So Dean, I have a kinda long story to fill you in on, but I REALLY need your help.
I met this girl and could tell she liked me, but I didn't seal the deal right away and get her phone number. I finally did a couple of weeks later, and we've flirted since then, but even though there's a definite attraction, she seems to be dating somebody else.
The thing is, EP, she is interested in you. The problem is that another guy that she was ALSO interested in got to her first.
Women work more like men than they want to admit. They talk to a number of guys at any given time when they're single. The thing is, even if they like one more than the others, or if they like them all about the same, the one who gets to her first is going to be the new boyfriend. It all seems like the whole "many sperm racing to the egg" thing, doesn't it?
The fact that she calls him a "friend" says a lot to me. She wants to keep her options a little bit open, but maybe she's not sure that you're interested since you moved a little slow on this one (you seem to know that, which is good).
time, remember that as a Mack you don't need to get into petty arguments or talk crap about the other guy. Just make yourself a presence and give her reasons to choose you.


text:
Ю́рий Влади́мирович Путраш (; ) — украинский футболист, защитник. Выступал за молодёжную сборную Украины до 21 года.

Биография

Клубная карьера
С 2003 года по 2007 года играл в детско-юношеской футбольной лиге Украины за ужгородский СДЮШОР. С восьмого класса также выступал за дубль «Верховины» из его родного Межгорья, затем стал играть за основной состав команды в чемпионате Закарпатской области.

В 2006 году провёл 7 матчей в молодёжном первенстве Украины, играя за «Закарпатье». Сезон 2007/08 провёл в составе дубля донецкого «Металлурга», за который в молодёжном чемпионате провёл 13 матчей. Летом 2008 года перешёл в тернопольскую «Ниву», которая выступала во Второй лиге Украины. В составе команды дебютировал 20 июля 2008 года в домашнем матче против ильичёвского «Бастиона» (4:1). По итогам сезона 2008/09 «Нива» стала победителем Второй лиге и вышла в Первую лигу Украины. Путраш сыграл в 25 матчах и забил 1 гол (в ворота «Оболони-2»). В феврале 2009 года в составе сборной Второй лиге группы «А» стал бронзовым призёром. В Первой лиге за «Ниву» играл на протяжении полугода и сыграл в 16 матчах. Всего за «Ниву» в чемпионатах провёл 41 матч и забил 1 гол, в Кубке Украины провёл 2 матча.

В начале 2010 года побывал на просмотре в полтавской «Ворскле». Затем он был на просмотре в киевской «Оболони», с которой и подписал контракт. В начале он выступал за дубль, где играл на позиции опорного защитника. Впервые в Премьер-лиге Украины Сергей Ковалец доверил двадцатилетнему Юрию сыграть 19 апреля 2010 года в выездном матче против симферопольской «Таврии» (0:0), Путраш вышел в основном составе, по ходу матча он столкнулся головой с партнёром по команде Сергеем Рожком. В результате столкновения у обоих пошла кровь, Юрия вынесли на носилках и на 27 минуте он был заменён на Андрея Конюшенко. Как оказалось позже сотрясения мозга у него не было. В «Оболони» он играл на позиции левого защитника и опорного полузащитника. В команде он считался одним из самых перспективных футболистов и стал лидером «Оболони». Всего за «Оболонь» в чемпионате он сыграл 16 матчей, в Кубке провёл 1 матч и в молодёжном первенстве провёл 31 матч и забил 1 мяч.

В конце августа 2011 года перешёл в симферопольскую «Таврию», подписав трёхлетний контракт. В команде он взял 44 номер, под которым он играл в «Оболони». 23 июля 2014 года подписал трёхлетний контракт с одесским «Черноморцем». В июне 2015 года покинул одесский клуб в связи с окончанием действия контракта.

В июле 2015 года стал игроком донецкого «Металлурга», но спустя некоторое время «Металлург» объявил себя банкротом и вакантное место в Премьер-лиге Украины заняла днепродзержинская «Сталь». Куда и перешёл Юрий Путраш, взяв себе 44 номер. В составе новой команды дебютировал в игре первого тура чемпионата Украины 2015/16 против киевского «Динамо», Путраш отыграл в первом тайме, после чего уступил место на поле Антону Котляру. «Сталь» в итоге проиграла со счётом (1:2).

В конце января 2016 года стало известно, что Юрий продолжит карьеру в «Александрии».

В начале 2018 года стал игроком «Акжайыка». В июле 2018 года покинул команду.

Карьера в сборной
В конце марта 2010 года был вызван Павлом Яковенко в молодёжную сборную Украины до 21 года. В августе 2010 года принял участие в турнире памяти Валерия Лобановского. В полуфинале Украина уступила Ирану (2:4), эта игра для Путраша стала дебютной в составе сборной. В матче за третье место команда обыграла Турцию (2:1). Путраш сыграл в обеих играх по 90 минут. В 2011 году он также был вызван на этот турнир. Тогда Украина в полуфинале обыграла Израиль (3:0), Путраш забил последний гол в матче на 90 минуте. В финале Украина уступила Узбекистану (0:0 основное время и 7:8 по пенальти), в серии послематчевых пенальти Путраш забил гол.

Достижения
 Победитель Второй лиги Украины: 2008/09

Семья
Отец Владимир играл в футбол на любительском уровне за «Верховину» в первенстве Закарпатской области.

Примечания

Футболисты Украины
Игроки сборной Украины по футболу (до 21 года)
Игроки ФК «Нива» Тернополь
Игроки ФК «Оболонь» (1992)
Игроки ФК «Таврия»
Игроки ФК «Черноморец» Одесса
Игроки ФК «Сталь» Каменское
Игроки ФК «Александрия»
Игроки ФК «Акжайык»
Игроки ФК «Львов»
Игроки ФК «Минай»

redpajama_set_name: RedPajamaWikipedia


Sociologist Anthony Giddens writes about the Catalan Parliament's recent ban to outlaw bullfights and the British Government's recent ban on hunting.
Whilst short-term political manoeuvring is part of any explanation of the timing of such bans, for sociologists there has been a discernible long-term modern trend or social process towards the appreciation and conservation of nature and increasing concern with the welfare of animals. Modern cultures are generally animal welfare cultures. From the sixteenth century onwards, but gathering pace during eighteenth-century industrialization and nineteenth-century urbanization, as more people became less directly involved in working with animals in agriculture, a more detached view of human–animal relations emerged that spread across social groups and classes. With the growth in power of the modern state and its monopolization of the means of violence also came a revulsion at the use of violence against both humans and animals so that previously enjoyable animal 'sports' came to be re-classified as just so many instances of intolerable cruelty. Gradually, animals became the subject of increasing moral concern and any social practices which harmed or injured them were called into question. Similarly, the mass slaughter of animals for food had to be hidden out of sight behind the scenes of everyday life. Adopting this long-term perspective helps us to better understand why we remain so much more disturbed by animal cruelty than people were in previous times. But whether that makes us 'better people' is an entirely different matter.


text:
package rest

import (
	"net/http"

	"k8s.io/apimachinery/pkg/runtime"
	apirequest "k8s.io/apiserver/pkg/endpoints/request"
	"k8s.io/apiserver/pkg/registry/rest"
	"k8s.io/kubernetes/pkg/api"

	buildapi "github.com/openshift/origin/pkg/build/apis/build"
)

// HookHandler is a Kubernetes API compatible webhook that is able to get access to the raw request
// and response. Used when adapting existing webhook code to the Kubernetes patterns.
type HookHandler interface {
	ServeHTTP(w http.ResponseWriter, r *http.Request, ctx apirequest.Context, name, subpath string) error
}

type httpHookHandler struct {
	http.Handler
}

func (h httpHookHandler) ServeHTTP(w http.ResponseWriter, r *http.Request, ctx apirequest.Context, name, subpath string) error {
	h.Handler.ServeHTTP(w, r)
	return nil
}

// WebHook provides a reusable rest.Storage implementation for linking a generic WebHook handler
// into the Kube API pattern. It is intended to be used with GET or POST against a resource's
// named path, possibly as a subresource. The handler has access to the extracted information
// from the Kube apiserver including the context, the name, and the subpath.
type WebHook struct {
	h        HookHandler
	allowGet bool
}

var _ rest.Connecter = &WebHook{}

// NewWebHook creates an adapter that implements rest.Connector for the given HookHandler.
func NewWebHook(handler HookHandler, allowGet bool) *WebHook {
	return &WebHook{
		h:        handler,
		allowGet: allowGet,
	}
}

// NewHTTPWebHook creates an adapter that implements rest.Connector for the given http.Handler.
func NewHTTPWebHook(handler http.Handler, allowGet bool) *WebHook {
	return &WebHook{
		h:        httpHookHandler{handler},
		allowGet: allowGet,
	}
}

// New() responds with the status object.
func (h *WebHook) New() runtime.Object {
	return &buildapi.Build{}
}

// Connect responds to connections with a ConnectHandler
func (h *WebHook) Connect(ctx apirequest.Context, name string, options runtime.Object, responder rest.Responder) (http.Handler, error) {
	return &WebHookHandler{
		handler:   h.h,
		ctx:       ctx,
		name:      name,
		options:   options.(*api.PodProxyOptions),
		responder: responder,
	}, nil
}

// NewConnectionOptions identifies the options that should be passed to this hook
func (h *WebHook) NewConnectOptions() (runtime.Object, bool, string) {
	return &api.PodProxyOptions{}, true, "path"
}

// ConnectMethods returns the supported web hook types.
func (h *WebHook) ConnectMethods() []string {
	if h.allowGet {
		return []string{"GET", "POST"}
	}
	return []string{"POST"}
}

