selected with a community partner to the time the first offender was placed at a new facility. Given that Correctional Service Canada was already at capacity, this meant that the housing shortages were likely to get worse.
6.12 Our audit also found that Correctional Service Canada did not properly manage offenders under community supervision. For example, it did not give parole officers all the information they needed to help offenders with their health needs, and parole officers did not always meet with offenders as often as they should have.
6.13 This meant that Correctional Service Canada could not find places in a timely manner for many offenders who should have been released into community supervision, and it did not properly monitor many offenders under community supervision.
6.14 In March 2018, nearly one third of the federal offenders on release (2,800 of 9,100 offenders) required supervised housing as a condition of their release. This number included offenders on day paroleDefinition i, full paroleDefinition ii with a residency condition, statutory releaseDefinition iii with a residency condition, or a long-term supervision orderDefinition iv with a residency condition. A residency condition is imposed when the Parole Board of Canada considers it reasonable and necessary to manage an offender's risk to the community. In exceptional circumstances, offenders who pose a threat of serious harm or violence may be held in custody until the date their sentences end, also known as warrant expiry. Exhibit 6.1 shows the timeline of an offender's eligibility for release from a correctional institution.
Exhibit 6.1—Offenders can be eligible for different types of release throughout their sentences
Note: A three-year sentence is shown in the timeline as an example.
Source: Based on the Corrections and Conditional Release Act
Exhibit 6.1—text version
This graphic shows a timeline of when offenders are eligible for different types of release during a three-year sentence.
At the start of the timeline, the offender is sentenced to 36 months (or 3 years).
At 6 months before one third of their sentence, offenders are eligible for day parole. Day parole is a conditional release that allows offenders to participate in community activities, with a nightly return to a residential facility.
At 12 months or one third of their sentence, offenders are eligible for full parole. Full parole is a conditional release that allows offenders to serve the remainder of their sentences in locations of their choice in the community.
At 24 months or two thirds of their sentence, offenders are eligible for statutory release. Statutory release is a release required by law. Most offenders, except those serving a life or indeterminate sentence, must be released with supervision after serving two thirds of their sentences, if parole was not already granted.
At 36 months, the warrant expires and the offender's sentence ends. In exceptional circumstances, offenders who pose a threat of serious harm or violence may be held in custody until warrant expiry, when their sentences end.
6.15 There are two types of community-based residential facilities for offenders:
Community residential facilities are owned by non-governmental agencies and provide special housing, counselling, and supervision to offenders.
Community correctional centres are operated by Correctional Service Canada. They are designed for offenders on release who need a high degree of structure or who have complex needs.
6.16 Suitable residency space is not always immediately available. In such cases, offenders approved for conditional release by the Parole Board of Canada may wait for space that suits their needs, risk, and desired location to become available, or may agree to be released to a facility in a different location. Either situation impedes their progress toward reintegration.
6.17 We found that although Correctional Service Canada (CSC) was at capacity at many community-based residential facilities and had forecasted an increase of offenders requiring these facilities, CSC had no long-term plan to meet that demand.
6.18 We found that during our audit period, CSC held lower-risk offenders with higher reintegration potential longer in correctional institutions because the community-based residential facilities could not accommodate them. We noted that overall wait times for housing increased substantially from the 2014–15 fiscal year to the 2017–18 fiscal year. In our view, this prolonged wait might negatively affect offenders' successful reintegration.
6.19 We also found that capacity constraints caused some offenders with residency requirements to receive housing in locations other than their requested communities. Such situations also impeded offenders' successful reintegration.
6.20 Our analysis supporting this finding presents what we examined and discusses the following topics:
Available housing for offenders
Wait times for housing in the community
Data to measure offender displacement
Plans to meet demand for housing
Why this finding matters
6.21 This finding matters because CSC is mandated to release offenders as soon as possible after parole is granted. Research indicates that when offenders spend more time in the community under supervision, and are located close to positive support structures, such as family and employment, they have a better chance of a successful return to society.
6.22 Our recommendation in this area of examination appears at paragraph 6.38.
Analysis to support this finding
6.23 What we examined. We examined Correctional Service Canada's
population of offenders accommodated in the community,
forecast for the community offender population,
current capacity to house offenders in the community, and
wait times for offenders ready to be placed in community accommodation after meeting release requirements.
6.24 Available housing for offenders. We found that the number of offenders requiring community-based residential facilities rose by 21% over the five-year period from the 2013–14 fiscal year to the 2017–18 fiscal year.
6.25 We also found that Correctional Service Canada (CSC) did not increase the number of housing spaces to keep pace with demand. As a result, the proportion of community-based residential facilities in use generally increased over the five fiscal years from 2013–14 to 2017–18, although the increase was greater in some communities than others. In January 2017, CSC released its internal National Strategic Review. The report observed that spaces for male offenders in community residential facilities were at 85% capacity, with some geographic areas at full or almost full capacity. This meant that when approached to accept an offender, a community residential facility might not have had room to accommodate them.
6.26 CSC's community correctional centres received offenders with more complex needs and offenders that community residential facilities refused. We found that by March 2018, CSC's community correctional centres operated at 88% capacity.
6.27 We noted that it is unrealistic to expect full use of community-based residential facilities. Here are some examples of why CSC had difficulty placing offenders in appropriate accommodation:
Available housing in the requested location did not always match an offender's specific needs (such as those related to mental health, substance abuse, and mobility or accessibility issues).
Community residential facilities did not always guarantee that all of their housing was available to offenders.
Community residential facilities could refuse to accept offenders who did not meet the agreed-upon eligibility criteria (for example, criteria based on the type of offence committed).
6.28 In our view, this meant that CSC was running out of the space it needed to effectively accommodate offenders in the community.
6.29 Wait times for housing in the community. We found that Correctional Service Canada (CSC) did not know the amount of time that offenders had to wait in correctional institutions for available housing in the community. This is important because knowledge of wait times helps in assessing whether there is sufficient capacity to accommodate offenders in the community.
6.30 Offenders released at their statutory release date with a residency condition are prioritized for housing, because CSC is obliged by law to provide them with a placement in the community by their release dates. This means that lower-risk offenders who are granted day parole and have a higher chance of successfully reintegrating as law-abiding citizens are the group most affected by the lack of housing available in the community.
6.31 We found that the average wait time for a day parole offender to be released into the community in the 2014–15 fiscal year was 13 days, with a range of 0 to 105 days. In the 2017–18 fiscal year, the average wait time increased to 24 days, with a range of 0 to 264 days. Furthermore, we found that over the same period, the number of offenders who waited more than two months went from 29 to 257. In our view, CSC had increasing difficulty in meeting the demand for community housing, which may have negatively affected offenders' successful reintegration as law-abiding citizens.
6.32 Data to measure offender displacement. We found that Correctional Service Canada (CSC) did not maintain data on how many offenders were not placed in their requested communities. CSC did not record the reasons offenders were not placed in their requested communities—such as the lack of capacity, the lack of a space that met an offender's specific needs, or an offender's agreeing to be released in a different community rather than wait in a correctional institution. Furthermore, CSC did not maintain data on the types of specialized housing that offenders needed in the community-based residential facilities. This meant that CSC did not have the information it needed to fully understand accommodation pressures, or to prioritize facilities for future expansion according to need.
6.33 Although the data did not exist to assess the number of offenders displaced to other communities, we found that CSC-operated community correctional centres were distributed unevenly across the country. This likely resulted in offenders with complex needs being released to locations far from their requested communities and from the supports they needed for reintegration.
6.34 For example, Ontario had two community correctional centres at the time of our audit: Toronto and Kingston. CSC officials told us that 80% of offenders housed in the Kingston community correctional centre had requested the Greater Toronto Area—260 kilometres away—as their preferred release location. This meant that they were not close to the supports they needed, such as family or employment, to ensure a successful reintegration into society.
6.35 Plans to meet demand for housing. Correctional Service Canada (CSC) periodically reviews its population forecast. In 2017, CSC prepared a new forecast for the next 10 years. It forecasted that within this period, the number of offenders requiring community-based residential facilities would increase by another 13% across Canada. While this projected growth rate was slower overall than the growth that occurred in recent years, some regions were expected to increase significantly more. The greatest anticipated increase was in Ontario, at 32%. CSC officials told us that it can sometimes take more than two years from site selection with a community partner to the time the first offender is placed at a new facility. Given that CSC was in effect operating at capacity at the time of our audit, the forecast meant that housing shortages were likely to worsen.
6.36 CSC did not forecast needs by significant population centres or for specialized housing. These needs included those of aging offenders with mobility issues, offenders with substance abuse issues, and offenders with mental illness. As a result, CSC did not have the tools to proactively prepare for capacity pressures in the community.
6.37 CSC had some success at adding housing in response to existing capacity pressures. CSC achieved these increases by working with community partners to add housing where available. We found, however, that in increasing housing spaces, CSC did not plan beyond 6 to 12 months. Despite capacity pressures, growing demand, and lengthening wait times, CSC did not take a proactive, long-term approach to address its housing shortages.
6.38 Recommendation. Correctional Service Canada should take a proactive, long-term approach to accommodation in community-based residential facilities. It should ensure that its accommodation space is of the right type, in the right location, and available at the right time.
The Agency's response. Agreed. In order to establish a long-term plan for the management of community accommodation, Correctional Service Canada (CSC) will build on the community capacity analysis that was completed as part of its 2017 internal strategic review (National Strategic Review, January 2017), as well as its ongoing regional analyses. This will provide an integrated, national, long-term approach that will be responsive to operational needs in each region, including the capacity to meet the projected growth and population profile. CSC has also initiated the development of a comprehensive solution for both bed-inventory management and the matching of offenders to community facilities, including wait-lists.
