DOCSLIB.ORG

Essential Guidebook for Senior Leaders of the United Nations Secretariat

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Essential Guidebook for Senior Leaders of the United Nations Secretariat THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT Designed by the Graphic Design Unit, Department of Public Information, United Nations - September 2017 THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT Published by: The Office of Human Resources Management Department of Management United Nations October 2017 TABLE OF CONTENTS Foreword . vi CHAPTER 1. THE UNITED NATIONS CHARTER AND PRINCIPAL ORGANS . 1 The United Nations Charter: Purposes and Principles . 3 Role of the International Civil Servant . 4 Principal Organs . 6 1 . General Assembly (GA) . 7 Sustainable Development . 8 Humanitarian Action . 9 Climate Change . 10 Refugees and Migrants . 10 2 . Security Council . 12 3 . Economic and Social Council (ECOSOC) . 14 4 . International Court of Justice . 15 5 . Trusteeship Council . 15 6 . Secretariat . 16 7 . Other Relevant Bodies . 16 CHAPTER 2. THE SECRETARY-GENERAL AND HIS EXECUTIVE OFFICE . 19 United Nations Secretary-General . 21 Executive Office of the Secretary-General: Integrated Leadership . 23 Guiding Principles . 23 Executive Bodies . 24 Executive Committee (EC) . 24 Deputies Committee (DC) . 25 Senior Management Group (SMG) . 27 Management Committee (MC) . 27 Management Performance Board (MPB) . 30 Senior Managers’ Compacts . 30 Individuals . 31 Deputy Secretary-General (DSG) . 32 Sustainable Development Unit (SDU) . 33 Chef de Cabinet (CdC) . 33 Special Coordinator on improving the UN response to sexual exploitation and abuse . 34 Senior Advisor on Policy . 34 Assistant Secretary-General for Strategic Coordination . 35 Political, Peacekeeping, Humanitarian, and Human Rights Unit (PU) . 35 Strategic Planning and Monitoring Unit (SPMU) . 35 Rule of Law Unit (RoLU) . 36 Strengthened Information Management, Coordination and Crisis Management . 37 UN Operations and Crisis Centre . 37 Regional Monthly Reviews . 37 THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT III TABLE OF CONTENTS Enhancing Performance in the Peace and Security Pillar . 38 Quadrennial Comprehensive Policy Review of the UN Operational Activities for Development (QCPR) . 38 CHAPTER 3. THE SECRETARIAT . 41 Nature of the United Nations Secretariat . 43 Role and Purpose of Mandates . 44 Secretariat Structure and Purpose: Headquarters (HQ), Offices away from Headquarters (OAHs), Regional Commissions . 47 Peace and Security . 50 Department of Political Affairs (DPA) . 50 Office of Counter-Terrorism (OCT) . 51 Department of Peacekeeping Operations (DPKO) . 51 Department of Field Support (DFS) . 52 Office for Disarmament Affairs (ODA) . 52 Peacebuilding Support Office (PBSO) . 52 Development . 52 Department of Economic and Social Affairs (DESA) . 53 The Office of the Special Advisor on Africa (OSAA): . 53 The Office of the High Representative for the Least Developed Countries, Landlocked Development Countries and Small Island Development States (UN-OHRLLS) . 53 Economic Commission for Africa (ECA); Economic and Social Commission for Asia and the Pacific (ESCAP); Economic Commission for Latin American and the Caribbean (ECLAC); and Economic and Social Commission for Western Asia (ESCWA) . 54 Human Rights . 54 Humanitarian Affairs . 56 UN Office for the Coordination of Humanitarian Affairs (OCHA) . 56 International Law . 56 United Nations Field Missions . 57 Political and Peacebuilding Missions . 57 Peacekeeping Operations . 58 CHAPTER 4. UN SYSTEM-WIDE INTEGRATION AND COORDINATION . 61 Components of the United Nations System: Agencies, Funds, Programmes, and Related Organizations . 63 The United Nations System Chief Executives Board for Coordination . 66 Working Across the System: Cross-Cutting Policy Streams of Work . 69 Coordination at Country and Regional Levels . 72 CHAPTER 5. ETHICS, ACCOUNTABILITY AND OVERSIGHT . 79 Ethics at the UN . 81 Understanding the Ethical Framework of the United Nations . 81 Applying the Ethical Framework . 84 Managing Conflict of Interest . 85 Creating a Harmonious Workplace . 88 IV THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT TABLE OF CONTENTS Protection Against Retaliation—Whistleblower Policy . 89 Preventing Sexual Exploitation and Abuse . 90 Human Rights up Front (HRuF) . 93 Internal Oversight at the United Nations . 95 External Oversight at the United Nations . 97 CHAPTER 6. HUMAN RESOURCES MANAGEMENT . 99 Human Resources Management at the United NAtions . 101 Staff Selection and Mobility . 102 Work-Life Balance . 109 Encouraging High Performance . 110 Learning and Career Support . 110 Performance Management . 