Audit of Personnel Security
Vetted Report
This report has been reviewed in consideration of the Access to Information Act and Privacy Acts. The asterisks [***] appear where information has been removed; published information is UNCLASSIFIED.
Management's response to the audit
2. Objective, scope, methodology statement of conformance
2.1 Objective
2.4 Statement of conformance
3. Audit findings
3.1 Program activities since 2011
3.2 Potential process efficiencies
5. Recommendations
Appendix A – Audit objective and criteria
Appendix B – Screening process overview
Appendix C – File review detailed results
DDSM
Directive on Departmental Security Management
Departmental Security Branch
Departmental Security Officer
Departmental Security Plan
Departmental Security Section
Full-Time Equivalent
NARMS
National Administrative Records Management System
NHQ
Policy on Government Security
RBAP
Risk-Based Audit Plan
RCMP Reliability Status
RCMP Security Manual
Senior Executive Committee
Specialized Policing Services
Security Screening Standard
Treasury Board Secretariat
As Canada's national police force, the RCMP is responsible for ensuring the integrity of its nearly 30,000 employees, 25,000 contractors and more than 17,000 volunteers in over 700 communities across Canada. This is accomplished by ensuring that these individuals are appropriately security screened prior to their association with the Force, and through periodic security screening updates thereafter.
In recent years, the Departmental Security Program has experienced challenges in meeting service level expectations as a result of funding pressures combined with increasing demand as a result of the implementation of Shared Services Canada, the new Parliamentary Protective Service and the National Recruiting Initiative to increase Regular Member recruiting. In an effort to enhance the efficiency of the security screening program and ensure operational requirements are met, DSB has identified and implemented a number of process modifications and is currently investigating others.
The 2011 Audit of Personnel Security found that the personnel security screening process within the RCMP was not sufficiently rigorous. It also found that the reporting structure in place at that time coupled with the lack of monitoring and oversight of the process made it difficult to assess whether the overall process was meeting its intended objectives. ***
The current audit found that while progress has been made on certain issues such as: enhancing the rigour of the process; defining and communication risk tolerances; and implementing a number of process efficiencies, risks and gaps continue to exist. *** Improvements in these areas are necessary to further facilitate improvements to the effective and efficient delivery of the security screening program.
The audit found that there were a number of challenges with respect to the ***. DSB is aware of these challenges and is taking measures to improve the capture of performance information. Notwithstanding the challenges relating to the ***, through our file review and analysis of available program information we were able to identify a number of potential opportunities and mechanisms that could improve the efficiency of the process.
The management response included in this report demonstrates the commitment from senior management to address the audit findings and recommendations. A detailed management action plan is currently being developed. Once approved, RCMP Internal Audit will monitor the implementation of the management action plan and undertake a follow-up audit if warranted.
Specialized Policing Services (SPS) agrees with the recommendations of the Audit of Personnel Security. *** Maximizing efficiencies and standardizing processes as well as implementing a national framework for oversight and performance measurement are also seen as key components for successful program delivery.
To that end, and prior to the completion of the audit, SPS has undertaken significant steps to address program oversight, with particular emphasis on standardizing processes to improve national governance. SPS, however, acknowledges there is still much work to be done. Many of the components identified in the audit are well known and were prioritized in the RCMP Departmental Security Plan (DSP) for 2015-2018, which SPS started implementing along with the information technology (IT) required to support them. Additionally, SPS will continue working with key stakeholders and the Senior Executive Committee to further define program costing and implement a funding model commensurate with organizational priorities, risk tolerance and capacity.
SPS will carry on taking action on the recommendations over the next two fiscal years, as indicated in the DSP. A detailed management action plan which addresses the report recommendations will be developed for review by the Departmental Audit Committee prior to the next Committee meeting.
Deputy Commissioner Peter Henschel
The security screening process for the RCMP is governed by the requirements prescribed in the Treasury Board Policy on Government Security (PGS), the Directive on Departmental Security Management (DDSM), and as of October 20, 2014 the Treasury Board Standard on Security Screening (the standard) which replaced the Personnel Security Standard which had been in effect since June 9, 1994. The new standard introduced enhanced security screening activities for departments and organizations that are involved in or directly support security and intelligence functions. Appendix B to the standard, Security Screening Model and Criteria, breaks down the standard and enhanced screening activities introducing open source inquires for all enhanced security clearances and polygraph examinations for enhanced Top Secret clearances. The new standard included a 36 month implementation period, meaning departments and organizations do not have to be fully compliant until October 2017. The RCMP has further communicated throughout the force the internal security screening policy and procedures in the RCMP Security Manual (security manual).
The standard describes security screening as being at the core of the Policy on Government Security and as a fundamental practice that establishes and maintains a foundation of trust within government, between government and Canadians, and between Canada and other countries.
The PGS assigns accountability for the effective implementation and governance of security and identity management within the RCMP to the Commissioner as deputy head. It requires that the Commissioner appoint a departmental security officer (DSO) to be functionally responsible for the management of the departmental security program. Within the RCMP the Director General of the Departmental Security Branch (DSB) holds this appointment.
The DDSM's objective is to achieve efficient, effective and accountable management of security within departments. It holds that Departmental security activities must be centrally coordinated and systematically woven into day-to-day operations to ensure that individuals, information, assets and services are safeguarded. The DDSM defines the roles and responsibilities of departmental employees who support deputy heads in the management of departmental security.
The RCMP's Personnel Security Program ensures the reliability and security of individuals accessing its information systems, data and physical assets. This is achieved through the RCMP security screening process, which supports the issuance, denial, suspension or revocation of a RCMP Reliability Status (RRS) and, if required by the position, a Secret or Top Secret security clearance.
The RCMP's security screening is delivered and supported across Canada by DSB and through four (4) Departmental Security Sections (DSSs) located in Vancouver, Regina, Halifax and Ottawa. The security screening process involves multiple steps such as conducting education and employment verification, credit checks, criminal record checks, interviews and field investigations. When a RRS or security clearance expires, an update is required to extend its validity. An overview of the process is provided in Appendix B.
In 2014, DSB reported that the backlog of security clearance updates continued to grow and that time delays associated with obtaining clearances for new hires, secondments and contingent workers (contractors) was creating significant pressures for hiring managers across the RCMP. These time delays: impact operations and partnership development; may result in the lapse of funding related to contracts; could incur penalties to the RCMP for not respecting contracting terms and conditions; and could lead to qualified potential employees accepting employment outside the Force.
In a 2015 business case entitled "Transforming the National Departmental Security Program", DSB reported that average times to complete a reliability screening varied significantly by Division with the range being 17 to 52 weeks. This is in contrast to DSB's stated desired service standard of 8 to 10 weeks. In the business case, DSB reported that personnel security screening is under significant pressure as a result of increasing volumes due to consolidation of Government of Canada services including information technology (IT) and pay and increased recruitment of RCMP Regular Members from 320 to 960 cadets per year, since 2014; and due to a greater focus on security in response to modern threats.
In 2011, RCMP Internal Audit conducted an audit of Personnel Security. The results indicated that the rigour of the personnel security process needed improvement; there was insufficient oversight and monitoring over the screening process; and that Senior Executives' risk tolerances had not been sufficiently communicated or understood.
In April 2014, the Commissioner approved an audit of Personnel Security as part of the 2014-17 Risk-Based Audit Plan (RBAP). The RBAP indicated that the engagement was also to include follow-up work to assess the implementation of the Management Action Plan developed in response to the recommendations made in the 2011 Audit of Personnel Security.
2. Objective, scope, methodology and statement of conformance
The objective of this audit engagement was to assess the efficiency and effectiveness of the processes for providing personnel security screening to ensure they are: consistent with the Policy on Government Security and Security Screening Standard; streamlined; and timely.
The engagement examined the personnel security screening processes and activities for Regular Members (RM), Civilian Members, Public Servants, and Contractors at Headquarters and at regional Departmental Security Sections (DSSs). The engagement included an independent review of the security screening processes, including the process reviews and process mapping exercises that have been undertaken by the Departmental Security Branch, with a view to identifying opportunities and mechanisms to further improve efficiency without unduly increasing risk to the Force and while ensuring compliance with the Policy on Government Security and the Security Screening Standard.
The engagement also included sufficient work to assess and report on the current status of the Management Action Plan associated with the 2011 Personnel Security Audit.
Planning for the audit was completed in July 2015. In this phase, the audit team conducted interviews, process walkthroughs and examined relevant policies, directives, procedures and results of previous reviews.
Sources used to develop audit criteria include Treasury Board and RCMP policies. The audit objective and criteria are available in Appendix A.
The examination phase, which concluded in March 2016, employed various auditing techniques including: interviews, documentation reviews, analysis, physical observation and file reviews. Site visits were conducted at all four Departmental Security Sections and at the Departmental Security Branch. Upon completion of the examination phase, the audit team held meetings to validate findings with personnel and debriefed senior management of the relevant findings.
The audit engagement conforms with the Internal Auditing Standards for the Government of Canada, as supported by the results of the quality assurance and improvement program.
The 2011 Audit of Personnel Security found that the personnel security screening process within the RCMP ***. It also found that the reporting structure in place at that time coupled with the lack of monitoring and oversight of the process made it difficult to assess whether the overall process was meeting its intended objectives. ***
Management accepted the audit findings and recommendations and committed to conducting a review to improve the rigour of the security screening process. This review was to include consultations to identify an appropriate reporting structure. With respect to risk tolerances, management committed to defining and communicating its risk tolerances through the RCMP's Senior Executive Committee. ***
Accordingly, we expected that this audit would find that improvements had been made to improve the overall rigour and efficiency of the security screening process. Specifically, we expected that:
Security files would be compliant with both the requirements of the standard and the security manual;
Risks to the program would be appropriately managed, and management's risk tolerances would be communicated and understood throughout the organization;
An appropriate reporting structure would have been identified and implemented;
Financial information on the costs of the program would be available and would inform resource allocation decisions;
Performance of the program would be measured and monitored; enabling program enhancements where appropriate; and
The results of the improved governance framework would enable the streamlining of the program across the organization with identified efficiencies shared and incorporated into program policies and procedures.