// WebHookHandler responds to web hook requests from the master.
type WebHookHandler struct {
	handler   HookHandler
	ctx       apirequest.Context
	name      string
	options   *api.PodProxyOptions
	responder rest.Responder
}

var _ http.Handler = &WebHookHandler{}

func (h *WebHookHandler) ServeHTTP(w http.ResponseWriter, r *http.Request) {
	if err := h.handler.ServeHTTP(w, r, h.ctx, h.name, h.options.Path); err != nil {
		h.responder.Error(err)
		return
	}
	w.WriteHeader(http.StatusOK)
}

redpajama_set_name: RedPajamaGithub


text:
Classic Brazilian Cinema Online
Editor: Rafael de Luna Freire
A unique collection of digitized historical film magazines from the 1910s to the 1970s, providing students and researchers with easy access to rare and previously dispersed sources documenting the cinematographic history of the largest country in Latin America.
More information: Brill.com
Page 1 of 4 (showing 0 - 500 of 1749 entries).
Go to Page 1 : Absolutamente Certo [1957] Page 2 : Filmelândia [1954-1963] Page 3 : Selecta - Nick Carter [1920] Page 4 : Selecta [1926-1930] | Next page
Absolutamente Certo [1957]
Absolutamente Certo - 1957, foto completa do filme
A Mascara [1936]
A Mascara - 1936, issue 10
A Tela [1919-1921]
A Tela - 1919, issue 01
A Tela - 1920, issue 25, 26
A Tela [1927]
A Tela Ilustrada [1961-1963]
A Tela Ilustrada - 1961, issue 01
Atividades Byington [1946-1951]
Atividades Byington - 1946, issue 01
Cine-Mundo [1965]
Cine-Mundo - 1965, issue 01
Cine-Revista [1938-1951]
Cine-Revista - 1938, issue 11
Cine-Revista - 1940, issue 10-11
Cine-Rádio Jornal [1938-1942]
Cine-Rádio Jornal - 1938, issue 001
Cine aventuras [1953-1954]
Cine aventuras - 1953, issue 18
Cine Clube [1960-1967]
Cine Clube - 1960, primavera
Cine Clube - 1965, issue 01
Cine Fan [1955-1958]
Cine Fan - 1955, issue 02
Cinema [1919]
Cinema - 1919, issue 02
Cinema em Debate [1966]
Cinema em Debate - 1966, issue 01
Cine Magazine [1951-1958]
Cine Magazine - 1951, issue 09
Cinemascope 55 [1959]
Cinemascope 55 - 1959, issue 05
Cine Revelação [1956-1959]
Cine Revelação - 1956, issue 05
Claquete [1960-1962]
Claquete - 1960, issue 01
Constelação [1946]
Constelação - 1946, issue 01
Delírio [1960]
Delírio - 1960, issue 01
Espetáculos [1969-1970]
Espetáculos - 1969, issue 03
Fan [1934-1935]
Fan - 1934, issue 14
Filme 66 [1966]
Filme 66 - 1966, issue 01
Filme [1949]
Filme - 1949, issue 01
Filmelândia [1954-1963]
Filmelândia - 1954, issue 001
Sources from the Cinemateca do Museu de Arte Moderna (MAM) in Rio de Janeiro; New York University Libraries; and four private collectors in Brazil
• Unique access to more than 60 magazines
• Fan magazines, trade magazines, Cinema Novo magazines
• Covering the period 1913–1974
• Ca. 75,000 full-color images
• Full-text search functionality
• MARC21 catalog records available
Brazilian cinema gained international acclaim through the Cinema Novo of Glauber Rocha, Nelson Pereira dos Santos and other directors in the 1960s. Yet Brazil produced numerous films throughout its various regions since as early as 1896. Until now, a proper appreciation of early Brazilian cinema has been hampered by the loss of a significant number of the films, as well as a lack of available printed sources pertaining to Brazil's movie industry.
The present collection remedies this situation by providing easy online access to more than sixty Brazilian movie magazines, from the earliest ones published in the 1910s to later magazines covering the 1960s and early '70s. Many of them survive in only a few or even single copies and have not been available to researchers before. By bringing together film magazines from institutions and private collections in both Brazil and the United States, this collection dramatically increases the number of sources available to researchers interested in understanding the role of cinema in the largest country in Latin America.
Major transformations
The magazines in this collection not only shed a light on the history of Brazilian film — whose production periodically encountered great financial difficulties before it would expand again —, but also on the creation of both a market and a cinematographic culture in Brazil, strongly influenced by France until World War I, then dominated by Hollywood. In addition, the collection documents the major transformations that took place after World War II, when Brazilian audiences became increasingly familiar with films produced in other Latin American countries, as well as in Asia and Europe.
From Silent Period to Cinema Novo
By digitizing for the first time magazines on Brazilian cinema from the archives of the Cinemateca do Museu de Arte Moderna (MAM) in Rio de Janeiro, the Fales Library & Special Collections at New York University (NYU) and four private collectors in Brazil, this collection offers a unique source of a wide-ranging scope. From Portuguese magazines issued by the major Hollywood studios — Revista Universal (1921), Mensageiro Paramount (1926), Films (1926) by MGM, and Fox Revista (1927) — to highly influential publications from the Silent Period, such as Selecta (1915). The collection also contains trade magazines aimed at owners of movie theaters, which are little known and have virtually never been studied before, including O exhibidor (1927), Jornal do Exibidor (1938), Revista do Exibidor (1952) and O Exibidor (1955). Many publications not only address cinema, but also offer valuable material for the study of Brazilian theater, radio, and music, such as the influential Cine-Rádio Jornal (1938) or the corporate magazine Atividades Byington (1938). The collection also includes popular magazines read by (young) movie fans, such as Cine Revista (1938), Filmelândia (1951) and Cine Fan (1955). On the other hand, it documents the emergence of publications aimed at more sophisticated cinephiles, from the pioneering Filme (1949) to the influential Revista de Cultura Cinematográfica (1957). For the research of Cinema Novo films and filmmakers, little-known magazines from the early 1960s such as Cine Clube (1960) and A Tela Ilustrada (1961) are veritable gems.
Unknown even to experts
Major critics and filmmakers such as Pedro Lima, Alex Viany, Antonio Moniz Vianna, Vinícius de Moraes, Zenaide Andréa, Luiz Sérgio Person and Jean-Claude Bernardet appear in the pages of several magazines gathered in this collection, hitherto unknown even to experts. The breadth and diversity of this collection, which includes a number of short-lived publications, embody the richness and complexity of cinema in Brazilian society and culture; it will serve as an invaluable tool for historians, anthropologists, sociologists, designers, and many others.
Rafael de Luna Freire, Universidade Federal Fluminense
Rafael de Luna Freire, Ph.D. (2011, Federal Fluminense University) is Professor of Brazilian Film History at Federal Fluminense University (UFF) in Niterói, Brazil. He coordinates UFF's Audiovisual Preservation University Laboratory, dedicated to the preservation and promotion of amateur film from Rio de Janeiro state. Previously, he was Head of Documentation at the Film Archive of the Rio de Janeiro's Museum of Modern Art. He is a founding member of the Brazilian Association of Audiovisual Preservation (ABPA) and has published widely on Brazilian cinema and audiovisual preservation.
Classic Brazilian Cinema Online, Leiden and Boston: Brill, 2020 <http://primarysources.brillonline.com/browse/classic-brazilian-cinema-online>

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Getting an error message while trying to build Play Scala project in Intellij Idea Ultimate version 14.0.4 While creating Scala play project via Intellij Idea ultimate version 14.0.4 I'm facing with error which is below. I'have tried all alternatives to solve this problem like updating the plugin, building project in command prompt and importing it to Idea etc, but nothing helped me. Even tried some advices from stackoverflow also did not help. So any other way that might help to solve this problem?
Error:Error while importing SBT project:
...
    at sbt.$tilde$greater$$anonfun$$u2219$1.apply(TypeFunctions.scala:42)
    at sbt.std.Transform$$anon$4.work(System.scala:64)
    at sbt.Execute$$anonfun$submit$1$$anonfun$apply$1.apply(Execute.scala:237)
    at sbt.Execute$$anonfun$submit$1$$anonfun$apply$1.apply(Execute.scala:237)
    at sbt.ErrorHandling$.wideConvert(ErrorHandling.scala:18)
    at sbt.Execute.work(Execute.scala:244)
    at sbt.Execute$$anonfun$submit$1.apply(Execute.scala:237)
    at sbt.Execute$$anonfun$submit$1.apply(Execute.scala:237)
    at sbt.ConcurrentRestrictions$$anon$4$$anonfun$1.apply(ConcurrentRestrictions.scala:160)
    at sbt.CompletionService$$anon$2.call(CompletionService.scala:30)
    at java.util.concurrent.FutureTask.run(FutureTask.java:266)
    at java.util.concurrent.Executors$RunnableAdapter.call(Executors.java:511)
    at java.util.concurrent.FutureTask.run(FutureTask.java:266)
    at java.util.concurrent.ThreadPoolExecutor.runWorker(ThreadPoolExecutor.java:1142)
    at java.util.concurrent.ThreadPoolExecutor$Worker.run(ThreadPoolExecutor.java:617)
    at java.lang.Thread.run(Thread.java:745)
[error] (*:update) sbt.ResolveException: unresolved dependency: sbt-run-support-210#sbt-run-support-210_2.10;0.1-SNAPSHOT: not found
Invalid response.
Invalid response.
Java HotSpot(TM) 64-Bit Server VM warning: ignoring option MaxPermSize=384M; support was removed in 8.0

See complete log in C:\Users\admins\.IntelliJIdea14\system\log\sbt.last.log

A: sbt seems to be unable to resolve sbt-run-support-210#sbt-run-support-210_2.10;0.1-SNAPSHOT.
sbt-run-support looks like a sbt plugin.
The first step would be to check the log for the unresolved dependency. So please add the content of C:\Users\admins.IntelliJIdea14\system\log\sbt.last.log to your question.
From here on, I'm just guessing:
You will probably find something along the lines of:
[warn]  module not found: ???#sbt-run-support;0.1-SNAPSHOT
[warn] ==== local: tried
[warn]   C:/Users/admins.IntelliJIDea14/.ivy2/local/???/sbt-run-support/scala_2.10/sbt_0.13/0.1-SNAPSHOT/ivys/ivy.xml
[warn] ==== typesafe-ivy-releases: tried
[warn]   https://repo.typesafe.com/typesafe/ivy-snapshots/***/sbt-run-support/0.1-SNAPSHOT/ivys/ivy.xml
[warn] ==== public: tried
[warn]   https://repo1.maven.org/maven2/???/sbt-run-support_2.10_0.13/0.1-SNAPSHOT/sbt-run-support-0.1-SNAPSHOT.pom
[warn]  ::::::::::::::::::::::::::::::::::::::::::::::
[warn]  ::          UNRESOLVED DEPENDENCIES         ::
[warn]  ::::::::::::::::::::::::::::::::::::::::::::::
[warn]  :: ???#sbt-run-support;0.1-SNAPSHOT: not found
[warn]  ::::::::::::::::::::::::::::::::::::::::::::::
[warn]

