OpenLLM-France/wikimedia huggingface dataset:
# Canadian Criminal Law/Offences/Escape from Lawful Custody
## Legislation

   145. (1) Every one who
       (a) escapes from lawful custody, or
       (b) is, before the expiration of a term of imprisonment to which he was sentenced, at large in or out of Canada without lawful excuse, the proof of which lies on him,
   is guilty of an indictable offence and liable to imprisonment for a term not exceeding two years or is guilty of an offence punishable on summary conviction.
   – CCC

## Proof of the Offence

* location and time of incident
* identity of accused as culprit
* the accused was in lawful custody at time
* circumstances of escape
* time and date of capture

## Interpretation

To be in custody the officer must use words of arrest along with physical restraint or the accused’s submission to physical restraint. Without physical restraint of some sort, the offence cannot be made out.
* ↑ R. v. Costain, 2011 ONCJ 559
# Canadian Criminal Law/Offences/Fraudulently Obtaining Food
## Legislation

   Fraudulently obtaining food, beverage or accommodation 364. (1) Every one who fraudulently obtains food, a beverage or accommodation at any place that is in the business of providing those things is guilty of an offence punishable on summary conviction.
   Presumption (2) In proceedings under this section, evidence that the accused obtained food, a beverage or accommodation at a place that is in the business of providing those things and did not pay for it and
       (a) made a false or fictitious show or pretence of having baggage,
       (b) had any false or pretended baggage,
       (c) surreptitiously removed or attempted to remove his baggage or any material part of it,
       (d) absconded or surreptitiously left the premises,
       (e) knowingly made a false statement to obtain credit or time for payment, or
       (f) offered a worthless cheque, draft or security in payment for the food, beverage or accommodation,
   is, in the absence of any evidence to the contrary, proof of fraud.
   Definition of “cheque” (3) In this section, “cheque” includes, in addition to its ordinary meaning, a bill of exchange drawn on any institution that makes it a business practice to honour bills of exchange or any particular kind thereof drawn on it by depositors.
   R.S., 1985, c. C-46, s. 364; 1994, c. 44, s. 23.
   – CCC
# Canadian Criminal Law/Offences/Fabricating Evidence
## Legislation

   Fabricating evidence 137. Every one who, with intent to mislead, fabricates anything with intent that it shall be used as evidence in a judicial proceeding, existing or proposed, by any means other than perjury or incitement to perjury is guilty of an indictable offence and liable to imprisonment for a term not exceeding fourteen years.
   – CCC
# Canadian Criminal Law/Offences/Forceable Entry
## Legislation

   Forcible entry 72. (1) A person commits forcible entry when that person enters real property that is in the actual and peaceable possession of another in a manner that is likely to cause a breach of the peace or reasonable apprehension of a breach of the peace.
   Matters not material (1.1) For the purposes of subsection (1), it is immaterial whether or not a person is entitled to enter the real property or whether or not that person has any intention of taking possession of the real property.
   Forcible detainer (2) A person commits forcible detainer when, being in actual possession of real property without colour of right, he detains it in a manner that is likely to cause a breach of the peace or reasonable apprehension of a breach of the peace, against a person who is entitled by law to possession of it.
   Questions of law (3) The questions whether a person is in actual and peaceable possession or is in actual possession without colour of right are questions of law.
   R.S., 1985, c. C-46, s. 72; R.S., 1985, c. 27 (1st Supp.), s. 10; 1992, c. 1, s. 60(F).
   Punishment 73. Every person who commits forcible entry or forcible detainer is guilty of
       (a) an offence punishable on summary conviction; or
       (b) an indictable offence and liable to imprisonment for a term not exceeding two years.
   R.S., 1985, c. C-46, s. 73; R.S., 1985, c. 27 (1st Supp.), s. 11; 1992, c. 1, s. 58.
   – CCC

## See Also

* Canadian Criminal Law/Offences/Break and Enter
* Canadian Criminal Law/Offences/Unlawfully in a Dwelling
# Canadian Criminal Law/Offences/Fraudulent Concealment
## Legislation

   Fraudulent concealment 341. Every one who, for a fraudulent purpose, takes, obtains, removes or conceals anything is guilty of an indictable offence and liable to imprisonment for a term not exceeding two years.
   R.S., c. C-34, s. 301.
   – CCC

## See Also

* Canadian Criminal Law/Forms of Charges
# Development Cooperation Handbook/Communication Skills//Effective and Poor Listening

