North American Invitational

Model United Nations

Delegate Training Guide

A Georgetown International Relations Association, Inc. Conference

Delegate Training Guide | naimun.modelun.org | 1

 Table of Contents
3 A Letter to Delegates

4 Chapter 1: Types of Committees

6 Chapter 2: Who’s Who in Model UN?

8 Chapter 3: Position Papers

Chapter 4: GAs and ECOSOCs (Large

13
Committees): The Course of Debate

Chapter 5: GAs and ECOSOCs (Large

18
Committees): Resolutions

Chapter 6: Crisis Committees (Small Committees):

22
The Course of Debate

Chapter 7: Crisis Committees (Small Committees):

24
Documents

Chapter 8: Tips to Compete and Succeed in

27
Model UN

30 Chapter 9: MUN Glossary

33 Closing Remarks
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 A Letter to Delegates

Dear Delegates,

It is our absolute pleasure to welcome you all to the North American Invitational Model United
Nations Conference (NAIMUN). We are incredibly excited to build on the tradition of substantive excellence
cultivated over the past several decades. NAIMUN is a conference like no other that offers an unparalleled
delegate experience in and out of the committee room.
We firmly believe that NAIMUN offers delegates an enriching educational experience — an opportunity
to tackle the most challenging and complex international topics of the past and present. NAIMUN provides
delegates a platform to cultivate research and public speaking skills, enhance negotiation abilities, practice
creative problem solving, and interact with delegates from around the world. While NAIMUN, and Model
UN in general, can be very exciting, it can also be challenging and at times confusing for first-time delegates.
For that reason, we have put together a “Guide to Model United Nations” that details all the specifics needed
to know to excel in a MUN committee. Even for our more experienced delegates, this is a great opportunity
to study specific topics.
Enclosed you will find a training guide on all aspects of Model UN, from parliamentary procedure
to tips and tricks on how to succeed. It is our sincere hope that, when you leave NAIMUN, you will emerge
more knowledgeable not only about the world, but also about how to successfully compete in Model UN.
We hope that you use this information in tandem with the substantive materials found in your
committee-specific background guides in order to prepare for NAIMUN. If you have any further questions,
you can refer to our virtual training materials which include videos that cover the topics discussed in this
guide, which can be found on the NAIMUN website. We wish you all the best of luck, and cannot wait to
see everyone in February!

Hoya Saxa,

The NAIMUN Secretariat

Georgetown International Relations Association, Inc.
[email protected]

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 Chapter 1
Types of Committees
Model UN committees can typically be broken down into three types of committees: General
Assemblies (GA), Economic and Social Councils (ECOSOC), and Crisis Committees.

General Assemblies
General Assemblies are the largest committees found at any Model UN conference, and generally
simulate actual United Nations General Assembly Committees, such as the Committee for
Disarmament and International Security (DISEC). In these large committees, all countries are
represented, and they focus on two specific policy issues that the delegates must craft a resolution
to address. General Assemblies can and have, however, simulated non-UN organizations with broad
global membership, such as the World Trade Organization, or specific legislative bodies, such as the
Tunisian National Assembly. Ultimately, the size of the committee distinguishes GAs from the rest of
a conference’s numerous organs and committees.

ECOSOCs
ECOSOCs, while generally smaller than GAs, can vary greatly in size. At NAIMUN, ECOSOCs
range from 50 up to almost 200 delegates. ECOSOCs, like GAs, seek to craft a resolution to solve
international issues that generally center on regional, economic, social, and cultural issues. ECOSOCs
can simulate real-world UN organizations, such as the UN Commission on the Status of Women
(CSW), or other national/regional bodies such as the British House of Commons.

Crisis Committees
Crisis Committees are markedly different from both GAs and ECOSOCs. They tend to focus on
specific issues, geographic areas, and historical periods. For example, the Court of Louis XIV, 1665
simulates the early years of King Louis XIV’s personal reign, tackling issues from the international
expansion of the French empire to developing domestic institutions. In essence, crisis committees
have a narrower and more specific focus, while GAs and ECOSOCs focus on broad global concepts
and issues. Crisis committees also have the distinguishing characteristic of portfolio powers, where
delegates have and can use individual powers that are part of their bio in order to shape the “world”
they interact in. Crisis committees also include crisis updates, which are unplanned “crises” that
delegates must resolve through debate and directives. Last, crisis committees are the smallest of
committees, usually with less than 30 delegates per committee. They tend to be faster-paced and
more dynamic than assemblies with set topics.