Some time ago many repositories were moved to bintray.com and the JCenter repository.
So I found your module here.
And thus, a possible fix could be to either add download sbt-launcher version 0.13.6+ and configure Idea to use this sbt-launcher to build projects. Because since version 0.13.6 SBT has the proper resolvers build in. Then you might still have to add a new resolver to your build.sbt:
resolvers += Resolver.jcenterRepo

redpajama_set_name: RedPajamaStackExchange


Lights camping campsite. 2 lighting modes: As shown. Led flashlight : 1* q5  headlamp , 1*ac eu or us charger, 1* car charger,. Waterproof ultra bright flashlight. Ipx4 waterproof camping hunting head lamp. 5w t6 red. Yk61358. 3t6+2r5. 7000 lumen bike.


text:
#ifndef _NOVATELSHIM_H
#define _NOVATELSHIM_H

/*!
 * \file
 * \brief Special support functions for ProtoGen Novatel messages
 *
 * This module handles any message encodings or decodings that ProtoGen could
 * not handle. Chief among these are messages that use bitfields. Novatel
 * handles bitfields in the strangest way possible. This is particularly
 * evident when decoding the RangeCmp or RangeCmp2 messages.
 *
 * This module was hand-coded to be very similar to typical ProtoGen code. The
 * Novatel app note APN-031: Decoding RANGECMP and RANGECMP2
 * (http://www.novatel.com/assets/Documents/Bulletins/apn031.pdf) was
 * particularly helpful.
 */

// C++ compilers: don't mangle us
#ifdef __cplusplus
extern "C" {
#endif

#include <stdint.h>
#include "NovatelPackets.h"
#include "NovatelProtocol.h"
#include "NovatelStructures.h"

//! Compute the wavelength of a GPS signal
double getGPSWavelength(SignalType_t signalType);

//! Compute the carrier phase range from raw range data
double getCarrierPhaseRange(const range_t* range);

//! Decode the RangeCmp packet
int decodeRangeCmpPacketStructure(const void* pkt, Range_t* user);

//! return the packet ID for the RangeCmp packet
uint32_t getRangeCmpPacketID(void);

//! return the minimum data length for the RangeCmp packet
int getRangeCmpMinDataLength(void);

//! Verify correct range cmp decoding
int testRangeCmp(void);

#ifdef __cplusplus
}
#endif
#endif


text:
Home»Gaming»Call of Duty Black Ops Cold War Free Download Apk
Call of Duty Black Ops Cold War Free Download Apk
By Abid Bielson September 21, 2022 7 Mins Read
Call of Duty Black Ops Cold War Trailer
Characters in Call of Duty: Black Ops Cold War
High-tech weapons
Matchmaking tactic
How To Download And Install
Call of Duty: Black Ops Cold War is a free-to-play multiplayer video game. The game will release on the 13th of November and will feature popular multiplayer maps and modes, including the 100-player Battle Royale. This is a great game for those who like a good multiplayer shooter.
Call of Duty: Black Ops Cold War introduces a new cast of characters. Those familiar with the original Black Ops series will recognize Frank Woods, Alex Mason, and Jason Hudson. However, if you're a newcomer to Call of Duty, the game will introduce you to some newcomers, too.
As the name suggests, Call of Duty: Black Ops Cold War is set during the Cold War and takes place between Black Ops (2010) and Black Ops II (2012) chronologically. The game is centered around the pursuit of an alleged Soviet spy named Perseus, who aims to subvert the United States and tip the power balance in favour of the Soviet Union. The game's campaign features Alex Mason and Frank Woods, two of the game's main protagonists.
These are the most elite operators in the game and specialize in classified assignments. They are the best at working undercover, and their backgrounds, blood type, and citizenship make them unique. These are just some of the characters that you'll be able to encounter in the game's multiplayer modes.
Call of Duty: Black Ops Cold War also has a unique Operator system, which lets you choose which Operators you want to play as. These operators do not give you an advantage in the gameplay, but they change the appearance and voice lines of your characters. Getting your operator roster full isn't an easy task. Some Operators require unlocking or playing other game modes.
The game also features a campaign mode, which will take place in the 1980s. This mode will give you an opportunity to expand the universe and discover more Black Operative stories. The campaign mode will launch alongside the game on 13 November 2020, and it will fill in the gaps in the game's universe.
The game also features a villain who has become one of the most notorious villains in Call of Duty. His actions have a tragic history, and he does nothing to redeem himself. His only purpose is to destroy the United States and its allies. As a result, anarchy and violence reign.
The game's other main villain is Perseus, a legendary Soviet operative. His motivations are unclear, but he is one of the game's best antagonists, and his presence is crucial to the success of the campaign. Despite his devious intentions, the character remains a popular part of the Black Ops storyline.
While Call of Duty Black Ops Cold War is still in beta, players are already able to try out some new weapons. The EM2 is a pinpoint-accurate rifle and is currently available as Tier 15 in the Battle Pass. The developer, Treyarch, has yet to confirm whether or not the EM2 will be a permanent addition to the game. Meanwhile, the TEC-9 is classified as a semi-auto SMG and is currently available in the Battle Pass.
While some players may prefer a weapon with more range, others prefer the speed of a bridge weapon. A bridge weapon is a good compromise between a proper assault rifle and a marksman rifle. Although it has low recoil and a slow fire rate, it allows the player to shoot enemies reliably from long distances. Alternatively, players can choose a fast-firing assault rifle that sacrifices damage per bullet and recoil.
Another option is the LC10. This is a high-tech SMG designed by the same company that makes sniper rifles. This weapon can be upgraded with various attachments and features to make it more powerful. However, it is not a reliable option for close-range gunfights.
Another option is the Krig 6. The Krig 6 is a good choice for high-end combat. It is very accurate at all ranges and has low damage. With the right attachments, the Krig 6 can become a truly ridiculous weapon. It is extremely accurate and efficient at putting enemies down.
Another good option is the Swiss K31. Its reload time is slightly long, but it can be reduced with attachments. It debuted in season four and quickly became a fan favorite. It also has a long range, making it ideal for sniping situations.
Players can earn high-tech weapons by leveling up in the Warzone and Multiplayer modes. If players are high-level enough, they can use the same weapon in both games. The R1 Shadowhunter Crossbow can also be unlocked by earning three One Shot, One Kill Medals in Multiplayer and Warzone.
Aside from high-tech weapons, players can also customize their weapons. The Gunsmith menu has several options for personalizing a weapon, including camo, reticle, and charms. In addition, players can also equip explosives to kill enemy soldiers.
Call of Duty Black Ops Cold War has a new matchmaking tactic: skill-based matchmaking. This is a common practice in competitive games where players are matched with others of similar skill levels. But some players have criticized the strategy, saying it makes the game less fun and leveling up much harder.
Streamers may be wondering what this means for them. Apparently, this tactic is much stricter in Call of Duty Black Ops Cold War than the game's predecessors. While this may seem like an unwelcome development, the game's developers aren't interested in your complaints. They'll make changes to the system before it launches.
For one, this tactic causes players to be thrown into matches that are already half over, which isn't fun to play in. It also causes unbalanced matches because one team is already ahead, putting players on opposing squads at an unfair disadvantage.
The practice of skill-based matchmaking has been controversial among Call of Duty fans. Many streamers have complained that skill-based matchmaking takes away agency and forces players to play their "best" every game. They say that this tactic will only make players' gaming experience worse, especially for casual players. Then again, a few players have criticized the game's game-play, saying that they'd rather play with people of similar skill level than those with very low skill levels.
SBMM is another new matchmaking tactic in Call of Duty Black Opts Cold War. Some players have accused the developers of abusing the system, claiming that high-level players can dominate matches and win by default. The developers have not publicly commented on this new strategy. However, some players are using SBMM to their advantage in cold war.
Another tactic used in Call of Duty Black Ops Cold War is the ability to play with strangers. If you can match two people with different skills and experience levels, the game will automatically switch you to players who are more compatible with each other. This tactic also allows players to get a feeling for the game's difficulty level before selecting a strategy.
Another matchmaking tactic is using players' K/D ratios. This tactic is effective because players are matched up with players who have similar K/D ratios. This strategy ensures that players are in matches that are evenly matched, with an even distribution of highs and lows. This is a good thing in a game, as it gives players a fair shot at winning at least half the time.
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Also Read: Call of Duty: Zombies Free Download iOS Full Setup


Puerperal uterine inversion: a report of four cases.
Acute puerperal uterine inversion is a life-threatening and unpredictable obstetric emergency. If overlooked, it could lead to a maternal death. Although the precise cause is unknown, it is postulated to be caused by the mismanagement of the third stage of labor with premature traction of the umbilical cord and fundal pressure before placental separation. At the Ipoh General Hospital in Malaysia there were 31 394 deliveries and four acute uterine inversions occurring from 1 January 2002 to 30 June 2005. The four patients were between 25 and 36 years of age and their parities were between two and three. When manual repositioning of the uterus failed, successful correction was accomplished by the O'Sullivan's hydrostatic method. One case had to undergo subtotal hysterectomy after repositioning because of massive hemorrhage secondary to placenta accreta. Early diagnosis, immediate treatment of shock, and replacement are essential.
Next Document: Hemoglobin E-Saskatoon and pregnancy: report of two cases.