111 Formal and Informal Dispute Resolution . 113 Fostering Good Staff-Management Relations . 116 Supporting Staff Health and Wellness . 117 Managing Staff During an Emergency . 118 Emergency Preparedness and Support Team (EPST) . 119 Critical Incident Stress Management Unit (CISMU) . 120 CHAPTER 7. BUDGET AND FINANCE . 121 Budget and Finance at the United Nations . 123 Voluntary Contributions and Other Funding Mechanisms . 127 Budget and Finance: Planning and Management Tools and Frameworks 128 Accountability for Budget and Finance . 132 Annex One: Regular Budget Cycle . 135 CHAPTER 8. SECURITY . 137 Department of Safety and Security . 139 Preparing for and Responding to Security-Related Incidents . 141 CHAPTER 9. INTERNAL AND EXTERNAL COMMUNICATIONS . 145 Communications at the United Nations . 147 Developing a Communications Strategy . 148 Talking to the Media . 149 Office of the Spokesperson for the Secretary-General . 151 Multilingualism . 153 Leveraging Social Media . 154 Reputation Management . 155 Other Ways to Communicate with the Public . 156 Internal Communication . 157 FURTHER READING AND REFERENCES ............................................ 158 THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT V FOREWORD Welcome to The Essential Guidebook for Senior Leaders of the United Nations Secretariat . This guide is designed to help you understand the work and purpose of the Sec- retariat, who we are and how we deliver our mandates . The Charter of the United Nations sets out the guiding principles and purpose of our Organization—to save succeeding generations from the scourge of war, to re- affirm faith in fundamental human rights, to establish conditions under which justice can be maintained, and to promote social progress and better standards of life UN Photo/Mark Garten “in larger freedom” . These principles remain as true to- day as they did then . We live in profoundly challenging times, and sometimes progress can seem uncertain . But that makes our work even more important . Our unique position as the body that brings the nations of the world together means we have unique responsibilities to tackle the global issues that face us and work towards peace, development, human rights, and a life of dignity for all . As Senior Leaders of this organization, our role is to lead our diverse and talented workforce to deliver this vision . As Senior Leaders we are accountable for the respon- sible management of our resources—human and fi- nancial—and this guide provides you a comprehensive overview of how you can successfully, ethically and effi- ciently manage your department or office . I thank you for your commitment to the values and prin- ciples of the United Nations and wish you every success in your important work . António Guterres United Nations Secretary-General VI THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT Chapter 1 THE UNITED NATIONS CHARTER AND PRINCIPAL ORGANS The United Nations Charter is an achievement exceptional to the annals of history. Seventy years after being adopted, its validity remains undiminished. The Charter is the source of the United Nations’ unique legitimacy and provides guidance for its every activity. All its signatories decided to abide by its purpose, principles and provisions to “achieve international cooperation in solving international problems”. António Guterres Secretary-General 2 CHAPTER 1: UNITED NATIONS CHARTER AND PRINCIPAL ORGANS THE UNITED NATIONS CHARTER: PURPOSES AND PRINCIPLES The UN Charter is the treaty upon which the Organization was founded . It was signed by 51 nations on June 26, 1945, and entered into force on October 24 of the same year . Today, the United Nations has 193 Member States which are bound by the provisions of the Charter . In its essence, the Charter reflects the universal aspirations of the international community and sets out the purposes and principles of the UN . Only key aspects of the Charter are touched upon in this chapter . KEY QUESTIONS What are the key purposes and principles of the UN in the Charter? • To maintain international peace and security • To develop friendly relations among nations based on respect for the principle of equal rights and self-determination of peoples, and to take other appropriate mea- sures to strengthen universal peace • To achieve international co-operation in economic, social, cultural, or humanitarian matters, and in promoting and encouraging respect for human rights and for fun- damental freedoms for all • To be a centre for harmonizing the actions of nations in the attainment of these common ends What are the key principles of the UN and its Members? • To respect the sovereign equality of all Member States •.