Through our audit work, which included interviews, documentation reviews, analysis, physical observation and file reviews we found that since the 2011 audit, while a number of process enhancements have been made risks and gaps continue to exist, notably the availability of reliable performance and resource information. In addition, based on our analysis and file review, we also found that additional opportunities exist to enhance the effectiveness and efficiency of the process.
The Policy on Government Security (PGS) and the Standard on Security Screening (the standard) require that: governance structures, mechanisms and resources are in place to ensure effective and efficient management of security at both a departmental and government-wide level; and that security screening services are effective and efficient, and meet the needs of departments and agencies, and of the Government of Canada as a whole.
The Departmental Security Program has experienced challenges in meeting service level expectations as a result of funding pressures combined with increasing demand as a result of the implementation of Shared Services Canada, the new Parliamentary Protective Service and the National Recruiting Initiative to increase RM recruiting. DSB reported in a 2015 business case that average times to complete a reliability screening varied significantly by Division with the range being 17 to 52 weeks. As reported by DSB and the four DSSs, the total demand for security clearances has increased from approximately 21,000 in 2013 to 25,121 in 2014. Volume in 2015 was consistent with 2014, with 25,258 clearances being requestedFootnote 1. During this period, resources allocated to the security screening program have reportedly remained consistent with respect to indeterminate full-time equivalents (FTE) - approximately 125 for both 2014 and 2015. However, taking into account the use of overtime, casual, and term employees, total resources allocated to the program have reportedly increased from approximately 172 FTE in 2014 to 189 FTE in 2015 (Figure 1)Footnote 2.
Improvements have been made to the program since the 2011 audit
DSB has made progress on certain issues identified by IAER's 2011 Audit of Personnel Security. In addition to enhancing the rigour in the screening process and defining and communicating risk tolerances through RCMP's Senior Executive Committee, DSB has identified and implemented a number of process efficiencies.
Rigour of screening process – compliance to policy requirements
The detailed security screening requirements and procedures to be followed within the RCMP align with the requirements of the Policy on Government Security (PGS) and the Standard on Security Screening (the standard) and are contained in the RCMP Security Manual (security manual).
We found that DSS personnel at all levels were aware of the requirements of the standard and security manual and many of the tools used locally, such as checklists, were intended to ensure compliance with the standard and security manual.
*** DSSs, as part of the audit's file review testing, a sample of 243 files for various types of clearances was *** compliant with both the requirements of the standard and the security manual, with all the required procedures having been completed. This represents a significant improvement from the findings of the 2011 audit relating to process compliance.
As previously mentioned, the Treasury Board Standard on Security Screening has introduced enhanced security screening requirements regarding the use of open source inquiries and polygraphs, that will become effective in October 2017. ***
Departmental Security Plan and Definition and Communication of Risk Tolerances
The PGS and DDSM outline the requirement for departments to conduct a continuous assessment of security risks, threats and vulnerabilities and to implement appropriate internal controls to ensure continuous adaptation to the changing needs of the department and the operating environment. The 2011 audit recommended that Senior Executives' risk tolerance levels should be defined and communicated to ensure clear understanding and consistent application throughout the program.
In July 2015, the Commissioner approved the RCMP's first 3-year Departmental Security Plan (DSP). The plan describes security governance within the RCMP and also defines the roles and responsibilities for the Commissioner, DSO, and Departmental Security Sections (DSSs) among others. The DSP, which aligns with the requirements in the TB policies, assigns the DSO with the functional authority over the Departmental Security Program. Specifically included as part of the DSO's responsibilities is the implementation of security controls and processes for the systematic management of security risks to the Department and any activities necessary to achieve the objectives and priorities of the DSP.
We found that DSB conducted a thorough assessment of security risks facing the RCMP (including risks specific to the security screening program) as part of developing the recent DSP. DSB is using the results of this assessment to guide its priorities for the next three years acknowledging that the risks will continue to evolve.
As an additional activity relating to the 2011 recommendation, DSB consulted both externally and internally to identify security risk categories and developed a decision-making tool entitled RCMP Security Risk Categories: Indicators, Mitigating Factors & Tolerances. This tool is intended as a decision making guide for personnel security analysts, investigators, risk managers and adjudicators, to ensure consistent application of risk factors in the issuance and renewal of RCMP Reliability Status and security clearances. The risk indicators, mitigating factors and organizational risk tolerances within the document are the result of extensive research and consultations with national and international partner organizations and analysis of over one thousand clearance files with adverse information.
As of April 2016, the guide was still in draft form and was only approved as a tool to be used for RM security clearances. Notwithstanding the fact that judgement will always be a factor in making security clearance decisions, once the guide has been fully approved and disseminated more broadly, DSB expects it to provide a clearer understanding of senior management's risk tolerance and provide sufficient guidance to enable the DSSs to assess risk in a more consistent manner.
Efficiencies Identified and Implemented by DSB
In its assessment of activities that could be risk-managed in an effort to enhance the efficiency of the security screening program, DSB has identified and implemented process modifications relating to: risk-managed appointments, security level reductions, and other process efficiencies.
The standard states that in all cases, individuals must be officially granted the required reliability status, secret security clearance, top secret security clearance, site access status or site access clearance before they are assigned duties or assigned to a position, and/or before they are granted access to sensitive information, assets or facilities.
DSB interim measures to increase process efficiency
In June 2014, based on recommendations from DSB, the RCMP's Senior Executive Committee approved a number of interim measures in an effort to alleviate pressures on the security screening process and to address the increased wait times for non-RM security screening requests. The objective of the interim measures was to standardize and streamline screening requirements for specific cases and thereby reduce screening processing time pending the implementation of a longer-term strategy for departmental security. Some of these measures included:
Reducing the number of Top Secret positions;
Rationalizing screening requirements for short-term contractors;
Expediting reactivations, granting temporary access; and
Expediting and risk managing secondments;
Personnel security managers commented that while the intent of interim measures is to reduce turnaround times, to a large degree, their impact on efficiency cannot be demonstrated as mechanisms were not put in place to track the use of interim measures.
Opportunities exist to improve the effectiveness of the RCMP's security screening program
While progress has been made since the 2011 audit in enhancing the security screening program, risks and gaps remain relating to functional authority and organization structure, oversight and monitoring and performance measurement practices. Enhancements in these areas are necessary to further facilitate improvements to the effective and efficient delivery of the security screening program.
Functional Authority and Organizational Structure
As previously mentioned, the RCMP's DSP identifies the implementation of security controls and processes for the systematic management of security risks as part of the DSO's responsibilities. As part of our examination we found that the DSO has encountered obstacles in carrying out these roles and responsibilities as a result of ***.
One of the issues raised during the current audit was that, in some cases, the DSO's ability to manage the program has been challenged by the fact that personnel security screening is delivered through four Departmental Security Sections (DSS) located in Vancouver, Regina, Ottawa, and Halifax. While the DSS's report functionally to the DSO for all security related matters, they report administratively, on a day-to-day basis, to local Divisional Management, which also provides the majority of the DSS's funding.
In the 2011 audit, this ***.
Through our site visit interviews we determined that there is ***: establish program priorities; reallocate resources; implement standards and processes; and establish performance expectations for the DSSs despite the fact that policy assigns functional authority to the DSO.
While some initiatives have been undertaken to address governance issues, as of April 2016, ***. Clearly defining and communicating the DSO's authority to influence resource allocation and set program priorities would enable more effective management of the program.
Financial Information and Resource Allocation
The current funding model for the personnel security screening program is complex and information regarding the full costs of the program is limited. The program is not centrally funded; rather, DSSs receive the majority of their funding from the Division in which they are located. In some cases, DSSs have obtained additional funding from the Divisions they serve (but are not located in) or from DSB to address national priorities such as screenings for the recruitment of Regular Members. In a 2015 business case, DSB reported that nationally, approximately 14% of FTEs in the security program are funded by incremental or temporary funding. This has created staffing challenges and a reliance on term and/or casual employees. Some DSSs have entered into financial arrangements with client groups to have the client temporarily fund positions within the DSS which are then dedicated to working on security screenings for that client group. Although this may address immediate requirements, it results in ongoing personnel turnover and significant effort to obtain and train temporary employees, who may seek other more permanent positions when opportunities present themselves.
*** covering the costs of the field investigation portion of the security screening process were observed. ***. Resources allocated to the security screening program have reportedly remained consistent with respect to indeterminate full-time equivalents (FTE) - approximately 125 for both 2014 and 2015. However, taking into account the use of overtime, casual, and term employees, total resources allocated to the program have reportedly increased from approximately 172 FTE in 2014 to 189 FTE in 2015 (Figure 1).
Figure 1 - FTEs Allocated to Personnel Security Function Nationally 2014 – 2015Footnote 3 (Source: DSB & DSS)
(bracketed figures take into account indeterminate employees plus the use of overtime, casual, and term employees)
DSB Unit
Atlantic Unit
Central Unit
Northwest Unit
Pacific Unit
2014 4.25 (23.85) 11.85 (12.56) 37.27 (48.91) 27.45 (36.88) 43.97 (49.79) 124.79 (171.99) ---
2015 5 (31.83) 10.75 (12.42) 38.91 (41.12) 25.27 (48.58) 45.09 (54.57) 125.02 (188.52) < 1% (9.6%)
*** along with ad hoc arrangements for securing funds from client groups, reduce the accuracy and completeness of costing information. Without complete and accurate costing information and a secure source of funding, it is difficult for the program to confirm resource requirements or to strategically reallocate funds within the program to address increased demand or new requirements such as the open sources inquiries and polygraph examination introduced in the October 2014 Standard on Security Screening. There is also a risk that opportunities for efficiencies may be lost, as the DSO does not have sufficient information to propose strategic resource reallocation decisions.