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Conference attendees will have the opportunity to participate in a number of fun and exciting social events on Monday, June 2nd. Each event offers a unique opportunity to experience some of the culture and cuisine of Miami, Florida while getting to mingle with a group of fellow attendees. Times are indicated in EST (Eastern Time Zone). Please note that participation in these events is optional and "at your own risk".
Ordering Tickets:
Tickets for social events can be purchased via Eventbrite at the bottom of this page. Dine Around "tickets" facilitate capacity planning for each dining venue (there is no charge for these tickets); however, the cost of your meal will be on your own. Social event ticket refund deadlines vary per event and are the same as the registration deadlines.
Dine-Around Venues
Dine with a group of other attendees at one of several casual restaurants in Miami's vibrant Bayside Marketplace, or venture to the Design District.
Cost = Varies
Monday evening, June 2nd
Meet in hotel lobby at 5:30pm
See Restaurant Suggestions page for directions to Bayside Marketplace via Metromover (free light rail transit). Design district locations will carpool and/or share taxi.
Options are ($$ = $11-$30)
* Los Ranchos Steakhouse (Bayside Marketplace, 1 mile) $$ Nicaraguan/Churrasco
* Mambo Cafe (Bayside Marketplace, 1 mile) $$ Cuban
* The Knife (Bayside Marketplace, 1 mile) $$ Argentinian Steakhouse
* Michael's Genuine Food and Drink (Design District, 1.8 miles) $$ American
* Sugarcane (Midtown/Design District, 1.4 miles) $$ Raw Bar Grill
Sightseeing Boat Tour
Miami Aqua Tours invites you to delight yourself in an unforgettable Sightseeing Cruise around Biscayne Bay, the Venetian Islands as well as the views of the homes of the rich and famous with an extraordinary tour narrated by our expert tour guides simultaneously in English and Spanish. On our tour we will pass by many tourist attractions like the American Airlines arena home of the Miami Heat, Bongos Cuban Cafe, The Miami Herald Building, Children's Museum, Parrot Jungle Island, Miami Beach, South Point Park, and many more.
Cost $27 adults ($19 children) plus 7% Tax and $1 City of Miami Surcharge. Total cost including tax is $29.89 adults ($21.33 children).
90 minute cruise
Meet in Hotel lobby at 5:30pm for transportation to Bayside Marketplace via MetroMover (free downtown rail service) or shared taxi service. (Note: Cab fare not included in tour price above.)
Sightseeing Tour departs at 6:30pm from Bayside Marketplace. Check-in and boarding begins 20 minutes before cruise departure.
Snacks and beverages are available for sale on board. (Also, Bayside Marketplace is home to a wide selection of restaurants.)
Registration/refund deadline May 26th, 2014
Miami hop-on-hop-off bus tour
The Big Bus sightseeing tour of Miami has been specifically designed to show you the best that Miami has to offer. You can enjoy it all from the comfort and great vantage point of our open-top buses, or hop off wherever you like to explore the places that intrigue you most before hopping back on to continue your journey with us.
You will see all the most thrilling and attractive areas such as South Beach, Downtown Miami, Coral Gables, Coconut Grove, Little Havana and more. You will see iconic buildings and monuments like the Freedom Tower, Vizcaya Museum and the Versace Mansion, not to mention the sleek shapes and vibrant colours of the Art Deco District.
Choose either a 24 hour ticket (Wed., Thurs., or Fri.) or a 48 hour ticket (Wed.-Thurs or Thurs.-Fri.) June 4th through June 6th
24-hour ticket cost is $35 adults, $26 children (tax included)
Tours depart from Big Bus Welcome Center station at Bayfront Park (near Bayside Marketplace)
Beach Loop and City Loop take visitors to 20 sites throughout Miami (South Beach, Little Havana, Coconut Grove, Coral Gables and more)
Buses depart every 15-20 minutes for the Beach Loop and every 30 minutes for the City Loop
Buses run daily from 9am - 7pm. (Note: Last full loop departs at 4:30pm.)
90 minutes per loop with live tour guide commentary, or you can hop on and off at any of the stops
Note: The bus tour is an "on your own" daytime opportunity to explore Miami on your own schedule. Select your preferred dates and duration for the hop-on-hop-off ticket.
Walking/Dining Tour of South Beach Art Deco District
Miami Culinary Tours - South Beach Food Tour
Join us at the South Beach food tour to savor tasty treasures inside the beating heart of Miami Beach during a fun and engaging architectural, historical and walking tour of the Art Deco Historic District, with a culinary twist. Taste the best of Miami Beach's global cuisine ("melting-pot") with its predominate Latin, European, and American "comfort food" cuisine, uncovering the hidden hotspots for crunchy patacones, authentic empanadas, home made Cuban dishes, Refajo drink and much more.
Cost is $59 per person plus 15% gratuity. Total is $67.85 per person (includes tour, dinner and gratuity)
2.5 hour tour
1 mile of leisurely walking with plenty of seated breaks
Meet in the hotel lobby at 4:30pm for transportation via shared taxi/shuttle service to South Beach (Note: Cab fare not included in tour price above.)
Tour departs from South Beach location at 5:00pm
Registration/refund deadline May 16th, 2014 - DEADLINE PASSED
Eventbrite Tickets
Event Registration Online for Open Apereo 2014 Social Events powered by Eventbrite