Load more

Recommended publications
  • Appointing the UN Secretary-General
    Updated October 13, 2016 United Nations Issues: Appointing the U.N. Secretary-General The second five-year term of United Nations (U.N.) for consideration. The Council’s deliberations generally Secretary-General (SG) Ban Ki-moon ends on December occur in private meetings, with decisions taken by secret 31, 2016. For the past several months, the U.N. Security ballot by an affirmative vote from at least seven Council Council and General Assembly have considered candidates members, including the five permanent members (P-5). to serve as the ninth SG. On October 6, the Council When a decision is made, the Council adopts a resolution recommended António Guterres of Portugal, and the recommending a candidate; generally, the resolution is Assembly appointed him on October 13. Guterres served as considered during a private Council meeting. the Prime Minister of Portugal from 1995 to 2002 and as the U.N. High Commissioner for Refugees from 2005 to In years when there have been multiple candidates, the 2015. His term will begin on January 1, 2017. Council has developed the practice of conducting informal straw polls to indicate member states’ initial level of The United States maintains a significant interest in the SG support for individuals. (In the current process, Guterres appointment process, with the hope that the perspectives won all six straw polls held by the Council.) In years when and policies of the new SG align with U.S. foreign policy there has been one candidate (for example, when an SG is and national security priorities. As one of five permanent being considered for a second term), the Council generally members of the Council with veto power, it has adopts a resolution without prior polling, usually by considerable influence in the selection of the SG.
    [Show full text]
  • Trygve
    Trygve Lie speal<s As Secretary-General of the United Nations, Trygve Lie is in a strategic position. Respons­ ible to all member governments and their people rather than to any nation, he is the top ranking international civil servant. He has used this pivotal post intelligently, im­ partially, courageously, and creatively. He has been criticized from all quarters, but has never­ theless gained the respect and confidence of nearly all of the men and women closely as­ sociated with the U. N. Trygve Lie was born on July 16, 1896 in Oslo, Norway. At 15 he was secretary of the local health insurance company; at 16 presi­ dent of a branch of the La:bor Party. Never­ theless he found time to complete his law degree at Oslo University and to ski, skate, wrestle, and play tennis. In 1919 he became assistant to the secretary of the Norwegian Labor Party, then legal adviser to the Trade Union Federation (1922-35), and executive sec­ retary of the Labor Party (1926). When labor came into power in 1935, he became Minister of Justice. At the time of the German Oc­ cupation, he was Minister of Trade, Industry, Shipping, and Fishing. Escaping to London with other cabinet members, he became Foreign Minister in 1941. At the United Nations conference in San Francisco in 1945 he was ·chairman of the Norwegian delegation. On February 1, 1946 he was elected Secretary General of the U. N. and in 1951 his term was extended for three years. As a champion of One World he speaks to the two billion and more inhabitants of the earth: Copyright, 1952 Leonord S.
    [Show full text]
  • POC in the Contet of Peace Operations: Translating UN Policies Into
    Protection of civilians in the context of Peace Operations: Translating UN policies into national frameworks Tuesday, November 12, 2019 12:30pm – 4:30pm Trygve Lie Center for Peace, Security and Development International Peace Institute, 12th floor 777 United Nations Plaza (corner of 44th Street and 1st Avenue), New York NY The International Peace Institute (IPI), the Institute of Security and Global Affairs of the University of Leiden (ISGA), the Institute for Security Policy at Kiel University (ISPK), the Global Governance Institute (GGI), and the Federal Ministry of Defense of Germany are pleased to invite you to a workshop titled “Protection of civilians in the context of Peace Operations: Translating UN policies into national frameworks”. The event is part of an international study project on behalf of the German Federal Ministry of Defence that aims at developing a more pronounced national stance on the concept of protection of civilians (POC) and searches for ways to improve Germany’s “POC preparedness” with respect to military, police, and civilian capacities. The workshop will provide an opportunity to explore the recent policy developments pertaining to POC in the context of UN peace operations, discuss persisting issues and challenges related to the implementation of POC mandates, and map best practices, political commitments and institutional initiatives that aim to renovate and invigorate POC at the international, regional and national levels. In particular, it will identify existing UN, regional and national policy frameworks pertaining to POC, in order to inform the development of national POC strategies, with an aim to foster further cooperation and partnerships in this area.
