05144nam 2200589 a 450 991079215260332120230801220324.092-4-068840-4(CKB)2560000000105351(EBL)1218686(SSID)ssj0000915804(PQKBManifestationID)11493673(PQKBTitleCode)TC0000915804(PQKBWorkID)10869913(PQKB)10241874(MiAaPQ)EBC1218686(Au-PeEL)EBL1218686(CaPaEBR)ebr10718025(OCoLC)854973353(EXLCZ)99256000000010535120130618d2012 uy 0engur|n|---|||||txtccrHandbook for integrated vector management[electronic resource][Geneva] World Health Organization20121 online resource (77 p.)Documents for SaleDescription based upon print version of record.92-4-150280-0 Includes bibliographical references.Cover; Contents; Preface; Executive summary; Chapter 1 Introduction; 1.1 Brief history; 1.2 Statement of problem; 1.3 Conceptualization of integrated vector management; 1.4 Definition of integrated vector management; 1.5 Problem-solving approach; 1.6 Purpose and scope; Chapter 2 Policy and institutional framework; 2.1 Situation analysis; 2.2 The policy environment; 2.2.1 Policy analysis; 2.2.2 Policy instruments; 2.3 Institutional arrangements; 2.3.1 Reinforcing institutional links; 2.3.2 Intersectoral steering committee; 2.3.3 Focal person for ivm; 2.3.4 Stakeholders; 2.4 Decentralization2.4.1 Health reforms2.4.2 Subsidiarity; 2.4.3 Integration into health systems; 2.4.4 Integration with other partners; 2.5 Monitoring and evaluation; Chapter 3 Organization and management; 3.1 Within the health sector; 3.1.1 Central level; 3.1.2 Local level; 3.2 Intersectoral collaboration; 3.2.1 Establishing collaboration; 3.2.2 Roles and responsibilities; 3.2.3 Management of pesticides; 3.3 Other links; 3.3.1 Research institutions; 3.3.2 International cooperation; 3.3.3 Private sector, medical associations, media; 3.4 Mobilizing resources; 3.4.1 Resources from the health sector3.4.2 Resources from other public sectors3.4.3 Resources from the private sector; 3.4.4 External donor funding; 3.5 Information management; 3.6 Monitoring and evaluation; Chapter 4 Planning and implementation; 4.1 Disease situation; 4.1.1 Epidemiological assessment; 4.1.2 Vector assessment; 4.1.3 Stratification; 4.2 Local determinants of disease; 4.2.1 Identifying the determinants; 4.2.2 Mapping the determinants; 4.2.3 Tackling the determinants; 4.3 Selection of vector control methods; 4.3.1 Available methods; 4.3.2 Selection criteria; 4.3.3 Multiple diseases; 4.4 Requirements and resources4.5 Implementation strategy4.5.1 Target vectors; 4.5.2 Timing of implementation; 4.5.3 Areas of implementation; 4.5.4 Entities involved in implementation; 4.5.5 Entities responsible for implementation; 4.5.6 Entities responsible for monitoring and evaluation; 4.6 Generating an evidence base; 4.6.1 Types of evidence; 4.6.2 Strengthening the evidence base; 4.7 Vector surveillance; 4.8 Monitoring and evaluation; Chapter 5 Advocacy and communication; 5.1 Framework; 5.2 Advocacy; 5.2.1 Advocacy tools; 5.2.2 Preparing an advocacy strategy; 5.3 Communication and empowerment; 5.3.1 Media5.3.2 Information, education and communication5.3.3 Communication for behavioural impact; 5.3.4 Farmer field schools; 5.3.5 Comparison of tools; 5.4 Monitoring and evaluation; Chapter 6 Capacity-building; 6.1 Learning environment; 6.2 Core functions and required competence; 6.2.1 National and subnational level; 6.2.2 District and village level; 6.3 Curriculum preparation; 6.3.1 Structure; 6.4 Training and education; 6.5 Infrastructure; 6.6 Monitoring and evaluation; Chapter 7 Monitoring and evaluation; 7.1 Framework; 7.2 Methods; 7.2.1 Design; 7.2.2 Data collection; 7.2.3 Use of results7.2.4 RolesIntegrated vector management (IVM) is a rational decision-making process foroptimal use of resources for vector control. The aim of the IVM approach is tocontribute to achievement of the global targets set for vector-borne disease control bymaking vector control more efficient cost-effective ecologically sound andsustainable. Use of IVM helps vector control programmes to find and use more localevidence to integrate interventions where appropriate and to collaborate within thehealth sector and with other sectors as well as with households and communities. Byreorientating to IVM vector control pDocuments for SaleVector controlVector control.614.4World Health Organization.MiAaPQMiAaPQMiAaPQBOOK9910792152603321Handbook for integrated vector management3697965UNINA06886oam 22016334 450 991078822960332120230721045712.01-4623-6484-51-4527-7428-51-4518-7320-41-282-84385-09786612843853(CKB)3170000000055320(EBL)1608396(SSID)ssj0000940100(PQKBManifestationID)11512681(PQKBTitleCode)TC0000940100(PQKBWorkID)10939142(PQKB)11774405(OCoLC)712987784(MiAaPQ)EBC1608396(IMF)WPIEE2009173(EXLCZ)99317000000005532020020129d2009 uf 0engur|n|---|||||txtccrCounterparty Risk, Impacton Collateral Flows