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Privacy Impact Assessments (PIAs)
Expectations: OPC's Guide to the Privacy Impact Assessment Process
Section 1 – Purpose
Section 2 – Context
Section 3 - Role of the OPC
The Government Advisory Directorate
Consultation service and report review
How to Reach the OPC's Government Advisory Directorate
Section 4 – Privacy impact assessments
What is a PIA and what is its purpose?
When is a PIA required?
Documenting the decision
Other assessments and procedures
What should a PIA include?
How to do a PIA
Planning phase
Risk Analysis Phase
Preliminary risk assessment
Low-complexity, low-risk programs
Questions for high-risk programs: necessity, effectiveness, proportionality and minimal intrusiveness
Risk analysis by privacy principle
Limiting collection
Direct collection and purpose identification
Limiting use
Limiting disclosure
Risk mitigation phase
Drafting phase
PIA report best practices
Approval phase
Reporting phase
Review phase
Revised: March 2020
This document provides guidance to federal public sector institutions on how to comply with the Privacy Act and effectively manage privacy risks as part of the privacy impact assessment (PIA) process. It presents key concepts and lays out how an institution may assess its programs and activities, including the legal requirements and privacy principles to consider.
It also clarifies the Office of the Privacy Commissioner of Canada's (OPC) role in the PIA process and sets out our expectations of government institutions with respect to the PIAs we receive.
In the digital age, it has become far easier to collect, store, analyze, and share huge amounts of personal information. Many Canadians have become accustomed to living and working in connected, online networks. And digitization has created new opportunities for organizations to more efficiently accomplish their tasks. As the privacy landscape continues to evolve, the Treasury Board Secretariat of Canada (TBS) policy suite, of which the Directive on Privacy Impact Assessment is a part, may also be revised. Data strategies, open government and "OneGC" are also poised to change the way government works.
Government institutions hold much more personal information today than when the Privacy Act became law in 1983. And while more extensive and innovative uses of personal information may bring greater economic and social benefits, this also increases potential privacy risks.
Individual privacy is not a right we can simply trade away for innovation, efficiency or commercial gain. Canadians agree. An overwhelming majority – 92% – say they are concerned about their privacyFootnote 1, which suggests that having good privacy practices is not just a legal requirement, it is essential to ensuring public trust in our institutions.
We know it is not always easy. Indeed, it has become harder than ever to know for certain whether information held by a government institution could be used to identify an individual when combined with other information – for example, when combined with information available on the Internet or with information held by another government institution or a third party. This means that more information may qualify for protection as "personal information," even though it does not directly identify an individual on its own.
In today's environment, assessing potential privacy risks is more important than ever.
While PIAs are currently a requirement of a TBS directive, we have recommended to Parliament that the Privacy Act be amended to require government institutions to:
conduct PIAs for new or significantly amended programs involving personal information
submit their PIA reports to the OPC before implementing a program or activity
Done properly and before launching an initiative, PIAs can help ensure that legal requirements are met and that privacy impacts are either addressed or minimized, before a problem occurs. In other parts of the world such as Europe, PIAs are becoming the legal standard.
The OPC's Government Advisory (GA) Directorate provides advice to federal public sector institutions on specific programs and activities involving personal information. We provide advice through:
reviewing PIA reports, information sharing agreements, and notifications under s. 8(2)(m) and s. 9(4) of the Privacy Act
conducting advisory engagements
The OPC is pleased to offer early consultation on PIAs. However, institutions don't need a PIA to engage with us on privacy issues. The OPC can provide federal institutions with more informal, proactive advice and guidance on programs and activities that may impact privacy.
As per the Directive on Privacy Impact Assessment, institutions must provide their completed PIA reports to the OPC at the same time they provide them to TBS. However, we encourage you to consult us long before you finalize your report. The OPC is happy to engage in informal discussions and to answer questions and provide advice to institutions early in the development and throughout the lifecycle of their programs and activities.
Tip: Don't hesitate to contact the OPC at any stage for assistance in identifying compliance issues as well as risks to privacy and potential mitigation strategies.
Once the PIA report is completed, we review the final version, and provide written recommendations where we identify additional risks or gaps. The OPC does not approve, endorse or sign off on PIA reports or on government programs or activities.
The OPC reviews all PIA reports we receive. However, we use a triage process to determine which reports will be subject to a secondary review and formal recommendations.
Our triage process takes into consideration factors such as:
the sensitivity of the personal information
the number of people affected
whether there is parliamentary or public interest in the topic
whether a novel technology is used
whether the initiative relates to one of the OPC's strategic priorities
You should submit select relevant documents, such as information-sharing agreements and summaries of security assessments to the OPC with your PIA report. We may request supplementary documents, in-person meetings or site visits, where needed. The OPC is happy to provide advice and answer questions before and during the PIA process.
Notwithstanding the role of the OPC in the review of PIA reports, accountability for privacy compliance rests squarely with the heads of federal institutions or the official responsible for section 10 of the Privacy Act.
Tip: The OPC may comment publicly, including in our annual report to Parliament, on advice we have provided to institutions regarding the privacy risks posed by their programs and activities, including whether that advice was accepted.
By email: scg-ga@priv.gc.ca
Director, Government Advisory Directorate
K1A 1H3
It is critical that you determine the legal authority for your program or activity before considering whether you should undertake a PIA. If you do not have legal authority, you should not proceed with the initiative. The advice and direction provided in this document assume you have legal authority to collect, use and disclose information as part of your project.
A PIA is a risk management process that helps institutions ensure they meet legislative requirements and identify the impacts their programs and activities will have on individuals' privacy.
First and foremost, conducting a PIA is a means of helping to ensure compliance with:
legal requirements set out in the Privacy Act
the institution or program's enabling legislation
the requirements of TBS and Government of Canada policies and directives
Adhering to the requirements above will reduce your risk of improper or unauthorized collection, use, disclosure, retention or disposal of personal information.
While programs and activities must comply with legal and policy requirements, they should also be designed to incorporate best practices and to minimize negative impacts on the privacy of individuals. For example, you should work to reduce the risk that an individual may suffer harm, such as identity theft, reputational damage, physical harm or distress, as a result of your program's handling of their personal information. A PIA may not eliminate such risks altogether, but should help to identify and manage them. There is often more than one way of designing a project. A PIA can help identify the least privacy intrusive way of achieving a legitimate aim.
PIAs are an early warning system, allowing institutions to identify and mitigate risks as early and as completely as possible. They are a key tool for decision-makers, enabling them to deal with issues internally and proactively rather than waiting for complaints, external intervention or bad press.
An effective PIA can help build trust with Canadians by demonstrating due diligence and compliance with legal and policy requirements as well as privacy best practices.
A PIA report documents the PIA process. The real value comes from the analysis that occurs as part of the process of working through the PIA questions.
Tip: Institutions should ensure compliance with the Privacy Act. Even when a program is legally compliant, you should identify and manage the risk that it may negatively impact the privacy of individuals. Where possible eliminate impacts altogether.
What a PIA is not:
a superficial legal checklist
a one-time exercise
a marketing tool that only shows the benefits of a project
a justification for policies already decided, or practices already in place
necessarily long, complicated and resource-intensive
PIAs are required under the TBS Directive on Privacy Impact Assessment and have been a policy requirement since 2002.
A PIA is generally required if your program or activity may have an impact on the personal information of individuals. The Directive on Privacy Impact Assessment requires that institutions conduct PIAs:
when personal information may be used as part of a decision-making process that directly affects the individual
when there are major changes to existing programs or activities where personal information may be used for an administrative purpose (meaning as part of a decision-making process that directly affects the individual)
when there are major changes to existing programs or activities as a result of contracting out or transferring programs or activities to another level of government or to the private sector
The Privacy Act defines personal information as "information about an identifiable individual that is recorded in any form". Examples of personal information include: name, address, employment history, fingerprints, medical diagnoses and personal opinions.
Examples of administrative uses of personal information include using personal information to:
to decide whether an individual can enter the country
to determine whether an individual is eligible to receive a social service
to investigate an individual for possible wrongdoing
You may decide to conduct a PIA for your institution's new or substantially changed programs or activities even if no decisions are made about individuals. The TBS Directive on Privacy Impact Assessment encourages institutions to undertake a PIA if their program or activity will have an impact on privacy and there are potential privacy risks that should be assessed and mitigated. While you may not be required to do a PIA in such circumstances, thoroughly assessing risks to privacy through a PIA will help you develop legally compliant and privacy-friendly programs.
Use the Preliminary Risk Assessment section found later in this document to help you determine your program or activity's potential privacy impacts and to get a sense of the risk level. Based on this assessment you may choose to conduct a PIA even when there is no administrative use of personal information. Institutions should consider each project individually to decide whether a PIA is warranted.
Tip: It is important to assess the privacy impacts of new as well as old initiatives. Conduct PIAs for existing projects that may predate the TBS PIA requirement, as resources allow. Begin with programs and activities likely to pose the greatest risk.
Text version of Figure 1
Use this flowchart to help you determine if you need to do a PIA
Does the program or activity involve personal information?
If no: A PIA is likely not required.
If yes: Is personal information used as part of a decision-making process that directly affects an individual?
If no: Will the program or activity have an impact on privacy and should potential privacy risks be assessed and mitigated?
If yes: Conduct a PIA.
If yes: Is there already a PIA for this program or activity?
If no: Conduct a PIA.
If yes: Has anything changed?
If no: Updating the PIA is likely not required.
If yes: Update the PIA.
If you decide not to conduct a PIA, document your decision and the rationale. As a best practice, you should identify and address the privacy impacts of your programs and activities even when you do not do a formal PIA.
Consider whether you should complete other formal assessments or procedures along with or instead of a PIA.
Whereas PIAs concentrate on privacy compliance as well as risks to privacy posed by programs and activities, other assessments have different areas of focus. For example:
Security assessments and authorizations evaluate security practices and controls to establish the extent to which they are implemented correctly, are achieving the desired outcome and whether related residual risk should be accepted
Business impact assessments identify and prioritize a department's critical services and assets to allow for selection of suitable measures to address risks to the availability of those services and assets
Algorithmic impact assessments identify and mitigate risks associated with deploying an automated decision-making system.Footnote 2
Consult TBS's policy suite to determine whether other assessments or procedures may be required.
Tip: If the types of questions posed in the Directive on Privacy Impact Assessment or in this guide seem ill-suited to your project, perhaps a PIA is not the assessment you should be doing! You can always contact our office to discuss your concerns.
The TBS Directive on Privacy Impact Assessment sets out content that must be included in PIA reports. You should consult the Directive to ensure that your PIA complies.
In general, your PIA report should include:
a description of the planned program or activity and its objectives
an assessment of your program's privacy compliance as well as its potential impacts on individuals' privacy
the measures planned to minimize impacts and to comply with the Privacy Act, applicable TBS policies, directives and guidelines as well as best practices
Beyond TBS requirements, this document outlines the Privacy Act requirements and best practices that institutions should consider in going through the PIA process. The discussion that follows is intended to help institutions comprehensively assess and reduce risks to privacy. Whether you follow the steps in this guide or not, it is our office's expectation that you meaningfully analyze the privacy impacts of your initiatives.
The process is designed to be flexible and scalable. The length and complexity of your PIA process will depend on the scale, complexity and risk level of your project.
Key takeaway: Don't be intimidated! PIAs are a tool to help you assess the privacy impacts of your program and to identify any compliance issues. If you know your program you can conduct a PIA.
Determine your legal authority for the program or activity.
Prioritize.
Begin with programs and activities likely to pose the greatest risk
Start early.
Start your PIA before undertaking new or substantially changed programs or activities, in all but exceptional cases
You should begin the PIA process early enough in the development of your project so that it is still possible to influence the project design
For example, if there are significant negative privacy impacts, you may want to reconsider your approach to the project
It is best to identify, reduce, and mitigate privacy impacts before they occur, as opposed to finding remedies after the fact
Remember, your PIA report can be an evolving document that you build as project details become clear
You should analyze privacy impacts throughout your program or activity. The PIA is a tool to guide and document this analysis
Gather any published information, business case documents, existing assessments, analysis or legal advice about your project and about privacy in your institution more generally
Collect current or draft technical specifications or system designs to aid in the PIA process
Where possible, contact other institutions that operate similar initiatives on which they may have conducted PIAs
Use your PIA to support a Privacy by Design approach and help ensure that privacy is an essential component of the program or activity being delivered
Scope appropriately to ensure areas impacting privacy rights are covered.
Consider what the PIA will cover, how detailed it needs to be and what areas are outside the scope
Ensure your PIA report clearly describes what is and is not being assessed and covers all aspects of the initiative that may impact privacy
Based on your scope, estimate how long you will need to complete your PIA and the budget and other resources required
Tip: Scope your project well
At the OPC, we have seen PIAs scoped at the program architecture level so that very limited detail is included on individual programs or activities and their risks. Such PIAs are scoped too broadly!
We have also seen PIAs scoped at the program or activity level where half of the program or activity (sometimes the riskier or more controversial part) was considered out of scope. These PIAs are scoped too narrowly!
Involve the right people.
Which stakeholders will you need to consult?
When and how should they be involved?
Who will ultimately draft the PIA?
Who will be responsible and accountable for ensuring recommendations are implemented?
Key parties may include:
Program staff (that is, the person or people responsible for developing and delivering the program or activity)
Privacy staff, including your Access to Information and Privacy (ATIP) group and your Chief Privacy Officer, where one exists
Internal legal counsel
Information Management (IM), information technology (IT) and security, as required
Front-line staff, as required
Private-sector third parties, if involved in the program or activity
The senior official or executive responsible within the institution for new or substantially changed programs or activities (as per the Directive on Privacy Impact Assessment)
Heads of government institutions or the official responsible for section 10 of the Privacy Act (as per the Directive on Privacy Impact Assessment)
You may not need to engage all of the parties listed above for each PIA, however, at a minimum, involve relevant program and privacy staff in any PIA process.
Tip: If a consultant is conducting your PIA, ensure you have capacity within your institution to implement recommendations and engage with the OPC once their contract is over.
Multi-institutional PIAs:
Where two or more institutions intend to establish a common initiative or to share information, it may be economical and desirable to conduct a multi-institutional PIA
These overarching PIAs help to paint a complete picture of a program or activity that may not otherwise be clear
When different institutions do separate PIAs on small components of a shared project it can be harder to see the big picture
Multi-institutional PIAs help to reduce the chances of gaps or inconsistencies
Multi-institutional PIA reports should clearly set out which party is responsible for addressing risks. Always appoint a lead institution with overall responsibility for the PIA
Tip: Ideally, institutions will conduct one multi-institutional PIA where they are involved in delivering a shared program or activity. Where institutions do not conduct multi-institutional PIAs, they should, at minimum, work closely with program partners to develop separate PIAs that are clearly scoped.
Consult the OPC
The OPC's GA Directorate provides advice to institutions related to specific programs and activities involving personal information, including throughout the PIA process
For more information, see Section 3 – Role of the OPC
Under TBS policy, institutions are required to contact our office to discuss any new or existing programs or activities that could impact privacy – whether or not a PIA is planned
At the end of the planning phase you should have identified the scope of the PIA, the resources needed, the individuals who will be involved, and the timeframe for the process.
The PIA Process
Confirm the need for a PIA
Consult (include OPC)
Assess necessity and proportionality
Identify and assess specific risks
Create measures to mitigate
Get approval
Report to TBS and OPC
Monitor continuously
All of your institution's activities involve some kind of risk. Institutions manage risk by identifying it, analyzing it and then evaluating whether the risk needs to be mitigated.
Analyzing risk can help you make choices when the options involve different types and levels of risk. It also gives you the chance to identify the most serious and the most likely problems. For each risk, two calculations are required:
the likelihood of the incident occurring
the extent of the impact on privacy rights or harm, if it occurs
A PIA's focus is on risk to privacy – that is, risk posed to the individual's privacy and rights under the Privacy Act. It is not a general risk assessment. Therefore, your analysis of a risk's impacts should consider the type of harm that an individual might experience if the risk occurs. For example, is the individual's reputation, financial status or emotional well-being at risk?
The likelihood of the risk occurring can range from almost certain (the event occurs regularly) to rare (the event almost never happens).
Where you have determined that your program or activity may negatively impact an individual's privacy, there is also a risk that your institution is not complying with its obligations under the Privacy Act. Address legal non-compliance immediately.
Tip: Even small amounts of personal information, handled inappropriately, can impact someone's privacy in ways that you did not intend.
Tip: Use visual aids, such as flow charts, to document how you will use information as part of a project to help you identify privacy risks.
When assessing the privacy impacts of your program or activity, it is a good idea to do a preliminary risk assessment. This will help you determine your program or activity's potential privacy impacts and give you a sense of the risk level. The more privacy risk associated with your program or activity, the more you will need to analyze and mitigate the risk.
When doing a preliminary assessment consider the following risk factors:
amount of personal information involved
sensitivity of the personal information involved
sensitivity of the context in which the program or activity will operate
size of the population impacted
whether the affected population is a vulnerable population
type of potential impact on individuals
duration, or permanence, of the program or activity
whether the program or activity involves the following additional risk factors:
using personal information for secondary purposes
sharing personal information outside of the institution
profiling or behavioural predictions
automated decision-making
systemic monitoring of individuals
collecting personal information without notice to or consent of the individual
data matching (linking unconnected personal information)
Tip: You should consider how your initiative might impact the privacy rights of different groups. For example, you can use Gender-Based Analysis Plus (GBA+) to assess how diverse groups of women, men and non-binary people may experience policies, programs and initiatives from a privacy perspective.
Program/activity
Your program's risk level is based on the total of all risk factors. Each risk factor either increases or decreases the overall program risk.
Higher risk
Involves limited personal information. Involves large amount of personal information.
Does not involve sensitive personal information. Involves sensitive personal information such as financial or medical information, SIN, children's information.
Context is not sensitive. Context is sensitive.
Involves the personal information of a few individuals. Involves the personal information of many individuals.
Does not involve personal information of vulnerable populations. Involves personal information of one or more vulnerable populations.
Has a minimal impact on individuals (e.g. lower stakes). Has a major impact on individuals (e.g. high stakes).
Is one-time or short-term. Is long-term.
Does not involve the additional risk factors (see additional risk factors above). Involves one or more of the additional risk factors (see additional risk factors above).
As previously mentioned, the PIA process is designed to be flexible and scalable. The length and complexity of your PIA process will depend on the scale, complexity and risk level of your project. If, based on the materials you have gathered and your preliminary risk assessment, you have determined that your initiative is simple and low risk, you may accordingly conduct a simple PIA with a brief report.
Even a PIA on a low-complexity, low-risk initiative should address all key components in sufficient detail, but you may find that:
fewer parties need to be involved in the process
stakeholder consultation may not be necessary
there are limited information flows to map
there are fewer components to describe
there are fewer privacy impacts and therefore fewer recommendations to discuss
the final report is shorter
By consulting with our office early in the process, we can provide guidance on how to conduct an appropriate PIA.
Implementation of privacy intrusive government programs has underlined the importance of ensuring that the broader privacy risks and societal implications of some initiatives are carefully evaluated at the outset. You should assess high-risk or privacy-invasive programs or activities in the context of their potential impact on our right to privacy. This assessment should include asking probing questions about the need for the program and whether its impacts are in proportion to its purported benefits. Ask these questions early in the PIA process and not as an afterthought once your program or activity is already developed.
If, based on your preliminary risk assessment, you have identified your program or activity as high risk, you should:
demonstrate that your institution's privacy-invasive programs or activities are necessary to meet a specific need
consider whether they are rationally connected to a public goal that is pressing or substantial and explain this clearly and specifically
don't simply reiterate the institutional mandate, for example, "law enforcement" or "border control"
once the necessity of the initiative has been established, consider the need for each element of personal information being collected
is each piece or category of personal information necessary to achieve the goal?
ensure that the proposed program or initiative is likely to be effective in meeting the pressing and substantial goal
was it carefully designed to achieve the objective in question?
assess whether your institution's intrusion on privacy caused by the program or activity is proportional to the benefit gained
the more severe the impact on privacy, the more pressing and substantial the public goal should be
consider whether there is a less privacy intrusive way of achieving the same end
have evidence that supports your argument for using privacy intrusive or invasive activities or technologies
is there empirical evidence in support of the initiative?
can your institution demonstrate that these measures are effective in meeting stated needs?
is there empirical evidence that other, less privacy intrusive means will not achieve the objectives of the initiative?
If your institution cannot explain how your initiative's proposed collection, use or disclosure of personal information is rationally connected to a pressing and substantial public goal, the initiative should not go forward. In this case, the institution should review the initiative's objectives and revisit whether it indeed has the legal authority to proceed. You should demonstrate that your high-risk program or activity is necessary, effective, proportional and minimally intrusive before proceeding with implementation.
Tip: While the questions discussed above are necessary for assessing a high-risk initiative, they are useful questions to ask when beginning any project and can help to ensure that key privacy considerations are taken into account at the design stage.
Roadmap for high-risk programs
If, based on your preliminary assessment, you have determined that your program or activity is high risk, follow the roadmap below.
Step 1. Consider the impacts of your program on our right to privacy and other fundamental rights and values at the earliest stage possible in program development
Step 2. Ask key questions to evaluate the necessity, effectiveness, proportionality and minimal intrusiveness of your initiative
Step 3. Document your rationale for proceeding with privacy intrusive or invasive activities or technologies and use empirical evidence to support your argument
Step 4. Ensure high-risk programs or activities are necessary, effective, proportional and minimally intrusive before proceeding with their implementation
If you are developing a project that involves personal information, you must comply with the Privacy Act. Your PIA should clearly demonstrate how your initiative meets legal requirements as well as the policy requirements of the Government of Canada. After ensuring your compliance with law and policy, you should then work to further minimize your initiative's intrusiveness.
As you analyze risks to the privacy of individuals and propose mitigating measures, we recommend that you assess your program against the principles below. They are based upon the Organization for Economic Co-operation and Development's (OECD) Guidelines on the Protection of Privacy and Transborder Flows of Personal Data, which have shaped and largely underpin privacy and data protection legislation around the world. They are meant to provide a useful framework for your analysis. For each principle, determine whether your project complies with the relevant Privacy Act provision and policy requirements, then identify any negative impacts on privacy as well as mitigations. Depending on the nature of your initiative, you may consider some principles in more depth than others. The lists under each principle are also not exhaustive. You may have other questions or measures for your institution. Again, it is our office's expectation that you meaningfully analyze the privacy impacts of your initiative.
Organization for Economic Co-operation and Development (OECD): The OECD is a forum where governments work together to address the economic, social and environmental challenges of globalisation. For several decades, the OECD has been playing an important role in promoting respect for privacy as a fundamental value and a condition for the free flow of personal data across borders. In 1980, the OECD introduced the Guidelines on the Protection of Privacy and Transborder Flows of Personal Data, the first internationally agreed upon set of privacy principles. As an OECD member, Canada has committed to implementing the principles domestically to ensure the protection of privacy and individual liberties in respect of personal data.
See the OECD Privacy Guidelines more information on the Guidelines on the Protection of Privacy and Transborder Flows of Personal Data.
Relevant legal requirement: Privacy Act s. 3.1
Relevant policy requirements: Policy on Privacy Protection and Directive on Privacy Practices
What "accountability" means: Put someone in charge of your institution's handling of personal information and develop privacy policies, procedures and training.
Questions to consider:
Who is responsible for your institution's compliance with the Privacy Act and privacy best practices?
What policies and procedures does your institution have in place to protect privacy?
What policies and procedures do you have in place to protect privacy as part of this specific initiative?
How do you ensure staff receive privacy training?
What tools are in place to monitor employees who are involved in managing personal information?
What is the process for receiving, assessing and responding to privacy complaints and inquiries?
Risk examples:
Individuals may not know who to contact about privacy questions or concerns
Staff may be uninformed about how to protect privacy
Privacy issues may not be identified and shared with the person accountable for compliance with the Privacy Act
Mitigation examples:
Make the identity of the individual accountable for your institution's personal information handling practices known
Develop and implement personal information-handling policies and procedures for your institution and for specific initiatives, as appropriate
Train staff and communicate information to staff about the institution's policies and practices
Monitor your institution's handling of personal information
Develop a process for receiving, assessing and responding to privacy complaints and inquiries
Relevant legal requirement: Privacy Act s. 4
Relevant policy requirements: Directive on Privacy Practices and Directive on Social Insurance Number
What "limiting collection" means: Only collect personal information if it is directly relevant to your initiative and needed to meet its objectives.
Why do you need to collect this piece or category of personal information?
Is the information a genuine "need to have" or a "nice to have"?
Are there specific laws or regulations that allow you to collect the information?
An individual's personal information could be collected when it is not related to or necessary for a program or activity
Personal information could be collected without a clear purpose
Have a clear purpose for collection and collect only that personal information necessary for the stated purpose
Use information that will not identify individuals, where possible
Design forms and systems so that only the information required is likely to be collected
Make a clear distinction between mandatory and optional information
Conduct a data minimization exercise to question the need for each piece or category of personal information
Where over-collection occurs, appropriately dispose of or return personal information as soon as possible
Tip: Even personal information that is publicly available should only be collected where it relates directly to an institution's operating program or activity.
Relevant legal requirements: Privacy Act s. 5(1), (2) and (3)
Relevant policy requirement: Directive on Privacy Practices
What "direct collection" and "purpose identification" means: When you collect someone's personal information, collect it directly from them whenever possible and tell them why you need it.
From whom will an individual's personal information be collected?
If you are collecting an individual's personal information from other individuals or sources, why?
How is the individual informed of the purpose for collection of their personal information?
Individuals may be unaware of the collection, and subsequent use and disclosure of their personal information
Information collected from other sources may be inaccurate, out of date or incomplete
Individuals will not be able to update their information if they are not aware it has been collected
Ensure you collect personal information from reliable sources
Notify individuals of the purpose for collecting, using and disclosing their personal information
Whenever possible, notify individuals at or before the time of collection
Establish a process for responding to requests to amend or correct personal information
Notify individuals of the procedures for correcting their personal information
Relevant legal requirements: Privacy Act s. 6(1) and Privacy Regulations s. 4(1) and (2)
Relevant policy requirements and other references: Directive on Privacy Practices and OPC Guide on Personal information retention and disposal: Principles and best practices
What "retention" means: Only keep personal information for as long as you need it.
For how long do you need to keep the personal information?
Is there legal, regulatory or policy authority for retaining the information?
How are you made aware when information has reached the end of its retention period?
In what form and format will information be retained?
Personal information is retained longer than necessary for "just in case" scenarios
Personal information is not retained long enough to allow individuals to obtain access
Personal information retained for long periods may become inaccurate or out-of-date
Establish minimum and maximum retention periods
Have in place a records disposition authority (RDA) or appropriate interim measure
De-identify retained information, where appropriate
Limit access to personal information that must be retained, but is no longer being used
Configure systems to delete personal information once the retention period has been reached or to flag it for review
Conduct periodic audits or spot-checks of your holdings to ensure personal information is not being retained beyond established time periods
Tip: Keeping information longer than necessary may increase the risk and exposure of potential data breaches.
Tip: In assessing what is the appropriate retention period and whether it is time to dispose of personal information, an institution should consider the following points:
Reviewing the purpose for having collected the personal information in the first place is generally helpful in assessing how long certain personal information should be retained
If personal information was used to make a decision about an individual, retain it for the legally required period of time thereafter – or another reasonable amount of time in the absence of legislative requirements – to allow the individual to access that information in order to understand, and possibly challenge, the basis for the decision
