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International Center for Transitional Justice. Three Year Strategic Plan
- Paul Thomas
- 4 years ago
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1 Three Year Strategic Plan
2 Cover: Tunis, Tunisia. A woman lifts her hands while listening to one of many impromptu speeches during a demonstration in downtown Tunis. Holly Pickett/Redux Pictures.
3 Three Year Strategic Plan ICTJ gratefully acknowledges the assistance of Beverly Hyman in helping staff and board members to draft this document. International Center All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without full attribution.
4 Mission In recognition of the current state of the field, our unique role in it, and our belief in what transitional justice can accomplish, ICTJ will continue to pursue our mission: ICTJ assists societies confronting massive human rights abuses to promote accountability, pursue truth, provide reparations, and build trustworthy institutions. Committed to the vindication of victims rights and the promotion of gender justice, we provide expert technical advice, policy analysis, and comparative research on transitional justice approaches, including criminal prosecutions, reparations initiatives, truth seeking and memory, and institutional reform. Vision We have the following vision for the future: We strive for societies to regain humanity in the wake of mass atrocity. For societies in which impunity is rejected, dignity of victims is upheld, and trust is restored; where truth is the basis of history. We believe that this is an ethical, legal and political imperative and the cornerstone of lasting peace.
5 CONTENTS Mission and Vision Introduction The State of the Field of Transitional Justice Our Unique Role... 4 Transitional Justice Expertise... 4 Practical Problem Solving... 4 Leading Policy Advice... 4 Promotion of Victims Rights and Inclusion of Marginalized Groups... 5 Empirical and Normative Research... 5 Independence Three-Year Strategic Priorities... 6 Priority 1: Integrated Approaches... 6 Priority 2: Technical Assistance and Policy Analysis... 6 Priority 3: Victims Rights and Participation... 7 Priority 4: Reflection and Innovation Our Operational Approach... 8 Integrated Programming... 8 Research Organizational Support Communication Institutional Learning Development Human Resources Finance Conclusion Strategic Plan Consultation Process...
7 1. Introduction The International Center was founded in 2001 to assist societies grappling with the immense challenge of securing justice and accountability in the wake of mass human rights violations. In more than a decade of work since then, we have observed again and again that in order to move forward, communities affected by violence and repression must have a public accounting of the facts, justice for those responsible, reparation for loss and suffering, and a demonstrated commitment, through vetting and institutional reform, that abuses will not be repeated. These steps are essential to bringing justice to victims and to beginning to restore the social fabric undermined by repression and mass violations of human rights. The four measures most commonly called upon to address mass atrocity and repression criminal justice, truth and memory, reparations, and institutional reform form the core elements of transitional justice. When transitional justice is most needed, societies are often at their most fragmented and their systems the most broken. In these moments, the pressure to forget the past, to forgo accountability and redress for the sake of moving forward, can be immense. Even when the demand and will to examine the past emerge, many societies in transition lack the information and know-how to formulate approaches that can address their challenges in practical terms. The field of transitional justice has developed significantly since our founding, and a growing number of other institutions are now also engaged in working on these critical issues. This year, on the occasion of our 10th anniversary, we have undertaken a strategic-planning process to examine our unique role in this expanded field, to reaffirm our mission, and to ensure excellence in the fulfillment of our goals. Details on the consultative approach that we used to develop this plan are included on the final page of this document. Despite the great progress made in responding to public demands for accountability in the last decade, we still witness impunity and injustice in the face of grave human rights violations. Though openings for political change are many, the fulfillment of victims rights to truth, justice, and redress is far from universally realized. The language of transitional justice is now widely used, but its methods are still vulnerable to manipulation for political gain. As we move into our second decade as an institution, we will continue to support measures that benefit victims and affected societies, ensuring that commitments to transitional justice will not simply serve as hollow rhetoric, but will instead lead to real action and change. 1
8 2. The State of the Field of Transitional Justice A number of factors signal challenges ahead for justice, accountability, and victims rights. The global financial crisis will continue to put strains on the international community s ability to invest in the long-term, integrated approaches that are necessary to support societies emerging from transitions. Lack of political will at the national level continues to impose barriers to justice and accountability. As we are observing in the Middle East and North Africa, despite the impressive pace of change in the region in 2011, regimes responsible for violations continue to use the familiar rhetoric of the threat of instability to avoid examining past abuses. This language persists, even amid strong evidence that justice is a necessary element of peace and security. Despite these challenges, there are also positive signals of a commitment to transitional justice. We have noticed growing international recognition of the importance of the principle of complementarity : that states have a duty to investigate and prosecute serious crimes committed on their territory or by their nationals. Only when a state refuses or is unable to act is the International Criminal Court able to intervene. With greater awareness of this principle has come an increased international commitment to supporting national prosecutions. There is still considerable work to be done to build capacity at the national level in countries such as Côte d Ivoire and Libya, where doing so can bring the most benefit. There is also growing recognition that transitional justice measures can support broader development aims in societies emerging from conflict. In 2011, the World Bank s annual World Development Report, titled Conflict, Security, and Development, recommended transitional justice measures as a core policy tool for societies emerging from conflict and instability. The report confirms transitional justice measures have been crucial to countries avoidance of recurring conflict traps. As a result of this central finding, governments and international policymakers will be seeking tangible guidance on how transitional justice institutions can be meaningfully introduced as part of the broader development framework. Also in 2011, the United Nations Human Rights Council established a mandate for a special rapporteur for the promotion of truth, justice, reparation, and guarantees of nonrecurrence of serious crimes and gross violations of human rights. The mandate begins in 2012 and was supported by 75 countries. New openings to pursue accountability and reform in countries such as Burma, Tunisia, and Guinea will provide tangible opportunities for the rapporteur to advance transitional justice. 2
