Joint ITU-T/ OASIS Workshop and Demonstration of Advances in ICT Standards for Public Warning
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Joint ITU-T/ OASIS Workshop and Demonstration of Advances in ICT Standards for Public Warning
Geneva, 19-20 October 2006
Contact:
tsbworkshops@itu.int
Introduction
ITU-T is hosted a Workshop and Demonstration of Advances in ICT Standards for Public Warning in collaboration with the OASIS (Organization for the Advancement of Structured Information Standards) at the ITU headquarters in Geneva, 19-20 October 2006.
Objectives
The specific objectives for the Workshop and Demonstration were:
To review progress concerning public warning since 2003, including the Tampere Convention
To demonstrate the availability and effectiveness of interoperable technologies based on the OASIS Common Alerting Protocol (CAP) content standard which is applicable to all alerts and notifications in disasters and emergency situations
To identify existing standardization gaps, including authorization and authentication of public warnings and the attendant implications for public policy
To prepare an action list for filling gaps and promoting public warning standardization, and identify key players that could collaborate in such work.
Language:English
Score: 912998.8
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https://www.itu.int/ITU-T/worksem/ictspw/index.html
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The local and external players and their roles > III. Challenges faced and the outcome > IV. (...) Nevertheless, despite hardships and obscurities, many of the objectives sought through Decree No. 6 were achieved. (...) In this interplay, ideally, the first objective move to enter or to act within the WTO parameters should be coming from the grass-roots players, that is the domestic industries.
Language:English
Score: 912895.3
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https://www.wto.org/english/re...p_e/casestudies_e/case29_e.htm
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Presentation title (Arial 44 pt, bold middle-aligned)
9 November 2021
COVAX Pillar Strategy
for 2022 and beyond
DRAFT
CONTENT PENDING FURTHER CONSULTATION
2
In the last 15 months, COVAX has made significant progress and is
a primary player in the global vaccine response
As of November 8 COVAX
has shipped 463 million vaccines
Tackled need to harmonize
and revamp procurement terms (model
I&L) and established the COVAX No
Fault Compensation scheme for AMC.
Introduced first EULs for vaccines and
the COVAX Humanitarian Buffer
COVAX made it possible
for the first vaccine deliveries
in lower and lower-
middle income countries to
take place within 38 days from introduction in the first
few high-income countries
(HICs)
Ensured the sufficient ramp-up of
manufacturing capacity,
establishing the COVAX
Marketplace for critical input
supplies, and planning for regional
manufacturing hubs
463m
doses
Innovative
mechanisms
38
days
Manufacturing
Taskforce
COVAX assessed and
supported the roll-out planning
process in >100 countries with the development of
National Deployment and
Vaccination Plans
R&D support enabled access
to a portfolio of 13 vaccines/candidates across
4+ technology platforms
13
vaccines
>100
countries
So far, COVAX has been
able to raise >$12.3B for across the value chain
to date
The fair and equitable
allocation mechanism was
established across
partners, ready in time to
allocate doses globally, with
shipments now to 144 participants
12.3Bn
Global
allocation
DRAFT | CONTENT PENDING FURTHER CONSULTATION
As of 8 November 2021
3
Major shifts have happened since the creation of COVAX
Current situation (November 2021)Mid-2020 expectations
Significant ramp up in global supply (>5Bn to date), thanks to established
players as well as emerging manufacturers (India, China, Russia).