Effective and Poor Listening
Listening and Feeback
One of the fundamental aspects of effective communication is good listening. Listening shows that leaders value employees and their opinions. When subordinates see that their advice and opinions are taken into account they are further encouraged to share and often feel motivated to innovate and contribute in ways that they may not have otherwise.
Listening to external stakeholders is also essential. The more you understand what external stakeholders need, the better able you will be to meet their needs. The primary method for gaining understanding is listening effectively. For example, if you do not listen to the needs and or concerns of your beneficiaries in a effective market, they will look elsewhere to find a utility that will meet their needs.
Listening is crucial at every level of the organization. Everyday you may be required to listen to any number of internal (superiors, subordinates, colleagues, and labor representatives) or external stakeholders (government officials, media, stockholders, or members of the financial community) regarding Organization, its problems, concerns, new ideas, assignments and more. With this in mind, let’s look at the listening situations that impact the productivity of any organization:
| Poor Listening And Communication | Effective Listening And Communication |
| Talk, Persuade others to act, Focus on work issues, Cultivate impersonality, Assign next task, Direct message to “head”, Answer questions, Control information flow | Listen, Discern other’s needs, Focus on “big picture”, Cultivate face-to-face contact, Celebrate completed task, Direct message to whole person, Ask questions, Share information freely |
# Development Cooperation Handbook/Communication Skills/Development Cooperation Handbook/Guidelines/Guidelines for Providing Feedback

Guidelines - Development Cooperation Handbook Steps and Tools
See Listening and Feedback
# Development Cooperation Handbook/Communication Skills/Behaviors that Endanger Trust

In the same way that a leader-manager can encourage trusting relationships, s/he can also endanger trust by keeping secrets, discouraging interaction or looking for people to blame when something goes wrong.
By avoiding the behaviors listed here, you will help ensure the maintenance and enhancement of a trusting atmosphere in your unit.
DO NOT:
* Look on expressions of feelings and doubts as signs of weakness.
* Be narcisistically sarcastic of others.
* Let your subordinates feel that you expect them to “stretch the truth” a little if it will make the organization look good.
* Be secretive. Not let them be sure what’s on your mind.
* Discourage subordinates from coming to you for help.
* When something goes wrong, blow up, hit the ceiling, and look for the guilty party.
* Gossip about and disparage others on the staff when they are not present.
* Over respond to casual comments by others about your people and you.
* Take credit for others’ successes.
* Plan vendettas. Draw on subordinates for carrying these out.
* Always insist on plenty of documentation to protect yourself.
# Development Cooperation Handbook/Checklists/What to say in order to provide information about a project

This list is a component of List of things to do in order to illustrate a project/action
Step 1: Access Information on Action/ Practice
* Read Documents from the Web Site
* Contact the Representative
* Understand Action Context
Step 2: Understand Action Rationale and Objectives
* Needs Addressed by the Action
* Expected Action Impact
* Action Objectives
* Action Outputs
* Action Activities
Step 3: Identify the Stakeholders
* Direct Action Beneficiaries
* Indirect Action Beneficiaries
* Groups of People/ Institutions Having a stake in/ Affected by the Action
* Action Implementation Staff
Step 4: Compare Action Documents with Action Reality (Evaluate Action Implementation on-ground)
* Evaluate ongoing and implemented Activities
* Evaluate the quality of Action outputs
* Evaluate whether Action has achieved expected objective (General and Specific)
* Evaluate the achievement of Indicators
Step 5: Collect Testimonials (Interviews)
* Interview Stakeholders
* Evaluate Action Impact on the Stakeholder's Behaviour/ Social and Economic Well Being/ Value in Community
* Evaluate Action Impact on Target Community
Tool: Checklist of what to ask in order to obtain information about a project/action
See also: [Guidelines on identification and analysis of action stakeholders]]
This list is a component of List of things to do in order to illustrate a project/action

## Other tools
###### Templates

Tasks implementation report form
Template - Project Status Snapshot
Template - Project status summary
Template - Project Status Report

###### Checklists

What to do in order to obtain information about a project

###### Guidelines

Guideline: how to report project performance How team members can improve overall project communication
How to built the trust and provide solid support for your reports

## See also

Reporting project status
Manage Implementation of Project Execution
# Development Cooperation Handbook/Communication Skills

Communication Skills
Communication planning is indeed important; but it is not sufficient for successful communication. Specific communication skills are required in order to achieve communication objectives. (see ⇒ Cooperation and Communication) In order to achieve the communication objective and build trust, solidarity and consensus amongst colleagues, partners and external stakeholders, specific "communication skills" are required. And amongst all professional skills, these skills are perhaps the most authentically a human competence.
Although a certain amount of "craft" is an advantage, communication skills are not a technical competence, but rather an "art", based on the capacity to listen, to be open to others, to value spontaneity and creativity. It is the capacity to enable others to make informed judgments. This requires an inquisitive and dialogical spirit; a person confident in oneself and interested in nurturing the confidence in others.
Such faculties cannot be acquired by learning; they result from an authentic life of search for oneself, of service to one's community and of devotion to justice and peace. And what can make a speech charismatic or an article inspiring cannot be listed out as the ingredient for cooking a cake.
However, we still tried to collected and share, in this handbook, the memo lists of those that have tried to improve their communication skills. These lists could be consulted as a sort of "checklist" to review one's stand and approach in communication.