9 The current context is also characterized by a shift in the settings in which transitional justice is pursued. When transitional justice measures were initially developed in Latin America for states transitioning away from authoritarianism, they were used to repair repressive and abusive state institutions. In the last decade, they have increasingly been applied to fragile states and post-conflict environments, which tend to lack functioning state institutions with demonstrated authority over an entire territory. The crimes being examined in these settings are often more a product of social chaos than of policies of systematic state abuse. This deep shift in the context for transitional justice demands greater analysis of its tools and approaches to ensure that they are suitably adapted to bring about justice and accountability. The proliferation of truth commissions and commissions of inquiry is also an important sign that the right to truth is becoming more widely recognized. In 2011, the International Commission of Inquiry on Côte d Ivoire was established; Brazil passed legislation to establish a truth commission that will examine crimes of the dictatorship; and there were renewed calls in Nepal to establish a truth commission after years of political stalling. Following the political transition that catalyzed dramatic change throughout the Middle East and North Africa, one of Tunisia s first actions was to establish national commissions to investigate human rights violations, repression, and other crimes of the past. While these efforts can be subject to political manipulation, they can also play an important role in determining the truth and providing a basis for subsequent transitional justice approaches. We have also seen increased attention to the development of outreach programs and other means of engaging victims directly in transitional justice processes, but these measures are not always successful in meaningfully reaching those most affected by mass violence. The first group of commissioners for Liberia s Truth and Reconciliation Commission was selected by the Liberian president, without consultation with victims groups. Under pressure from civil society due to concerns about the commissioners lack of credibility, the first group was dismissed, and a process was established to select new commissioners with the involvement of civil society. Pressure from civil society and international policymakers in cases like this is critical to ensuring that transitional justice processes incorporate the interests and needs of victims, and facilitate their involvement. These signals of progress are heartening, but without practical delivery on policy advances and public commitments, they are merely gestures. Transitional justice measures meet with varying levels of international and domestic support. While international trials continue to be relatively well-funded and well-utilized, national criminal trials still occur all too rarely. Truth commissions are widely lauded but insufficiently supported in practice, while reparations programs are often orphaned by the international community, and institutional reform is only implemented in a scattered manner. A selective approach that adopts only those elements of transitional justice that are convenient or uncontroversial will not bring real change to victims or societies in transition. 3
10 3. Our Unique Role ICTJ is the leading authority on transitional justice, with engagements in 2011 in 33 countries and an ongoing staff presence in 19. In our next 10 years, we will continue to respond to invitations to assist in emerging transitions, but we will prioritize engagements where analysis signals a feasible environment to advance justice and accountability and an opening for our technical expertise to add the greatest value. Transitional Justice Expertise While the number of organizations working on transitional justice has grown in the last decade, we retain a unique profile. Our experts are valued for their nuanced understanding not only of the importance of each transitional justice measure (truth and memory, reparations, criminal justice, and institutional reform), but also of how those measures can work together in practice. Our profile is due in part to the practical experience of our staff, who have worked inside transitional justice mechanisms and transitional environments around the world. This expertise is complemented by a thorough understanding of local context and a diverse network of relationships with civil society, governments, and international policymakers. Practical Problem Solving Our approach to real-world challenges has been critical to our effectiveness. We are viewed as flexible, practical, and dedicated to problem solving. Our work is informed by an understanding of legal frameworks and technical considerations, and we provide useful insights and solutions that advance justice and accountability in times of transition. Leading Policy Advice Both international and national policymakers have turned to us to assist in formulating frameworks for the use of transitional justice in particular contexts and to answer specific technical questions about how methods work in practice. Our work has generated greater awareness among policymakers of the utility of transitional justice measures in helping societies to move forward from mass human rights violations. Working at the national and international levels, we have identified opportunities to advance transitional justice, as well as areas where transitional justice institutions are failing and need additional support. 4
11 Promotion of Victims Rights and Inclusion of Marginalized Groups We have a particular focus on encouraging transitional justice processes to recognize and include the participation of victims of mass crimes at all stages in transitional justice processes. We promote the inclusion of groups that have been targeted or marginalized as a result of their status or identity. In particular, our gender justice unit works to ensure the participation of victims of gender-based violations in designing transitional justice measures, as well as advocating for those measures to address the experience of victims of gender-based violence and other differential harms. Our work on children and transitional justice examines the unique considerations of children and youth as both victims and perpetrators of violence. This focus on targeted groups has also included particular attention to the experience and interests of indigenous peoples who have faced serious crimes and systematic repression. Empirical and Normative Research We are recognized for a strong commitment to research. Our research has repeatedly broken new ground with respect not just to each of the four core measures, but also to the links between them and the linkages between transitional justice and other fields such as peacebuilding, development, and rule of law. Independence We are valued for our independence, and are often uniquely placed to assist and facilitate greater engagement between civil society, governments, and international policymakers. In our role as an independent provider of reliable and timely expertise, our work seeks to assist and connect, rather than replace, national institutions. 5
12 4. Three-Year Strategic Priorities Priority 1: Integrated Approaches Integrated policies for the development and implementation of transitional justice measures are increasingly adopted at the national level. Based on our experience over the last decade, we have become increasingly convinced that transitional justice measures operate most effectively when part of a deliberate, coherent policy that considers a range of measures. We will encourage the adoption of national transitional justice strategies that demonstrate a meaningful commitment to exploring all possible measures for dealing with the past and preventing recurrence, with consideration to timing, sequencing, and resourcing. Through our technical advice and policy analysis, we will encourage national and international actors to demonstrate a meaningful commitment to taking an integrated approach to addressing the past and preventing recurrence. An integrated approach would consider the various means of delivering criminal accountability, truth and memory, reparations, and institutional reform in a way that suits the specific needs and political reality of that context, as well as the particular interests and needs of marginalized groups. We will enhance collaboration among our own experts across our areas of geographic and thematic focus, bringing together our geographic and policy analysis with our thematic expertise in transitional justice. We will provide contextual advice on how to maximize the potential impact of each measure and on how measures might work together and build on one another. This will not prevent us from working in select contexts in which stand-alone measures are understood to present the only feasible option at that time, and have the potential to move a process forward toward greater accountability. Priority 2: Technical Assistance and Policy Analysis Key stakeholders in societies emerging from mass human rights abuse have timely access to relevant lessons and innovative approaches to transitional justice through the provision of targeted technical assistance Our ability to provide timely, high-quality, targeted technical assistance to key stakeholders depends on the quality of our expertise and political analysis. Working with civil society, governments, and international policymakers in specific countries, we will identify opportunities and define strategies to advance transitional justice on the basis of our political analysis. With the benefit of a strong understanding of applicable law, local 6