(...) AU/AVAT)
Access not equitable; bilateral deals spread across income groups; conc-
entrated in HICs/UMICs; supply to HICs/UMICs prioritised by manufacturers
Aspiration for large centralised pooled
procurement to effectively compete for
early doses making bilateral deals largely
about scaling up beyond initial access
Supply,
procurement
and access
Rapid development, high success rates for multiple platforms; several
vaccines from established players, biotechs and emerging manufacturers;
emerging safety questions
Continued data gaps including e.g. need for boosters, safety in sub-groups,
duration of protection, pediatric use, & interchangeability (mix & match)
Unknown / under-estimated probability
of success for vaccines’ efficacy
Ambitious planning for EUL in 2020
despite traditionally long development
timelines
Science and
R&D
Disease progression uneven, possibly due to demographics and non-
pharmaceutical interventions; impact of variants on epidemiology and
vaccines and other countermeasures is uncertain
Initial simplifying assumption to not
fully reflect global variability and
anticipated viral evolution
Pandemic /
viral
evolution
In-country delivery an urgent topic for many AMCs – heterogeneous
situation across countries with varying types of challenges and levels of
absorption and key challenges including limited predictability of supply, in-
country inequities, lack of management capacity, large healthcare workforce
needs, gaps in cold chain and service delivery or vaccine confidence issues
Urgency around securing supply with
less emphasis on building the capacity
to deliver it
In-country
delivery
DRAFT | CONTENT PENDING FURTHER CONSULTATION
4
COVAX Pillar strategic priorities – ambition levels
Actively managed portfolio of
effective, affordable & scalable vaccines
Advancing
equitable access &
fair allocation
Increased support
and innovative
solutions to in-
country delivery for
AMC92
Robust foundation for countries’
vaccination coverage ambitions
DRAFT | CONTENT PENDING FURTHER CONSULTATION
Support countries' individual goals and situations in light of the global vaccination target
of 70%
5
COVAX calls upon the
world and its partners
to help deliver on its
goals and strategic
priorities for 2022
and beyond
a Support its contribution objective through funds, dose donations, or
other forms of partnership
Ask manufacturers and governments to prioritise the delivery of
COVAX doses, on or ahead of agreed timelines, facilitate tech transfers
and the development of a geographically diversified supply chain,
and the global provisioning of primary course doses before boosters
b
Increase data and information sharing, improving transparency on the
access to and uptake of COVID-19 vaccines globally, looking across all
sources of supply
d
Ensure all possible efforts are made to prepare, fund, and execute
the major delivery programs required to absorb this volume e
Foster highly active collaboration between all mechanisms focused
on equity in support of those participants with the highest needs. f
c Ensuring critical existing and emerging R&D questions and evidence
gaps are tackled equitably and systematically to support outcomes and
policy development in the AMC92
DRAFT | CONTENT PENDING FURTHER CONSULTATION
Language:English
Score: 911432.6
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https://www.unicef.org/supply/...tegy-update-Lada-Georgieva.pdf
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WORLD WATER DAY
March 22nd, 2021
2:00 PM to 4:00 PM GMT+2
Programme
Background The United Nations General Assembly adopted resolution A/RES/47/193 of 22 December 1992 by which 22 March of each year was declared World Day for Water, to be observed starting in 1993, in conformity with the recommendations of the United Nations Conference on Environment and Development (UNCED) contained in Chapter 18 (Fresh Water Resources) of Agenda 21.The World Water Day is held annually on 22 March as a means of focusing attention on the importance of freshwater and advocating for the sustainable management of freshwater resources. The objectives of the World Water Day are:
• To celebrate water and raising awareness of the 2.2 billion people living without access to safe water.
• To encourage member states to take action to tackle the global water crisis and achieving Sustainable Development Goal 6: water and sanitation for all by 2030.
• To provide an opportunity to the key players and stakeholders in the water and sanitation sector to learn more about water related issues, to be inspired to tell others and take action to make a difference.
(...) In celebrating the World Water Day, UNESCO Regional Office for Southern Africa in collaboration with Waternet Trust, will hold a regional online roundtable discussion with a variety of players in the field in order to gather opinions and comments about water and what it means to them.
Language:English
Score: 911353.9
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https://en.unesco.org/sites/de.../world_water_day_e_flyer_2.pdf
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REGIONAL INTEGRATION IN LATIN AMERICA AND DYNAMIC GAINS FROM MACROECONOMIC COOPERATION
How do players choose their strategies in that type of games? (...) This is called the maximin principle, or security level that a player can guarantee independently of
what other players do. (...) A Nash equilibrium is produced when no single player can obtain higher utility
by changing its own part (strategy) if other players stick to their parts.
Language:English
Score: 910951.3
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HTTP://DACCESS-ODS.UN.ORG/ACCE...GET?OPEN&DS=LC/L.1933-P&LANG=E
Data Source: ods
“ San Diego, 9-11 May 2006 11
ITU-T
IPTV Players: Content Provider
Consumer
Joint ITU-T Workshop and IMTC Forum 2006 “H.323, SIP: is H.325 next? (...) “ San Diego, 9-11 May 2006 13
ITU-T
IPTV Players: Service Provider
Consumer
Joint ITU-T Workshop and IMTC Forum 2006 “H.323, SIP: is H.325 next? (...) “ San Diego, 9-11 May 2006 24
ITU-T
IPTV Players: Consumer
Consumer
Joint ITU-T Workshop and IMTC Forum 2006 “H.323, SIP: is H.325 next?
Language:English
Score: 910055.7
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https://www.itu.int/ITU-T/work...5/presentations/s4p3-levin.pdf
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It depends only on the market players (broadcaster and multiplex service provider). The players define the capacity which belongs to one SD or HD channel. (...) Market players (cable, IPTV and DTH operators) are active and they promote their service while they educated the viewers.