6.39 We found that parole officers at Correctional Service Canada (CSC) did not always meet with offenders as often as needed to manage their risk to society. We also found that parole officers did not always monitor offenders' compliance with special conditions imposed by the Parole Board of Canada.
6.40 Our analysis supporting this finding presents what we examined and discusses the following topic:
Monitoring offenders
6.41 This finding matters because CSC requires parole officers to regularly assess offenders' progress against their release plans and to identify any changes to their risks and needs. The assessments allow parole officers to adjust the interventions outlined in the plans, as needed, to support offenders' successful return to society and to manage any risk to public safety.
6.42 CSC advises the Parole Board of Canada whether an offender's risk can be managed in the community. CSC also develops an offender's release plan and may recommend special conditions, such as a residency requirement, to the Parole Board of Canada. CSC sets the minimum required frequency of contact between an offender in the community and a parole officer. The frequency is based on the offender's specific reintegration needs and risk of reoffending. This contact is CSC's key supervision activity because it involves meeting face to face with the offender, which provides information and lets the parole officer plan or validate other monitoring activities.
6.43 CSC's community correctional results indicate that the first year after release is when offenders are most likely to reoffend or breach a condition of their release.
6.45 What we examined. Using representative sampling, we examined the case management files of 50 offenders to review the parole officers' monitoring activities for the first year after the offenders were released to the community.
6.46 Monitoring offenders. We found that parole officers did not always meet with offenders in accordance with Correctional Service Canada's (CSC) standards for supervising offenders in the community. We also found instances in which parole officers met with offenders in a compressed amount of time (for example, three times in six days). This approach did not allow parole officers to perform timely assessments of any changes to the risks offenders posed to society. In addition, parole officers did not always monitor compliance with special conditions imposed by the Parole Board of Canada.
6.47 For 19 of the 50 offender files examined (nearly 40%), we found that parole officers did not fully monitor offenders as required. For the 19 offenders, there were
14 cases in which parole officers did not meet offenders for the minimum frequency required;
9 cases in which parole officers met with offenders on several occasions over a short time period, which was not in keeping with the spirit of the policy; and
3 cases in which parole officers did not monitor compliance with special conditions imposed by the Parole Board of Canada.
6.48 Some cases showed more than one monitoring deficiency. These deficiencies meant that during our sample period, these offenders were not properly supervised for about one quarter of the time they were in the community. In its 2010 internal audit of community supervision, CSC noted similar deficiencies in the contact between parole officers and offenders.
6.49 Recommendation. Correctional Service Canada should ensure that parole officers monitor offenders at least as often as its standards require and monitor the special conditions imposed by the Parole Board of Canada.
The Agency's response. Agreed. Correctional Service Canada (CSC) will reinforce the need for compliance with the existing policy requirements related to the frequency of contact and the monitoring of offenders' special conditions. Additionally, CSC will strengthen compliance monitoring through its existing corporate reporting system. CSC will also reinforce the need for, and monitoring of, documentation to be completed in cases in which exceptions are warranted to the frequency of contact requirements.
6.50 We found that Correctional Service Canada (CSC) did not ensure offenders' continued access to health care when they transitioned to the community. Often, CSC did not
provide all required health-related information to the parole officers responsible for preparing offender release plans, or
ensure that offenders had provincial health insurance cards before their release to the community.
Sharing health information within Correctional Service Canada
Health cards
6.52 This finding matters because CSC is responsible for offenders' continued access to essential health care when they transition to the community. CSC has additional responsibilities when health conditions affect the risk of an offender's reoffending or the risk to public safety. This includes monitoring health-related special conditions imposed by the Parole Board of Canada.
6.53 CSC must facilitate offenders' continued access to health care as they transition from a correctional institution to the community.
6.54 Offenders need health cards to access medical services and medications in the community. CSC does not pay for offenders to renew or replace health cards.
6.55 For exceptional circumstances in which a public safety interest is identified, CSC has committed to providing essential health services to address gaps or delays in provincial health service coverage.
6.56 Our recommendations in this area of examination appear at paragraphs 6.61 and 6.64.
6.57 What we examined. We used representative sampling to examine 50 case management files to determine whether Correctional Service Canada made relevant health information available to the parole officers responsible for developing the offenders' release plans. We also looked at whether those offenders had health cards when they were released to the community.
6.58 Sharing health information within Correctional Service Canada. To develop an offender's release plan, Correctional Service Canada (CSC) is required to share health information in a timely manner with the parole officer responsible for the offender, and to document that it has done so.
6.59 We found that in almost all of the 50 cases in our sample, the release plan included some health information. However, we found evidence in only 5 cases (10%) that CSC provided the parole officer with all of the offender's required health care information. We found only 1 case in which CSC shared health information four months in advance of an offender's hearing for release, as CSC's policy requires.
6.60 This meant that parole officers developed release plans without being fully aware of offenders' health care needs. It also meant that parole officers likely did not have the information they needed to adequately supervise and provide support to offenders on their release to the community.
6.61 Recommendation. Correctional Service Canada should ensure that it shares all relevant health care information with the parole officers responsible for preparing the release plan and for monitoring progress against that plan, and that it does so in a timely manner.
The Agency's response. Agreed. Correctional Service Canada (CSC) agrees with the importance of sharing risk-relevant health information. CSC will conduct a review of its policies regarding the sharing of health information and determine an approach that will be most effective at ensuring that parole officers receive the information they require in a timely manner.
6.62 Health cards. We found that Correctional Service Canada (CSC) often released offenders without a health card. In its 2012 internal audit of the release process, CSC found the same issue, as did the Correctional Investigator of Canada in a 2014 investigation of federal community correctional centres.
6.63 More than one third of the offenders in our sample (18 of 50) did not have health cards at release. For 6 of these offenders, provincial rules did not allow health cards to be issued until the offenders left the correctional institution. However, in our view, CSC did not meet its responsibility to ensure continued access to health services when it released the other 12 offenders without health cards.
6.64 Recommendation. Correctional Service Canada should assist offenders in obtaining health cards before they are released to the community. In provinces or territories where health cards cannot be obtained by persons who are incarcerated, Correctional Service Canada should work with offenders to obtain health cards once they are released.
The Agency's response. Agreed. Correctional Service Canada (CSC) will continue to assist offenders in obtaining personal identification (ID) prior to release, including their health card. CSC has engaged with provincial and territorial partners for their support in establishing a process at all remand centres that would ensure that the available ID is transferred with the offender when they are admitted to CSC custody.
Upon release, CSC policy requires that parole officers validate existing ID and assist the offender in applying for other ID as required. CSC will continue to work collaboratively with various stakeholders to prepare offenders for their release with the proper ID.
In addition, CSC will work to improve collaboration with provincial and territorial health authorities with the objective of removing barriers to accessing health care cards.
6.65 Correctional Service Canada (CSC) compiles performance measurement data on its community supervision program and reports the results both internally and externally.
6.66 CSC's responsibility includes supervising offenders to assist in their rehabilitation and reintegration into the community as law-abiding citizens. As a result, the reconviction rate is a key measure for assessing CSC's performance.
6.67 We found that when Correctional Service Canada (CSC) calculated post-sentence outcomes, it included only the convictions that resulted in a return to federal custody. CSC did not include data on the convictions recorded by other levels of government. This meant that CSC had an incomplete picture of the rate at which federal offenders were successfully reintegrating into society as law-abiding citizens.
Measuring reconvictions
6.69 This finding matters because without knowing its success rate in rehabilitating offenders as law-abiding citizens, Correctional Service Canada cannot fully assess how well it is meeting its mandate, nor can it make adjustments to address problem areas.
6.71 What we examined. We examined Correctional Service Canada's external and internal performance measures related to community supervision.
6.72 Measuring reconvictions. Correctional Service Canada (CSC) publicly reported several performance measures for its community supervision program. However, we found that few of them measured CSC's success against its mandate to successfully reintegrate offenders into society as law-abiding citizens.
6.73 CSC reports information on offenders who have completed their sentences and returned to federal custody. We found that on its social media channels, CSC occasionally reported on the percentage of offenders who returned to federal custody within five years of completing their sentences. These social media posts stated that the rate of offenders returning to federal custody had fallen. When reporting to Parliament, CSC reported only on the percentage of offenders who received mental health treatment and returned to federal custody within two years of completing their sentences. This particular group of offenders represented only about 40% of the offender population. As a result, CSC's reporting to Parliament did not account for the total offender population.
6.74 We also found that CSC's performance measures did not include data on offences requiring incarceration in provincial or territorial facilities. CSC officials informed us that such data on convictions was excluded because it was difficult to gather. However, we noted that information about convictions was available to the public.
6.75 In 2003, Public Safety Canada sought to understand the rate of reconviction of federal offenders and carried out a study that included reconvictions with provincial and territorial sentences. It recognized that the federal government's responsibility to rehabilitate offenders as law-abiding citizens included all criminal behaviour, even crimes that did not result in a return to federal custody. Using this more complete measure, Public Safety Canada found that about one quarter of federal offenders reoffended within a short period after they completed their sentences.
6.76 Other countries reported more complete data related to offender reconviction rates. We noted that corrections agencies in the United Kingdom and the United States were required to report reoffending rates in their annual performance reports. These figures were to include offences from multiple jurisdictions. In addition, both countries were to report events other than reconvictions, such as arrests.
6.77 Recommendation. Correctional Service Canada should broaden its measures of the successful reintegration of federal offenders as law-abiding citizens after they complete their sentences to better reflect its mandate.
The Agency's response. Agreed. Correctional Service Canada (CSC) uses various performance indicators to measure the safe and successful reintegration of offenders into the community, including community program participation and completion, employment, and successful completion of sentence without federal readmission. To broaden its measures of successful reintegration, CSC will collaborate with Public Safety Canada on the work it has initiated in the area of recidivism rates, including information held by provinces and territories on adult reconvictions.
