OpenLLM-France/wikimedia huggingface dataset:
# Canadian Criminal Sentencing/Offences/Possession of a Restricted or Prohibited Firearm
## Legislation

   possession of prohibited or restricted firearm with ammunition 95. (1) Subject to subsection (3), every person commits an offence who, in any place, possesses a loaded prohibited firearm or restricted firearm, or an unloaded prohibited firearm or restricted firearm together with readily accessible ammunition that is capable of being discharged in the firearm, unless the person is the holder of
       (a) an authorization or a licence under which the person may possess the firearm in that place; and
       (b) the registration certificate for the firearm.
   Punishment Punishment
   (2) Every person who commits an offence under subsection (1)
   (a) is guilty of an indictable offence and liable to imprisonment for a term of not more than 10 years; or
   (b) is guilty of an offence punishable on summary conviction. ... R.S., 1985, c. C-46, s. 95; 1991, c. 28, s. 8, c. 40, ss. 9, 37; 1993, c. 25, s. 93; 1995, c. 39, s. 139; 2008, c. 6, s. 8.
   – CCC
The mandatory minimum came into force on May 1, 2008. This does not apply to offences pre-dating the amendment. Subsequent offences include any conviction under s. 85, 95, 96, 98, 98.1, 99, 100, 102 or 103.

## Application

    See Canadian Criminal Sentencing/Offences/Weapons Offences

### Principles

As with all mandatory minimums, the minimum is an "inflationary floor" which sets a minimal punishment for the "best" offender.
The "possession of a loaded firearms is inherently dangerous. When such weapons are allowed in the community, death and serious injury are literally at hand, only an impulse and a trigger-pull away."
* ↑ R. v. Morrisey, 2000 SCC 39, [2000] 2 SCR 90, at para 75
* ↑ R. v. Chin, 2009 ABCA 226 (CanLII) at para. 10

### Factors

Aggravating factors:
* Type of firearm (particularly how dangerous it is)
* the firearm was stolen or had serial numbers removed
* children nearby
* drugs nearby
* suggestion of drug dealing or organized crime
Mitigating factors:
* guilty plea
* remorse
* no prior criminal record

## Ancillary Orders

* Weapons Prohibition
* Forfeiture of firearm (if seized by police)
* DNA Order

## Offence-related Probationary Terms

* not to possess weapons, ammunition, or explosive substances
# Canadian Criminal Sentencing/Offences/Possession of a Weapon Contrary to an Order
## Legislation

   Possession contrary to order 117.01 (1) Subject to subsection (4), every person commits an offence who possesses a firearm, a cross-bow, a prohibited weapon, a restricted weapon, a prohibited device, any ammunition, any prohibited ammunition or an explosive substance while the person is prohibited from doing so by any order made under this Act or any other Act of Parliament.
   Failure to surrender authorization, etc. (2) Every person commits an offence who wilfully fails to surrender to a peace officer, a firearms officer or a chief firearms officer any authorization, licence or registration certificate held by the person when the person is required to do so by any order made under this Act or any other Act of Parliament.
   Punishment (3) Every person who commits an offence under subsection (1) or (2)
       (a) is guilty of an indictable offence and liable to imprisonment for a term not exceeding ten years; or
       (b) is guilty of an offence punishable on summary conviction.
   – CCC

## Ancillary Orders

* Weapons forfeiture
* Weapons prohibition

## Ranges

* R. v. Morrow, 2011 BCCA 155 || 5 years
* R. v. Charles, 2010 ONSC 5437|| 5 months
* R. v. Chan, 2011 NSSC 471|| 1 year
* R. v. Moss, [2006] NJ No 174 (SC)|| 1 year|| also charged w robbery (9 years); guilty plea
* R. v. Boutilier, [2006] NJ No 42 (NLSC)|| also convicted for other firearm offences (3 years)|| 1 year
* R. v. Lavers [2010] NJ No 390 (NLCA)|| 2 months
* R. v. Maddigan, 2009 ONCA 269|| 12 months consecutive|| connection to Hells Angels; also convicted of firearms offences (2 years)
* R. v. Clark, 2008 ABPC 371|| 2 years || also convicted of drug trafficking (4 years)
* R. v. Barnett, 2011 BCPC 320|| 30 months|| also convicted of trafficking (30 months)
# Canadian Criminal Sentencing/Offences/Prison Breach
## Legislation