Language:English
Score: 910055.7
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https://www.itu.int/ITU-D/tech...sition/Hungary/Hungary_Web.pdf
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Open Pluggable Specification :– An integrated modular DS media player solution that interconnects with the display panel via a standard mating internal connector interfaceinternal connector interface
Functional Block Diagram
Docking
Board Power Supply
Unit TMDS
DisplayPort
Pluggable module
8 0 p in JA E T X 2 5
Board
Panel Control
Board
USB for Touch-screen,
Camera, RFID device etc
HDMI/DVI
Audio
UART
Panel
8 0 p in JA E T X 2 4
Legend: Display panel components
DP Sink
Audio
3*USB 2.0
Power
DisplayPort
UART
Control
Signals
DC+12~+19V
Legend: Display panel components
Pluggable Module Prototype
Compact dimension (mm): 180
119
30
1st Fan-less solution for up to Intel® Core™ i7 LV Processor (25W)
200 119
X Intel® Active Management Technology (AMT6.0) enabled for OOB remote manageability
Interconnect Features
1.JAE TX25 Plug & TX24 Receptacle Connectors
Blind-mate type - higher tolerance on mating misalignment
80 pin circuits – 40 top and 40 bottom contacts
500 Insertion Lifecycle
2. Supported Interfaces Power
HDMI/DVI and DisplayPort
AudioAudio
USB2.0/3.0
UART
OPS Control Signals
OPS Technologies Value Added Made Easy
Lower Total Cost of Ownership
Increased Return of Investment
O P E X I M P A C T Installation & Usage
•Higher Implementation Cost
Upgradability
O P S S O L U T IO N
Simplify Installation
• Less cabling
• Space saving
• Consolidated H/W, Image Sensor, NFC, Touch etc
Seamless Upgradability
Improved OPEX with OPS
O P E X I M P A C T
•Difficult to Upgrade
Reliability
•Connection & Wiring Reliability
Serviceability
•Hard to Access & O P S S O L U T IO N
Seamless Upgradability
• Modularity and Scalability
• Interchangeable
Improved Reliability
• Less cabling with JAE Connector
• Reduced liability - Less tangible components e.g Power Supply
Improved Serviceability
Open Pluggable Specification (OPS)9
•Hard to Access & Maintenance O P S S O L U T IO N
Improved Serviceability
• Active management capability
• Easy swap OPS modules
• HW KVM for POP and HDMI CEC for POD
Agenda
• Digital Signage Open Pluggable Specification (OPS) Introduction
• Digital Signage Open Pluggable Specification (OPS) Update
OPS Business Model
• EBM designs, manufactures & ships pluggable modules based on Open Pluggable Specification
• Industry Alliance
EBMs/OEMs/Standard Bodies Embedded
Open Pluggable Specification
•SI/Network Operators
EBMs/OEMs/Standard Bodies Embedded Board
Manufacturer (EBM)
• Co-develop
• Provide samples for test and Validation
De-facto
Standard
• Buys pluggable module from Intel’s enabled EBMs
• Integrates module into OEM displays
Display OEM
DS DISPLAY OEM:
• Faster TTM on new DS player adoption/migration
• Better product scalability and offering
• Easier & faster distribution for the market
OPS Standardization Benefits
EBM & IA ODM:
• Increase high volume business opportunities
• Driving standard reference design for pluggable module – high volume lower costs
ECOSYSTEM & DS ADOPTERS:ECOSYSTEM & DS ADOPTERS:
• Increased reliability between DS Player & display
• Space saving + easier deployment
• Modularity and scalability
• Improved maintenance process
OPS Plug Fest Update
• Objective: • Ensure OPS modules produced by ODMs/OEMs can work seamlessly with OPS displays for OPS broad market engagementengagement
• Date: Jan 9th -10th, 2012 (two-day event)
• Time: 9:30AM – 16:30PM
• Venue: Regent Hotel, Taipei
• Participants as of Dec. 1, 2011 • 6 OPS module manufactures • 8 OPS display manufactures
http://edc.intel.com/Applications/Digital-Signage/OPS/
To download the spec and for more information on OPS go to:
Questions on OPS? (...) Reliability • Connection & Wiring
Reliability
Extra cabling
Space consuming
Compromised Reliability
Extra Logistics
Fragmented DVD
Player PC
Challenges
4. Serviceability • Hard to Access &
Maintenance Media Player
Save Operating Expenditure (OPEX) with Digital Signage Open Pluggable Specification (OPS)
Language:English
Score: 907235.9
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https://www.itu.int/dms_pub/it.../06/5B/T065B00000B0063PDFE.pdf
Data Source: un
Microsoft PowerPoint - Maarten Blokland UNESCO IHE
1
Capacity Building Experiences In the Water for African Cities Programme
3 December 2006 Maarten Blokland
UNESCO-IHE Core Activities Focus on Human Resources & Institutional Development
2
UNESCO-IHE Staff and Outputs 2005
166 Staff (92 Academic, 74 Support) 300 Guest Faculty
4 Academic programmes in water and environment: - 193 MSc participants ) From 66 countries - 58 PhD fellows ) - 449 Participants in 45 Short Courses, incl. 83 in the 1st run of 6 on-line
courses
R&D: 231 Publications
121 Projects (Capacity Building, research, tailor made training, advisory services)
Turnover of € 23 mln, financial result +€ 20,000
UNESCO-IHE Connecting the Community of 13,000 Alumni in 162 countries
UNESCO-IHE Alumni Community
0 - 50 51-150 151-300 301-500 501-850 851-1200
3
UNESCO-IHE Networking activities in Africa
NBCBN-RE
WaterNet