13 context, and policy trends, we will ensure the quality and speed of our needs assessments, strategy development, and the deployment of our expertise. Our experts will provide appropriate technical assistance and will elevate national and international dialogue on the value of transitional justice. Priority 3: Victims Rights and Participation Transitional justice processes and institutions reflect the rights of victims and ensure their participation, especially for members of marginalized groups. We will continue to promote the rights of victims, including their participation in the design of transitional justice measures and access to transitional justice processes. We will give particular attention to the recognition of rights, participation, and access for those who have been the subject of specific forms of marginalization, such as women, children and youth, and indigenous peoples. We will support this priority by providing targeted technical assistance to civil society groups, including victims groups, as they seek participation in the design of transitional justice measures and access to them. Working with state institutions and international policymakers, ICTJ will also promote channels for meaningful participation by victims in the development and implementation of transitional justice policies and institutions. Our policy work at all levels will also uphold the rights of victims and promote their interests, primarily by making connections among our civil society partners at the local level, national authorities, and international actors. Priority 4: Reflection and Innovation Transitional justice actors continue to innovate their practice based on critical reflection and exchange of lessons learned from current practice, research, and policy analysis. Our role in building the field of transitional justice has been attributed in part to learning and innovation that arises from our practical engagement with transitional justice measures and to learning from peers who are also engaged in this work. We will continue to dedicate time and attention to learning from the successes and failures we observe in practice and to sharing those lessons with one another and with peer institutions in order to promote good practices. We commit to further our analysis of the linkages between the fields of transitional justice and development over this three-year period, and to broaden our recommendations on practical steps that can be taken to realize the mutual benefits of the two fields. Other specific agendas for reflection and debate will emerge from trends we and others observe in practice. We will encourage dialogue among practitioners and researchers in diverse geographic and political settings. Our dedicated research unit will retain its commitment to empirical and normative research that informs, and is informed by, the practical work of ICTJ and others in the field. 7
14 5. Our Operational Approach In the coming years, we will prioritize engagement in contexts where we can promote integrated transitional justice policies at the national level, in response to evidence of the will to support such advances. We will provide our expertise in a timely manner where it is most needed, based on deep practical knowledge of transitional justice, empirical and normative research, understanding of local context, and attention to providing solutions that will work in the real world of diverse and complex transitions. The interests of victims will be foremost in our approach, and we will carry out our work with particular attention to the needs of marginalized groups. We will continue to work in collaboration with national and international actors to translate the policy gains of the last decade into practical, on-theground advances in the next 10 years. Integrated Programming In practice, ICTJ s effectiveness in fulfilling our mission relies on three elements of our substantive work: program delivery in our primary regions and thematic areas, our research, and our policy-relations efforts. These three areas depend on one another to ensure the quality of our advice, and they reinforce each other in practice. Going forward, we will strengthen this integrated approach as an institution. We will increase collaboration among thematic experts, policy analysts, and our in-country staff to develop specific national strategies. We remain committed to working closely with civil society, governments, and international policymakers. Our high-level relationships with national and international policymakers contribute to our effectiveness in influencing the development of policy norms and frameworks. Through strong ties to state authorities and national transitional justice institutions, we develop partnerships and provide support and assistance to national processes. Without a strong network of relationships with national-level civil society, our insights would bring fewer tangible benefits to victims and would also be less valuable to policymakers. Through the provision of integrated expert advice on technical considerations, strategy, and policy development, our relationships with our stakeholders are critical to the effectiveness of our work. We will prioritize our activities where there is a clear role for transitional justice or where there are important advances in the implementation of transitional justice measures, rather than where the promise of a future transition may be many years off. Looking forward, ICTJ will only engage in longer-term country presences in a limited way, focusing on a select number of countries where opportunities to advance justice and accountability call 8
15 for our particular expertise. ICTJ will continue to build capacity to ensure that actors in transitional contexts have the information for informed debate and good decision making. We will establish clear benchmarks for this capacity-building work and will focus on developing a critical mass of knowledge to allow for such debates and decisions. We will produce high-quality political analysis and develop key connections with civil society, governments, and international policymakers. Through these combined efforts, we will identify openings for transitional justice, build strong relationships with multiple stakeholders, and establish channels for moving a transitional justice agenda forward. These operational directions will lead to a more efficient use of our expertise, reducing field presence where we are satisfied transitional justice work can be better carried on by national organizations. In such cases, we will help to transition to local organizations to continue the work we have done. It will also require that we increase our flexibility and capacity to respond to emerging opportunities and needs in a timely and efficient way. Research As demand for transitional justice has increased globally, so have the complexity of the circumstances where it is applied and the expectations associated with its application. Our research indicates these new challenges can be met only by strengthening the links between transitional justice and other fields of policy intervention such as security and development. In the next three years, we will undertake research to further explore and systematize these findings. We will also continue to deepen our understanding of the contexts in which transitional justice measures are applied, particularly on how they can be made more effective in postconflict settings and in contexts where states are strong but institutions for justice and accountability are otherwise weak. 9
16 6. Organizational Support Communication Our communications strategy will focus on demonstrating the role and potential benefits of transitional justice measures to our target audiences, including the media, policymakers, civil society, governments, and academics. Our communications will demonstrate the impact and distinct, added value of our expertise while also supporting the programmatic goals of our individual units. We will emphasize the role and importance of integrated transitional justice measures and demonstrate the linkages between transitional justice and development, rule of law, security, good governance, and democracy. Our communications team will leverage the reach of social media by increasing the focus and consistency of our online content and by connecting with bloggers and other social media figures interested in transitional justice. We will continue to produce timely and high-quality written materials for national and international policymakers, international and national media organizations, peer organizations, and transitional justice actors in the global arena and in our countries of programmatic focus. Institutional Learning We will sustain our commitment to institutional learning, with the aim of ensuring strong program design, understanding how changes happen as a result of our work, and documenting our impact. We will continue to monitor and evaluate our work in an effort to hold ourselves accountable to the commitments we have made as an institution, and to continue to improve the quality and value of our work. We will formulate strategies for our work that will include clear goals for our in-country engagements and approaches to exiting responsibly once our core contribution has been made. In order to track our progress and compare the effectiveness of different approaches, the institutional learning unit will continue to support external evaluations of particular projects and broader program approaches. In 2009 we made a five-year commitment to evaluate all of our existing field work, which we will fulfill over the coming three years. We will utilize our intranet as a cross-program planning tool and a space for documenting learning and facilitating critical discussions on program approaches. In order to do so, we will invest additional resources in strengthening the design and technical function of the intranet and in training staff on its use. 10