6.78 We concluded that Correctional Service Canada did not provide enough community housing to offenders in the right locations, nor did it properly supervise offenders in the community to ensure their successful reintegration as law-abiding citizens.
6.79 In our view, Correctional Service Canada needs to do more. This includes providing parole officers with the health information they need to effectively support offenders in the community and supervising offenders more consistently upon release. Correctional Service Canada must also plan more strategically to ensure that it has the types of community housing it needs, where it needs them and when it needs them.
6.80 Finally, in measuring its success, Correctional Service Canada needs a more complete picture of whether it is effectively supporting federal offenders' successful return to the community.
This independent assurance report was prepared by the Office of the Auditor General of Canada on the community supervision of offenders under the authority of Correctional Service Canada. Our responsibility was to provide objective information, advice, and assurance to assist Parliament in its scrutiny of the government's management of resources and programs, and to conclude on whether Correctional Service Canada complied in all significant respects with the applicable criteria.
All work in this audit was performed to a reasonable level of assurance in accordance with the Canadian Standard for Assurance Engagements (CSAE) 3001—Direct Engagements set out by the Chartered Professional Accountants of Canada (CPA Canada) in the CPA Canada Handbook—Assurance.
The Office applies Canadian Standard on Quality Control 1 and, accordingly, maintains a comprehensive system of quality control, including documented policies and procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements.
In conducting the audit work, we have complied with the independence and other ethical requirements of the relevant rules of professional conduct applicable to the practice of public accounting in Canada, which are founded on fundamental principles of integrity, objectivity, professional competence and due care, confidentiality, and professional behaviour.
In accordance with our regular audit process, we obtained the following from entity management:
confirmation of management's responsibility for the subject under audit;
acknowledgement of the suitability of the criteria used in the audit;
confirmation that all known information that has been requested, or that could affect the findings or audit conclusion, has been provided; and
confirmation that the audit report is factually accurate.
Audit objective
The objective of this audit was to determine whether Correctional Service Canada supervised offenders and provided accommodation in the community to support their return to society as law-abiding citizens.
Scope and approach
The audit examined whether Correctional Service Canada (CSC) had sufficient capacity to meet the needs of offenders, whether it monitored and addressed the risks and needs of offenders through applicable case management processes, and whether it measured and reported on results for continuous improvement.
We examined the year-over-year pattern for offenders with a residency requirement who were released on their first term (an offender's first release to the community while serving a sentence) during the 2011–12 to 2017–18 fiscal years. We calculated wait times for offenders who were not released as soon as they were granted parole. We also looked at the year-over-year pattern with regard to the availability of CSC-funded accommodations.
We used representative sampling to examine 50 case management files for offenders released for the first time on either conditional or statutory release during the 2015–16 fiscal year. We followed the offenders' progress in the community by reviewing case records for up to one year after their release to assess whether they received planned interventions and whether CSC's policies and guidelines were followed. The sample was sufficient in size to conclude on the sampled population with a confidence level of 90% and a margin of error of +10%.
We examined CSC's performance information from the 2014–15 to 2017–18 fiscal years to determine whether it provided a complete picture of CSC's effectiveness in supporting offenders' return to society.
To determine whether Correctional Service Canada (CSC) supervised offenders and provided accommodation in the community to support their return to society as law-abiding citizens, we used the following criteria:
CSC has sufficient capacity to meet the accommodation needs of the offenders in the community.
Corrections and Conditional Release Act
Commissioner's Directives, Correctional Service Canada
CSC defines its future accommodation needs for the community offender population and has a plan to meet those needs.
CSC monitors and addresses the risks and needs of offenders through applicable case management processes in the community.
Corrections and Conditional Release Regulations
CSC measures and reports on the public safety results achieved by its community supervision program, and it uses the information to adjust the program.
Policy on Results, Treasury Board, 2016
Federal Community Corrections Strategy—Vision to 2020, Correctional Service Canada
Period covered by the audit
The audit covered the period between 1 April 2015 and 31 March 2018. This is the period to which the audit conclusion applies. However, to gain a more complete understanding of the subject matter of the audit, we also examined certain matters that preceded the starting date of this period.
Date of the report
We obtained sufficient and appropriate audit evidence on which to base our conclusion on 24 August 2018, in Ottawa, Canada.
Audit team
Principal: Nicholas Swales
Director: Steven Mariani
Donna Ardelean
Nicholas Brouwer
Meaghan Burnham
Johanna Lazore
Jenna Lindley
Stuart Smith
The following table lists the recommendations and responses found in this report. The paragraph number preceding the recommendation indicates the location of the recommendation in the report, and the numbers in parentheses indicate the location of the related discussion.
6.38 Correctional Service Canada should take a proactive, long-term approach to accommodation in community-based residential facilities. It should ensure that its accommodation space is of the right type, in the right location, and available at the right time. (6.17 to 6.37)
6.49 Correctional Service Canada should ensure that parole officers monitor offenders at least as often as its standards require and monitor the special conditions imposed by the Parole Board of Canada. (6.39 to 6.48)
6.61 Correctional Service Canada should ensure that it shares all relevant health care information with the parole officers responsible for preparing the release plan and for monitoring progress against that plan, and that it does so in a timely manner. (6.50 to 6.60)
6.64 Correctional Service Canada should assist offenders in obtaining health cards before they are released to the community. In provinces or territories where health cards cannot be obtained by persons who are incarcerated, Correctional Service Canada should work with offenders to obtain health cards once they are released. (6.62 to 6.63)
6.77 Correctional Service Canada should broaden its measures of the successful reintegration of federal offenders as law-abiding citizens after they complete their sentences to better reflect its mandate. (6.67 to 6.76)
Definition i
Day parole—A conditional release that allows offenders to participate in community activities, with a nightly return to a residential facility.
Return to definition i referrer
Definition ii
Full parole—A conditional release that allows offenders to serve the remainder of their sentences in locations of their choice in the community.
Return to definition ii referrer
Definition iii
Statutory release—A release required by law. Most offenders, except those serving a life or indeterminate sentence, must be released with supervision after serving two thirds of their sentences, if parole was not already granted.
Return to definition iii referrer
Definition iv
Long-term supervision orders—Orders imposed on a very small number of offenders who present a high risk of reoffending even after their sentences end.
Return to definition iv referrer


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Expect higher demand for application modernization, cloud transformation, and digital engineering – HCL Tech
Rujuta Tamhankar2022-01-19T05:30:22+00:00
Update on the Indian Equity Market:
On Tuesday, Nifty closed lower at 18,113 (-1.1%) led by REALTY (-2.6%), AUTO (-2.4%), and METALS (-2.2%) were the top losers while there were no gainers.The top losers were MARUTI (-4.1%), TATACONSUM (-3.9%), and ULTRACEMCO (-3.8%) while AXISBANK (+1.8%), ICICIBANK (+0.5%), and HDFCBANK (+0.4%) were the top gainers.
Edited excerpts of an interview with Mr. Vijayakumar, MD & CEO, and Mr. Prateek Aggarwal, CFO, HCL Tech with CNBC TV18 on 17th January 2021:
The company's order pipeline is healthy, with transaction wins increasing by 64% YoY in 3QFY22. Application modernization and cloud computing were driving the growth.
Hiring has grown to around 10,500 employees in the 3QFY22E. The management expects greater demand visibility for application modernization, cloud transformation, and digital engineering.
The management expects a strong 4QFY22E due to increased booking and order visibility as a result of the services segment's hiring of over 10,000 individuals. Even if the firm has a flat 4QFY22E, management anticipates the company will expand at a rate of 12.6-12.7 percent in FY22E.
The company's margins were five basis points (bps) higher in 3QFY22 QoQ, while services were a little weaker on the margin. Due to expenditures associated with growth, such as knowledge transfer fees, the IT services margin was lower. The management also highlighted that wage hikes in 3QFY22 and attrition levels, both of which have expenses, had an impact on margins. Management believes that attrition levels have reached a peak and that attrition should begin to decline. The management expects the margin to return to typical levels of approximately 20% by 2QFY23E to 3QFY23E.
In terms of fresher recruiting, the company plans to hire 20,000-22,000 freshers for FY22E.
The company's recent acquisition of Hungary-based data engineering services provider Starschema Ltd for $ 42.5 mn is expected to help scale the company's Eastern European footprint, particularly in Hungary. This is a data engineering consulting organization that offers front-end consulting, which can be a good trigger for a lot of downstream work. In Hungary, the corporation has solid mindshare attracting top personnel. As a result, the firm will be able to develop its Eastern European footprint more quickly, particularly in Hungary. The company will continue to seek assets that can enhance its capabilities, particularly in a high-demand market.
When it comes to the products and platforms business, management expects it to increase in the low single digits. The management anticipates that this will be a long-term play that is still getting modernized.
In terms of deal wins, the net new TCV in 3QFY22 was $2140 mn, a 64 percent increase from the previous year. The high TCV was due to 8 significant transactions on the services side, another 8 deals on the products and platforms side, and a large number of smaller deals.
Asset Multiplier Comments
We believe HCL Tech has a solid business model and a track record of successful execution. The company plans to hire at least 20,000 additional freshers by FY22E (with 15,000 already on board) and double the amount by FY23E. This reflects management's confidence in future deal wins.
We believe the company will likely be at the lower end of the 19-21 percent EBIT guidance band in 4QFY22E, but the long-term growth narrative remains intact, bolstered by greater growth in cloud, ER&D, and data modernization.
Consensus Estimate (Source: market screener website)
The closing price of HCL Tech was ₹ 1,220/- as of 18-January-2022. It traded at 25x/22 x/ 19x the consensus earnings estimates of ₹ 49/ 56/ 63 for FY22E/FY23E/FY24E respectively.