and Role for Central Counterparties /James Aitken, Manmohan SinghWashington, D.C. :International Monetary Fund,2009.1 online resource (17 p.)IMF Working PapersAt head of title: Monetary and Capital Markets Department."August 2009."1-4519-1747-3 Includes bibliographical references.Contents; I. Introduction; II. Counterparty Risk; Figures; 1. Illustrative Repricing of Derivatives When a Large Financial Institution Fails; III. The Changing Profile of Counterparty Risk in the United States; IV. The Adverse Impact of Counterparty Risk on Global Liquidity; 2. Counterparty Liabilities of Major U.S. Banks; Tables; 1. Snapshot of Reduced Collateral Posting Among LCFIs; 2. Securities Lending by Major Custodians; V. Regulatory Thrust for a Central Counterparty; 3. Cash Holding by Major LCFIs; VI. Conclusions and Policy Implications; Appendixes1. Methodological Issues in Computing Connectedness in Counterparty RiskReferencesCounterparty risk in the United States stemming from exposures to OTC derivatives payables (after netting) is now concentrated in five banks?Goldman Sachs, JPMorgan, Bank of America, Morgan Stanley and Citi. This note analyzes how such risks have shifted over the past year. We estimate that the adverse impact of counterparty risk on high-grade collateral flows and global liquidity due to decrease in rehypothecation, reduced securities lending, and hoarding of cash by major banks is at least $5 trillion. In order to mitigate counterparty risk, there have been regulatory initiatives to establish central counterparties (CCPs). From a policy perspective, counterparty risk remains large at present and recent experience has shown that OTC derivative positions are not supported by sufficient capital, constituting a major risk for participants in this market.IMF Working Papers; Working Paper ;No. 2009/173CreditRisk assessmentRisk managementUnited StatesBanks and bankingUnited StatesFinanceUnited StatesBanks and BankingimfFinance: GeneralimfMoney and Monetary PolicyimfIndustries: Financial ServicesimfInternational Finance Forecasting and SimulationimfPortfolio ChoiceimfInvestment DecisionsimfInternational Financial MarketsimfFinancial Institutions and Services: Government Policy and RegulationimfBanksimfDepository InstitutionsimfMicro Finance InstitutionsimfMortgagesimfMonetary SystemsimfStandardsimfRegimesimfGovernment and the Monetary SystemimfPayment SystemsimfGeneral Financial Markets: General (includes Measurement and Data)imfPension FundsimfNon-bank Financial InstitutionsimfFinancial InstrumentsimfInstitutional InvestorsimfFinanceimfMonetary economicsimfBankingimfCollateralimfCurrenciesimfInternational liquidityimfDerivative marketsimfFinancial institutionsimfMoneyimfAsset and liability managementimfFinancial marketsimfCentral counterparty clearing houseimfLoansimfBanks and bankingimfInternational financeimfDerivative securitiesimfClearinghousesimfUnited StatesimfCreditRisk assessment.Risk managementBanks and bankingFinanceBanks and BankingFinance: GeneralMoney and Monetary PolicyIndustries: Financial ServicesInternational Finance Forecasting and SimulationPortfolio ChoiceInvestment DecisionsInternational Financial MarketsFinancial Institutions and Services: Government Policy and RegulationBanksDepository InstitutionsMicro Finance InstitutionsMortgagesMonetary SystemsStandardsRegimesGovernment and the Monetary SystemPayment SystemsGeneral Financial Markets: General (includes Measurement and Data)Pension FundsNon-bank Financial InstitutionsFinancial InstrumentsInstitutional InvestorsFinanceMonetary economicsBankingCollateralCurrenciesInternational liquidityDerivative marketsFinancial institutionsMoneyAsset and liability managementFinancial marketsCentral counterparty clearing houseLoansBanks and bankingInternational financeDerivative securitiesClearinghouses332.63232Aitken James191524Singh Manmohan1464153International Monetary Fund.Monetary and Capital Markets Dept.DcWaIMFBOOK9910788229603321Counterparty Risk, Impacton Collateral Flows and Role for Central Counterparties3704125UNINA01303oam 2200457zu 450 991014118610332120241212220147.0978161284635416128463519780769545950076954595510.1109/GHTC18394.2011(CKB)2670000000140133(SSID)ssj0000669121(PQKBManifestationID)12329990(PQKBTitleCode)TC0000669121(PQKBWorkID)10706158(PQKB)10221001(NjHacI)992670000000140133(EXLCZ)99267000000014013320160829d2011 uy engur|||||||||||txtccr2011 IEEE Global Humanitarian Technology Conference[Place of publication not identified]IEEE20111 online resourceBibliographic Level Mode of Issuance: Monograph9781612846347 1612846343 Humanitarian assistanceHumanitarian assistance.363.348IEEE StaffPQKBPROCEEDING99101411861033212011 IEEE Global Humanitarian Technology Conference2301799UNINA