17 Development As with all organizations and institutions operating in the current financial climate, we are aware that growing our resource base will require continued focus and investment, including expansion of our development team. Guided by the organization s strategic priorities, we will leverage our accomplishments and demonstrated value into a broader commitment of funds. We anticipate that our primary donors will continue to be a mix of governments and foundations. For some years the institution has been interested in exploring the establishment of an individual-giving program, and we will aim to achieve this in the next three years. Through these efforts, we will seek additional unrestricted resources to build our financial reserves and to ensure our capacity to respond to emerging transitional justice opportunities. Human Resources Expertise is our greatest asset and source of value. We will continue to attract, cultivate, and retain top professionals in the field. During the coming three years, we will invest in additional leadership in the human resources unit. We will improve orientation, mentorship, staff development, and development of updated policies and procedures. Our framework for compensation and benefits, based on the compensation review conducted in 2011, will be adopted throughout the organization. We will introduce a new performance-appraisal and performance-management system and give greater attention to this particular effort to maintain a strong team of professionals. Finance We have re-established a stable financial footing and have a strong team of financial professionals in place to support our work. Over the next three years, we will continue to centralize our financial services in New York, reducing the administrative burden on program staff and emphasizing transparency and efficiency in the management of our resources. We will provide ongoing training in new software and methods for all staff with financial-management responsibility. We will continue to introduce internal reforms to strengthen our regulatory compliance and ensure accountability for noncompliance. 11
18 7. Conclusion The coming three years will build on the success of our first decade as an organization and the tremendous growth of the transitional justice field. We will continue to be a leader in the field, consolidating our programmatic, policy, and research efforts to deliver high-quality technical assistance and policy analysis. We will focus our efforts to ensure that we have an impact at the national level, supporting the real changes that transitional justice can bring about in the lives of victims and communities affected by mass violence and repression. We will maintain a commitment to supporting the recognition of victims rights and their participation, particularly those who are most marginalized in times of violence and repression. In support of these aims, we will offer the fresh and practical insights for which we are most valued, learning from others in the field and cultivating innovative approaches of our own. 12
19 STRATEGIC PLAN CONSULTATION PROCESS In the fall of 2011, we conducted a strategic plan consultation process that included the following formal steps, as well as a series of internal strategy meetings and consultations with the board of directors to inform the final selection of priorities. Survey 13 questions sent to all staff members and consultants, completed by 69 respondents across all offices, units, and job titles. The results were completed anonymously and analyzed by an external consultant, and translation services were offered to French and Spanish speaking staff members. Internal focus groups 14 focus groups were held in field offices and in New York, facilitated by ICTJ staff members. Groups ranged in size from four to nine participants from all parts of the organization. All field offices were invited to participate. External focus groups and one-on-one interviews External focus groups were led by staff in Kenya, Israel/Palestine, Nepal, Colombia, and Indonesia, consulting with government officials, civil society organizations, university administrators, UN officials, diplomats, and donors. Six one-on-one interviews were conducted with external actors in New York and Europe.
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text: CHEAT SHEETTOP 10 RIGHT NOWSHOP WITH SCOUTEDFive Winners & Losers from Sundance 2011Presented by The Daily Beast and Sundance ChannelUpdated Apr. 21, 2017 5:43PM ET / Published Jan. 20, 2012 11:47AM ET 2011 was a banner year for the Sundance Film Festival, introducing many awards-bait films into the fold, and one unique box office hit. There were, however, also some incredibly hyped films acquired at Sundance that, whether it be faulty marketing, a poor release strategy, or general disinterest, failed to connect with audiences. Here are the five winners (MARGIN CALL) and losers (LIKE CRAZY) among the films that were purchased at last year's Sundance Film Festival. We've already seen one sale at Sundance 2012 (Sony Pictures Classics just picked up SEARCHING FOR SUGAR MAN), so it will be interesting to see if there were any lessons learned from this lot.READ MORE>>Read it at The Sundance Channel


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"Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction, and skillful execution; it represents the wise choice of many alternatives."
Lakes Region Fire Apparatus:
- Certified repair center for Hale, Waterous, & W.S. Darley pumps
- Repairs, Maintains, and Refurbishes all makes of Fire Trucks
- stocks common replacement Parts, and replacement Hoses
- Installs A/C Generators
Is a Phoscheck Class A Foam depot
All technicians are EVT & ASE certified


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We are passionate about delivering long-term value. It is why we formed Concentra and brought together a group of operations consultants with a technology firm to create a new business model. One where lasting benefits are realised from consulting engagements and investments in technology are maximised.
It is our people and our expertise across the areas of design, operations management, analytics and technology that sets us apart and allows us to live up to the adage of the whole being greater than the sum of the parts.
We understand operations so our work typically involves developing solutions and products that have a direct and positive impact on profit, use of resources and operational effectiveness. Together with our clients, we look to solve challenges in a refreshing way - whether on the factory floor, online or in the boardroom.
We are a business built on exceptional service and a level of trust. We work with well-known public and commercial organisations and value the fact that the majority of our business comes from existing relationships. We cover all industry sectors but have a particular expertise in healthcare, finance and pharmaceutical sectors.
We are proud of our track record of winning awards for our clients and are delighted that our solutions have been regularly singled out for cutting-edge design and innovative technical excellence.


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Navilution Evo, a multilingual commentary system, breaks down language and accessibility barriers, opening new markets for tour operators.
Sightseers fluent in more than 99 languages will experience guided tours in an innovative new way with the release of a new GPS multilingual commentary solution from AudioConexus Inc.
Navilution Evo is the world's most advanced package in GPS-triggered tour equipment. The product allows tour operators to create automated guided tours in multiple languages, with sounds, voice-overs, and videos played based on a series of GPS locations.
Navilution Evo is the first completely automated commentary solution, eliminating the delivery of poor, boring narration and inconsistent sightseeing tours. With international tour wholesalers and travelers alike looking for exceptional tourism experiences, it's more important than ever to meet the needs and interests of foreign visitors and people with disabilities. Despite this, language and accessibility barriers continue to be a significant hurdle for tour operators.