The consensus target price of ₹ 1,460 /- implies a P/E Multiple of 23x on FY24E EPS estimate of ₹ 63/-.
Disclaimer: "The views expressed are for information purposes only. The information provided herein should not be considered as investment advice or research recommendation. The users should rely on their own research and analysis and should consult their own investment advisors to determine the merit, risks, and suitability of the information provided."
By Rujuta Tamhankar HCL Technologies attrition, cloud, digital services 0 Comments Read more...
Organic growth to sustain as guided, no big bang acquisitions planned– HCLTECH
Pratik Mate2021-10-19T12:12:04+00:00
On Tuesday, NIFTY50 ended its 7-day winning streak to close at 18,419 (-0.3%), dragged down by REALTY (-4.7%), PSUBANK (-3.7%), and FMCG (-3.2%). The sectoral gainers were IT (2.2%), and FINANCIAL SERVICES (0.2%). Among the stocks, TECHM (+4.3%), LT (+3.3%), and INFY (+1.8%) led the gainers while ITC (-6.3%), TATAMOTORS (-4.9%), and EICHERMOT (-4.5%) were the top laggards.
HCLTECH missed the street estimates in the declared earnings for the quarter ended 30th September 2021. Mr. C Vijayakumar, Chief Executive Officer, and Mr. Prateek Aggarwal, Chief Financial Officer at HCL Technologies discussed the quarter gone by and reaffirmed its annual FY22 guidance in an interview with CNBC-TV18 on 18th October 2021:
The Products and Platforms business has been a laggard in FY22, with quarterly slippages affecting the guidance of the segment but the impact is immaterial to the top-line growth, where the company has reaffirmed its EBIT margin guidance of 19-21%.
Q2FY22 was the best quarter for the company with unprecedented growth in client mining, large deal wins, and total headcount. The company has introduced a formal dividend pay-out policy on the back of its commitment to rationalise capital allocation.
The Company has rolled out the first tranche of wage hikes in Q2FY22 and expects the second tranche to be rolled out in Q3FY22. It expects the slippages in the Products and Platforms business to be recovered in the upcoming quarter.
The company had a track record of a high dividend pay-out until FY20. With a significant outflow due to an acquisition, the pay-outs were subdued over the past few quarters. With a recovery in free cash flows and demand from investors, the company has decided to come up with a formal dividend policy with higher pay-outs.
The current demand environment has established momentum in the organic business. The company plans to focus on executing current demands rather than go all-in after a major acquisition. The company may add small tuck-ins to expand capabilities or geographies.
In Q2Fy22, the company had a strong deal win rate. The pipeline in Q1FY22 was at the highest level ever, it slightly moderated because the company closed a lot of deals.
The pipeline has a good mix of mid-size and large deals. There is also a lot of momentum in existing accounts, where customers are ramping up on several digital initiatives, with smaller ticket transformational projects are being taken up by the company.
The company expects to exceed its initial guidance on hiring 20,000-22,000 freshers on the back of robust demand and backfilling attrition in the recent quarters.
Momentum is seen across all verticals with BFSI and Manufacturing being the leaders. The manufacturing vertical is seeing an uptick in engineering services with various transformational deals and projects being undertaken.
COVID-19 pandemic has unmistakably created a paradigm shift in the ITES Industry, with a strong focus on digitisation around the world across both size and verticals will result in a high growth period for the industry.
HCL Tech like its peers will also continue to face supply-side crunch and attrition problems. The situation is expected to improve over the next few quarters which will help to reduce the margin pressures.
Consensus Estimate: (Source: market screener website)
The closing price of HCLTECH was ₹ 1,232/- as of 19-October-2021. It traded at 25x/ 22x/20x the consensus earnings estimate of ₹ 49/ 56/ 63. for FY22E/FY23E/FY24E respectively.
The consensus target price of ₹ 1360/- implies a PE multiple of 22x on FY24E EPS of ₹ 63/-.
By Pratik Mate HCL Technologies, IT growth, IT, margins, quarterly result, supply chain, technology 0 Comments Read more...
Confident of double-digit growth in FY22 – HCL Tech
Tanmay Gadre2021-07-22T12:08:04+00:00
On Thursday, NIFTY ended higher at 15,824 (+1.2%) as it closed near the intraday high level of 15,835. METAL (+3.0%), IT (+1.8%), and REALTY (+1.75%) led the sectoral gainers and there were no sectoral losers. Among the stocks, JSWSTEEL (+5.9%), TECHM (+5.4%), and BAJFINANCE (+4.2%) led the gainers while HINDUNILVR (-2.3%), ASIANPAINT (-1.8%), and BAJAJ-AUTO (-1.2%) led the losers.
Excerpts of an interview with Mr. C Vijayakumar, CEO & MD, and Mr. Prateek Aggarwal, CFO of HCL Technologies (HCLTECH) published with CNBC TV18 on 20th July 2021:
The company has seen a second consecutive quarter of revenue miss due to execution capabilities getting hit by the second Covid wave, and the company has a lot of concentration in NCR. As the revenue will recover in Q2FY22, the company is confident of the full year's double-digit growth performance.
Speaking on segments, the products and platform segment has been disappointing for the last two quarters. The company expects a low single-digit growth for this segment, as around 25% of the products are either declining in nature or are being discontinued. IT services had a muted quarter, due to some executions and transitions in Europe that are taking longer than expected.
The company is expanding in new markets (geographically) categorized as Focus countries and New Frontier countries. The company has a reasonable presence in the countries under the Focus category and the growth rate will be higher than the company growth rate. New frontier countries are mid to long-term bets. These markets have to be built and are expected to give good outcomes in a couple of years.
The deals that the company has won are organic in nature, and a lot of them require to be built by hiring more talent, and onboarding them. The hiring of freshers could be more than the current guidance of 20,000-22,000. Speaking on salary hikes, the salaries are currently the same at entry-level, but the company expects to see a salary hike percentage in the next couple of years to be more than the rest of the company.
The company has accomplished a very good quality order book in the last 2 quarters, a lot of it being good long-term programs having annuity revenues, and are good capacity programs for digital transformation.
As the country recovers from execution capability-related issues caused by the second covid wave, the revenues can be expected to recover in FY22.
A strong order book that contributes to annuity revenues will position the company better in the mid to long term.
The closing price of HCLTECH was ₹ 979/- as of 22-July-2021. It traded at 20x/17x/16x the consensus earnings estimate of ₹ 50/57/62 for FY22E/FY23E/FY24E respectively.
The consensus target price of ₹ 975/- implies a PE multiple of 16x on FY24E EPS of ₹ 62/-.
By Tanmay Gadre HCL Technologies #HCLTECH, IT 0 Comments Read more...
Expanding hiring of freshers based on demand – HCL Tech
Abhishek Salunke2021-04-27T10:48:17+00:00
Update on Indian Equity Markets:
Markets continued their upward momentum on Tuesday as Nifty closed the day 174 points higher at 14,659. Within the index, HINDALCO (5.1%), TATASTEEL (3.9%) and DIVISLAB (3.5%) were the highest gainers while HDFCLIFE (-3.6%), SBILIFE (-1.4%) and MARUTI (-0.9%) were few of the losers. All the sectoral indices closed in green with METAL (2.8%), PSUBANK (2.5%) and MEDIA (1.8%) leading the pack.
Excerpts of an interview with Mr C Vijaykumar, CEO and Prateek Aggarwal, CFO, HCL Technologies Ltd (HCLTECH) with CNBC -TV18 dated 26th April 2021:
During the Mar-21 quarter, bookings stood at $3.1bn, led by 19 large deal wins. These deals are spread across geographies and industries. Most deals are spread across 3-5 years, of which four are integrated across service lines.
The Company has prepared a list of seven countries i.e. Germany, Canada, Japan, Spain, Portugal, Mexico and Brazil. These are countries witnessing a large and growing IT market where the Company is currently not present. Setting up offices in new countries is a one-time exercise.
The Company is also expanding hiring in the freshers space, considering the demand for the next few years. The hiring also involves certain cost elements.
The Company has launched HCL Now, which is the Cloud version of its acquired products. This is strengthening partnerships of HCLTECH with hyperscalers.
The Company is expected to deliver double-digit growth in constant currency. The management highlighted that they have provided floor price on revenue growth for next year.
The products and platforms business had an impairment charge of $16mn, leading to a 60 bps impact on margins.
Asset Multiplier Comments:
Backed by deal wins in both small and big pockets and continued momentum in cloud and data, the company looks set to achieve its target of double-digit growth over FY22E.
Setting up offices in new countries to expand the geographical presence is expected to create a revenue stream and diversify the revenue base for the Company in the long run.
Consensus Estimates (Source: market screener website):
The closing price of HCLTECH was ₹ 928/- as of 27-April-2021. It traded at 18x/ 16x the consensus EPS estimate of ₹ 51.0/ 57.4 for 22E/23E respectively.
The consensus price target is ₹ 1,119/- which trades at 19x the EPS estimate for FY23E of ₹ 57.4/-
By Abhishek Salunke HCL Technologies, IT hiring, IT, revenue growth 0 Comments Read more...
Confident of leading industry performance for next 2-3 years – HCL Tech
Update on Indian Equity Market:
Markets started the fresh week on a selling spree as Nifty closed the day 205 points lower at 14,228. The intensity of selling was such that only six out of 50 stocks closed the day in green led by UPL (6.3%), RELIANCE (2.1%), and TITAN (1.3%) while TATAMOTORS (-6.1%), TATASTEEL (-5.9%), and ONGC (-5.1%) led the losing pack. All the sectoral indices closed the day in red with METAL (-4.6%), PSU BANK (-3.1%), and PHARMA (-3.1%) bleeding the most.