Enhanced, complete information regarding program costs would allow for more informed resource allocation, and would aid in determining long-term funding requirements.
Monitoring and Performance Measurement
The TB PGS requires deputy heads to ensure that periodic reviews are conducted to assess the effectiveness of the security screening program. The DDSM assigns to the DSO the responsibilities of measuring performance on an ongoing basis to ensure that residual risk levels are acceptable. In addition, the standard requires the DSO to monitor compliance with the standard and the effectiveness of security procedures and practices.
***. In response to the audit findings, management committed to establishing national performance measures and ongoing monitoring of national processing times.
We found that at the completion of our examination phase the policy centre had not defined specific performance information requirements and DSSs were not required to capture and report such information. ***.
During our site visits in our examination phase, we attempted to obtain performance information from the individual DSSs; however, we found that DSSs capture performance measures differently and for their own purposes. ***. For example not all DSSs have an intake function which records the receipt of new requests for a clearance which can also conduct an initial review of applications for completeness. Further one DSS divided security screening requests by client groups while another distributed security screening requests to security screening analysts by employee category. ***.
Departmental Security management has acknowledged the continuing gap in this area and as a recent enhancement to the program, during the reporting phase of this audit the DSB policy centre defined and communicated performance information requirements to the four DSSs. In addition, the policy centre has commenced developing national performance standards and tracking key performance indicators (KPIs) for each component of the departmental security program, including the Departmental Personnel Security Screening program as part of the recently approved DSP.
As a longer term solution, we were informed by DSB that the RCMP Chief Information Officer (CIO) has identified MS Dynamics as the platform for all replacement case management systems. The CIO Branch is currently piloting MS Dynamics within the RCMP ***. DSB has considered alternative interim solutions; however, NARMS is the only interim case management system supported by the CIO.
A robust performance reporting framework would better enable management at DSB and the DSSs to set standards, monitor performance, establish service standards, identify opportunities for efficiencies, and make appropriate resource allocation decisions.
In addition to assessing compliance with the PGS and the standard, an element of the audit objective was to identify potential opportunities and mechanisms to further improve process efficiency without unduly increasing risk to the RCMP. In order to enable a meaningful detailed analysis of the process, we had expected to find the processes and practices amongst DSSs to be consistent and that reliable performance measurement data, including files with sufficient detail to allow for the clear identification of both processing times associated with each step in the screening process and bottlenecks as well as backlog information would be available. As mentioned in the previous section, ***. DSB is aware of these challenges and is taking measures to improve the capture of performance information.
Potential opportunities exist to implement further efficiencies within the security screening process.
Notwithstanding the challenges relating to the reliability and availability of performance data, through our file review and analysis of available program information we were able to identify a number of potential opportunities and mechanisms that could improve the efficiency of the process.
Security Interview
The results of our file reviewFootnote 4 identified on average, Atlantic DSS had quicker processing times for all security clearance types compared with the other three DSS (Appendix C). A key explanation for this as provided by Program staff, was that the field investigations and security interviews in Atlantic are coordinated by the hiring manager prior to sending the file to the DSS, while in the other DSSs the coordination and conduct of field investigations and the security interview are done by security screening program staff as part of the security screening process. With quicker security screening processing times, Atlantic DSS has a reported higher file completion rate per FTE resource compared with the other three DSSs (Figure 2).
For the most part, overall processing times for the Central, Northwest, and Pacific DSSs include time for the conduct of the security interview as well as the queue time waiting for the interview as well as the administration of the interview results, which we were informed by Program staff can be significant.
Figure 2 - Total Security Clearances Completed (Source: DSB & DSS)
Atlantic DSS
Central DSS
Northwest DSS
Pacific DSS
2014 4,110 3,861 5,962 6,497 20,430 ---
2015 5,126 5,002 6,073 8,196 24,397 19.40%
The use of the interview as part of the security screening process plays an important part in assessing and corroborating information provided by an applicant. While important, the use of the interview itself is not a mandatory requirement by the standard. The standard requires that a "security questionnaire and/or security interview" be conducted. ***.
In light of a relatively low denial rate, in an effort to improve the efficiency of the security screening process, the RCMP could consider a risk based approach with respect to whether conducting a security interview is necessary i.e. when adverse information is identified during other security screening activities. ***.
Risk Investigations
Another area that was identified by Program staff as being an internal queue or bottleneck is risk investigations. In the majority of cases when adverse information is uncovered during security screening activities the file is referred to a DSS's Risk Unit for a risk investigation. A risk investigation can involve additional interviews, further law enforcement records checks, and consideration by DSB for the ultimate adjudication of the clearance request which could result in a denial, suspension, or revocation.
***. There is an opportunity within this DSS to enhance process efficiency by moving away from the practice of referring all of its RM recruit files to its risk unit.
Employment and Character Reference Checks
Elements of the field investigation of the security screening process has been identified by Program staff as an internal bottleneck. Through our interviews with Program staff, we've identified that the method of assessing an applicant's employee and character references is not delivered uniformly across the DSSs. We were informed by Program staff that one DSS conducts employment and character reference interviews in-person; this involves local travel and may involve travel outside the geographical area where the field investigator is located. ***. The practice of conducting employment and character references in-person appears to be overly risk averse in relation to overall denial rate. ***.
Law Enforcement Records Checks
The RCMP currently checks up to *** data bases as part of its security screening process. Analysts need to input tombstone information into each of the data bases separately for both the employee and in some cases family and associates, resulting in a somewhat labour intensive and time consuming process.
***. The audit team learned that various proposals have been put forward by DSS employees to reduce the number of data base checks that are conducted for each file, but none have been approved or implemented. DSB is considering the use two database inquiry tools, ***, to increase the timeliness of processing security clearance updates. If these tools are successful in addressing the update backlog, DSB could consider extending the use of these tools for all new and upgrade security clearances. Using a risk-based approach for all security files, DSB could use these two databases inquiry tools and then would only conduct the full spectrum of law enforcement checks if the initial checks through *** identified areas of risk.
Increasing the transferability of security clearances from other departments and agencies
Due to limitations in the information management systems utilized by the program, we were unable to assess the number of security clearance files that related to applicants who already possessed a security clearance obtained through another federal department or agency. However, based on interviews with individuals in the program and other hiring managers within the RCMP, we were informed that the volume of these types of files in the process do not represent an immaterial amount of demand for Program staff. As the reliability and availability of performance data improves, the Program will be in a better position to assess the real demand relating to these types of files.
***, DSB could consider either a reduced level of assessment or a risk-based approach to accepting security clearances from other government departments and agencies. Special consideration could also be given to those departments agencies that are part of the security portfolio.
Backlog of Security Files
The periodic review of an employee's security status is referred to as a security update. As per the standard the security manual, an update is required every 10 years for RRS and secret security clearances, and every five years for top secret security clearances. Updates are a critical insider threat mitigation measure. DSB defines insider threat as the threat from an individual, or group, who: has special knowledge, or access, to critical information or assets in an organization; and has the intent to cause harm, danger, or stand to gain from their privileged position.
The 2011 audit reported that a backlog of security clearance updates existed in most regions. As part of its management action plan, DSB was to consider potential solutions to address these backlogs.
***. During the reporting phase of this audit, DSB reported that all DSSs continue to have a significant backlog of security updates, with smaller backlogs for new and upgrade files. ***. We were informed by DSB officials that backlog information for new and upgrade files was not available for previous years, thereby limiting our ability to assess whether those backlogs were increasing or decreasing.
In addition, as the reliability and availability of performance data relating to backlogs improves, DSB and DSSs will be in a better situation to assess whether a strong business case exits for additional program resources for short term "surge" efforts. By eliminating backlogs, resources dedicated to the program would be able to focus on new files, thereby helping to increase the timeliness of processing.
By taking appropriate and timely action with respect to security clearance backlogs, the RCMP will reduce its risk of *** and will be better positioned to direct its program resources to new security clearance files.
Online Industrial Security Services Portal
DSB is in the process of replacing the existing paper-based information-gathering process with Public Works and Government Services Canada (PWGSC) ***. This application streamlines the form completion process and reduces the need to correct errors or track down missing information. *** has been implemented for Regular Member recruiting, and is being piloted in at the Central DSS for other employee categories.
Other potential process efficiencies
In 2013, following the 2011 internal audit, DSB conducted a business process re-engineering initiative aimed at mapping and measuring the process, and making performance improvements accordingly. The process included onsite consultations with each DSSs where processes were identified, challenges noted, and best practices reported. The benchmarking exercise identified the following bottlenecks:
Requesting and awaiting missing information from hiring managers and/or applicants;
Requesting field investigations;
Awaiting the completion of the field investigation/security interview;
Awaiting database checks that cannot be conducted by the analyst themselves;
***;
Awaiting the outcome of risk investigations resulting from the identification of adverse information; and
Time spent in internal queues awaiting the availability of security analysts.
Given both the lack of detailed performance data for the files sampled during our site visits and the differing practices across the DSSs the audit team was not able to measure and analyze these bottlenecks in any detail. However, through interviews and observation the audit team was able to corroborate that these areas continue to be perceived bottlenecks in the process. As the reliability and availability of performance data improves, the Program will be in a better position to assess the impact of each of these areas on the overall timeliness of the process and any related efficiency enhancement.
DSB has made progress on certain issues identified by IAER's 2011 Audit of Personnel Security. In addition to enhancing the rigour in the screening process and defining and communicating risk tolerances through RCMP's Senior Executive Committee, DSB has identified and implemented a number of process efficiencies and initiated process enhancing initiatives.