Water for African Cities
Water for African Cities, Objectives
The WAC programme (collaborative initiative of UNCHS - Habitat and UNEP) supports African countries to manage the urban water crisis and to protect the water resources
Its objectives are: Operationalising an effective Water Demand Management (WDM) strategy in six demonstration cities for efficient water use by domestic users, industry and public institutions. (...) Quality Assurance Reporting
MOA with cities
Water for African Cities, the Contracts
5
Water for African Cities, Players and Activities
6 x WAC City Organisations
CapBldg & Training Centres
1x International 2x Regional 6x Local
Info
Training
Action Plan Technical Economic/Financial Legal/Institutional/Organisational PublicAwareness &Participation Capacity
building
Water for African Cities, the Target Groups
Board, Council
Managing Director and Deputies
Top level
Senior level
Middle level
Heads of Section, Branch Managers
Directors, Heads of Department
3
3
15
Other Key Players
Utility
6
Water for African Cities – the Action Planning Approach
Middle Level Managers (15/city)
Senior Level Managers (3/city)
Top Level Managers (3/city)
Cycle 1 Fall 2004 Cycle 2 Spring 2005
Nairobi
Dakar
Lusaka
Abidjan
Addis Ababa
Accra
Nairobi, Kenya
Delft, the Netherlands
Implementation
Delft, the Netherlands
Nairobi
Nairobi
Dakar
Lusaka
Addis Ababa
Accra
Abidjan
Ouagadougou, Burkina Faso
Action Plans
Lessons Learned
Water for African Cities, Training/Seminar Design
Training Design: each group 2 trainings Objective:
Mainstream and operationalise WDM and EM throughout the utility and beyond
Upon completion of the training/seminar, the participant: appreciates the importance of WDM and EM… understands the approaches…………………... knows the methods………………………………. knows strategies across WAC……………………….. knows related activities and results………………… understands own position and role, expected contribution and required levels of cooperation…. understands and is able to design a Project Matrix using LFA and a Schedule using MS Project or equivalent……. prepares situational analysis of work situation;identifies and evaluates alternative WDM/EM projects; selects, details and implements most beneficial project(s)……….
(...) Turnover of high level staff had a negative impact on the consistency in follow up and supervision Participants at different levels were not always in the same ‘hierarchical line’
Conclusions Level 1 (learning impact): learning objectives have been attained Level 2 (impact on individual performance): varies between managers, e.g. action plans not always realistic Level 3 (functional & organisational improvement): Clear indication of impact in some city organisations
8
Thank You!
Language:English
Score: 907173.6
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https://sdgs.un.org/sites/defa...iles/documents/1455maarten.pdf
Data Source: un
WHO | 11-15 November 2007
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Partnership for Maternal, Newborn & Child Health > The Partnership work in countries
printable version
11-15 November 2007:
Previous page | 1 , 2 ,3, 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12
Objectives and results
Contents
Health Care Professionals meet in Malawi
Background
Objectives and results
Meeting activities
Advocacy
"One MNCH Plan" development
Addressing the human resources crisis
Quality improvement
Organizational strengthening
Country groups work
Closing session
List of presentations
Overall objective
The overall objective of this workshop is to increase the contribution of HCP Associations to national MNCH plans through a strengthened participation in policy and programme development and an increased alignment of activities to the national targets regarding the achievement of MDGs 4 and 5 (reducing child mortality by 2/3 and maternal mortality by ¾ by 2015).
Specific objectives
Strengthen the role of HCP associations as advocates for MNCH and in policy dialogue ( being an effective player in dealing with legislative barriers, improving drug use policies, advocating for MNCH funding )
Explore HCP associations role in promoting one country MNCH plan ( working together and as good partners with the public sector to make this effective )
Develop the role of HCP associations in quality improvement ( training, continuing education, monitoring / supervision, standards of care, regulation and accreditation issues )
Increase HCPA joint activities to address the human resources crisis with respect to MNCH ( staff deployment and retention,, new cadre development, delegation )
Strengthen organizational aspects of HCP associations to enable them to develop more fully their roles in the areas mentioned in objectives 1 – 4, and establish better partnering between associations and with the public sector ( leadership, defining vision-plans-responsibilities, understanding how to work with the public sector, working with other associations , harnessing energies of members ).
Language:English
Score: 900955.6
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https://www.who.int/pmnch/coun...ries/hcp_malawi/en/index2.html
Data Source: un