    [Show full text]
  • Code of Conduct As an Alternative to Reformation of the Un Security Council Bm Güvenlik Konseyi’Nin Reform Edilmesine Alternatif Olarak Davraniş Kodu
    Mehmet Halil Mustafa BEKTAŞ Alternatif Politika, 2017, 9 (2): 192-213 AP CODE OF CONDUCT AS AN ALTERNATIVE TO REFORMATION OF THE UN SECURITY COUNCIL BM GÜVENLİK KONSEYİ’NİN REFORM EDİLMESİNE ALTERNATİF OLARAK DAVRANIŞ KODU Mehmet Halil Mustafa BEKTAŞ* ABSTRACT The United Nations Security Council’s (SC) intermittent failure to perform its main duty of maintaining international peace and security has led to a longstanding debate about its reform. The ongoing Syrian crisis has resulted in a significant number of casualties, and has cost the international community heavily. The SC has thus become the subject both of severe criticism and of calls to take action. The inertia that results from an insistence on the use of the veto power has stimulated politicians to develop alternative methods. In this regard, some argue that there must be a Code of Conduct for the Council in order to enable it to react in cases of genocide, crimes against humanity and war crimes. Proponents of a Code of Conduct for the SC have naturally directed their attention to the veto power, the main suggestion being that it must be restricted in these extreme circumstances. Three main initiatives have consequently been developed and have received a considerable degree of support from states. Yet their deficiencies, including a specific procedural trigger and a process by which an alternative course of action could be initiated should one or more of the permanent five Council members (P5) refuse to refrain from using their veto power, have largely been overlooked. The current proposal aims to * Araş. Gör. Dr., Uludağ Üniversitesi, Uluslararası İlişkiler Bölümü, [email protected] * Makale Geliş Tarihi: 26.01.2017 Makale Kabul Tarihi: 11.04.2017 192 AP Mehmet Halil Mustafa BEKTAŞ examine these initiatives and make suggestions to remedy these shortcomings.
    [Show full text]
  • Security Council Reform STUDENT OFFICER: Cate Goldwater-Breheney POSITION: Assistant Chair
    FORUM: Security Council ISSUE: Security Council Reform STUDENT OFFICER: Cate Goldwater-Breheney POSITION: Assistant Chair Introduction What is the UNSC and how does it work? The United Nations Security Council is an organ of the United Nations with “primary responsibility for the maintenance of international peace and security”. Its powers include the establishment of international sanctions and peacekeeping operations, as well as the authorization of military action and investigation of conflicts. It is the only UN body that can issue binding resolutions to other member states – in other words, you have to do what it says. Furthermore, it deals with the admittance of new UN member states and Secretary-General (UN “leader”) candidacies. It is thus a very powerful body within the UN, and has been involved in serious international issues, including the Korean War, the Suez Canal Crisis and more recently the Rwandan Genocide. The UNSC has a complicated set-up. It has 15 members, five of whom are permanent members: France, the UK, the USA, China and Russia (essentially the victors from WW2). These permanent members have veto powers; should they vote against a resolution, it automatically does not pass. Resolutions otherwise require a 2/3 majority to pass, or 10 votes in favour. The 10 non-permanent members are elected for two year terms on a regional basis; the African Group holds 3 seats, the Latin America and the Caribbean, Asia-Pacific, and Western European and Others groups, 2 seats, and the Eastern European group, 1 seat. The presidency of the UNSC rotates monthly. UNSC non-permanent members in 2019 are: Germany, Belgium, South Africa, the Dominican Republic, Indonesia, the Ivory Coast, Equatorial Guinea, Kuwait, Peru, and Poland.