***. Improvements in these areas are necessary to further facilitate improvements to the effective and efficient delivery of the security screening program.
***. DSB is aware of these challenges and is taking measures to improve the capture of performance information. Notwithstanding the challenges relating to the ***, through our file review and analysis of available program information we were able to identify a number of potential opportunities and mechanisms that could improve the efficiency of the process.
The Deputy Commissioner Specialized Policing Services should work with the Senior Executive Committee and Commanding Officers to further define, document, and communicate the authorities of the DSO within the departmental security program and specifically the personnel security screening program.
The Deputy Commissioner Specialized Policing Services should develop a mechanism to capture complete and accurate personnel security screening program costs to enable informed decision-making relating to determining resource requirements and the strategic reallocation of funds within the program.
The Deputy Commissioner Specialized Policing Services should develop a performance measurement framework and create a national oversight and monitoring function to ensure the personnel security screening program is meeting its objectives.
The Deputy Commissioner Specialized Policing Services in collaboration with other departmental security stakeholders should assess the merits and the feasibility of the potential process efficiencies identified in section 3.2 of this report.
Objective: The objective of this audit engagement was to assess the efficiency and effectiveness of the processes for providing personnel security screening to ensure they are: consistent with the Policy on Government Security and Security Screening Standard; streamlined; and timely.
Criteria 1: The governance framework, funding structure, and oversight mechanisms enable the achievement of departmental security screening objectives and intended results.
Criteria 2: All steps in the security screening process, including the use of appropriate tools, have been reviewed to identify opportunities to improve the efficiency of the process while considering the risks to the organization.
Criteria 3: Policies and procedures governing the personnel security screening process are aligned with the Policy on Government Security and Security Screening Standard and have been consistently applied across the regions
Criteria 4: Appropriate and sufficient performance information is available and is used by management to monitor, report on performance, and facilitate decision-making and resource allocation.
Criteria 5: Service standards have been established and are monitored against client expectations.
Criteria 6: Risk tolerances, with respect to personnel security screening, have been identified and communicated.
Appendix B – Screening process overviewFootnote 5
Internal Audit was unable to corroborate these reported volumes to RCMP information management systems (HRMIS and NARMS) due to data integrity issues within those systems. A separate internal audit concerning the data integrity of HRMIS is being conducted in 2016-17.
Internal Audit was unable to corroborate these reported figures to RCMP information management systems.
We examined 243 files for compliance to the standards. To assess the processing time for a new application, of the 243 files reviewed, only 122 files had sufficient and relevant information available in order to calculate the overall processing time.


LIFESTYLE AND TRAVEL >
IN THE SPIRIT OF HAMPTONS
From May to September every year, society's elite migrates to a small strip of land on the South Fork of Long Island, the Hamptons, one of the most exclusive and chic spots in the country. From the glamorous parties and unparalleled beaches to the mega-estates and its storied history, the Hamptons are magnetic. This beautifully illustrated updated edition of In the Spirit of the Hamptons by Kelly Killoren Bensimon, including a new foreword by Pamela Fiori, sends the reader on a personal tour of the many hamlets that make up the Hamptons -each with its own charm- from iconic restaurants such as Southampton's Sant'Ambroeus or the renowned Parrish Art Museum in Water Mill or the ultra high-end shopping scene in East Hampton.


Britain’s bid to socially engineer ‘good Muslims’
by MRN | May 9, 2016 | World | 0 comments
The government has used grassroots groups to sell its narrative that British Muslims fall into one of two categories – either ‘good’ or ‘bad’
In a report released earlier this week the British government has been revealed to have covertly engineered numerous political campaigns under the pretext that they were led by grassroots organisations. Social media campaigns were created to support government narratives under the guise of grassroots activism.
In the report titled “We Are Completely Independent”, advocacy group Cage reveals the covert government funding of such campaigns as a tool to “‘counter narratives”, “to combat the appeal of ‘extremist narratives’ among Britain’s young people”, namely, British Muslims. The campaigns in the report all relate to the war in Syria and come on the back of young British Muslims travelling to the country to deliver aid, to join armed groups or to live in Islamic State group-held territory. You might say there is and has been a pressing need for the government to take action in combating the issues it faces but to do so through such covert means raises alarming questions.
Propaganda tools
The report details numerous campaigns the Home Office’s Research, Information and Communications Unit (RICU) has been secretly funding through its “go-to creative media agency” Breakthrough Media. Breakthrough Media has worked with various community groups and organisations, acting as an independent body. Yet the revelations in this report indicate that Breakthrough is anything but independent. The organisation has received millions of pounds of public money, from RICU – which receives some of its funding from the budget for Prevent – as it acts as an agent for the government, to shape the “debate around the legitimacy of Muslim life in the UK”.
“The veil of secrecy is there to allow these organisations to present themselves as independent and based within the grassroots of their communities,” says Cage’s report.
The secretive transaction which the government says it’s “proud of” should ring alarm bells on all fronts, with the level of its covert nature ferociously explicit. The Guardian reports that Breakthrough Media has gone to “considerable lengths to conceal RICU’s involvement in its work”, alleging “new recruits are expected to sign non-disclosure agreements,” according to an employee.
Campaigns have been pushed out and created to support the government agenda and narrative, with “grassroots” organisations allegedly running the campaigns. This is hardly a relationship of equal partners, with “final signoff” coming from the government.
In its bid to push its narrative the government has used public voices and “trusted” institutions to support its aims, with Breakthrough Media as a single avenue and tool that has now been exposed. Until the government provides a more discerning response than a statement saying it’s “important to build relationships out of the media glare”, we cannot be certain how far the operations extend and how deeply embedded its tentacles are within community groups and organisations.
On the list
My brush with Breakthrough Media came in February, though pressure on me to be involved in the government-led narrative came earlier.
The hashtag #AndMuslim was first used in March by a few mainly Muslim women involved in a grassroots campaign led by the northern-based Muslim Women’s Network, detailing how they are so many other things alongside being a “Muslim”. But a month before its use on social media, it was Breakthrough Media who contacted me regarding the campaign, calling it a “project for the Muslim Women’s Network” and asking if I might be able to join as a “contributor”. They told me I was found via the British Bangladeshi Power & Inspiration 100 List.
“Our campaign aim is to profile Muslim women role models [who] will show the diversity of Muslim women across the UK and aim to challenge stereotypes,” Breakthrough Media said.
What’s wrong with that? A request without hidden agenda, you would assume as part of a “grassroots” women’s organisation – but this campaign is little different to the ones documented in Cage’s report.
Prior to this request from Breakthrough, I had faced varying degrees of pressure to launch a campaign utilising social media within my own work, using a hashtag and catchy title with an aim to “tackle the current narrative of extremist Muslims” with “positive reinforcement” with the purpose of halting the flow of young British Muslims leaving for Syria.
There must be a call for transparency following these revelations, in order for British Muslims and the wider public to regain trust. We need a transparent supply chain for which all producers are accountable. Integrity, impartiality and independence are key to trusting those relaying information and principles we should hold dear.
Endorsements which are designed to engineer and influence the hearts and minds of communities should not be taken lightly. It is intolerable that this is being done through such shadowy means and wholly inappropriate that young Muslims here in Britain should be exposed to such propaganda. For the government to engage in such activity it is a blatant abuse of authority and if any institutions or persons have been approached by media companies such as Breakthrough or otherwise they have a duty to come forward and make it known.
We should not sleepwalk into a situation where we are no longer conscious of what we are consuming, and we should not have to assume that we have to tread with caution regarding everything that appears before us.
By creating these campaigns and projects to show the palatability and acceptance of its preferred “good Muslim” choice, the government has bolstered a narrative that British Muslims fit into one of two categories, being either a “good” or a “bad” Muslim. Not surprisingly, some have likened this murky propaganda to a Cold War-style project of social engineering.
– Yasmin Khatun Dewan is a London-based freelance journalist working in print, online and broadcast media. She has produced critically acclaimed feature reports and investigative documentaries including AIB international investigation of the year 2014 nominee ‘Slave Industry: A Year on from Rana Plaza’, whilst contributing online articles on varied subject matters included counter-terrorism, CAR, the Middle East and fashion. She was named in the top 100 most influential British Bangladeshis in the UK in 2014 and in 2015 she was shortlisted for British Muslim Media contribution of the year.
Retrieved from http://www.middleeasteye.net/columns/britains-bid-socially-engineer-good-muslims-2009757906#sthash.YrUGObsn.dpuf
The aspiration of the Media Review Network is to dispel the myths and stereotypes about Islam and Muslims and to foster bridges of understanding among the diverse people of our country. The Media Review Network believes that Muslim perspectives on issues impacting on South Africans are a prerequisite to a better appreciation of Islam.
Latest posts by MRN (see all)
Occupation in Kashmir- A Human Rights Catastrophe - August 14, 2019
MESSAGE ON THE OCCASION OF EID-UL-ADHA 1440 (12.08.2019) - August 7, 2019
Wear Black in solidarity with Rohingya. - June 10, 2019


Hermits As Garden Ornaments
by Kaushik Patowary Monday, June 24, 2019
Between the 17th and the 19th centuries, a certain reproachful and voyeuristic trend emerged among wealthy British landowners. Not content with inanimate garden ornaments such as gnomes and bird baths, these people hired real, living and breathing persons, to live as hermits in make-believe hermitages erected on the lavish grounds of their estates. Most of them were required to make scheduled appearances on the grounds in appropriate clothing whenever the employer was entertaining guests. They were known as “garden hermits” or “ornamental hermits”.