"At AudioConexus, we believe in breaking down language, cultural and accessibility barriers so that people traveling around the world can connect to the amazing stories every destination has to offer," said Jonathan Stanley, President & CEO of AudioConexus Inc. "Navilution Evo delivers on those beliefs. We want to open up the world of sightseeing to everyone, and Navilution Evo puts us one step closer to making that a reality."
The Navilution product is utilized for sightseeing tours on buses, boats, trains, trolleys, trams and other vehicles – and it introduces several industry firsts. It incorporates powerful cloud computing (Navilution Cortex) for planning routes and collecting passenger analytics, including usage data based on time of day.
With simple one-touch responses for key features, Navilution Evo is designed to reduce tour drivers' distractions en route. Drivers can even run Navilution Evo from a smartphone or tablet – the first such program to have smartphone functionality.
The GPS multilingual commentary system, designed in collaboration with industry leaders in engineering, industrial design, and human experience design, enables sightseeing companies to deeply connect with people by providing more captivating and vibrant sightseeing experiences. Furthermore, the Navilution platform delivers enhanced tours in over 90 multiple languages and tour topics on a single route for audiences that are evolving and changing.
Partnering with the Canadian Institute for the Blind and the Canadian Hearing Society, AudioConexus is the first company to introduce accessible design for social inclusion. Location-specific audio and visual announcements improve access to key orientation information for all passengers with products supporting braille and video for Sign Language tours for deaf visitors.
"AudioConexus consulted with CNIB regarding accessible design features for customers who are living with sight loss," says Shane Laurintus, Program Lead, Accessible Technology, CNIB Ontario-GTA. "We recommended braille components and audio descriptions to ensure travelers who are blind or partially sighted have equitable access to information. This design is an important step towards changing what it is to be blind today and creating an inclusive society."
Michael Dawthorne, Manager, Translation, and Deafblind Intervention Services, Canadian Hearing Society, said, "Our partnership with AudioConexus makes audio-based bus tours more accessible and inclusive for Deaf and hard of hearing travelers through the use of sign language and captioned versions. These types of innovative solutions help remove barriers faced by Deaf and hard of hearing people and allow them to participate in all areas of life actively."
AudioConexus's Navilution Evo multilingual commentary system empowers sightseeing operators to provide better tours and improved access to tour content for social inclusion.
AudioConexus inspires the world of travelers, shaping the future of guided tours with transformational technologies and exceptional entertainment experiences.
The company offers the only complete multilingual, multi-topical hardware, software and creative solution that offers adaptable, unique, five-star user experiences for ambitious, growth-oriented tour operators in local communities worldwide looking for a distinctive edge so that they can increase bookings year-round in an era of formulaic tourist experiences and short attention spans.
AudioConexus thanks the Canadian Hearing Society for generously donating their time and expertise, creating this ASL video in support of promoting accessibility and Tourism For All.


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At Even, Ben Ha Arbayim, Biblical Calendar, Biblical Day, Biblical Days, Biblical Night, Biblical Nights, Day and Night Poetry, Days, Hebrew, Nights, Scriptural Days, Scriptural Nights, Scripture Days, Scripture Nights, Scriptureal Days, When Does A Day Start?, When DOes the Night Start?
Lord, I ask that you open my reader's spiritual eyes, causing them to see the world only just a sliver more closely to the way that You see it. I ask that Your anointing be in them and that you give them people in their lives who are ready to and will be excited to hear the truth; While at the same time preparing them for those who are not as excited about the truth. You are high and lifted up and Your Spirit rests more fully on those who love You. We praise and worship Your holy name and appreciate Your Grace being with us. Allow us to sight the fiery darts of the enemy before they arrive and keep Your armor upon us.
Have you ever wondered when it is that God starts and ends days? When the clock strikes midnight right? That is not the case, no no no. In fact Scriptural, a day starts with the night- the very beginning of night. To be more specific, a day starts with twilight. The very start of twilight before it even seems to be twilight.
The sun is high in the sky and it's rays are being blasted upon the earth.
Leaves wither and curl
Flowers dance and shake
Rivers babble while puddles rise
Skin. Golden brown and warm to the touch
The clock spins and twilight's call begins
Twilight's call begins
Looking over the lake, clouds turn from marshmallows to fiery puffs. Yellow, molten red, pinks and blues, a flash of green and blues turn to dark purple. The sun waves as The Lake kisses it's forehead goodbye for bringing us another day. Twilight has called and a new day has begun.
It's true. <And the evening and the morning was the first day> second day, third day, each day begins and ends just as it was created. You see, there are many people out there who have come to understand this, but in order to acquiesce society most still speak in terms of the Gregorian midnight to midnight way of keeping time. Deep down inside they long to reverence The Writers of Scripture and honor The Father by keeping Biblical time.
Many people who are of that fold are unsure as to whether or not a day begins with the sunset or sunrise. This is a valid argument for various reasons. One of those reasons is that the word evening comes from a Hebrew word that can be literally translated to "even." Even references the time when the sun has become even with the horizon. Has the world gotten itself so mixed up that we call night evening in reference to the sun's setting but Elohim meant for the day to begin with a sunrise? The answer is a resounding "no" for those of you that are indeed seeking something that is foundational.
How can we be so sure? There are many reasons in The Word that point to this. But it cannot be clearer than in Exodus when The Lord tells about His Passover. Not just a memorial of Passover, but the actual Passover itself when Moses was used of The Holy Spirit to lead Elohim's children out of Egypt and into the desert. <They set out from Rameses in the first month, on the fifteenth day of the first month. On the day after the Passover, the people of Israel went out triumphantly in the sight of all the Egyptians…>
But that doesn't say anything about night or day does it? It sure doesn't, but if you know anything about Passover you know that this pinpoints which "even" Adonai uses as the ambassador that ushers the slow and brilliant sweep that is one day turning into another.
The Israelites were told to begin their Passover meals "Between The Evenings." Most translations have used the terms "at even" or "twilight" to fill in a gap where they weren't sure. They werent' sure what the original writing meant by "Ben Ha Arbayim," literally translated to "Between The Evenings." Between The Evenings is a Hebrew figure of speech that means "The time period between the start of the sun's decent from it's peak to twilight after the even."
That night, the Israelites were instructed to take some of the blood that spilled from their Passover sacrifice and place it over their lintels. This was to be done before the nightfall. Israelites, that year were instructed to stay inside their homes that night as The Lord's hand passed through Egypt taking the first born of all without the blood on the lintels. Pharaoh found his dead son the night of the fifteenth, and told the Israelites brusquely that it was time to high tail it out of there.