Excerpts of an interview with Mr C. Vijayakumar, President & CEO- HCL Technologies Ltd (HCL Tech) with CNBC TV18 dated 15th January 2021:
The company reported revenue growth of 3.5%, higher than the guidance. The margin for the quarter was also at a six-year high. Mr Vijayakumar said that the company has outperformed guidance for two quarters in a row led by a stupendous performance from products and platforms segment.
He said that DWS acquisition would contribute to 1% growth in 4QFY21E. The company has signed 13 deals across verticals. The company is positive about the outlook for FY22E.
The next five years are expected to be better than the past five years. The company is expected to lead the industry performance for the next 2-3 years.
More work and revenue shifting of offshore and sales, general, and administrative (SGA) leverage contributed to superior margin performance in 1HFY21. Some of the expenses are expected to come back, but not at pre-COVID levels.
The company gave the salary increments to a large section of employees during 3QFY21. This has led to a headwind of 50 bps in margins. Further, the company is expected to give increments to seniors and a larger population which would be eroding about 80 bps from the margins.
Consensus Estimate: (Source: market screener)
• The closing price of HCL Tech was ₹ 978/- as of 18-January-2021. It traded at 20x/ 19x/ 17x the consensus earnings estimate of ₹ 49.3/ 52.0/ 58.0 for FY21E/FY22E/23E respectively.
• The Consensus price target of HCL Tech was ₹ 1,073/- as of 18th January 2021 which is 19x of FY23E EPS estimate of ₹58.0/-.
By Abhishek Salunke HCL Technologies, IT Information technology, Outlook 0 Comments Read more...
HCL Tech to roll out salary hikes for all employees in phases
Sharvari Joshi2020-10-20T04:37:37+00:00
On Monday, NIFTY closed flat at 11,873 (+0.9%). Top gainers in NIFTY50 were ICICI bank (+5.1%), Nestle (+4.5%), and GAIL (+4.2%). The top losers were Divi's Lab (-3.6%), Eicher Motor (-3.1%), and Hero Motocorp (-2.9%). Top sectoral gainers were PSU BANK (+4.2%), BANK (+3.1%), and PVT BANK (+3.2%) and the sectoral losers were PHARMA (-1.7%), MEDIA (-1.6%), and AUTO (-1.1%).
Excerpts of an interview with Mr. C VIjaykumar, CEO and Mr. Prateek Aggarwal, CFO, HCL Technologies (HCLT) with ET Now dated 16th October 2020:
•	They signed 15 transformational deals. The momentum in the market for modernisation and digital transformation services has been great.
•	The life sciences and healthcare and retail CPG verticals grew 8% plus sequentially which is a very impressive performance. All verticals, all geographies, all service lines, and all modes had a sequential growth. So it is a very good all-round performance.
•	Some amount of recovery is due to the dip that they had in the first quarter but a lot of transition of deals that were done in the previous quarter got done extremely well which helped in ramping up revenues.
•	A lot of existing customers continue to demonstrate their faith by giving them more projects and some incremental work which all got built. The digital foundation, which is their erstwhile infrastructure services, is very strong.
•	In the second half also they have projected an overall margin growth. They have upgraded the guidance. Now 20%-21% is the full-year EBIT guidance. So in the second half, they will continue to see a good margin performance.
•	The salary increases that they are giving will create a certain impact as they get into the second half of the year. That is why overall margins in H1 were ~21% but for the full year, they are guiding it to be 20% to 21%.
•	Mode 1 has got a lot of digital foundation services that has also grown impressively. Mode 2, of course, has grown almost 7% sequentially and almost 15% plus from a year-on-year perspective.
•	This is all the new technologies including cloud solutions, application modernisation, analytics, internet of things and cybersecurity. This is good for the margin profile apart from the cost controls that are automatically in place. Due to some of the higher value services increasing as a ratio is also good from a margin perspective.
•	The Board has decided to double the dividend that they have been paying on a per quarter basis. So far they were paying Rs 2 per share per quarter and now in this quarter, the board has doubled the Rs 2 per share per quarter to now Rs 4 per share per quarter.
•	The important thing is this is not a one-time kind of a thing. It is something that they intend to continue for the quarters going forward and that is the important thing.
•	The overall pipeline is at an all-time high. Their pipeline has increased by almost 35% compared to what it was. Their booking increased by 35% compared to what it was in the last quarter. The pipeline has increased by almost 20% and it is at an all-time high.
•	However, conversion of these deals and that converting into revenue is normally a 3-6-months cycle. They have done good bookings in the last two quarters.
Consensus Estimate: (Source: market screener and investing.com websites)
The closing price of HCLT was ₹ 846/- as of 19th October 2020. It traded at 19x/ 17x/ 15x the consensus earnings estimate of ₹ 45.3/ 50.3/ 55.7 for FY21E/22E/23E respectively.
The consensus price target of HCLT is ₹ 937/- which trades at 17x the earnings estimate for FY23E of ₹ 55.7/-.
By Sharvari Joshi HCL Technologies, IT 0 Comments Read more...
Covid-19 will push a lot more customers to look at outsourcing: C Vijayakumar, HCL Technologies Chief Executive Officer (CEO)
Richa Varu Rathod2020-05-11T03:54:28+00:00
On Friday, NIFTY ended up 53 pts (+0.57%) at 9251 level.
Among the sectoral indices, PHARMA (2.13%), FMCG (1.9%) and IT (0.83%) were among the top gainers while PSU BANK (-1.9%), AUTO (-1.29%) and PVT BANK (-0.7%) were the losers. HINDUNILVR (4.3%), SUNPHARMA (+3.9%) and DRREDDY (+3.7%) were the top gainers. NTPC (-3.7%), M&M (-3.7%) and AXISBANK (-3.6%) were the top losers.
Edited excerpts of an interview with Mr C Vijayakumar, Chief Executive Officer (CEO) of HCL Technologies:
Digital transformations at global companies, expected over the next two to three years, will now hasten in crisis-mode due to the Covid-19 pandemic. Mr Vijayakumar said sectors or companies that were not looking at outsourcing will do so now to save costs.
When asked between the United States and Europe, where does he expect growth to pick up, he said that the US and Europe are not going to be very different, because in Europe, some geographies are already opening up. Around 23 states in the US have also already relaxed some guidelines and there is some hope that things will stabilize quickly, but customer behavior may not change immediately.
His views on traditional and digital services in coming fiscal years: Traditional services also have some very strong propositions, like digital workplace, engineering services. Some of the demand is intact and it is only getting accelerated. So, barring the short-term challenge, HCL Technologies will have good growth momentum. Mr. Vijaykumar thinks there could be a hit in the first quarter for sure. Industrial, auto, and aero have been impacted significantly, and non-grocery retail is also quite seriously impacted. But, almost 12% of revenue comes from Life Sciences and close to 20% of revenue comes from tech services. Both are strong verticals.
When asked about the kind of projects and wins expected after the recovery, he replied that Digital spends will (only) accelerate. Whatever transformation was expected to happen over the next two to three years, it's almost going to get done in crisis mode, because for all the businesses, digital is the most viable channel to engage. He sees acceleration in cloud adoption, digital transformation, spend on digital workplace and cybersecurity. He believes the hospitals of the future will only have operation theatres and ICUs, everything else will be done through telemedicine.
He further informed that since work from home has been implemented, the productivity is much higher. They have tools to track productivity of every individual. Currently, there is a lockdown so obviously everybody is glued on to work, but how a large-scale work from home stacks up in a non-lockdown scenario needs to be seen in future.
He stated that HCL Technologies is very open to look into the opportunities to acquire companies, products, platforms or capabilities if there are attractive assets available. They have not only been acquisitive, but have made the acquisitions work.
The closing price of HCL Technologies was ₹ 519/- as of 8–May-20. It traded at 13x/ 11.5x the consensus EPS estimate of ₹ 40.2/45.1 for FY20E/ FY21E respectively.
Consensus target price of ₹ 580/- implies a PE multiple of 13x on FY21E EPS of ₹ 45.1/-
By Richa Varu Rathod HCL Technologies Covid-19 crisis, HCL Tech, IT 0 Comments Read more...
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Ubon Royal Thai Air Force Base, Latest Air Commander Announcement, and JC Wings and Herpa News.
28/02/2019 By Richard Darling
8th TFW F-4s in revetments at Ubon, 1967
Ubon Royal Thai Air Force Base is a Royal Thai Air Force (RTAF) facility located near the city of Ubon Ratchathani, in Ubon Ratchathani Province. It is approximately 488 km (303 miles) northeast of Bangkok. The Laos border is about 60 kilometers (40 miles) directly east. The facility is also used as a civil airport.
Ubon RTAFB is the home of Wing 21 of the RTAF 2nd Air Division. The RTAF 211 Squadron Eagles fly the Northrop F-5E/F Tiger II fighter aircraft from Ubon.
Ubon RTAFB was established in the 1950s. Political considerations with regards to communist forces engaging in a civil war inside Laos and fears of the civil war spreading into Thailand led the Thai government to allow the United States to covertly use five Thai bases beginning in 1961 for the air defense of Thailand and to fly reconnaissance flights over Laos.
Under Thailand's "gentleman's agreement" with the United States, RTAF base used by the USAF were commanded by Thai officers. Thai air police controlled access to the bases, along with USAF Security Police, who assisted them in base defense using sentry dogs, observation towers, and machine gun bunkers.
The USAF forces at Ubon were under the command of the United States Pacific Air Forces (PACAF). Ubon was the location of TACAN station Channel 51 and was referenced by that identifier in voice communications during air missions.
The Army Post Office (APO) code for Ubon was "APO San Francisco 96304".