   Prison breach 144. Every one who
       (a) by force or violence breaks a prison with intent to set at liberty himself or any other person confined therein, or
       (b) with intent to escape forcibly breaks out of, or makes any breach in, a cell or other place within a prison in which he is confined,
   is guilty of an indictable offence and liable to imprisonment for a term not exceeding ten years.
   R.S., c. C-34, s. 132; 1976-77, c. 53, s. 5.
   – CCC
# Possession of Stolen Property under $5,000
## Legislation

   355. Every one who commits an offence under section 354
       (b) is guilty
          (i) of an indictable offence and is liable to imprisonment for a term not exceeding two years, or
          (ii) of an offence punishable on summary conviction,
   where the value of the subject-matter of the offence does not exceed five thousand dollars.
   – CCC

## Application
# Possession of Stolen Property over $5,000
## Legislation

   355. Every one who commits an offence under section 354
       (a) is guilty of an indictable offence and liable to imprisonment for a term not exceeding ten years, where the subject-matter of the offence is a testamentary instrument or the value of the subject-matter of the offence exceeds five thousand dollars; or
   – CCC

## See Also

* Canadian Criminal Sentencing/Offences/Theft
* Canadian_Criminal_Sentencing/Offences/Offences_by_Penalty
# Canadian Criminal Sentencing/Offences/Possession of a Weapon for a Dangerous Purpose
## Legislation

   Possession of weapon for dangerous purpose 88. ... Punishment (2) Every person who commits an offence under subsection (1)
       (a) is guilty of an indictable offence and liable to imprisonment for a term not exceeding ten years; or
       (b) is guilty of an offence punishable on summary conviction.
   R.S., 1985, c. C-46, s. 88; 1995, c. 39, s. 139.
   – CCC

## Ancillary Orders

* Weapons Prohibition (109 or 110)
* Forfeiture of weapon (if seized)
* DNA Order

## Recommended Probationary Terms

* not to possess weapons, firearms, ammunition or explosives
# Canadian Criminal Sentencing/Offences/Property Offences
## Introduction

Property offences cover a broad variety of offences in which a victim is either deprived or at risk of being deprived of some assets of value. This can include fraud-related offences.
# Canadian Criminal Sentencing/Offences/Public Mischief
## Legislation

   Public mischief 140. (1) Every one commits public mischief who, with intent to mislead, causes a peace officer to enter on or continue an investigation by
       (a) making a false statement that accuses some other person of having committed an offence;
       (b) doing anything intended to cause some other person to be suspected of having committed an offence that the other person has not committed, or to divert suspicion from himself;
       (c) reporting that an offence has been committed when it has not been committed; or
       (d) reporting or in any other way making it known or causing it to be made known that he or some other person has died when he or that other person has not died.
   Punishment (2) Every one who commits public mischief
       (a) is guilty of an indictable offence and liable to imprisonment for a term not exceeding five years; or
       (b) is guilty of an offence punishable on summary conviction.
   R.S., 1985, c. C-46, s. 140; R.S., 1985, c. 27 (1st Supp.), s. 19.
   – CCC

## See Also

* Fabricating Evidence
* Giving a False Sworn Statement
# Danish Gambit Accepted, Classical Defence
### 9...dxc4

White has to play fxg7 sooner or later or be a full three pawns down. If she plays 10. fxg7 she can be confident that Black will reply with ...Rg8, as either …Qxd1+ or …Qe7+ would concede possession of the d-file and allow the devastating Nd5.
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# Danish Gambit Accepted, Classical Defence
### 10. fxg7

Black's only move to save the rook is 10...Rg8. Both 10...Qxd1+ 11.Rxd1 Rg8 12.Nd5 and 10...Qe7+ 11.Nge2 Rg8 12.Nd5 are much worse for Black.
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# Chess Opening Theory/1. e4/1...e5/2. d4/2...exd4/3. c3/3...dxc3/4. Bc4/4...cxb2/5. Bxb2/5...d5
## Danish Gambit Accepted: Schlechter Defence