If retaining personal information any longer would result in a prejudice for the concerned individual, or increase the risk and exposure to data breaches, the institution should safely dispose of it
Relevant legal requirement: Privacy Act s. 6(2)
What "accuracy" means: When you use an individual's personal information to make a decision that directly affects them, ensure that the information you use is correct.
How do you ensure data quality?
How can individuals request correction of their personal information?
Personal information held by an institution may be inaccurate, out-of-date or incomplete
An institution may make decisions that directly affect an individual based on personal information that is inaccurate, out-of-date or incomplete
Inaccurate, out-of-date or incomplete personal information may be shared with third parties
Individuals may not be aware of their right to correct their personal information held by an institution
Inaccuracies in personal information may lead to negative consequences for the individual
Periodically test the accuracy of information collected
Monitor changes made to personal information to ensure they are authorized
Advise requesters of the reasons for refusal and recourse available to them if you refuse their correction request
Allow individuals to add a statement to their personal information when their correction request has been refused
Relevant policy requirement and other references: Directive on Privacy Practices and OPC Guide on Personal information retention and disposal: Principles and best practices
What "disposal" means: Use care to prevent unauthorized access when disposing of personal information.
How will information be disposed of?
Are there means to dispose of information in various formats (for example, paper, digital)?
Is the information covered by a RDA?
Personal information is disposed of improperly and may be accessed without authorization
Not all copies of information are disposed of
Put in place procedures for secure disposal or destruction of personal information or the equipment or devices used for storing personal information
Have in place an RDA or appropriate interim measure
Configure systems to delete personal information once the retention period has been reached
When disposing of equipment or devices used for storing personal information (such as filing cabinets, computers, external hard drives, cellphones and audio tapes), remove or delete any stored information
Keep a record of the disposal of information
What "limiting use" means: Limit your use of individuals' personal information to your purpose.
What personal information will be used and for what purpose?
Is information used for:
the purpose for which it was collected?
a consistent purpose?
a purpose for which the information was disclosed to the institution?
or will the individual's consent be obtained?
Are there specific laws or regulations that allow you to use the information in this way?
Personal information provided for one purpose may be used inappropriately for a secondary purpose
An institution may use personal information in a way that is contrary to the reasonable expectations of the individual
Inform individuals of planned uses of their personal information
Have in place measures to limit how personal information can be used
Establish appropriate processes for seeking consent, as necessary
Document your rationale for considering certain secondary uses as consistent uses
Tip: Interpret the definition of "consistent use" narrowly as it is an exception to seeking consent. This approach is in keeping with the quasi-constitutional status of the Privacy Act and the privacy rights that the statute protects. A consistent use is defined as a use that has a reasonable and direct connection to the original purpose(s) for which the information was obtained or compiled. This means that the original purpose and the proposed purpose are so closely related that one would expect that the information would be used for the consistent purpose, even if the use is not spelled out.
Relevant legal requirements: Privacy Act s. 8(1) and (2)
Relevant policy requirements and other references: Guidance on Preparing Information Sharing Agreements Involving Personal Information, Guidance Document: Taking Privacy into Account Before Making Contracting Decisions, Directive on Privacy Practices, and Policy on Privacy Protection
What "limiting disclosure" means: Limit your sharing of individuals' personal information.
What personal information will be disclosed, for what purpose and to whom?
Does the individual consent to the disclosure, or is the disclosure subject to an exemption?
How will information be shared?
Are information-sharing agreements in place with third parties with whom information is shared, and do these arrangements include appropriate privacy and security clauses?
Are there specific laws or regulations that allow you to share the information in this way?
Disclosure could occur without legal authority or consent
Inaccurate, incomplete or out-of-date information could be shared with third parties
Third parties may inadequately protect personal information that has been shared
Unauthorized use of or onward disclosure of personal information may occur
Inform individuals of planned disclosures of their personal information
Have in place measures to limit sharing of personal information
Include robust privacy and security requirements in agreements with third parties with whom information is shared
Use appropriate safeguards to protect personal information in transit
Relevant legal requirements: Privacy Act s. 7 and s. 8Footnote 3
Relevant policy requirements and other references: Policy on Government Security, Directive on Security Management, Directive on Identity Management, IT Security Risk Management: A Lifecycle Approach (ITSG-33), Directive on Privacy Practices and Guidelines for Privacy Breaches
What "safeguards" means: Take steps to ensure that personal information is appropriately protected against inappropriate access, use or disclosure.
What security and access controls will protect personal information against loss or theft, as well as unauthorized access, disclosure, copying, use, or modification whether in transit or at rest?
How are safeguards improved for personal information that is more sensitive?
How will your institution detect and respond to a breach?
Does personal information travel or reside outside of Canada?
Those without a need to know may gain access to personal information
An institution may not be able to detect and respond to a breach
De-identified information may be identifiable when combined with other information, including publicly available information
Use appropriate physical safeguards (restricted access and locks) institutional safeguards (training and procedures) and technical safeguards (audit trails and encryption) to protect personal information
Use a variety of safeguards, depending on the information's sensitivity, amount, distribution, format, and method of storage
Use anonymous or de-identified information, where possible
Leverage privacy enhancing technologies, where available
Have in place a breach response procedure as well as measures to detect a breach
Conduct appropriate security assessments
Conduct ongoing testing of safeguards to ensure they are functioning appropriately
Tip: The most effective privacy safeguard is not to collect personal information in the first place if you don't need it.
Tip: The goal of a PIA is to identify the most appropriate level of security in specific circumstances, not the strongest information security possible.
Relevant legal requirements: Privacy Act s. 9, s. 10 and s. 11
Relevant policy requirements: Directive on Privacy Practices and Policy on Privacy Protection
What "openness" means: Be open, clear and straightforward about your handling of personal information.
Are individuals informed of:
what personal information is being sought?
for what purpose and with what authority?
the consequences for not providing the information?
how it will be used, disclosed and protected?
for how long it will be retained?
rights they may have to access and correct their information?
How are they informed (for example, signage, forms, privacy notice, Personal Information Bank (PIB))?
Individuals may be unaware of the collection, use and disclosure of their personal information
Notice may not be easily accessible to all individuals
Important privacy information may be buried in a long and complicated policy
Make information about your personal information handling practices readily available and easy to understand
Make information available in a variety of ways and ensure it is consistent across formats (for example, signage, written or verbal notice)
Whenever possible, notify individuals of your practices at or before the time of collection
Make a summary of your PIA publicly available
Notice versus consent: In some areas of government activity, seeking consent for treatment of personal information is neither realistic nor appropriate. For example, some services or functions of government cannot be performed effectively in the absence of particular types of personal information. In these cases, government institutions generally rely on legal authority and notice, rather than consent, as the basis for the information activities. Specifically, consent is not required if the personal information is to be used for the authorized purpose for which it was obtained, for a use consistent with that purpose or for a purpose for which it may be disclosed to the institution under subsection 8(2) of the Privacy Act.
Where consent is required, such as in the case of a secondary use of personal information, institutions should consider:
how consent is obtained (verbally, in writing, etc.)
what form of consent (implied or express) may be appropriate considering the sensitivity of the information and the reasonable expectations of the individual
the implications of declining to provide consent
Institutions should seek express consent whenever possible and particularly when the personal information or context is likely to be considered sensitive. They should also allow individuals to withdraw consent at any time, subject to legal or contractual restrictions and reasonable notice, and inform individuals of the implications of such a withdrawal. If withdrawal is not an option, this should be noted at the time of consent.
Refer to s. 7 and s. 8 of the Privacy Act and the Directive on Privacy Practices for more information.
Tip: The federal government publication Information about programs and information holdings is intended to provide individuals with an index of personal information held by government institutions subject to the Privacy Act.
Relevant legal requirement: Privacy Act s. 12
Relevant policy requirements: Directive on Personal Information Requests and Correction of Personal Information and Policy on Privacy Protection
What "individual access" means: Give citizens, permanent residents and those present in Canada access to the information you hold about them and correct it, when necessary.
What is the process for assessing and responding to requests for access to and correction of personal information in a timely manner?
How are individuals informed of their right of access and correction?
Gaps in processes and systems may lead to delays in responding to requests for access to or correction of personal information or information being withheld inappropriately
Individuals may be unaware of their right to access or correct their personal information held by an institution
Develop and document a process for responding to access and correction requests
Inform individuals of their right to request access to and correction of their personal information
Configure systems so that an individual's personal information can be retrieved without unreasonable effort
Verify the identity of individuals requesting access to their personal information
Advise requesters of the reasons for refusal and recourse available to them when you refuse their access or correction request
Allow individuals to add a statement to their personal information when their access or correction request has been refused
Establish a process to inform third parties if inaccurate information has been shared
Tip: Exemptions to providing access to personal information should be interpreted as narrowly as possible
Now that you have identified the privacy risks associated with your institution's program or activity, you must decide how to respond. Your risk management approaches and processes will be specific to your institution and will depend on its:
risk exposure
institutional risk culture
risk management capacity
partner and stakeholder interests
The risk level before you take into account existing controls and risk responses is referred to as the "inherent" risk level. The remaining risk level after taking into account existing risk controls and responses is referred to as the "residual" risk level. You can have more than one measure to address each risk. For example, you may have a policy combined with a training program and an audit function to reduce a particular risk. Ideally, residual risk levels are low.
Not all risks are equal. If there is a risk that your institution is not complying with the law, you must address it urgently and completely. However, even legally compliant programs may not be privacy friendly. If there remains a risk that your initiative may still have negative impacts on individual privacy, you should work to minimize or eliminate those risks and assess whether or not remaining risks are justified.
Institutions should consider integrating privacy risk management into their broader risk management approach.
There is little point investing time or resources in a PIA process and then failing to take action. An action plan can help you track and manage the decisions you've made as a result of the PIA and ensure that plans to address privacy risks are, in fact, implemented. For each planned action, specify the:
area of the institution or particular member(s) of the project team responsible for its implementation
estimated timeframe for completion
You can update the plan as measures are implemented so that your progress can be tracked.
Once you have assessed and mitigated your program or activity's risks, you will need to document the results in a PIA report. As mentioned above, the TBS Directive on Privacy Impact Assessment sets out content that must be included in your PIA report. You are encouraged to include additional information, as appropriate. The format of the PIA report can also vary as needed.
Avoid jargon and limit use of acronyms
Be concise – "more content, fewer words"
Be action oriented – what do you plan to do?
Use visual aids, such as tables or diagrams, where appropriate
Organize your report to assist with readability and reduce the need to re-explain or repeat material
Create an internal PIA inventory, so that PIAs are organized and accessible for future reference
Next, you will need to obtain internal approvals in accordance with the Directive on Privacy Impact Assessment. The approvals should indicate that your institution's officials accept the residual risk once your mitigation measures are in place. It is an institution's responsibility to ensure it has met all requirements under the Directive.
Tip: The OPC does not approve, endorse or sign off on PIAs or on government programs or initiatives. We do, however, review the final PIA reports of federal public sector institutions, and provide recommendations where we identify additional risks or gaps.
TBS policy requires that institutions make select sections of the PIA report publicly available (as per the Directive on Privacy Impact Assessment). Public reporting allows individuals to have an idea of how government is using their personal information and helps foster trust in the institution's operations.
PIA reports (or their summaries) should be clear, unambiguous, and understandable in general, but especially once they are publicly available. Institutions should post, at a minimum, summaries of their PIA reports on the institutional website. These may be accompanied by a link to the relevant PIB description on the Information about programs and information holdings page. You may need to rework summaries to protect interests such as commercial confidentiality, individual privacy, security of information or legal privilege prior to publishing.
Privacy risk analysis is an ongoing process that does not stop with the approval of the PIA. You should assess privacy issues (controls, risks, etc.) regularly as the environment changes. In particular, institutions should assess whether the measures implemented are having the intended effect of mitigating privacy risks. Ongoing management of privacy risks can be incorporated into your institution's overall risk management strategy.
You should treat PIA reports as evergreen documents. During project implementation, it is a good idea to build one or more "PIA checkpoints" into your project plan, where you'll ask whether anything significant has changed since you did the PIA. For example, changes in technology or the implementation of other related programs may create new risks that you should identify and mitigate.
For relatively minor changes, it may be sufficient to modify the PIA or attach a short addendum. In either case, you should clearly note the relevant changes and analyze the implications (if any). If changes are substantial and result in significant new privacy impacts that were not considered in the PIA, you should do a new PIA in accordance with the Directive on Privacy Impact Assessment.
We wish to acknowledge the work of our domestic and international colleagues in the area of PIAs. Their published guidance has been an invaluable source of inspiration. In particular, we wish to thank the following organizations:
Data Protection Commission of Ireland
Information and Privacy Commissioner of Ontario
Office of the Information and Privacy Commissioner of Newfoundland and Labrador
Office of the Privacy Commissioner of New Zealand
United States of America Department of Homeland Security
This Guide is intended as a tool to assist government institutions when determining how best to achieve compliance with the Privacy Act. Nothing in this Guide should be considered to interfere with or limit the discretion of the OPC to carry out its responsibilities, particularly with respect to an investigation of any complaint under the Privacy Act or the undertaking of an audit or review by the OPC under the Act.
According to the Office of the Privacy Commissioner's 2018-19 Survey of Canadians on Privacy
Return to footnote 1
For more information see the TBS's Directive on Automated Decision-Making
Sections. 7 and 8 of the Privacy Act require government institutions to use and disclose personal information only for certain specified purposes in order to protect personal information. Implementing appropriate safeguards ensures that institutions comply with these provisions.
Top Ten Dos and Don'ts for Privacy Impact Assessments