Sabre Mk32s No. 79 Squadron CAC Sabres at Ubon, 1962
On 31st May 1962 the Royal Australian Air Force (RAAF) sent a detachment of eight CAC-27 Sabre fighters to Ubon RTAFB. This detachment was designated No. 79 Squadron. The Australian facilities were known as RAAF Ubon, and were designed and constructed by No. 5 Airfield Construction Squadron.
The mission of No. 79 Squadron was to assist the Thai and Laotian governments in actions against communist insurgents during the early years of the Vietnam War. With the deployment of USAF fighters to Ubon, the unit also performed joint exercises and provided air defense for the USAF attack aircraft and bombers based at Ubon. No. 79 Squadron did not, however, fly any operations over nearby Cambodia, South Vietnam, or Laos. The unit's strength during the entire period was about 150–200 men. Sir Edmund Hillary visited the base on 25th January 1967.
With its CAC Sabres now obsolete and restricted from operating outside Thai airspace, the squadron was disbanded at the end of July 1968.
435th TFS F-104Cs over Southeast Asia, October 1966
From 1965 to 1974, the base was a front-line facility of the USAF during the Vietnam War.
In June 1965, the 15th Tactical Fighter Wing deployed its 45th Tactical Fighter Squadron the first F-4C Phantom II unit in Southeast Asia to Ubon where they flew combat missions to North Vietnam. On 10th July 1965, pilots of the 45th TFS were credited with the first air victory of the Vietnam War, downing two North Vietnamese MiG-17s. The 45th TFS was on Temporary duty assignment (TDY) from its permanent home at MacDill AFB, Florida. The 45th flew 1,000+ hours with 24 aircraft over North Vietnam in August 1965. It was replaced by the 47th Tactical Fighter Squadron, also equipped with F-4Cs which arrived in July and returned to the US on 27th November 1965.
8th Tactical Fighter Wing
The 8th Tactical Fighter Wing The Wolfpack arrived at Ubon on 8th December 1965 from George AFB, California as part of the US deployment of forces for Operation Rolling Thunder and became the host unit.
At Ubon, the 8th TFW's mission included bombardment, ground support, air defense, interdiction, and armed reconnaissance. The operational squadrons of the 8th TFW were:-
433rd Tactical Fighter Squadron 8th December 1965 – 23rd July 1974 (F-4C/D)
497th Tactical Fighter Squadron 8th December 1965 – 16th September 1974 (F-4C/D)
555th Tactical Fighter Squadron 25th February 1966 – 1st June 1968 (F-4C/D)
435th Tactical Fighter Squadron June 1967 – May 1968 (F-4D) deployed from 33d TFW Eglin AFB Florida. Transferred to 432d TFW at Udorn RTAFB.
25th Tactical Fighter Squadron 25th May 1968 – 5th July 1974 (F-4D) also from the 33d TFW replaced the 435th TFS
No. 79 Squadron RAAF which provided top-cover for USAF aircraft whilst in Thai airspace with its CAC Sabres.
Colonel Robin Olds shot down a MiG 21 interceptor with this McDonnell F-4C-21-MC Phantom II, 63-7680, at Ubon RTAFB, sometime between March and November 1967.
Operation Rolling Thunder
On 23rd April 1966, the 8th TFW scored its first MiG kills of the Vietnam War, shooting down two MiG-17 fighters. By the end of June 1966, after only six months in the theater, the wing had flown more than 10,000 combat sorties, achieving a 99% sortie rate, for which they received commendations.
In late December 1966 the 8th TFW commander Colonel Robin Olds developed a plan to lure North Vietnamese MiGs into combat and destroy them. Operation Bolo took place on 2nd January 1967 and resulted in the loss of 7 MiG-21s for no US losses.
On 10th March 1967 8th TFW F-4s took part in the first attacks on the Thái Nguyên ironworks, losing 2 F-4s to antiaircraft fire.
Beginning in late May 1967, new F-4D aircraft were delivered to Ubon, re-equipping the 555th TFS. The F-4D had improved radar-bombing capabilities and could deploy the AGM-62 Walleye television-guided bomb, but replaced the AIM-9 Sidewinder with the infra-red AIM-4 Falcon which proved to be inferior.
"Wolfpack" aviators of the 8th Tactical Fighter Wing carry their commanding officer, Colonel Robin Olds, following his return from his last combat mission (100th) over North Vietnam, on 23rd September 1967.
On 11th August 1967, the 8th, 355th and 388th Tactical Fighter Wings conducted a raid on the Paul Doumer railroad and highway bridge in Hanoi. Thirty-six strike aircraft dropped 94 tons of bombs and destroyed one span of the bridge and part of the highway.
On 8th February 1968 8th TFW F-4s attacked Phúc Yên Air Base to attempt to destroy Il-28 bombers based there, losing 2 F-4s to antiaircraft fire in the low-level attack. Further attacks took place on 10 and 14th February with no losses and negligible results on the ground. 2 MiG-17s were shot down during the 14th February attack in the last USAF aerial victories of Operation Rolling Thunder.
In May 1968, the wing was the first to use laser-guided bombs (LGBs) in combat and its Mig-Killers nickname was gradually replaced by Bridge-busters.
After North Vietnam invaded South Vietnam in March 1972 during the Easter Offensive, the 8th TFW was augmented by additional F-4 units.
McDonnell F-4 #66-0234 of the 435th Tactical Fighter Squadron with laser-guided bombs
Special operations missions
From March 1966 C-130A Project Blind Bat flareships of the 315th Air Division began operations over Laos from Ubon, increasing to 6 aircraft and 12 crews before their mission was superseded by newer systems in June 1970.
In April 1966 4 AC-47 Spooky gunships were deployed to Ubon for interdiction operations over Laos.
LORAN-equipped 8th TFW F-4Ds began the Operation Igloo White sensor-dropping mission over the Ho Chi Minh Trail in Laos from February 1968 taking over this role from the more vulnerable CH-3s and OP-2E Neptunes.
On 27th February 1968 the first prototype AC-130A Gunship II began operations from Ubon, destroying 9 trucks and 2 services areas in Laos on its first sortie. It remained at Ubon until 14th June when it was transferred to Tan Son Nhut Air Base.
With the arrival of the 16th Special Operations Squadron (SOS) in October 1968 flying 4 AC-130 Spectre gunships and with the end of Operation Rolling Thunder in November 1968, the 8th TFW's mission turned to interdiction of supplies down the Ho Chi Minh Trail. By April 1969 the 16th SOS accounted for 44 percent of all trucks destroyed in Laos while flying only 3.7 percent of the sorties.
On 5th December 1969 the first AC-130 Surprise Package aircraft equipped with improved night-vision equipment and a Bofors 40 mm gun joined the 16th SOS at Ubon and began operation on 12th December. In May 1970 5 AC-130As left Ubon for conversion to Surprise Package configuration, returning in October and commencing operations in November.
The 16th SOS also tested 2 Project Black Spot AC/NC-123s beginning in December 1969. The aircraft had a very long nose fairing that housed a forward-looking radar and two internal aluminum weapons dispensers for CBU bomblets but no side-firing guns. This weapon system proved less effective than the AC-130, and operations with it were discontinued in June 1970.
On 22nd July 1974, the 16th SOS was transferred to Korat RTAFB.
AC-130A of the 16th Special Operations Squadron, Ubon 1969
Tactical bombardment missions
The 13th Bombardment Squadron was deployed to Thailand and attached the 8th TFW from MacDill AFB, Florida on 1st October 1970 with a modified version of the Canberra medium bomber designated as the B-57G. Initially manufactured as B-57Bs in the early 1950s, the B-57G was fitted with a moving target radar as well as a low light level television system and a forward-looking infrared camera carried in a pod underneath the nose for use as night intruders over South Vietnam under a project known as Tropic Moon III.
Operations with the B-57G continued until April 1972, when they were moved to Clark Air Base in the Philippines to make room for the deployment of F-4E squadrons arriving from the United States.
The 13th BS remained but was no longer manned or equipped and was kept in a non-operational status with the 8th TFW until finally being inactivated on 24th December 1972.
Martin B-57G 53-1588 13th Bomb Squadron Ubon RTAFB, 1970
Operation Linebacker/Linebacker II
In response to the Easter Offensive, from April 1972 F-4E squadrons temporarily deployed from the US to Ubon during the Constant Guard buildup as follows:
4th Tactical Fighter Wing, Seymour Johnson AFB, North Carolina
334th Tactical Fighter Squadron 11th April 1972 – 8th July 1972; 25th September 1972 – 12th March 1973
336th Tactical Fighter Squadron 12th April 1972 – 15th September 1972; 9th March 1973 – 7th September 1973
335th Tactical Fighter Squadron 8th August 1972 – 31st December 1972
31st Tactical Fighter Wing, Homestead AFB, Florida
308th Tactical Fighter Squadron 11th December 1972 – 11th January 1973
33d Tactical Fighter Wing, Eglin AFB, Florida
58th Tactical Fighter Squadron 8th June 1973 – 14th September 1973
The 334th TFS flew its first missions of Operation Freedom Train on 14th April, followed by the 366th the following day. On 13th May 1972 8th TFW F-4s equipped with laser-guided bombs succeeded in dropping a span of the Thanh Hóa Bridge which had been unscathed despite hundreds of previous attacks.
On 10th June 1972 8th TFW F-4s successfully destroyed the 3 generators of the Lang Chi hydropower plant 70 miles (110 km) northwest of Hanoi, without damaging the dam itself.
The squadrons also participated in Operation Linebacker II in December 1972, flying primarily as chaff bombers and strike escorts. In a 21st December attack an 8th TFW laser-guided bomb aimed at the Hanoi thermal power plant lost guidance and instead destroyed a Communist Party of Vietnam office building.
A 497th TFS F-4D with a RTAF T-28, September Ubon 1972
8th TFW decorations
Presidential Unit Citation: 16th December 1966 – 2nd January 1967; 1st March 1967 – 31st March 1968; 1st January–1st April 1971.