A garden hermit in Germany in the late 18th century
Garden hermits were often solicited through newspaper advertisements, where the general terms of the contract were spelled out. The term was often seven years, during which the hermits were required to live austerely in a small cottage or cave built within the estate garden. They were not allowed to wash their hair or cut their nails, stray beyond the boundaries of the estate or talk to the servants. Hermits were provided basic amenities such as food, water, clothes, a bed made out of hay, a Bible and reading glasses. At the end of their term, they received a payment of several hundred pounds, enough to not work again.
You might assume that with terms such as these, landowners must have received a lot of applications from vagabonds and the homeless. But the fact is, garden hermits were surprisingly difficult to procure. The life of solitude that they were required to lead and the absolute abandon of personal hygiene were perhaps too much for even those seeking to score free food and lodging.
The honorable Charles Hamilton (1704 -86), the youngest son of the Earl of Abercorn, placed an advertisement with similar conditions for his estate at Pains Hall, near Cobham, Surrey. The first ornamental hermit he employed lasted a full three weeks, before he was seen getting drunk at the local pub.
Aside from drifters, advertisement for garden hermits also attracted genuinely interested people seeking a site for meditation, reflection and relaxation. The eccentric British author, Philip Thicknesse, lived as a hermit on his own garden. In his memoirs Thicknesse observed that:
The duplicity of Mankind, and satiety of enjoyments all tend to show that even the splendid scenes, which surround the palaces of wealth and greatness, are never thought complete, unless marked by some shady care and the abode of an imaginary anchorite.
A Hermit's Cell, from William Wright's Grotesque Architecture, London, c1790
Professor Gordon Campbell, of the University of Leicester, suggests that Francis of Paola (1416 – 1507) was among the first of the trend, living as a hermit in a cave on his own father's estate. The practice later spread across England and to Ireland and Scotland, and to some extant, to the rest of Europe as well.
One of the more famous hermits of the Georgian era was Father Francis, who lived at Hawkstone Park in Shropshire in a hermitage made with stone walls and a heather-thatched roof, and passed wisdom to visitors. The attraction became so popular that the Hill family, who owned the park, built their own pub, The Hawkstone Arms, to cater to all the guests.
Not all estate owners were so lucky to have a hermit like Father Francis. Many struggled to even find one. When newspaper advertisements seeking hermits went unanswered, some sought out novel solutions such as dummies or automation. When Father Francis died, the Hill family replaced him with an automation that apparently both moved and spoke.
The fad of ornamental hermits lasted for about two hundred years reaching its peak in the 18th century, though it lingered into the 19th before finally dying off.
Hermits As Garden Ornaments Reviewed by Kaushik Patowary on Monday, June 24, 2019 Rating: 5
Tags : England Historical Oddities
Historical Oddities


Mr. Benson Bing Chung Tam has served as our independent director since December 2014. Mr. Tam is a chartered accountant. In March 2012, Mr. Tam founded Venturous Group, a global CEO network based in Beijing, and has been serving as its chairman since then. From 2002 to February 2012, Mr. Tam was a partner and head of technology investments at Fidelity Growth Partners Asia (formerly named Fidelity Asia Ventures), where he led a team of five professionals focused on technology investment. Prior to joining Fidelity Growth Partners Asia, Mr. Tam was a partner of Electra Partners Asia from 1998 to 2002, and was the founding director of Hellman & Friedman Asia from 1992 to 1998. Mr. Tam worked in M&A corporate finance at S.G. Warburg from 1989 to 1992. Mr. Tam has been a Chartered Accountant since 1989. Mr. Tam currently also serves as a director of certain privately held companies. Mr. Tam received his master’s degree in computer science from Oxford University in 1986 and his bachelor’s degree in civil engineering from Imperial College of London University in 1984.
Chair of the Audit Committee
Member of the Compensation Committee
Member of the Corporate Governance and Nominating Committee


Read the Sun Sentinel's award-winning journalism
Record rain swamps South Florida in waist-deep water
American Association of Individual Investors, monthly educational meeting, 7 p.m., South County Civic Center, 16700 Jog Road, Delray Beach. Where is the U.S. Economy Today? Are We on the Road to "Japan" and a Lost Decade?" $12 advance, $15 door. Call 954-568-0078.
Arthritis support and education group, 7 p.m., Fair Oaks Pavilion At Delray Medical Center, 5440 Linton Blvd Fair Oaks Pavilion, Delray Beach. Free. Call 561-707-0600.
Audubon Society of the Everglades, meeting, 2-3 p.m., Gumbo Limbo Nature Center, 1801 N. Ocean Blvd., Boca Raton. Free. Call 561-338-1473.
Bereavement Support Group, 12:30-2 p.m., Temple Anshei Shalom, 7099 W. Atlantic Ave., Delray Beach. Nonsectarian. Free. Call 561-852-3333.
Bingo, under new professional management with a new format, progressive jackpot and more, 7 p.m., Temple Beth Tikvah, 4550 Jog Road, Greenacres. $15. Call 561-965-9913.
Caregivers support group, 2-3:30 p.m., Center for Group Counseling, 22455 Boca Rio Road, Boca Raton. $5. Call 561-483-5300.
Computer class, learn how to use e-mail, 6 p.m., Delray Beach Public Library, 100 W. Atlantic Ave. Free. Call 561-266-0194.
Film screening and discussion, "The Most Dangerous Man in America: Daniel Ellsberg and the Pentagon Papers," presented by George Herring, leading authority, 3:30 p.m., University Theatre, Florida Atlantic University, 777 Glades Road, Boca Raton. Free. Call 561-297-3820.
International Piano Festival Concert preview, 2 p.m., Norton Museum of Art, 1451 S. Olive Ave., West Palm Beach. $5 members, $10 nonmembers. Call 561-832-5196, ext. 1132.
Lecture, Eco-Watch, topic, renewable energy, 7-8:30 p.m., Gumbo Limbo Nature Center, 1801 N. Ocean Blvd., Boca Raton. Ages 14 to adult, reservations recommended, not required. $5. Call 561-391-8110.
Lecture, Orchid Growing Made Easy, 2 p.m., Delray Beach Public Library, 100 W. Atlantic Ave. Presented by the Delray Beach Orchid Society. Free. Call 561-266-0194.
Program, computer demo "Get Published Online!" and an interactive quiz, "Secrets of Palm Beach Society," 2 p.m., West Boynton Branch library, 9451 Jog Road, Boynton Beach. Free. Call 561-734-5556.
The Swing and Jazz Society, presents the Joe Donato Jazz Show, 7:30 p.m., Spanish River Performing Arts Center, 2400 Yamato Road, Boca Raton. $18 members, $26 nonmembers. Call 561-499-9976.
Tour of the Green Cay Wetlands, 3 p.m., Green Cay Wetlands, 12800 Hagen Ranch Road, Boynton Beach. Free. Call 561-966-7000.
Coalition of Boynton West Residential Associations, meeting, 9:30 a.m., Palm Chase Lakes Clubhouse, 5859 Center Court Drive, Boynton Beach. Topic, local legal issues. Free. Call 561-752-3992.
Guided Hammock Walk, 10 a.m.-noon, Gumbo Limbo Nature Center, 1801 N. Ocean Blvd., Boca Raton. Free. Call 561-338-1473.
Lecture and book signing, Daniel Ellsberg Speaks: the Pentagon Papers 40 Years Later, Kaye Auditorium, Florida Atlantic University, 777 Glades Road, Boca Raton. Ellsberg talks and signs his book. $12. Visit fauevents.com or call 800-564-9539.
Meet the Author, Steve Goldberg will discuss his book "Find the Upside, Practical Wisdom for Challenging Times," 10:30 a.m.-noon, Levis Jewish Community Center, Sandler Center, 21050 95th Ave. S, Boca Raton. $5. Call 561-558-2504 to reserve a spot.
Nature Walk and swamp stroll, guided tour with a naturalist; learn about the swamp ecosystem and animals that inhabit it, 11 a.m., Arthur R. Marshall Loxahatchee National Wildlife Refuge, 10216 Lee Road, Boynton Beach. $5 per vehicle. Call 561-732-3684.
Seminar: How To Be Certified as an 8(a)SBE/MBE Business, certification requirements and procedures for disadvantaged, minority and women business owners who want to sell to the government, 5:30 p.m., Lantana Branch library, 4020 Lantana Road, Lake Worth. Free. Register, 561-304-4500.
Mail items to Bulletin Board, c/o Cheryl Amico, Sun Sentinel, 333 SW 12th Ave., Deerfield Beach, FL 33442, or e-mail camico@SunSentinel.com
Telenovela star William Levy cha-chas to Level29 restaurant in Pembroke Pines
Copyright © 2020, Sun Sentinel
Pentagon Papers Release (2011)


tennis us open
2020 U.S. Open Betting Odds
Home > Sports Betting > Tennis Betting > 2020 U.S. Open
2020 U.S. Open Betting
The final Grand Slam event of the tennis season is the U.S. Open. This is the second oldest of the four Grand Slams, as it has been held since 1881, and it is the most prestigious tennis tournament in the United States.
Unlike the other Grand Slams that have remained in one location throughout their history, the U.S. Open has moved around a few times. From 1881 to 1914, the event took place on the grass courts at a casino in Newport, Rhode Island, before moving to the West Side Tennis Club in New York City. It moved to the Germantown Cricket Club in Philadelphia for a few years before coming back to the Big Apple, and it has been held in NYC since that point.
Catch all the action at the 2020 U.S. Open from Monday, August 24 through Sunday, September 13. This entire tournament will be broadcast on ESPN networks in the Americas.
2020 U.S. Open At a Glance
Location: USTA Billie Jean King National Tennis Center, Flushing, New York
Surface: Hard
Total Participants: 128 men and women
Defending Champions: Rafael Nadal, Bianca Andreescu
Rafael Nadal continues to dominate the French Open like no player has dominated any other tournament in the history of tennis. Nadal has won 12 Grand Slam titles at Roland Garros, and he is the best clay-court player the world has ever seen. Even though he will turn 34 during the tournament, he will almost certainly be the odds-on favorite per the French Open betting odds once this event gets underway.