    [Show full text]
  • The Essential Guidebook for SENIOR LEADERS of the UNITED NATIONS SECRETARIAT
    THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT United Nations Published by: The Office of Human Resources Department of Management United Nations January 2014 THE ESSENTIAL GUIDEBOOK FOR SENIOR LEADERS OF THE UNITED NATIONS SECRETARIAT United Nations TABLE OF CONTENTS Forward . 2 United Nations Acronyms . 3 1. THE UNITED NATIONS CHARTER AND PRINCIPAL ORGANS. .8 United Nations Charter: Purposes and Principles . 10 Role of the International Civil Servant . 11 Principal Organs . .14 General Assembly . .14 Security Council . 21 Economic and Social Council . 24 International Court of Justice . .. 25 Trusteeship Council . 26 Secretariat . .. 26 Other relevant bodies . 26 Annex One: Subsidiary Organs of the General Assembly . 29 Annex Two: Subsidiary bodies of the Security Council . 33 Annex Three: Subsidiary bodies of the Economic and Social Council . 35 THE SECRETARY-GENERAL AND HIS EXECUTIVE OFFICE. 38 United Nations Secretary-General . 39 Executive Office of the Secretary-General: Integrated Leadership . 41 Secretary-General Ban Ki-moon: First- and Second- Term Priorities . 44 Executive Management Bodies: the Nuts and Bolts of the Executive Office of the Secretary-General . 46 Senior Management Group . 46 Policy Committee . 47 Management Committee . 49 Management Performance Board . 50 Senior Manager and Head of Mission Compacts . 51 Annex One: Organizational Chart of the EOSG . 53 Annex Two: Members of the Senior Management Group (SMG) . 54 Annex Three: Members of the Policy Committee . 55 Annex Four: Members of the Management Committee . .. 56 THE SECRETARIAT. .58 nature of the United Nations Secretariat . 59 Role and Purpose of Mandate . 63 Secretariat Structure and Purpose: Headquarters, Offices Away from Headquarters, Regional Commissions .
    [Show full text]
  • Finland HLS --- List of Confirmed Participants (28 May 2010)
    Finland HLS --- List of confirmed participants (28 May 2010) # Group Region Country/Entity Position First Name Last Name Title MEMBER STATES Director of Coordination and Effectiveness of Public Development Aid, 1 South Africa Burkina Faso Department of Cooperation, Ministry of Economy and Finance Justin Hien Mr. Kanene 2 South Africa DRC Director, Ministry of Planning Théo Mukwanga Mr. 3 South Africa Ghana Government Statistician, Ghana Statistical Service Grace Bediako Ms. 4 South Africa Kenya Chairperson, National Commission on Gender and Development Regina Mwatha Dr. 5 South Africa Kenya Deputy Chief Economist, Ministry of Finance Bernard Masiga Mr. 6 South Africa Malawi Director for Debt and Aid, Ministry of Finance Peter Kelvin Simbani Mr. 7 South Africa Mali Coordinator, Technical Pool of Technical and Financial Partners Pierre Amadou Nébié Mr. 8 South Africa Sudan Director General, Ministry of International Cooperation Mekki Osman Mr. Minister Plenipotentiary at the Permanent Mission of the United Republic of 9 South Africa Tanzania Tanzania to the United Nations in New York Modest J. Mero H.E. 10 South Africa Tanzania Assistant Commissioner, Ministry of Finance and Economic Affairs Philipina Malisa Ms. Senior Economist, Aid Coordination, Ministry of Finance and Economic 11 South Africa Tanzania Affairs Adrian Njau Mr. 12 South Africa Uganda Permanent Secretary, Office of the Prime Minister Pius Bigirimana Mr. Head of European Relations Division, Ministry of Planning and International 13 South Arab States Jordan Cooperation Ahmad Al Hawyan Mr. 14 South Asia Pacific Afghanistan Deputy Minister of Finance Mustafa Mastoor H.E. Joint Secretary (Coordination), Economic Relations Division, Ministry of 15 South Asia Pacific Bangladesh Finance Bijon Kumar Baishya Mr.