Air Force Outstanding Unit Award with Combat "V" Device: 16th December 1965 – 15th December 1966; 1st April–30th September 1968; 1st January–31st December 1970; 1st October 1971 – 31st March 1972; 1st April–22nd October 1972; 18th December 1972 – 15th August 1973.
Air Force Outstanding Unit Award: 12th May 1963 – 21th March 1964; 1st April 1977 – 31st March 1978; 1st June 1986 – 31st May 1988.
Republic of Vietnam Gallantry Cross with Palm: 1st April 1966 – 28th January 1973.
Sapper attacks
Ubon was attacked by sappers on 3 separate occasions during the Vietnam War period:-
28th July 1969: at 1:30 a USAF Security Police dog team were wounded by 3 sappers leaving the base. At 02:00 5 explosions damaged 2 C-47s and a further 5 unexploded charges were found. 12th January 1970: at 22:30 on 11th January a Thai villager reported seeing 16 armed Vietnamese 3km and the base was put on alert. At 02:01 a Security Policeman fired on a sapper inside the base perimeter and further sappers and Security Police joined the engagement with 5 sappers being killed. 35 Satchel charges were found on the bodies.
4th June 1972: just after midnight Thai police fired on a sapper approaching the AC-130 parking area, killing him. 8 satchel charges were found on his body.
Colonel Robin Olds, USAF, in the cockpit of McDonnell F-4C-21-MC Phantom II, 63-7668, on his last flight out of Ubon-Rachitani RTAFB as Wing Commander, 8th Tactical Fighter Wing, 23 September 1967. This was his 152nd combat mission of the Vietnam War
Other tenant units
1982 Comm. Sq (AFCS) providing Air Traffic Control services for the Ubon tower, terminal radar approach area and enroute services for Bangkok Center. 1982 Comm, Sq. also maintained the AB Telcom and VOR/TACAN (VORTAC channel 51) equipment. In 1973 until 1974 the 1982nd Radio Maintenance section maintained the electronic sensor intrusion detection system on the perimeters of both the base and the bomb dump. It was also the only USAF base that ran opposite direction, single runway, air traffic; landing runway 23, departing runway 05.
Detachment 17, 10th Weather Squadron (MAC)
In mid-1965 Detachment 3, 38th Air Rescue Squadron equipped with 2 HH-43Bs deployed to Ubon to provide base search and rescue. On 1st July 1971 with the inactivation of the 38th Rescue Squadron, Detachment 3 became a detachment of the 3d Aerospace Rescue and Recovery Group. Detachment 3 was inactivated in August 1974 with the winding down of base operations.
Two A-1 Skyraiders of the 1st Special Operations Squadron were usually based at Ubon to escort combat search and rescue missions over southern Laos and Cambodia. From December 1971 a detachment of 2 HH-53s from Nakhon Phanom Royal Thai Navy Base were based at Ubon for combat search and rescue missions.
From February to October 1967 EC-121 Warning Star aircraft of the College Eye Task Force were based at Ubon. The 222nd Tactical Fighter Squadron, RTAF, performed their mission with T-28s, C-47s and UH-34 helicopters.
A-1 Skyraider Ubon Thailand 1970
1973-5 USAF withdrawal
The Paris Peace Accords were signed on 27th January 1973 by the governments of North Vietnam, South Vietnam, and the United States with the intent to establish peace in Vietnam. The accords effectively ended United States military operations in North and South Vietnam. Laos and Cambodia, however, were not signatories to the Paris agreement and remained in states of war.
The US was helping the Royal Lao Government achieve whatever advantage possible before working out a settlement with the Pathet Lao and their allies. The USAF flew 386 combat sorties over Laos during January and 1,449 in February 1973. On 17th April, the USAF flew its last mission over Laos, attacking a handful of targets requested by the Laotian government.
In Cambodia the USAF carried out a massive bombing campaign to prevent the Khmer Rouge from taking over the country.
Congressional pressure in Washington grew against these bombings, and on 30th June 1973, the United States Congress passed Public law PL 93-50 and 93-52, which cut off all funds for combat in Cambodia and all of Indochina effective 15th August 1973. Air strikes by the USAF peaked just before the deadline, as the Khmer National Armed Forces engaged a force of about 10,000 Khmer Rouge encircling Phnom Penh.
At 11:00 15th August 1973, the Congressionally-mandated cutoff went into effect, bringing combat activities over the skies of Cambodia to an end. The last of the Constant Guard F–4 augmentation forces were released in September 1973.
In mid-1974 the wing began to lose personnel, aircraft, and units. The last scheduled F–4 training flight occurred on 16 July 1974 and on 16th September the wing and most of its components moved without personnel or equipment to Kunsan Air Base, South Korea, where the wing absorbed resources of the 3d TFW that had moved without personnel or equipment to the Philippines.
On 16th September 1974 the USAF forces at Ubon were inactivated and the facility turned over to the Thai Government.
On 11th/12th April Ubon served as a staging base for 8 HH-53s of the 40th Aerospace Rescue and Recovery Squadron as they took part in Operation Eagle Pull, the evacuation of US civilians from Phnom Penh.
An F-4C of the 497th Tactical Fighter Squadron, 8th Tactical Fighter Wing, rolls out on takeoff. It is configured for the MiGCAP escort role with Sparrow air-to-air missiles under the fuselage, and Sidewinder air-to-air missiles and extra fuel tanks under the wings.
Latest Air Commander Announcement !
The F-4D was an improved "C" variant with most improvements being internal electronics and avionics. The F-4D entered operational service in April 1966 and joined the combat forces in Southeast Asia in May 1967. With the arrival of the "D" most of the "C" variant was reassigned to ground attack with the "D"s taking on the air-to-air interceptor role. In 1968 – 1969 a total of 825 "D" models were produced 793 for the USAF and 32 for the Iranian Air Force.
This aircraft served with the 435th Tactical Fighter Squadron, 8th Tactical Fighter Wing, then engaged in the Vietnam War during 1967. It was deployed to Ubon RTAFB, Thailand, from June 5th until July 2nd, 1966. It conducted air defence in Southeast Asia from October 12th to December 20th, 1965, and combat sorties from July 1966 to August 15th, 1973.
AC1010 Air Commander 1/72nd scale McDonnell F-4D Phantom II 435th Tactical Fighter Squadron, 8th Tactical Fighter Wing, USAF Udorn AB, Thailand, 1967 RRP £140.00 Flying Tigers only £109.99 Limited Edition only 800 pcs worldwide !
JC Wings Military model arrivals this week.
JC Wings Military new models have arrived at Flying Tigers this week. Pre-Ordered models and will be dispatched ASAP after arrival. There are very limited quantities left on the shelf to buy, so if you need any of these to add to your collection please be quick to place your order. Please click on the images / links below to go to the model of your choice, or CLICK HERE to see them all in the JC Wings Military section.
JCW72F104001 JC Wings 1/72nd scale F-104 Starfighter Starfighters Aerospace Aerobatic Team 2012 RRP £80.00 Flying Tigers only £67.99
JCW72A7002 JC Wings 1/72nd scale A-7E Corsair II VA-113 Stingers USS Ranger (CVA-61) 1975 RRP £80.00 Flying Tigers only £67.99
JCW72SU30006 JC Wings 1/72nd scale SU-30LL Flanker Gromov Flight Research Institute 2006 RRP £95.00 Flying Tigers only £79.99
JCW72F18005 JC Wings 1/72nd scale CF-188 Super Hornet Royal Canadian Air Force 150th Anniversary of Confederation 2017 RRP £80.00 Flying Tigers only £67.99 ( In and out of stock on arrival… more stock due in a few weeks)
JCW72SU27006 JC Wings 1/72nd scale Sukhoi SU-27UB Flanker Ukranian Air Force 2016 RRP £95.00 Flying Tigers only £79.99 ( In and out of stock on arrival… more stock due in a few weeks)
JCW72F15007 JC Wings 1/72nd scale McDonnell Douglas F-15SG Republic of Singapore Air Force 50th Anniversary 2018 RRP £95.00 Flying Tigers only £77.99
Herpa Arrival News.
The following models have all been heavily pre-ordered and Herpa have now announced the arrival dates of these models. If you haven't already ordered please get your order in quickly to avoid disappointment. Please click on the model of your choice to go straight to the model page or CLICK HERE to see all Herpa 1/72nd scale military models or CLICK HERE to see all Herpa 1/200th scale military models.
558716 Herpa Resin 1/200th scale U.S. Air Force Lockheed C-5M Super Galaxy 9th Airlift Squadron "Proud Pelicans", 436th Airlift Wing, Dover Air Base "Spirit of Old Glory" 83-1285 RRP £228.00 Flying Tigers only £194.99 (Due in U.K. March) Few more available at Herpa.
559447 Herpa 1/200th scale Royal Air Force Airbus A400M Atlas C.1 No LXX Squadron, RAF Brize Norton "RAF 100" ZM416 RRP £77.00 Flying Tigers only £69.99 (Due in the U.K June)
580380 Herpa 1/72nd scale Hellenic Air Force Lockheed Martin F-16C (Block 52) – Zeus Demo Team – 340 Mira "Fox" (Aleppou), Soúda Air Base RRP £110.00 Flying Tigers only £97.99 ( Due in U.K. May)
That is all for this week.
Thanks for reading this week's Newsletter.
Flying Tigers.
Filed Under: Flying Tigers, Newsletter Tagged With: Newsletter, Flying Tigers Newsletter, Herpa Diecast, JC Wings Military, Ubon Royal Thai Air Force Base, McDonnell F-4D Phantom II
Find Us At Sywell Aerodrome
Flying Tigers is now based at the historic Sywell Aerodrome, in Northamptonshire. We hope to welcome many of you to our new premises over the coming months. See map.