It’s anyone’s guess who the favorite will be on the women’s side since there have been six different winners in six years. Serena Williams, Simona Halep, and Ashleigh Barty are the most likely favorites with recent French Open wins.
List of U.S. Open Winners (Open Era)
YEAR MEN'S WINNER WOMEN'S WINNER
2019 Rafael Nadal Bianca Andreescu
2018 Novak Djokovic Naomi Osaka
2017 Rafael Nadal Sloane Stephens
2016 Stan Wawrinka Angelique Kerber
2015 Novak Djokovic Flavia Pennetta
2014 Marin Cilic Serena Williams
2013 Rafael Nadal Serena Williams
2012 Andy Murray Serena Williams
2011 Novak Djokovic Samantha Stosur
2010 Rafael Nadal Kim Clijsters
2009 Juan Martin Del Potro Kim Clijsters
2008 Roger Federer Serena Williams
2007 Roger Federer Justine Henin
2006 Roger Federer Maria Sharapova
2005 Roger Federer Kim Clijsters
2004 Roger Federer Svetlana Kuznetsova
2003 Andy Roddick Justine Henin
2002 Pete Sampras Serena Williams
2001 Lleyton Hewitt Venus Williams
2000 Marat Safin Venus Williams
The results at the U.S. Open have been all over the place. Dominance isn't the norm here on the hard courts in Flushing the same way that it has been at Wimbledon or the French Open. Hard court tennis wears down players since it’s a surface with no give, making injury and fatigue a much bigger factor. Some players aren’t at full strength coming into this major as it is near the tail end of the tennis season, and that's why the record for the most consecutive wins on the women's side in the Open Era is just four. The only extended run on the men's side of the draw was when Roger Federer won five straight U.S. Opens from 2004 through 2008.
Most Career Men's U.S. Open Wins (Open Era)
WINS PLAYER YEARS
5 Jimmy Connors 1974, 1976, 1978, 1982, 1983
5 Pete Sampras 1990, 1993, 1995, 1996, 2002
5 Roger Federer 2004-2008
4 Rafael Nadal 2010, 2013, 2017, 2019
4 John McEnroe 1979-1981, 1984
4 Novak Djokovic 2011, 2015, 2018
3 Ivan Lendl 1985-1987
The official record for total U.S. Open victories is seven, a mark belonging to William Larned, Richard Sears and Bill Tilden. These three men were all winners of this tournament dating back to the late-1800s, early-1900s and through the 1920s though, when it was still in an amateur event.
As far as the Open Era is concerned, the record for titles is five. Jimmy Connors was the first to win five, and he was followed by fellow American Pete Sampras. Roger Federer was the first to win five in a row, but he hasn’t won here in 12 years.
Most Career Women's U.S. Open Wins (Open Era)
6 Chris Evert 1975-1978, 1980, 1982
6 Serena Williams 1999, 2002, 2008, 2012-2014
5 Steffi Graf 1988, 1989, 1993, 1995, 1996
4 Martina Navratilova 1983, 1984, 1986, 1987
3* Margaret Court 1969, 1970, 1973
3** Billie Jean King 1971, 1972, 1974
3 Kim Clijsters 2005, 2009, 2010
*Court won the U.S. Open a total of five times, but her championships in 1962 and 1965 were in the amateur era.
**King won the U.S. Open a total of four times, but her championship in 1967 was in the amateur era.
Ever hear of Molla Bjurstedt Mallory? She's one of the most accomplished Norwegian athletes of all-time with eight U.S. Open titles. She won seven titles in eight years through the 1910s and 1920s, and she added one more title in 1926 before stepping away.
Chris Evert and Serena Williams have the most titles in the Open era with each woman winning here six times. Williams is the only player with wins stretching across three decades though, and she would love to break the tie with Evert. A win for her would make her the first player in the history of tennis to win at least one Grand Slam in four decades.
Log into BookMaker Sportsbook and get the best Tennis Betting Odds, Tennis Betting Articles and information about this and all other sports betting events!
Live Lines
TENNIS - ATP MATCHUPS
Lloyd George Harris
o22-120
u22+100
o23½-110
Ugo Humbert
u23½-110


Horse Racing Betting
Cloe’s Poker Magic
Publish Your Guest Post – Gambling Blog
Let’s Get Acquainted
Irish lottery down on its luck as sales fall
Cloe Gomez // Nov, 16 // No Comments
Sales of various lottery games fell by 8 per cent in 2014 as the National Lottery reported a drop in revenue across most of its products.
The latest annual accounts of An Post National Lottery show that turnover fell by €54.3 million to €630.9 million last year, down 7.9 per cent.
The results are not as bad as the headline figures suggest, as the 2014 accounts only cover 11 months of trading. A new operator, Premier Lotteries Ireland, took over the licence at the end of last November.
However, the results show that the downward trend in sales of lottery games, which has been evident since the economic downturn in 2008, continued last year.
The most significant factor in the company’s falling turnover was a 12.3 per cent drop in sales of its main Lotto games.
Revenue from Lotto, Lotto Plus and Lotto 5-4-3-2-1 fell by €38.3 million to €272.1 million .
Sales of scratch cards and online instant-win games, the National Lottery’s second-largest revenue stream, also dropped by 2.1 per cent. Sales were down €3.5 million to €164.2 million.
However, sales of Euromillion games — which pool the prize pots from nine national lotteries across Europe — bucked the trend, rising by 1.4 per cent, up €2.2 million to €160.7 million.
Prizes worth €355.1 million were paid out last year to Irish lottery customers, representing 56.3 per cent of turnover. The lottery paid out €27.6 million less in prizes over its various games in 2014 than the previous year, a 12.4 per cent reduction. Payours for scratchcards and online games fell by 1 per cent.
In a report published earlier this week, the public spending watchdog highlighted that the National Lottery had only contributed €178 million instead of an expected €200 million to various government departments in 2014.
The Department of Public Expenditure and Reform said that the gap in the funding was mainly due to “technical and timing issues” relating to the transition to the new lottery regime.
A consortium involving An Post and the Ontario Teachers Pension Plan, which controls Camelot, the UK lottery group, took over the running of the lottery with a 20-year licence last year.
The company spent €405 million to acquire the new licence. Some €200 million of the licence fee revenue will go towards the development of the new National Children’s Hospital on the campus of St James’s Hospital in Dublin.
The new operators have been beset by a series of technical glitches, which led to the first ever cancellation of a Lotto draw in February.
They were also criticised for raising prices and reducing the chances of winning the Lotto jackpot through changes introduced this month.
Premier Lotteries Ireland defended the changes, claiming they would result in more winners and bigger jackpots.
If you are a professional or amateur poker player or if you are new to this great and full of adrenaline intellectual card game, you’ll find plenty of useful information on my website. And if you want to know a bit more about poker and learn a few new tricks, you should check out my online classes dedicated to poker.
Enjoy the reading and have fun,
Cloe Gomez
Cloe GomezFollow
Cloe Gomez@inzebullpen·
There is nothing better than seeing that your student is being passionate and getting what they want to get.
You have to be quite responsible with your studies to really make some progress and to see that you’re getting better.
Try to browse through some theory, books and articles first if you want to play good and to learn fast.
Everyone needs a good teacher and you can get to the progress much quicker with a good teacher.
There are many things you have to learn to be able to be a good player and you can’t process all the info alone.
India free spins


SHAHAR MARCUS & NEZAKET EKICI
King of Falafel
On May 1, 2018 By shahar123 In VIDEO ART
http://shaharmarcus.com/wp-content/uploads/2018/04/9.%20King%20of%20Falafel.mp4
The work "King of Falafel" is a continuation of Shahar Marcus’s video works that deal with Israeli cultural symbols, manifested by various food rituals. The current work takes place on the moon and depicts a fictional event – the opening of a new falafel stand. The video begins with a wide-shot of space and continues with Marcus, dressed as an astronaut, landing on the moon. After getting ‘lost in space’ he finally notices a flag and realizes he has reached his final destination. Thereafter, he opens an inflatable falafel stand and puts up his own flag with the inscription: “King of Falafel”. After struggling with the making of the dish, his ultimate success is celebrated with a triumphal ‘selfie’.
This humorous piece, shot in the spirit of ‘space adventure’ films, touches a few historical and contemporary socio-political issues. The major theme of the work is the discovery and conquest of a new frontier. This theme plays a major part in the Zionist ethos and the early formation of Israel. It also echoes the history of America and the Western European Colonial past. By depicting an astronaut who is wearing a white suit with blue stripes that resembles the Israeli flag, Marcus reflects on a contemporary ‘Colonialist’ phenomenon in the shape of Israeli tourism. This phenomenon is mainly expressed by the opening of Israeli food venues abroad as a form of cultural compulsion. As opposed to the European Colonial worldview of enforcing their ‘superior’ knowledge upon the local population, in this work, the conquering culture is that of simple street food folklore – the falafel. Ironically, the famous historical rivalry between former USSR and USA over the landing on the moon is thereby defeated by an Israeli pioneer – the first one to set up a food stand in space! By situating this surreal event on the moon – the symbol of future and progress – Marcus emphasizes the never-ending, universal human strive for conquering new and ‘undiscovered’ frontiers.
Homecoming artist (Dresden)
Powered by WordPress and Chronus.


------------------------------------------ Today i...
Today is Tuesday, May 11th.
The 132nd day of 2004.
One hundred years ago, May 11, 1904, surrealist artist Salvador Dali was born in Figueras, Spain.
In 330, Constantinople (formerly Byzantine, now Istanbul) was established as a new capital by Roman Emperor Constantine for the Eastern Roman Empire.