## Subsections of this chapter

* Listening and Feedback
* Addressing misunderstanding
* Asking questions
* Do not be judgmental, lest…
* Encouraging Openness
* Communicating Credibility
* Building a Climate of Trust
* Behaviors that Endanger Trust
* Factors that may block the flow of information
* How to present an idea
* Guidelines to Project Managers on Effective Writing

## See also

⇒ Sharing knowledge and resources
The Vrinda Project
Communication Management
Knowledge Management
# Development Cooperation Handbook/Communication Skills//Becoming a Better Listener

there are several concrete guidelines that a manager/leader can follow to become a better listener. First, there are several things you can do in general to help you be better prepared to listen in general:
Keep your mind open: This is easier in theory than in practice. Most of us enter an interaction with the intention to carefully attend to what is being said to us. However, when we hear something—either positive or negative—that is particularly meaningful, we often shut down or allow our minds to wander. Furthermore, we often close something off because what we are hearing contradicts our own opinions, beliefs or feelings, which decreases our efficiency as communicators. Be willing to hear things with which you don’t think you will agree.
Beware of the emotional power of words: Certain words can easily arouse our emotions to a point where we react to the word and don’t hear what is being said. Words like “effective market”, “downsizing,” and “demotion” can evoke anxiety or anger, causing us to tune out the message. Train yourself to react not to words, but to messages as a whole.
Preparing: Review the subject at hand and the language of that subject. Pay attention to the barriers you have going into the interaction (your predisposed opinions about the subject, person, or context).
Listen for ideas: Focus on the central idea and the speaker’s intent. Keep track of key words and continually review the main ideas. Discriminate between fact and inference, idea and example, evidence and argument. In other words, wade through the minutia.
Work at listening: Listening is hard work. Concentrate. Listen between the lines by paying attention to how things are said such as voice inflection, rate of speech and nonverbal cues. Take notes; jot down key ideas and patterns of ideas. (Warning: note taking can indicate interest, but must be balanced with nonverbal cues to indicate that you are really listening).
Provide Feedback: When it is your turn to speak, summarize and restate the speaker’s main ideas without parroting what is being said. Also, don’t hesitate to ask questions to clarify what is being said, to amplify what is being said, to probe and to direct the discussion.
# Development Cooperation Handbook/Communication Skills/Building a Climate of Trust

Trust is crucial to team work. and is central to the organisational/communication climate; first duty of a manager/leader is to be trustworthy and first objective is to be trusted.
If trust deteriorates, so too will the positive climate you have worked to create leading to hoarding of information, distortion of messages, deception, low morale, suspiciousness and close-mindedness.
Trust is so important that without it none of the other leadership skills can be put to work. No one wants to follow someone they don’t trust.
These are actions that will help you in generating trust into your counterparts:
* Express your doubts, concerns and feelings in an open, natural way. Encourage your subordinates to do so also.
* When subordinates are willing to express their doubts, concerns and feelings, accept them thoroughly.
* Set honesty as one standard that will not be compromised. Demand it from yourself and from your staff.
* Be clear in your expectations when assigning work or eliciting opinions. Explain your reasons, wherever possible, behind requests and directions.
* Encourage subordinates to look to you as a possible resource in accomplishing results, but develop and reinforce independence.
* When something goes wrong, determine what happened, not “who did it.”
* Encourage active support and participation in corrective measures from those involved.
* Share credit for successes; assume the bulk of the responsibility for criticism of your unit.
# Diplomacy/Links

Several sites devoted to the hobby exist. Among these are:
* http://www.diplomacy-archive.co/
* https://www.diplomacyworld.net/
* http://ukdp.diplomatic-pouch.com/pouch/
* http://www.variantbank.org/
* http://www.webdiplomacy.com
# Diplomacy/Middle Game Strategies
## Definition of the Middlegame in Diplomacy

As in chess, the middlegame in Diplomacy is difficult to define. Some define it as the elimination of the first power, others as the elimination of the second. A less strict, but fuller definition of middlegame in Diplomacy is the point at which a power completes its first set of objectives and moves on to its second.