Panavia Tornado GR.4 , Corgi Aviation Archive Latest Releases and Hobbymaster New Announcements!
New 2020 Corgi Aviation Archive Catalogue Announcements , Hobbymaster Updates and New Calibre Wings Tomcat!
Nakajima Ki-84 Hayate , Hobbymaster Updates , Flying Tigers Sale and New Corgi Catalogue next Monday !
Republic of Korea Air Force , Hobbymaster New Model Announcements and Updates.
The Battle of Midway , Hobbymaster New Model Announcements and Arrivals
Airspeed Horsa , Hobbymaster and JC Wings Military updates, Airfix and Zoukei-Mura Kit News
Flying Tigers Black Friday Weekend Sale !
Douglas SBD Dauntless , Corgi and Hobbymaster new model arrivals and updated photo gallery.
Latest Model Arrivals
IF310TG0320 InFlight Thai Airways International Airbus A310-204 HS-TIA with stand £89.99 (incl VAT)
IF320NZ0220 InFlight Air New Zealand Airbus A320-232 ZK-OJD with stand £72.99 (incl VAT)
IF320SAL0818 InFlight South African Airways Airbus A320-231 ZS-SHA with stand £72.99 (incl VAT)
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ADDIS ABABA/KINSHASA (Reuters) – The African Union on Thursday called on Democratic Republic of Congo to suspend the release of the final results of its disputed presidential election due to its doubts over the provisional results.
The dispute risks further destabilizing the volatile Central African country, where previous elections have been followed by violence.
Fayulu, a former Exxon Mobil manager, says Tshisekedi, who is the president of Congo's largest opposition party, struck a deal with outgoing president Kabila to be declared winner. Tshisekedi's and Kabila's camps deny that.
Congo is the world's leading miner of cobalt, used in electric car batteries and mobile phones, and Africa's biggest copper producer. It also mines gold and diamonds.
But unrest, disorganization and corruption have left many in poverty and dissatisfied with Kabila's rule.
Domestic election monitors noted a range of voting irregularities, and the Catholic Church said official results are inconsistent with its own tallies. Three diplomats briefed on the Church's findings said they show that Fayulu won a clear victory.


Zivtech has a growing library of free developer resources to make building websites and web applications easier. We've built tools from the ground up and have contributed most of our code back to the open source community.
Our resource library includes DevOps resources like our Vagrant Development VM, tools like Probo, and developer specific topics like Drupal development and Drupal theming resources.
Lack of available talent to hire is a common refrain of business owners in our field.


Modern requirements are tool-based requirements.
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The survey features recent tool versions, tool categories, and links to product and vendor pages.
Look up the list of more than 100 tools, with a selection of particularly relevant ones.
Benefit from our vendor-agnostic extensive experience with many state-of-the-art requirements tools.
Gives you rapid requirements support at very low entry cost. Scales up to effective mid-size solutions.
One of the top-rated specialized requirements solutions. Works very well for SME and large enterprises alike.
R4J, Requiremens Management for JIRA, adds specific requirements functionality to JIRA and lifts it on the next level.
An excellent solution for integrating requirements across the entire application lifecycle, with top support for monitoring and reporting.
There are several other tools for which we can provide you with first-hand experience from evaluations and consulting projects, including: Micro Focus Caliber, IBM Rational DOORS, Polarion Requirements, VersionOne, and others.
Contact us to learn more about how to leverage the power of tool-based requirements management.


Image Title: Nantucket Distressed White Upholstered Bench Walmart Com With Design 11. Filename: nantucket-distressed-white-upholstered-bench-walmart-com-with-design-11.jpg. Image Dimension: 450 x 450 pixels. Images Format: jpg/jpeg. Publisher/Author: Hank Abernathy. Uploaded Date: Saturday - May 19th. 2018 10:22:32 AM. Category: Architecture. Image Source: housetohome.co.uk.
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text:
Q: Можно ли напрямую в функцию передать массив? Функция выдаёт случайные числа в определённом диапазоне с исключением. Исключений может быть сколько угодно.
int randint (int min, int max, int exceptions{}) { ... }

Как мне написать параметры функции, чтобы я мог вызывать функцию таким образом:
randint (0, 10, {4, 5, 6});

Мне нужна именно передача массива напрямую.

A: Возможны несколько вариантов:
int randint (int min, int max, ::std::initializer_list<int> values)

int randint (int min, int max, ::std::array<int, 3> values)

int randint (int min, int max, ::std::array_view<int> values) // аналог gsl::span

Использовать указатели для передачи массива в функцию не следует.

redpajama_set_name: RedPajamaStackExchange


text:
Home > Events > United Kingdom > Surrey > Woking > Events > Rocky Horror Live: With Special Guests
Rocky Horror Live: With Special Guests
Event Category: Events and Theatre & Cinema
Come and join Richard O'Brien and special guests, Stephen Fry, Emma Bunton and Mel Giedroyc for a guaranteed party, live in cinemas for one night only. Still the world's favourite rock 'n' roll musical 40 years on, the sensational Rocky Horror Show is hailed by critics and adored by fans around the world, and 'still has audiences rolling in the aisles' (Daily Telegraph). For this exclusive event, O'Brien returns to the cast for the first time in more than 20 years.
On the way to visit an old college professor, two clean-cut kids, Brad Majors and his fiancée Janet Weiss, run into tyre trouble and seek help at the site of a light down the road. It's coming from the Frankenstein place, where Dr Frank N. Furter is in the midst of one of his maniacal experiments.
Ready to thrill you with its frothy, fun and naughty moments, this is the boldest bash of them all, so sharpen those stilettos for the rockiest ride of your life! Get ready for a night of frolics, bursting at the seams with timeless classics including Sweet Transvestite and Dammit Janet – and join us for the largest pelvic-thrusting worldwide Time Warp ever to make Rocky history! Don't Dream It – Be It
17/09/2015 6:45 pm - 10:00 pm
Category: Events and Theatre & Cinema
Address: GU21 6GQ


The current political environment has me ping-ponging around trying to figure out how not to feel this low-level dread about the repercussions of what President Trump is trying to push onto our country. I've been listening to NPR, reading tweets and blog posts, articles. I came across a post on Running off the Reeses where she linked to an article about a women who carried a White Women Elected Trump sign at one of the the Womens' Marches.
While I agree that white women voted in greater proportion for Trump than they did for McCain or Romney in 2008 and 2012, there were things in that article that I think are not leading us to productive conclusions. She wrote about owning this fact. That, we as white women need to own that we elected Trump. I'm white and I'm a woman. But I can't own the fact that there are groups of Americans that seemed to believe in Trump's platform. This isn't a gender thing. This goes beyond gender. We have a polarized situation between large metropolitan areas and more rural, suburban areas. If you look at the map, you don't say: "Well, in California there must not have been any white women." Same goes for Massachusetts, Oregon, Illinois, etc.
It's great that she made people think, but it doesn't get us to the root of our problem: we have a divide where many of our core values are not lining up,* and we have become increasingly resistant to consider viewpoints that differ from our own.
Do these groups of people believe that banning Muslims is what is good for the country to keep us safe? Is this how they rationalize not being outraged by this latest executive order? (the alternative is that they are religious bigots and I'm trying to err on giving the benefit of the doubt here).
Do they seek out information or opinions about the other side of these actions? And I'm not talking about seeking out someone flaming the president. I have no desire to seek out an opposing opinion that is just a flame war intended to rile me up. I'm talking about civilized discourse, usually involving facts (not "alternative facts").
Is there some satisfaction with standing behind one's initial assessment as the true/righteous one vs seeking out another view point? Humans don't like to be wrong or even admit they made a mistake. I get that. But that doesn't make it a behavior to cultivate and propagate.
I think Obama alluded to this in several of his last speeches/press releases. That we need to rediscover our ability to really listen to the other side. Rediscover a passion for seeking information, on both sides.
The ability to admit that what you may have thought/felt before is no longer "right" with you is such an underrated quality. I know that our current President has a very hard time with that. The ability to put your ego on the shelf for a few minutes is a leadership quality we need. But I would hazard to say that these are things we as American citizens desperately need to cultivate. The man we elected is the personification of our recent behavior. Listening to each other and having genuine curiosity is the only way we're going to be able to find common ground and understand each other in a way that is productive.
Who knows, maybe at the end of this all we will have been forced to get to the point where we listen to each other again. I can only hope.
*that's not to say that we don't agree on basic principles of being a good human being, because I think we do.


Finding the perfect pieces of furniture to suit your interior design needs isn't always a straightforward undertaking but when you find brands that align with your design sensibilities, chances are they will be able to provide plenty of what you're looking for. With that in mind, we're sure that there will be massively impressed with the aesthetics and functionality of this excellent looking Luno Record Console.
If you're after a striking and versatile focal point piece of furniture to finish off your interior design efforts then this Luno Record Console might just be the ideal solution. A flagship offering from the Los Angeles based brand, the Luno Record Console has a distinct retro appeal visually and is crafted supremely well by American artisans.
This gloriously crafted console will add a real touch of class to any room you choose to deploy it and it boasts all manner of super cool design features that make it a real must have. The Luno Record Console isn't merely an eye-catching piece of designer furniture, it also has a mightily impressive piece of technology under the hood that will make it all the more appealing.
Built into the console is a separate 100w enclosed subwoofer and a three band tone control. Additionally, if you're wanting to stream music from your digital devices, you're in luck because you just toggle the selector switch and it can now be controlled from any Apple or Airplay compatible device in the house. Last by no means least, there is also a built in mini-bar so you really will be living out your Don Draper fantasies with this spiffing piece of designer furniture.