In 1752, The first U.S. fire insurance policy was issued in Philadelphia, Pa.
In 1792, The Columbia River was discovered and named by US Captain Robert Gray
In 1858, Minnesota became the 32nd state of the Union.
In 1888, Composer/Songwriter Irving Berlin (Israel Isidore Baline) was born in Temun, Russia. He died September 22, 1989 at the age of 101.
In 1910, Glacier National Park in Montana was established.
In 1912, Actor/Comedian Phil Silvers (Philip Silversmith) was born in Brooklyn NY. He died November 1, 1985 at the age of 73.
In 1920, Oxford University permits the admission of women.
In 1921, Tel Aviv became the first all Jewish municipality.
In 1927, The Academy of Motion Picture Arts and Sciences was founded.
In 1928, General Electric opens the first TV-station. WGY-TV (1.5 inch picture/43 lines), in Schenectady NY
In 1929,The first regularly scheduled TV broadcasts are aired 3 nights per week in Schenectady NY on WGY-TV.
In 1943, During World War II, U.S. forces landed on the Aleutian island of Attu, which was held by the Japanese; the Americans took the island 19 days later.
In 1944, Allied forces launched a major offensive against German lines in Italy.
In 1945, US marines conquer Awatsha Draw Okinawa.
In 1946, The first CARE packages arrived in Europe, at Le Havre, France.
In 1947, BF Goodrich manufactures 1st tubeless tire, Akron OH
In 1949, Israel was admitted to the United Nations as the world body's 59th member.
In 1949, The first Polaroid camera was sold for $89.95 in New York City.
In 1949, Siam changed its name to Thailand.
In 1950, U.S. President Truman dedicated the Grand Coulee Dam.
In 1951, Jay Forrester patents computer core memory.
In 1960, Israeli soldiers capture Adolf Eichmann in Buenos Aires
In 1969, The Monty Python comedy troupe forms
In 1969, One of the more infamous and bloody battles of the Vietnam War began with U.S. attempts to seize Dong Ap Bia mountain (Hill 937). After 10 days, American troops conquered the hill, only to abandon it soon after. The heavy casualties to take the mountain inspired the name "Hamburger Hill."
In 1972, John Lennon appeared on the "Dick Cavett" TV show and said that the FBI had tapped his phone.
In 1973, Charges against Daniel Ellsberg for his role in the "Pentagon Papers" case were dismissed by Judge William M. Byrne, who cited government misconduct.
In 1976 ABC aired the last episode of "Marcus Welby, MD."
In 1977, The U.S. government outlawed the use of chlorofluorocarbons as spray can propellants.
In 1981, Reggae artist Bob Marley, 36, died in a Miami hospital of cancer.
In 1983, The final episode of "Quincy, M.E." aired on NBC.
In 1985, More than 50 people died when a flash fire swept a jam-packed soccer stadium in Bradford, England.
In 1989, The final episode of "Dynasty" aired.
In 1996, An Atlanta-bound ValuJet DC-9 caught fire shortly after takeoff from Miami and crashed into the Florida Everglades, killing all 110 people on board.
In 1999, CBS announced that it would provide high-definition prime-time programming beginning in September.
In 2001, Attorney General John Ashcroft delayed Timothy McVeigh's execution from May 16 to June 11 because of FBI mishandling of documents.
Arkansas put to death two convicted murderers; it was the first time a state executed two people on the same day since the U.S. Supreme Court allowed states to restore the death penalty in 1976.
Stung by an espionage scandal, Energy Secretary Bill Richardson said he would halt the Clinton administration's aggressive declassification of Cold War-era nuclear documents.
In Beijing, protests outside the U.S. Embassy over NATO's bombing of the Chinese Embassy in Belgrade eased after state-run television aired U.S. and NATO apologies for the attack.
The United States declared Iraqi leader Saddam Hussein's Baath Party dead.
Palestinian Prime Minister Mahmoud Abbas, heeding an appeal by U.S. Secretary of State Colin Powell, said Palestinian leaders had put aside reservations to parts of the U.S.-developed plan for peace with Israel and were ready to get started on it.
Lithuania became the first ex-Soviet republic to approve entry into the European Union as voters completed a weekend referendum.
Canada beat Sweden 3-2 in Finland to win its first hockey world championship in six years.
Comedian Mort Sahl is 77.
Religious leader (Nation of Islam) Louis Farrakhan is 71.
Rock singer Eric Burdon (The Animals; War) is 63.
Actress Shohreh Aghdashloo is 52.
Actress Frances Fisher is 52.
Actor Boyd Gaines is 51.
Country musician Mark Herndon (Alabama) is 49.
Actress Martha Quinn is 45.
Actress Natasha Richardson is 41.
Country singer-musician Tim Raybon (The Raybon Brothers) is 41.
Actor Coby Bell is 29.
Actor Austin O'Brien is 24.
Actor Jonathan Jackson is 22.
"Have no fear of perfection - you'll never reach it." -
- Salvador Dali, Spanish artist (1904-1989).
There's Not Enough Data on How Women Deal With Endometriosis. These Scientists are Changing That - Phendo is an app that, with the help of citizen scientists, seeks to catalog endometriosis symptoms and increase understanding and visibility of this “invi...


The Definitive Guide: Top 20 Best Hiking and Trekking Tours in Europe
So many travelers head to Europe to take in the hustle and bustle of major cities like Paris, Madrid, Amsterdam, and London. But if exploring city life isn’t your thing and you prefer to take the more scenic route, you’re still in luck. The European continent is home to some of the most scenic hiking spots in the world, and hiking across Europe isn’t just for advanced outdoorsmen.
There are so many European destinations for short hiking trips and long trekking vacations that deciding on one can feel impossible. This definitive guide to the best hiking in Europe can help you to narrow it down and start planning an unforgettable adventure.
The full list:
Norwegian Fjords, Norway
The Norwegian Fjords are home to thousands of unique hiking trails and treks for all levels. There is so much natural diversity here, ranging from icy blue glaciers to lush green forests. If you consider yourself an advanced trekker, check out the more challenging spots like Himakana, Trolltunga, Geirangerfjord, Langfossen, or Preikestolen.
The Fjords are technically located all over the country, and there are over 1,000 of them. They were created by massive glaciation that sunk below sea level over the past 2.5 million years. One of the most visited fjords, Lysefjord, is 26 miles long and can be easily accessed from the city of Stavanger.
Distance: Hundreds of treks to choose from
Countries Spanned: Norway
Number of Days: 1-5+ (depending on the route)
Difficulty: Easy to Challenging
Accommodation: Campsites, Hostels, B&Bs, Hotels
Best Local Guide: Fjord Tours
Tour de Monte Rosa, Italy
One of the most loved hiking routes of the Swiss Alps is the tour de Monte Rosa. Although this trekking tour takes place in Italy, trekkers get the chance to take in panoramic views of Switzerland’s Matterhorn. This is one of the best hiking adventures in Europe, but it’s not for the faint of heart. This challenging hike takes can take anywhere from 8 to 11 days to complete.
Countries Spanned: Italy
Number of Days: 8-11
Difficulty: Challenging
Accommodation: Campsites, Mountain Huts, B&Bs
Best Local Guide: Alpine Hikers
Kungsleden, Sweden
Out of all the hiking in Europe, there is no place quite like Kungsleden. The literal translation of Kungsleden is The King’s Trail, which makes complete sense since this trailer is fit for a king. It’s 270 miles long, stretching through northern Sweden and passing through green forests, glaciated valleys, and winding rivers along the way.
Countries Spanned: Sweden
Number of Days: 3-15 (depending on route)
Accommodation: Campsites, Mountain Huts
Best Local Guide: KE Adventure Travel
Mount Triglav, Slovenia
Mount Triglav is the highest mountain in Slovenia, reaching an elevation of 9,396 feet. It’s the main attraction of the Triglav National Park, and the good majority of able-bodied Slovenians make a point to climb the mountain peak at some point in their lives. A tour company called Climb Triglav offers all-inclusive trekking tours throughout the year.
Distance: 9,296 feet (elevation)
Countries Spanned: Slovenia
Number of Days: 2-3
Accommodation: Campsites, Mountain Huts, Chalets
Best Local Guide: Climb Triglav
Haute Route, France & Switzerland
At the foothills of Western Europe’s Mont Blanc lies the starting point of Haute Route. Haute Route is often thought of like a cross-country skiing destination, it’s also possible to hike on foot. If you choose to hike the entire thing, plan on spending at least 10 days exploring the 11 mountain passes of Haute Route.
Countries Spanned: France & Switzerland
Number of Days: 10-12
Difficulty: Moderate to Challenging
Accommodation: Hotels, Cabins, Mountain Huts
Best Local Guide: Much Better Adventures
Gran Paradiso National Park, Italy
The number of trekking vacations to choose from in Italy's Gran Paradiso National Park is essentially unlimited. The park spans over 70,000 hectares of land with peaks reaching as high as 13,000 feet. If you're fit enough to make it to the top of Mount Gran Paradiso, you'll see views of Mont Blanc, Monte Rosa, and Matterhorn.
Number of Days: 2 Days (to ascend Gran Paradiso peak)
Accommodation: Hotels, Chalets, Cabins, Campsites
Best Local Guide: Adventure Consultants
GR20, Corsica & France
GR20 is another one of the best places for hiking in Europe, running North to South through the Corsican mountains. The terrain is rugged, to say the least, so this is not a spot for someone who has never worn a pair of hiking boots. The 112-mile trail takes 12 full days to hike, but if you’re short on time, you can skip the northern portion of the trail and focus solely on the South.
Countries Spanned: Corsica & France
Accommodation: Refuges, Campsites
Best Local Guide: Corsica Adventure
West Highland Way, Scotland & UK
To experience Scotland’s most cherished piece of natural beauty, head to West Highland Way. This is one of the best hiking tours Europe has to offer, especially when you visit WHW highlights like Rannoch Moor, Glencoe, and Glen Nevis.