## Middle Game Strategies

The middle game usually starts around 1903-1905 and ends 1910-1914. During this time, the large power blocks formed at the beginning of the game will either disintegrate, or continue on to a second set of objectives. Common examples of this are France and Germany dismantling England, then France turning to attack Italy and the Mediterranean, while Germany drives toward Russia. An alliance between Russia and Italy starts with the two splitting Austria, then moving on Turkey.
The middlegame is an important time to determine where your country is going to find the eighteen centers required for victory. This is especially important for the corner powers, England and Turkey, and to a lesser extent, France. If getting WAR, MOS, or MUN looks unlikely, England will sometimes try to capture TUN from Italy in the middlegame to make 18.
Entertaining stabs occur in the middlegame, as first-turn stabs are usually unnoticed except by the two parties involved. Endgame stabs, where one long-time ally will capture centers from another in order to win the game outright, are also uncommon. A middlegame stab occurs when one ally grabs centers from another, often in a bid to capture a solo victory. The result is usually a race between the stabber and the rest of the board to try and establish a stalemate before the stabber can take the 18th center.
# Diplomacy/Negotiation
## Negotiation

Negotiation is the most important aspect of Diplomacy, but is the hardest to master. Great negotiation skill comes from experience.
Before opening negotiations, be sure to have a plan for yourself, as well as a plan for the power or powers with whom you are negotiating. Without a plan, negotiation does nothing except damage your reputation when you are unable to live up to the promises you made.
Negotiation is divided into these categories:

### 1. Attack a power

Attacking any power requires assistance. Show the advantages, and make sure that you divide pretty equally between the country's supply centers. It's pretty safe to be generous with another power's supply centers. However, be generous to a degree - be too generous, and you soon will see yourself as everyone's ally, creating suspicion.

### 2. Non-aggression pact

If two powers have an unhelpful stalemate line, they can sign a non-aggression pact to clear that stalemate line or not to attack each other when either has an enemy to deal with. Beware though, somebody can still stab you seeing that you are empty.

### 3. Prevent certain alliances

If playing Turkey, the last thing that it needs is a strong Austro-Russian alliance, as it could crush Turkey's chance. If playing Austria, you should do everything to stop at least two countries to attack you in the first few years. As England, a Franco-German alliance would be disaster. This way, preventing certain alliances is necessary to live - even alliances on the other side of the board can hurt later in the game. A common method is to create distrust between two countries that seem to have an alliance. If Austria wants to break the alliance between Russia and Turkey, then Austria could tell Russia what Turkey might do to stab Russia, and vice versa. After enough of this, Turkey and Russia will not be so willing to help each other, which will be better for Austria.

### 4. Prepare for a stab

If you have a very loyal ally, you can negotiate so he completely empties of units the supply centers closest to your territory, while you prepare to take them. This means that a short time span you can take his supply centers and cripple him before he can react.
Furthermore, try to make it so your stab has immediate results. You should be able to take at least a supply center or two in the next fall. Unless he is much stronger then you are, this gives you the advantage over him, and means you might be able to avoid a counter-attack.
# Diplomacy/General Tactics
## General Tactics

1) One Front: In general, a power should limit itself to one offensive front in the early to mid game. A two front war usually leads to a power's early demise as its forces become stretched too thin. The dispersion of armies makes it easy for countries fighting on their home territory, close to reinforcements, to repel and even invade the attacking power. In addition, a vacated homeland is an easy invitation to a stab.
2) Garrison: It is advisable for a power to leave a small garrison to defend its home command centers. These units serve two purposes. Firstly, they prevent a sneak attack on a power's home command centers. Secondly, they discourage an ally from making a stab. An ally will usually stab if they feel that they will make easy gains. The best way to prevent a stab is to make it more costly to attack your command centers than an enemy's. However, there is a delicate balance to be kept. One must balance one's offensive and defensive needs. The garrison must be large enough to prevent a stab or sneak attack but small enough to allow a strong attack.
3) Alliances: One must always have at least one alliance in the early and mid game. No country can win on its own and no country can repel a combined attack on its own. In addition, the two theatres which the early game breaks into are made up of three countries each with Italy as a wild card. An alliance with one power, if genuine, can tip the balance of power in that theatre in your favor. An alliance is especially important if a stab is being planned. Most likely, the stab will not wipe out the victim and one will be left with a very angry power that wants nothing more than to destroy the power that stabbed them. An alliance with another power can reinforce the power of the stab, if properly timed, and help to defend against the victim.
4) Secrecy: In general, share as little information with the other powers as possible. In Diplomacy, information is worth as much as armies. As such, however, information can be worth a lot on the bargaining table, and it can be worth it to disclose plans if it can get you other benefits. Be careful, however, about what you disclose.