By playing 5...d5, Black aggressively strikes back at the center, releasing the bishop to catch up in development, returning a pawn in the process. White main move is 6. Bxd5, and the main continuation is 6...Nf6 7. Bxf7+ Kxf7 8. Qxd8 Bb4+ 9. Qd2 Bxd2+ 10. Nxd2 with an equal position.
Alternatively after 6. Bxd5 Nf6, 7. Nc3?! is tried, but after 7...Nxd5 8. Nxd5 Nd7! (8...c6?? 9. Nf6+ gxf6 10. Qxd8+ Kxd8 11. Bxf6+ and White wins an exchange) Black has an advantage as he is still up a pawn and has the bishop pair, but accurate play is needed.
Note that 6. exd5?! is inaccurate because the bishop on c4 is now blocked by its own pawn. After ...Nf6 and ...Bd6, Black's king is safe and White does not have compensation for Black's extra pawn.
| | 6 | 7 | 8 | 9 | 10 | 11 | |
| Schlechter Defence | Bxd5 Nf6 | Bxf7+ Kxf7 | Qxd8 Bb4+ | Qd2 Bxd2+ | Nxd2 Re8 | Ngf3 Kg8 | = |
| | ... | Nc3?! Nxd5 | Nxd5 Nd7 | Nf3 c6 | Ne3 Qa5+ | Nd2 Qb5 | -/+ |
| | exd5?! Nf6 | Nc3 Bd6 | Nf3 O-O | | | | -/+ |
# Danish Gambit Accepted, Classical Defence
### 6...d5

Capturing the piece with 7. exf6 is both positionally desirable (threatening to ruin Black's kingside pawns) and tactically forced. Most other moves are punished by a combination of ...Bb4+ and ...Ne4, threatening a second piece. After 7. exd6? Qxd6 Black has the same number of pieces out as White (and two extra pawns), nor does White have any way in after 7. Bb5+? Nd7 (8.Qxd5?? c6).
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# Danish Gambit Accepted, Classical Defence
### 7. exf6

Black will lose castling rights and have to play around a protected White pawn on g7 if she captures on c4 immediately.
So instead she throws in 7...Bb4+. In responding to the check, White must either give up the dark-squared bishop, block the dark-squared bishop's diagonal, block the d-file, or forfeit castling rights herself. All of those are good things for Black!
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# Danish Gambit Accepted, Classical Defence
### 10...Rg8

Black is now threatening to trade queens on d1 with a winning advantage, as once the rook has captured on g7, White's Nd5 doesn't come with the threat of a fork on f6, so Black can simply defend c7 with ...Na6.
So to limit the damage, White's queen usually makes tracks, with either 11. Qf3 or 11. Qa4+.
Another possibility is for White to voluntarily get the queens off with 11. Qxd8+, followed by castling queenside, hoping that an all-out attack on Black's still underdeveloped forces will be enough compensation for the two pawns.
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# Danish Gambit Accepted, Classical Defence
### 8...Bxc3

White has to recapture the piece with 9. Nxc3.
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# Danish Gambit Accepted, Classical Defence
### 9. Nxc3

Black recovers the piece with 9...dxc4. (9…Qxf6?? 10.Nxd5 saves both threatened pieces and Black has nothing.)
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# Danish Gambit Accepted, Classical Defence
### 7...Bb4

White has five legal moves to respond to the check. Ke2 is not the right one.
8. Kf1 is surprisingly popular, but the positive of keeping lines open is outweighed by the negative of losing castling rights, especially since the h1-rook can't get out via h3 while Black's unopposed light-squared bishop is watching it.
8. Nc3 looks natural, but 8...Qxf6! is a very cold shower. Far from stepping into a discovered attack, Black is setting up a devastating cross-pin on the knight that White must waste several moves wriggling out of.
8. Nd2 means it's White, not Black, who will lose castling rights after 8...dxc4. Thanks to the threatened pawn fork on c3, White won't have time to reinforce d2 with Ngf3.
So by a process of elimination we have 8. Bc3. This time there's a tactical flaw with 8...Qxf6, so Black must exchange bishops on c3 so as not to lose a piece.
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# Danish Gambit Accepted, Classical Defence
### 8. Bc3