The coolest part of this hike is the 18th-century history you'll experience along the way, plus you'll catch a glimpse of the train that was featured in the Harry Potter movies as it made its way to Hogwarts. There are good and bad times to hike WMW, so try to focus your adventure between the dry months of May and October.
Countries Spanned: Scotland & UK
Number of Days: 7
Accommodation: Campsites, B&Bs, Hostels
Best Local Guide: Wilderness Scotland
Retezat Mountains, Romania
Hiking Europe is without-a-doubt the ultimate way to take in the continent, especially when it comes to traveling in Romania. The Romanian Retezat Mountains are a part of the Southern Carpathians range, which is completely untouched terrain. Because this is so far removed from society, Retezat hiking tours in Europe allow travelers to experience nature in its purest form.
Countries Spanned: Romania
Number of Days: 4+ (depending on route)
Accommodation: Mountain Huts, Guesthouses
Best Local Guide: Retezat Mountains Tours by Locals
Canary Islands, Spain
Even if you’re focusing on beach time for the duration of your trip to the Canary Islands, try to change up the scenery every once in a while. These Spanish islands along the western coast of Africa are the perfect setting for hiking through Europe, especially on the island of La Gomera. There are tons of routes and unique trails to choose from, and some will only take a few hours of your time.
Distance: N/A
Countries Spanned: Spain
Number of Days: Several Hours to 3+ Days
Accommodation: Hotels, Hostels, B&Bs, Guesthouses
Best Local Guide: Santiago Ways
The Dolomites, Italy
Traveling to the Dolomites is one of the most epic hiking trips in Europe for both outdoor lovers and history buffs. Most of the trails here were named after WWI events, and many of them pass by abandoned bunkers used by the soldiers. There are many trailers to choose from, most of them taking no longer than 4 hours, but our all-time fave is Lago di Sorapiss.
Distance: 8.4 miles (Lago di Sorapiss)
Number of Days: 3-5 hours
Accommodation: None Needed
Best Local Guide: Ciao Andiamo
Tour du Mont Blanc, Switzerland, Italy, & France
As far as Europe hiking tours go, there is none as famous as Tour du Mont Blanc. If long-distance walking is your thing, TMB is for you. Keep in mind that this is for avid hikers who are physically fit - it's not a beginner-level trail. The main tour covers about 105 miles and takes as long as 12 days to complete.
Countries Spanned: Switzerland, Italy, & France
Accommodation: Campsites, Hotels
Best Local Guide: Mont Blanc Treks
Camino de Santiago Trail, Spain & France
Some of the most culture-packed hiking trails in Europe can be found in the Pyrenees mountain range of Northern Spain and France, like the Camino de Santiago Trail. This used to be a common route used by Catholic pilgrims, but now, it's a prime spot for travelers embarking on hiking vacations. CST is revered as one of the best long-distance hiking trails in Europe, but feel free to focus on one small section (and not all 500 miles).
Distance: 500 miles (can be divided into sections)
Countries Spanned: Spain & France
Accommodation: Campsites, Hostels, Guesthouses, B&Bs
Best Local Guide: G Adventures
Rota Vicentina, Portugal
Portugal is most often thought of as a surfing destination, but that doesn’t mean you’re limited on hiking tours with a trip here. Rota Vicentina is a great option for beginner to intermediate-level hikers who are looking to spice things up. The entire hike is 250 miles long, but most people focus on the Fisherman’s trail, which is just under 50 miles.
Distance: 50 miles (Fisherman’s Trail)
Countries Spanned: Portugal
Accommodation: Camping, Hostels, Guesthouses
Best Local Guide: Portugal Outside
Laugavegur Hiking Trail, Iceland
This list of the best hiking in Europe wouldn't be complete without at least one destination in Iceland. The landscape of Iceland has been described as idyllic more than once, especially along the Laugavegur Hiking Trail. It's a fairly easy 3 to 5-day hike, and it's the best way to take in the lava fields, ice caves, and colorful mountains of Iceland.
Countries Spanned: Iceland
Accommodation: Campsites
Best Local Guide: Arctic Adventures
Westweg in Black Forest, Germany
Are you focusing your hiking vacations in Europe in Germany? Trekking along Westweg is a must. This isn’t just one of the ultimate Europe hiking trips, but it’s also commonly referred to as the birthplace of hiking as a whole. This is a long trail (nearly 200 miles), but if you want to take it in sections we suggest that you focus on the southern parts of Westweg.
Countries Spanned: Germany
Accommodation: Campsites, Guesthouses, Hostels
Best Local Guide: Kleins Wanderreisen Tours
Dingle Way, Ireland
Some of the best hiking trails in Europe can be found on the continent's westernmost edge in Ireland. That's right - a trip to Ireland can be so much more than sipping on pints of Guinness all day. The best trekking tours here happen along Dingle Way, a 111-mile hike that takes about 10 days to complete from start to finish. This is the ultimate way to take in Ireland's Ring of Kerry.
Countries Spanned: Ireland
Accommodation: Campsites, Hostels, B&Bs
Best Local Guide: Macs Adventure
Caucasus Mountains, Georgia
In terms of adventure, trekking the Caucasus Mountains in Georgia is one of the best hiking vacations in Europe imaginable. This mountain range serves as an intersection between Asia and Europe, and it’s the ideal spot if you want complete peace and quiet. There’s a lot to see here, but the main attraction is the Savan, an ancient stone village in the heart of the mountains.
Countries Spanned: Georgia
Accommodation: Campsites, Mountain Huts, Guesthouses
Best Local Guide: Georgia Adventure
Cinque Terre Mountain Trail, Italy
Even non-hikers have heard of Cinque Terre in Italy, and if you haven't, it's time to do a quick Google search of Cinque Terre hiking trips Europe. Several hiking trails are connecting the 5 towns that make up the Cinque Terre.
Trail 1 is an all-time favorite since it connects all 5 of the towns, plus it’s not as crowded as some of the other CT trails. Another major perk of CTMT is that this is Inn to Inn hiking Europe at its finest; there are plenty of charming B&Bs and local guesthouses to stay in along the way, so you won’t have to camp out if that’s not your thing.
Number of Days: 2-5 (depending on route)
Accommodation: Guesthouses, B&Bs, Hotels
Best Local Guide: Self-Guided Tour Is Best
High Tatras, Slovakia
The High Tatras in Slovakia is an easy to medium hike that can be broken up into sections. When you search for long hiking trails Europe, High Tatras is likely to show up. This mountain range is made up of 25 peaks with hundreds of lakes, waterfalls, and valleys. If you prefer a multi-day hike, there are mountain huts to stay in along the way.
Countries Spanned: Slovakia
Number of Days: 1-10+ (depending on route)
Accommodation: Mountain Huts
Best Local Guide: Travel Slovakia Hiking Tour
January 13, 2020 16:44 / Mikael Uusitalo
Trekking Map: Top 15 Best Hiking & Trekking Tours in the French Alps
Move aside, Swiss Alps...it’s time to focus the spotlight on the equally-as-impressive French Alps for a while. We’re not diminishing the stunning magnificence of the Alps in Switzerland. But we ar...
Trekking Map: Top 15 Best Hiking & Trekking Tours in Italy
Most people focus their time in Italy on three things: gelato, pasta, and pizza. It’s safe to assume that any trip here will leave you feeling full and satisfied - not to mention ten pounds heavier...
Helvetia: Top 15 Best Hiking and Trekking Tours in Switzerland [Video]
Some travelers focus on cheese and chocolate during their time in Switzerland, but for others, it’s all about spending time in the great outdoors. Trekking the Swiss Alps is every hiker’s dream; th...
May 06, 2019 12:34 / Mikael Uusitalo
The 5 most dangerous hiking trails in the world
Why do we go hiking? For some, just going out on a walk in the countryside is good exercise, an excellent form of soul searching and a good way to escape the hustle of big city life. But there is s...
Back to Magazine


https://www.barrons.com/articles/house-passes-secure-act-retirement-51558629371
The House Passed the Biggest Changes to Retirement Plans in a Decade
Ben Walsh
Updated May 25, 2019 / Original May 23, 2019
Photograph by Harli Marten
The House of Representatives passed legislation Thursday that would make significant changes to the laws governing retirement savings accounts.
The aim of the legislation, which will now move to the Senate for consideration, is to make it easier for more employers, particularly small businesses, to offer 401(k)s, and to let workers guarantee how much income their retirement savings produce by using annuities.
The bill, known as the Secure Act, would let people make contributions to their individual retirement accounts at any age, rather than the current age cap of 70½ years old. It would also raise the age at which required withdrawals for IRAs and 401(k)s kick in, from 70½ years old to 72. It would encourage 401(k) plans to offer annuities by laying out a way for plans to limit their liability if the annuity provider fails to make future payments. And it would let new parents withdraw $5,000 from retirement accounts penalty-free to cover expenses related to their new child.
The move would be the biggest change to retirement plans since Congress allowed for automatic enrollment and target-date funds in 2006.
Read our recent cover story: How Your Kids Can Ruin Your Retirement—and How to Make Sure They Don’t
“The Secure Act is a bipartisan success, filled with common sense proposals authored by members from both sides of the aisle,” Rep. Richard Neal (D., Mass.), who chairs the House Ways and Means Committee, said in a statement. “The legislation closes loopholes and makes it easier for small business employees, home care workers, and long-term part-time workers to save for retirement.”
Corrections & Amplifications
The Secure Act would eliminate the restriction on contributions to individual retirement accounts starting at age 70½. An earlier version of this article incorrectly stated it would also eliminate the age restriction on contributions to 401(k) plans.
Write to Ben Walsh at ben.walsh@barrons.com