This still leaves a question as to whether or not the Israelites left during the night of the fifteenth or the day of the fifteenth. One might argue that since the Israelites left "in the sight of all the Egyptians" it was during the day. Another argument might be that Adonai told them to eat their meals that evening "in haste" with their sandals and belts on and THEIR STAFF IN THEIR HAND. Why would He ask them to do that if they were going to fall asleep before leaving? What do you think? I want to hear your opinion on this, your post scripture reading opinion please. Be respectful and honor one another and be helpful instead of hurtful. YHVH guide, bless and give provision to our conversation and subsequent days. Amein.
Author: T.Griffin
Does Gleaning The Scriptures fill you in a way that is different than that of the common religious organizations you have meandered across? We hope so. Our goal is to show you truth that God is sharing with us directly. If you feel lead consider contributing. You can give as little as 1 dollar a month! All contributions are appreciated.
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Remember, the best things in life are free and you being here, sharing in the knowledge of the truth is profit.
May the Lord Bless you and keep you. May the Lord make His face to shine upon you and be gracious to you. May the Lord turn His countenance unto you and give you peace.


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I used to have auto recharge set up, changed to new plan and I can't set it up anyone, keep getting error ( Sorry, an unexpected error has occurred. Please ensure you have a valid internet connection and try again.) I have internet, I'm using mobile internet to post this, so I don't know what the error is, I have tried using the 2 pins I would have used, same error, every single time, why can't we have a website to do this on, would make things so much easier, but oh no boost have to be special and do it all via an acient app that doesn't work.
Worked for me why can't boost fix software bug
they are unlikely to respond or fix the problem while they continue to deny there is a problem and are actually quite rude about it.
I have the same issue. the app is garbage and dosent work. boost clearly wont fix it or offer support im guessing as it saves them money. i am a new customer trialing the service but if i am going to be left with no phone at work bc auto recharge wont work and data is cut off when it runs out and i cant recharge via the app or wifi then ill be leaving. its stupid you cant log into the website and set things up since the app is usless.


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According to a new report, despite selling off its Pixel development team to Google, HTC is by no means finished with creating its own devices to compete with the rest of the market. Allegedly the company is creating a bigger, badder version of this year's HTC U11, dubbed appropriately enough as the HTC U11 Plus.
BGR's Chris Smith describes the handset as "an iPhone X and Galaxy Note 8 rival," and that it "appears to be even more exciting than the Pixel 2 that HTC Is making for Google."
"It's also the kind of Pixel 2 XL phone HTC could have built," he added. That's a reference to the fact that, originally, HTC was believed to be building both the Pixel 2 and Pixel 2 XL, before its version of the Pixel 2 XL was axed in favour of an LG-made Pixel 2 XL. Could HTC be recycling some of its development for the axed phone and branding it as its own model?
Although the "Plus" moniker often varies when it comes to smartphones – either meaning a bigger variant, or one with a higher spec – in this case it is suggested this is a bigger model than the HTC U11. As well as being larger, the report, citing sources at French news portal FrAndroid, says the HTC U11 Plus will feature a true edge-to-edge bezeless display design, making the front fascia all-screen. This is, of course, in keeping with the Samsung Galaxy S8 series, LG G6, Samsung Galaxy Note 8, and now the iPhone X.
The HTC U11 Plus is pegged as having a 5.99in display, but here's where eyebrows start getting raised. If you read our HTC U11 review you'll see we rather liked the handset, in particular its CPU performance and a stunning camera that rivals Samsung's best. However, where it fell down for us was in three key areas:
- Average battery life
- Shiny, mirror-finish colours looked garish
- LCD display technology had soupy blacks compared to OLED
In our view these are all things which will need fixing aboard the HTC U11 Plus for it to stand a chance of putting a dent in Samsung, Apple, and the rest. But to continue where we left off, according to the details that large display will be an LCD number, meaning that as with past releases, HTC is likely re-hashing the same old technology once again. On the plus side (lols) it'll have an 18:9 aspect ratio and a 2880 x 1440 pixel resolution.
In other areas it doesn't look like there'll be an upgrade, although it's debatable if one is necessary. The phone will trot out the Qualcomm Snapdragon 835 again, which is plenty capable, alogn with 4GB of RAM, options for 64GB or 128GB of onboard storage, and what's sounding like the same 12MP primary and 8MP secondary camera combo we saw on the original model – which if true is great news for everyone as that thing was the mutt's nuts.
Other returning features include a Type-C USB port, IP68 waterproofing and the Edge Sense lower bezel which allows for pressure sensitive touch input.
The sources say a launch will take place in China on November 11 but it is expected to launch globally and a European RRP has been suggested at €759


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Go to the "Jerry Maguire" Page
'Jerry Maguire': A Touchdown PassBy Rita Kempley
Washington Post Staff Writer
December 13, 1996
Tom Cruise is the Risky Businessman all grown up and wondering where his life went in the joyous redemptive romantic comedy "Jerry Maguire." Like so many of Cruise's best characters, Maguire begins his journey in the fast lane, but like many a frenzied yuppie, he suddenly realizes he doesn't know where he's going at such dangerous speeds.
Though originally marketed as a sports movie, this affable picture is really another variation on "A Christmas Carol," just as its cocky, charismatic hero is Scrooge with a cell phone. As a top agent with the Los Angeles-based Sports Management International, Jerry squeezes big-league bucks out of first-round draft choices drooling for sneaker endorsements.
The men and women whose talent he sells have become little more than commodities in Jerry's eyes. And while he hasn't really given it much thought -- who has time? -- his life is as empty as George Steinbrenner's heart. Then thanks to the son of an injured hockey player, Jerry receives the wake-up call. As Jerry is haranguing his client to get back on the ice pronto, the kid flips him the bird. The next day, Jerry issues an idealistic mission statement urging his firm to provide more service to fewer clients and accept lower profits. Within a week, he's first fired, then dumped by his fiancee and forced to revise, if not invent, his life. In this, he has the support of Dorothy Boyd (captivating Renee Zellweger), an accountant so inspired by his vision that she quits the firm to be with him.