    [Show full text]
  • Israel's Rights As a Nation-State in International Diplomacy
    Jerusalem Center for Public Affairs Institute for Research and Policy המרכז הירושלמי לענייני ציבור ומדינה )ע"ר( ISRAEl’s RiGHTS as a Nation-State in International Diplomacy Israel’s Rights as a Nation-State in International Diplomacy © 2011 Jerusalem Center for Public Affairs – World Jewish Congress Jerusalem Center for Public Affairs 13 Tel Hai Street, Jerusalem, Israel Tel. 972-2-561-9281 Fax. 972-2-561-9112 Email: [email protected] www.jcpa.org World Jewish Congress 9A Diskin Street, 5th Floor Kiryat Wolfson, Jerusalem 96440 Phone : +972 2 633 3000 Fax: +972 2 659 8100 Email: [email protected] www.worldjewishcongress.com Academic Editor: Ambassador Alan Baker Production Director: Ahuva Volk Graphic Design: Studio Rami & Jaki • www.ramijaki.co.il Cover Photos: Results from the United Nations vote, with signatures, November 29, 1947 (Israel State Archive) UN General Assembly Proclaims Establishment of the State of Israel, November 29, 1947 (Israel National Photo Collection) ISBN: 978-965-218-100-8 TABLE OF CONTENTS Introduction and Overview Ambassador Alan Baker .......................................................................................................................................................................... 5 The National Rights of Jews Professor Ruth Gavison ........................................................................................................................................................................... 9 “An Overwhelmingly Jewish State” - From the Balfour Declaration to the Palestine Mandate
    [Show full text]
  • Performance and Challenges of the UN Human Rights Council an Ngos’ View
    INTERNATIONAL POLICY ANALYSIS Performance and Challenges of the UN Human Rights Council An NGOs’ View THEODOR RATHGEBER February 2013 The current dynamic within the UN Human Rights Council (HRC) has driven the Council in certain cases to function more closely in accordance with normative stand- ards, as well as with the reality on the ground. Civil society stakeholders have a num- ber of opportunities to consolidate that dynamic. The increasing number of cross-regional initiatives even on country situations indi- cates that »joint« does not necessarily mean »lowest common denominator«. How- ever, instead of relying too much on a case- and victim-centred rationality under- lying States’ actions, NGOs should focus on new mechanisms, ultimately in terms of a trigger system. Successful outcomes in protecting human rights are produced by efforts made within the framework of Special Procedures. In maintaining such a dynamic, civil society stakeholders are a major resource for continuously challenging governments, for in- stance, in terms of follow-up processes at national as well as at Council level. Addressing thematic challenges from a southern perspective will be a crucial element in the better functioning of the HRC. NGOs and National Human Rights Institutions are among the main actors involved in keeping the spotlight on uncomfortable is- sues in order to improve international cooperation and ultimately a better function- ing of the HRC. If it was possible to establish global governance in world trade relations through standards and an effective regulatory and sanctioning system there is no good reason to abstain from such regulation in the field of human rights protection.
    [Show full text]
  • La Educación De Las Élites Efesias *
    LA EDUCACIÓN DE LAS ÉLITES EFESIAS * MARÍA PAZ DE HOZ Universidad de Salamanca El objetivo de este trabajo es estudiar la epigrafía We study the epigraphy from Ephesus related with helenística e imperial de Éfeso sobre la institución the educative institutions of the city during Helle- educativa, analizando sobre todo los siguientes nistic and Imperial times, including the periodiza- aspectos: etapas de la educación, centros de ense- tion of the educative process, the nature and cha- ñanza, profesores, otros cargos relacionados con la racter of schools, teachers and other personnel in educación, actividades sociales como fiestas y charge, the social activities like festivals and ago- agones que indirectamente reflejan distintas face- nistic competitions that portray different aspects tas de la enseñanza, las instituciones del Museo y of formal education, institutions like the Museum la biblioteca de Celso. El estudio refleja el alto and Celsus' Library. Our study shows that there grado de implicación pública en la educación de was a public involvement in the education of the los jóvenes, al menos de las clases superiores, y youths, at least those belonging to the upper clas- una preocupación especial de la ciudad por la cul- ses, and also that there existed in the city a special tura, a diferencia de lo que la ausencia de infor- solicitude for culture, contrary to the opinion that mación literaria sobre el tema y los testimonios relied on the absence of literary texts documenting epigráficos aislados han llevado a pensar. such care, and in the study of the same epigraphi- cal texts in isolation of each other.