Black is temporarily a piece down, and the bishop on b4 is threatened, so 8...Bxc3+ is necessary.
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# Development Cooperation Handbook/Designing and Executing Projects/Stakeholders Identification and analysis

Stakeholders are those involved in and/or affected (negatively or positively) by the outcome and the impact of an action, project, programme.
See definition of stakeholder in the manual.
By engaging the stakeholders early on, everyone will have a better understanding of the intervention and the challenges it faces in implementation.
According to the World Bank good way to identify appropriate stakeholders is to start by asking questions.
* Who are the representatives of those likely to be affected?
* Who is responsible for contributing to the achievement of the project objectives?
* Who is likely to mobilize support for the project activities?
* Who can contribute financial and technical resources to the project?
Remember that the project does not achieve its objective directly! The activities that the action team will carry out will produce the outputs that will empower beneficiaries to better interact with their communities and utilise project deliverables to achieve the project outcomes. These outcomes will enable the stakeholders to tackle the problems identified and produce changes in the factors generating these problems, thereby contributing to the achievement of the project objectives.
1. We need to prepare our outputs (manuals and documentaries) for specific target categories and so we need to understand their requirements (i.e. the information they need and the kind of communication climate they would like to have)
You may classify stakeholders according to the level of understanding : - Experts - Specialists - Technicians - Theoreticians: - Familiar: - Novice - Decision Makers
Once you know who your target is, you can put to yourself the following questions.
* What are your goals and objectives for each individual stakeholder?
* How do you want each of them to see you?
* What messages do you want to send?
* How is each message different or the same for each stakeholder?
* What do you want back from them?
Then in the interviews verify if the answers you had given to yourself are different from the answers you are receiving from the stakeholders that you are interviewing.
# Development Cooperation Handbook/Designing and Executing Projects/Project Time

The 9 Topic Areas Of Project Management Knowledge
Time is one of the 9 topic areas of project management knowledge.
Limited time is the one constraint of any project.
Deadlines is what the project team most commonly struggle to maintain the actions within.
In project management there are various tools and procedures that help managing time, like Gants, schedules, work breakdown structures, etc.
Task of the Project Time Management is to describe and execute all those "processes required to accomplish timely completion of the project" (comp. PMBOK3, p. 123).

### Processes, phases and tool

| Project Processes | Project Phase | Key Deliverables |
| Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development | Detailed Planning or design stage | Action plan |
| Control the Project Schedule and Manage Schedule Changes | Project Execution and Control | Example |

## See also

* on Wikipedia
    Time management
* on other Wikibooks
    Time Management
# Development Cooperation Handbook/Designing and Executing Projects/The Project Triangle

Development Cooperation in Action: steps and tools
Project management is leading a team that delivers all project expected outputs within the agreed timelines and budgets.
The main challenge of project management is to ensure that a project is delivered within defined constraints. One can visualize project constrains through the model called The project triangle: time, cost, and scope. If one adjusts any one of these elements, the other two are affected. For example, if we adjust the project plan to shorten the schedule, we might increase costs and decrease scope. Many internal and external factors (like sponsors, beneficiaries, implementing team ability, hostility of those who feel that project success is against their interest,, etc.) will intervene to influence the extent of these three variables: time, cost, and scope.
The project triangle: seeing projects in terms of time, cost, and scope
The project triangle is interrelationship of time, money, and scope.
If you adjust any one of these elements, the other two are affected. For example, if you adjust the project plan to shorten the schedule, you might increase costs and decrease scope.
Project management gets most interesting when you have to balance the time, cost, and scope constraints of your projects—"balance" as on a high wire.
Scope, Time and Cost, are the three essential elements of any project. To succeed as a project manager, you'll have to know quite a bit about how all three of these constraints apply to your projects. You need a tool to help manage them. If you adjust any one side of the triangle, the other two sides are affected.
As you adjust resources, your schedule changes. For example, if you have a number of resource overallocations (overallocation: The result of assigning more tasks to a resource than the resource can accomplish in the working time available.) and you level (leveling: Resolving resource conflicts or overallocations by delaying or splitting certain task) the schedule might now include split tasks and delays that extend the finish date.
but you cannot have the three together!
In Project Execution and control phase of project management we can adopt a more complex matrix of balance that includes the element of quality: CSSQ is the acronym for a project’s linked quadruple constraints Cost, Scope, Schedule, and Quality.
See The 9 topic areas of project management knowledge
* Integration
* Scope
* Time
* Cost
* Quality
* Human Resources
* Communication
* Risk
* Procurement
# Development Cooperation Handbook/Designing and Executing Projects/Project Risk/Project risk management planning