A single mother with a 6-year-old son (Jonathan Lipnicki, just about the cutest thing since dimples), she also has a romantic interest in her gorgeous new boss. And Jerry is lonely, so the interest is mutual. The ensuing courtship, however, is blessedly unconventional as written and directed by Cameron Crowe of "Say Anything" and "Singles." Like his youth comedies, his new film also boasts emotional complexities that are rare in the increasingly formulaic romantic genre.
For one thing, Jerry's life -- like most people's -- isn't defined by one relationship. In addition to his evolving interest in Dorothy and her child, he's also trying to manage his only remaining client, Rod Tidwell (Cuba Gooding Jr.). A brassy wide receiver for the Arizona Cardinals, Rod pesters Jerry about the big bucks and the shoe commercials and Jerry goes to bat for him. Only this time he's determined to put his client's interests before his own.
Gooding, whose work was impressive but somber in "Boyz N the Hood," just about walks off with the movie with his ebullient grandstanding here. Like Jerry, however, he's also more than a mouthy athlete -- he's crazy in love with his fiercely devoted wife (Regina King). Bonnie Hunt adds a cynical note as the angelic Dorothy's man-wary older sister.
Cruise seems to have grown as much as Jerry, for he brings gentleness, warmth and lightheartedness to this role, qualities that we haven't seen since he played air guitar in his underpants in "Risky Business" 13 years ago. Come to think of it, we haven't seen his underpants in a while either.
Jerry Maguire is rated R for language, sex and nudity in a locker room scene.
© Copyright 1996 The Washington Post Company


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Can Money Buy Fitness
It has been long said that money cannot buy everything and many people will agree if they are being truly honest. True love cannot be bought with money and money can also not buy back our youth or bring our loved ones that have passed away back to life. Similarly, no matter how much money we have we cannot buy fitness.
Even with the things that money can buy we cannot get magically fit. The sweat and hard work has to come from us if we want to get fit. This is exactly the beauty of fitness as we have to earn it. Fitness is not something that is dependent on on how poor or rich someone is. Therefore, we should take it upon ourselves and commit truthfully to a fitness plan. We should be willing to exercise 4 to 6 days a week for a definite amount of time even if it is just for 20 to 30 minutes in the beginning. This habit will definitely take some getting used to, but the better we stick with our fitness plan, the quicker it will become a vital part of our life. Once we get used to our fitness plan we will realize that in reality physical fitness only comes through strong determination and hard work.
If we remember to make healthy nutrition a part of our fitness plan then our weight loss results will amplify even more. Once we are successful in combining these two habits, losing weight and getting fit will become a very easy task.


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BC: i have 1 dog and my favorite thing to do is ride my dirt bike.
FC: erosion and weathering by John Kostelec
1: This is abrasion because all the rock are bumping into each other when the stream pushes them.This was at the lower falls. This is physical weathering.
2: This is root action because the roots of the plant work their way into cracks in the rock, enlarging the rock. This is physical weathering.
3: This is an example of frost action because the water would get in the cracks and freeze and expand the rock.
4: This is erosion because the water made a hole in the rock by eroding it. Now it is a stream.
5: This is a living organism because there is moss growing on the rock. This is chemical weathering.


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Player's Health
End User License Agreement
Effective Date: July 1, 2018
By using this site, you signify your assent to these Terms of Use ("TOU"). If you do not agree to all of these TOU do not use the Player's Health Site ("Site").
Player's Health may revise and update these TOU at any time. You are responsible for regularly reviewing these TOU and any Additional Terms posted on other sections of the Site. Your continued usage of the Site will mean you accept those changes.
We take privacy seriously and take all reasonable precautions with both our software and websites. This Terms of Use also incorporates by reference the Player's Health Privacy Policy.
Welcome to Player's Health! Player's Health is an interactive mobile platform designed to enable coaches and parents to quickly and easily document a youth athletes injuries and/or medical conditions. Player's Health is not a healthcare provider. Player's Health does not provide medical advice, diagnosis, or treatment. The contents of the Player's Health Site ("Content") is for informational purposes only. None of the Content should be construed as medical recommendations, medical advice, or legal advice. The Content is not intended to be a substitute for professional medical advice, diagnosis, or treatment. Always seek the advice of your physician or other qualified healthcare professional with any questions you have regarding a medical condition or injury. Never disregard professional medical advice. If you believe you may have a medical emergency, call 911 immediately.
These TOU are an agreement between the users ("you" or "your") of the websites identified below on the one hand, and Player's Health and www.playershealth.com (collectively, "Company," "we," "our," or "us") on the other hand and govern your use of the Sites (as defined below) and the services and/or content, including, without limitation, any information, text, software, scripts, graphics, photographs, audio and/or visual materials (individually or in combination), features and other materials uploaded, downloaded or appearing on or available through the Sites (collectively, "Content"). The sites to which these TOU apply are those sites owned and operated by Company, including, without limitation www.playershealth.com (collectively, the "Sites"). Each of the Company and you shall be a "Party" or, collectively, "Parties." The Sites are intended for a special audience over the age of 18 and involved in organized athletics and sports, including, athletes ("Players") and sporting teams ("Teams") as well as a certain coaches ("Coaches") and potentially teams or their related entities' administrators and other affiliated personnel ("Administrators") (all collectively, "Participants").
This site is limited to users over the age of 18. If you are under the age of 18, you may only use the Sites with the consent of your parent or legal guardian. By using this Site, YOU AFFIRMATIVELY REPRESENT AND WARRANT THAT YOU ARE AT LEAST 18 YEARS OF AGE (AND, IF UNDER 18 YEARS OLD {or the age of majority in the jurisdiction in which you reside], THAT YOU HAVE PARENTAL PERMISSION TO USE THE SITES) AND THAT YOU POSSESS THE LEGAL RIGHT TO USE THE SITES IN ACCORDANCE WITH THE STATED TERMS AND USAGE POLICIES. You hereby agree to supervise usage by, and be responsible for the actions of, any minors who use your computer and/or account(s) to ensure compliance herewith.
Unless otherwise specified, the Sites is for your personal and non-commercial use. You may not modify, copy, distribute, transmit, display, perform, reproduce, publish, license, create derivative works from, transfer, or sell any Content, information, software, products or services obtained from the Sites.
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Company reserves the right, in its sole discretion, to terminate or limit your access to any or all of the Sites or any portion thereof at any time, without notice.