You are a driven, self-motivated, and hungry to learn individual, who is looking to build a career in digital advertising. As a Sales Operations Specialist, you will be a key player in supporting and streamlining our pre-sales operations. Your primary focus in this role will be to support Sales Account Executives (AEs) by top-of-the-funnel prospecting via email efforts, customer and campaign data entry in the Salesforce system, and executing several key initiatives in collaboration with other departments.


ICMY: Lucy Hale was spotted with a new boyfriend, Ryan Rottman yesterday.
However fans were wondering wtf happened to her previous boyfriend, Life Sentence co-star Riley Smith.
Well, obviously they broke up... and now we know why.
According to Us Weekly, "Riley and Lucy are no longer dating." - Duh.
"He is recording an album, promoting his song 'Hang' and moving for his new show, Proven Innocent," the site wrote. "It just didn't work out."
So it seems to us like Riley was too busy for Lucy, but it's no skin off her back! Girl has already moved on.


JANET Sewell, of Windmill, near Bishop Auckland, has asked The Northern Echo to point out tha she is not on unconditional bail prior to her trial on charges of harassment without violence - as reported in Friday's paper.
Newton Aycliffe Magistrates' Court have confirmed this. The trial was adjourned until August 24 without any bail arrangements being imposed. We are happy to clarify the matter.


What is a Custom Foot Orthoses?
A custom foot orthosis is a device biomechanically designed to fit into your footwear and improve foot function. Function is improved by controlling excessive or unnecessary motion while standing, walking or running.
In addition to controlling abnormal foot function, custom foot orthoses can accommodate painful areas of the foot. They can provide stability for the foot and correct injury-causing imbalances. This may result in a dramatic decreases of painful symptoms and increased comfort. Foot orthosis can help to halt the progression of existing problems and allow healing to occur. Foot orthotics can help in alleviating pain in your hips, knees, shins, arches or metatarsal bones. Whether you are interested in increasing daily comfort or an athlete looking to optimize performance, most everyone can benefit from some type of foot orthosis.
One of the foot's main functions is to absorb shock as the body's weight shifts with each step. This is accomplished through a complex process in which the arch of the foot flattens slightly. The controlled flattening of the arch aides in absorption and distribution of our body's weight through the entire surface of the foot.
There are two main types of custom foot orthoses; accommodative orthoses and functional foot orthoses. Both types of custom foot orthoses are used to correct and align the foot of the patient so that the pain in their foot or lower extremity will improve and the normal activities can be resumed with little to no pain.
These orthoses are used primarily to cushion, pad or relieve pressure from a painful or injured areas on the bottom of the foot. Patients who benefit from accommodative foot orthotics often suffer from diabetes, neuropathy or arthritis. These orthoses may be made of a wide range of materials such as cork, leather, plastic foams, and rubber materials. They are generally more flexible and soft than a functional foot orthoses.
Functional foot orthoses are useful in the treating a variety of painful conditions of the foot and lower extremities. These ailments include: arch and instep pain, ankle pain, heel pain and biomechanical alignment inconsistencies of the knee, hip or back. Each, is commonly treated with functional foot orthoses. The advantages of functional foot orthoses are that they are relatively durable, infrequently require adjustments and lower in profile.
Functional foot orthoses may be made of flexible, semi-rigid plastic, rigid plastic or graphite materials. They are relatively thin and easily fit into most types of shoes. They are fabricated from a three dimensional model of the foot which can be made by taking a plaster mold of the foot or stepping into a compressible foam box.
A prescription from a podiatrist or a physician is generally required for the services and to bill your insurance. Last, but not least, our devices are made in house, we do not send your molds offsite to be made by another manufacturer.