    [Show full text]
  • The Wild Bees
    A peer-reviewed open-access journal ZooKeys 924: 1–114 (2020)The wild bees (Hymenoptera, Apoidea) of the island of Cyprus 1 doi: 10.3897/zookeys.924.38328 RESEARCH ARTICLE http://zookeys.pensoft.net Launched to accelerate biodiversity research The wild bees (Hymenoptera, Apoidea) of the island of Cyprus Androulla I. Varnava1, Stuart P.M. Roberts2, Denis Michez3, John S. Ascher4, Theodora Petanidou5, Stavroula Dimitriou5, Jelle Devalez5, Marilena Pittara1, Menelaos C. Stavrinides1 1 Department of Agricultural Sciences, Biotechnology and Food Science, Cyprus University of Technology, Arch. Kyprianos 30, Limassol, 3036, Cyprus 2 CAER, School of Agriculture, Policy and Development, The University of Reading, Reading, UK 3 Research Institute of Bioscience, Laboratory of Zoology, University of Mons, Place du parc 23, 7000 Mons, Belgium 4 Department of Biological Sciences, National University of Singapore, 14 Science Drive 4, Singapore 117543, Singapore 5 Laboratory of Biogeography & Ecology, Department of Geo- graphy, University of the Aegean, 81100 Mytilene, Greece Corresponding author: Androulla I. Varnava ([email protected]); Menelaos C. Stavrinides ([email protected]) Academic editor: Michael S. Engel | Received 18 July 2019 | Accepted 25 November 2019 | Published 6 April 2020 http://zoobank.org/596BC426-C55A-40F5-9475-0934D8A19095 Citation: Varnava AI, Roberts SPM, Michez D, Ascher JS, Petanidou T, Dimitriou S, Devalez J, Pittara M, Stavrinides MC (2020) The wild bees (Hymenoptera, Apoidea) of the island of Cyprus. ZooKeys 924: 1–114.https://doi. org/10.3897/zookeys.924.38328 Abstract Cyprus, the third largest island in the Mediterranean, constitutes a biodiversity hotspot with high rates of plant endemism. The wild bees of the island were studied extensively by the native George Mavro- moustakis, a world-renowned bee taxonomist, who collected extensively on the island from 1916 to 1957 and summarised his results in a series of eight Cyprus-specific papers published from 1949 [“1948”] to 1957.
    [Show full text]
  • Emerging Solutions for Gender Equality 2018
    HeForShe | Emerging Solutions for Gender Equality 2018 50 Created by UN Women, the United Nations entity for gender equality and the empowerment of women, the HeForShe solidarity movement for gender equality provides a systematic approach and targeted platform where a global audience can engage and become change agents for the achievement of gender equality in our lifetime. This requires an innovative, inclusive approach that mobilizes people of every gender identity and expression as advocates and acknowledges the ways that we all benefit from this equality. HeForShe invites people around the world to stand together as equal partners to craft a shared vision of a gender equal world and implement specific, locally relevant solutions for the good of all of humanity. Since its launch on 20 September 2014, at the United Nations, by then UN Secretary-General Ban Ki-Moon and UN Women Global Goodwill Ambassador, Emma Watson, hundreds of thousands of men from around the world including Heads of State, CEOs, and global luminaries from all walks of life have committed to gender equality. HeForShe has been the subject of more than 2 billion conversations on social media, with off-line activities reaching every corner of the globe. 1 HeForShe | Emerging Solutions for Gender Equality 2018 2 A note from the Secretary-General 4 A note from the Executive Director 5 A note from the HeForShe Champions 6 Executive Summary 7 The HeForShe Champions 8 Part 1 19 HOW TO REACH A GENDER BALANCED LEADERSHIP AccorHotels, Barclays, BNP Paribas, McKinsey & Company,
    [Show full text]