Participants will receive a password from Company to access certain information on the Site. You are entirely responsible for maintaining the confidentiality of your password and account. Furthermore, you are entirely responsible for any and all activities that occur under your account. You agree to notify Company immediately of any unauthorized use of your account or any other breach of security. Company will not be liable for any loss that you may incur as a result of someone else using your password or account, either with or without your knowledge. However, you could be held liable for losses incurred by Company or another party due to someone else using your account or password. You may not use anyone else's account at any time without the permission of the account holder and Company.
The use of the Site and the Content is at your own risk.
When using the Site, information will be transmitted over a medium that may be beyond the control and jurisdiction of Player's Health. Accordingly, Player's Health assumes no liability for or relating to the delay, failure, interruption, or corruption of any data or other information transmitted in connection with use of the Site.
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In no event shall Player's Health, or any third parties mentioned on the Site be liable for any damages (including, without limitation, incidental and consequential damages, personal injury/wrongful death, lost profits, or damages resulting from lost data or business interruption) resulting from the use of or inability to use the Site or the Content, whether based on warranty, contract, tort, or any other legal theory, and whether or not Player's Health, or any third parties mentioned on the Site are advised of the possibility of such damages. In any event, Player's Health, or any third parties, liability will not exceed the amount paid by you to company to access the sites in the twelve (12) months prior to the accrual of a claim by you against Player's Health (or, if a team or player, no greater than $100.000). If you are dissatisfied with any portion of the sites, or with any of these terms of use, your sole and exclusive remedy is to discontinue using the Site. Player's Health, or any third party, is not liable for any personal injury, including death, caused by your use or misuse of the Site or Content. Any claims arising in connection with your use of the Site or Content must be brought within one (1) year of the date of the event giving rise to such action occurred. Remedies under these TOU are exclusive and are limited to those expressly provided for in the TOU.
If you submit any materials to the Site or to the Company, you are granting Company, its affiliated companies and its designees and sub licensees permission to use such information in connection with the operation of their businesses including, without limitation, the right to: copy, distribute, transmit, publicly display, publicly perform, reproduce, edit, translate and reformat the same SOLELY on your closed Network; and to publish your name in connection with your Network. No compensation will be paid with respect to submitted materials. Company is under no obligation to post or use any materials you may provide and Company may remove any materials at any time in its reasonable discretion.
You agree to indemnify and hold Company, its affiliates, and their respective officers, directors, employees, agents, successors and assigns harmless from any claim, demand, or damage, including reasonable attorneys' fees, asserted by any third party due to or arising out of your use of the Sites and/or any information (text or graphical), software, or products obtained through the Sites and/or from Company.
The Party's expressly agree that all disputes against Company, including but not limited to disputes as to these TOU; the Sites' licenses; Sites' access restrictions and/or termination; Company's trademarks, copyrights, patents, trade secrets, trade dress and other intellectual property rights and the intellectual property rights of you and/or third parties; member accounts; privacy; and disclaimer of warranties shall be governed by the internal laws of the State of Delaware, U.S.A. without regard to choice of law principles and you and Company both expressly agree that any and all disputes that may arise out of these TOU or out of each Party's relationship with the other shall be resolved in a court of competent jurisdiction located within Cook County, Illinois. You hereby irrevocably consent to exclusive jurisdiction (and to be personally subject to said jurisdiction) and venue in such courts.
No waiver of any of the terms of these TOU will be valid unless in writing and designated as such. No failure or delay in enforcing a Party's rights shall be construed as a waiver.
If any part of this agreement is determined to be invalid or unenforceable pursuant to applicable law including, but not limited to, the warranty disclaimers and liability limitations set forth above, then the invalid or unenforceable provision will be deemed superseded by a valid, enforceable provision that most closely matches the intent of the original provision and the remainder of the agreement shall continue in effect.
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While Company makes every effort to ensure the accuracy of materials presented, you, the user is warned that this service could include typographical errors and/or technical inaccuracies. Company reserves the right to make improvements and/or changes to these TOU and/or to the products and services described on the Sites at any time.
If you have any questions, comments, or concerns, please contact our customer service department, Monday through Friday by Contacting Us or by telephone at 312-888-6497 or by email at firstname.lastname@example.com.


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AUSTIN — Campaign reports released Tuesday show Attorney General Greg Abbott has amassed $18 million in campaign funds, fueling speculation that he is weighing a potential race for governor.
Abbott raised more than any other Texas politician, adding $4.1 million to his campaign coffers in the last six months and outpacing Gov. Rick Perry, who raised $3.5 million.
Both men, who are friends and share a deep social conservative philosophy, have said they won't make any decisions about their political futures until this summer — after the legislative session ends.
But the huge amount Abbott has accumulated is raising eyebrows.
Perry, who has $6 million on hand, is weighing whether to forgo re-election and concentrate on a potential 2016 presidential run, or seek an unprecedented fourth full term as governor in 2014.
Eric Bearse, a spokesman for Abbott's campaign, said nothing has been discussed or decided.
"General Abbott is focused on the legislative session and won't make any decision on 2014 until after the session is over," he said.
Bearse said Abbott is currently interested only in fulfilling his attorney general duties.
But the $18 million in the bank is formidable. When he won re-election in 2010 against a lightly funded Democratic opponent, Abbott spent $4 million for the entire campaign.
Perry was asked last week by Austin TV station KVUE if he is concerned about the possibility of a primary challenge by Abbott.
"As you recall, Senator Hutchison also announced that she was going to run for governor back in 2009," Perry said, referring to his convincing win over Kay Bailey Hutchison in the 2010 GOP primary. "So everybody gets the freedom to do that. I'm real focused, which I hope the general is too, on this legislative session, on the issues that face this country."
In that race, Hutchison was initially better funded and more politically popular. But Perry rode a tea party wave, labeling her as part of the free-spending, debt-exploding Washington establishment, and easily won the primary.
Austin consultant Bill Miller said a race between Abbott and Perry would "be a bloodbath."
"They're both used to winning," he said.
And the two are so close philosophically that they would seek other perceived weaknesses to fault the other candidate, Miller said.
Perry has been up against bigger money before and is a good candidate who can raise money quickly, he said. But "Abbott is a strong, strong candidate and will have a big war chest."
"It would be two bulls in a pasture, and it would be a real battle," Miller said.