Programme/Project Risk Management is the process of evaluating alternative responses to project risks and selecting among them. It is the process of evaluating alternative responses to project risk and selecting among them.
A Risk management plan is a document prepared by a project manager to foresee risks, to estimate the effectiveness, and to create response plans to mitigate them. It also consists of the risk assessment matrix.
Project Risk Management
A risk is defined as "an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives. "Risk is inherent with any project, and project managers should assess risks continually and develop plans to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks.
Risk management planning in projects/programmes include at least the following processes:
Risk Analysis A systematic use of available information to determine how often specified events may occur and the magnitude of their consequences. it involves listing expected risk areas; compare project objectives to risk items and identify manageable risks.
Risk Avoidance and Mitigation plan Designing activities in such a way as to minimize risk exposure.
Risk Management Plan Identify specific work processes to respond to the eventuality that risk occur.
Most critically, risk management plans include a risk strategy. Broadly, there are four potential strategies, with numerous variations. Projects may choose to:
Accept risk; simply take the chance that th e negative impact will be incurred Avoid risk; changing plans in order to prevent the problem from arising Mitigate risk; lessening its impact through intermediate steps Transfer risk; outsource risk to a capable third party that can manage the outcome
During Project Execution and Control risk management takes the form of monitoring and controlling risks.
see ⇒ Template: Quality Plan
# Development Cooperation Handbook/Designing and Executing Projects/Project Scope

The 9 Topic Areas Of Project Management Knowledge
Scope is one of the 9 topic areas of project management knowledge.
Technical definition "scope": the combination of all project goals and tasks, and the work required to accomplish them; the scope translates into the timeline and budget.
The project scope states what will and will not be included as part of the project.
Scope provides a common understanding of the project for all stakeholders by defining the project's overall boundaries.
It establishes the boundaries of what the project will and will not accomplish. The scope statement eliminates any confusion or ambiguity that might still exist after considering the project's goal, objectives and high-level deliverable statements.
Task of the Project Scope Management is "to ensure, that the project includes all the work required, and only the work required, to complete the project successfully". In other words: The project Scope Management shall warrant that all of the required targets will be met and nothing more! A project target may be described indirectly as a feature of a result (product), but the intrinsic scope of the project itself is the work that must be done to create the product (comp. PMBOK3, p. 103).

## Processes, phases and tool

| Project Processes | Project Phase | Key Deliverables |
| Scope identification | Project initiation stage - Project origination | Example |
| Scope definition | Detailed Planning or design stage | Example |
| Scope verification: Managing Changes to Project Scope | Project Execution and Control | Example |

### See also

⇒ The problem tree ⇒ The objective tree
Project Scope Management
Scope Management
# Development Cooperation Handbook/Designing and Executing Projects/The 9 Topic Areas Of Project Management Knowledge

The Project Management Institute has identified 9 topic areas to define the scope of project management knowledge as follows:
* Integration
* Scope
* Time
* Cost
* Quality
* Human Resources
* Communication
* Risk
* Procurement
In this section of the handbook we will briefly outline the knowledge areas and relate them to the project phases and link them to the collected tools for project management and to the testimonials of project managers.

## See also

* on Wikipedia
    Project Management Institute
    International Project Management Association
    PRiSM - Alternate project management methodology
* External links
** Project Management Institute
** Library of PMI Global Standards: Projects
** APM official website
** Guide to APM Certification
** Project magazine (the voice of project management)