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These three types of committees are split across six different organs. Each organ will house anywhere from
five to eight distinct committees, divided based on committee type or time period. Below is a list of the six
organs found at NAIMUN:

• General Assemblies (GAs): This organ is by far the largest at NAIMUN, holding seven distinct
GA-style committees. All of these committees are members of the United Nations.
• Economic and Social Councils (ECOSOCs): This organ has eight ECOSOC-style committees.
While some are United Nations committees, others are more regionally focused.
• Historical Crisis: The Historical Crisis organ includes seven crisis committees that cover a wide
variety of regions, and cover important historical events that are still relevant to current affairs
today.
• Contemporary Crisis: In this organ, there are seven crisis committees that allow delegates to
explore important issues in the present day.
• Non-Traditionals: This organ includes seven unique committees, which include crisis committees
and others that stray from the standard three types of committees. These special committees
include the Press Corps and the International Court of Justice (ICJ), which follow a unique strand
of parliamentary procedure.
• National Security Apparatus (NSA): This organ includes five coordinated crisis committees,
which include individual and joint crisis elements. The only one of its kind on the high school
circuit, the organ’s five committees all exist within the same universe.

Because of the differences between crisis committees and traditional Model UN simulations, and the
similarity between GAs and ECOSOCs, we have divided this guide into two parts, each with different tips
and procedures. However, despite their differences, all kinds of committees require the same basic set of skills
(diplomacy, consensus-building, strong public speaking, research, etc).

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 Chapter 2
Who’s Who in Model UN?
When competing at a conference, you will certainly run into various staffers with different positions
in the conference. In order to utilize all the resources available to you, it is important to know who exactly
you’re speaking to when asking questions about the conference or seeking help.

Senior Staff
The conference’s leadership staff is divided into the Substantive Side and the Executive Side. The
Substantive Side is responsible for preparing the committees to be run at the conference and ensuring
that those committees are of the highest quality for the delegates. The Executive Side is responsible
for non-debate related elements of the conference, from social events to marketing to philanthropy.
While you may not see Executive Side staffers that often in committee, they are instrumental in
enhancing the overall experience of each and every conference.

You can find information about your Executives on the NAIMUN website: naimun.modelun.org/executives.
You can find information about your Secretariat on the NAIMUN website: naimun.modelun.org/secretariat.

The Senior Staffers that are most involved in the Substantive Side of the conference are listed below.

• Secretary-General: Leading the Substantive Side, the Secretary-General (SG) is responsible

for coordinating the Under-Secretaries-General (USGs) in order to ensure the committees in
each organ are developed and run properly and smoothly. Tasks for the SG could range from
solving substantive issues committees confront to managing staff issues amongst the organs and
committees.
• Director-General: The principal substantive advisor to the Secretary-General, the Director-
General (DG) is responsible for aiding and assisting the SG in the substantive issues the SG
confronts, including the topics and structure of the conference’s committees. The SG and DG
work together to ensure committees are structurally sound and engaging for the delegates.
• Under-Secretary-General: Each of the six organs at NAIMUN has two Under-Secretaries-
General. These Senior Staff members work in tandem to make sure the committees in their
respective organs are organized and run smoothly. They are responsible for helping to facilitate
the formation of each of their committees.

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General Staff
General Staff members are the Georgetown University students you see running the committees at
the conference. Many of these staffers introduced original ideas for the conference’s committees. You
will be interacting with these staffers the most during the conference.

• Chair: The Chair is responsible for regulating the course of debate in each committee, and will be
the staffer you interact with the most.
• Director: The Chair’s principal aide, the Director ensures that debate flows smoothly and
productively. Directors can be found in GAs, ECOSOCs, and crisis committees.
• Rapporteurs: Rapporteurs staff GAs and ECOSOCs and primarily assist them in the course
of debate. Rapporteurs, along with the Chair and the Director, make up the Dais in GAs and
ECOSOCs.
• Crisis Manager: The Crisis Manager (CM) appears only in crisis committees with the primary
task of constructing the “story-arc” for events that occur in crisis committees. Additionally, the
CM helps process the notes and directives delegates in the committee produce.
• Crisis Analysts: Crisis Analysts (CAs) are responsible for helping the CM run the crisis arc of the
committee, produce crisis updates, and process the notes and directives from committee. They
can only be found in crisis committees. The CAs combined with the crisis manager make up the
crisis staff.

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 Chapter 3
Position Papers
Prior to the conference, delegates will be asked to write a “position paper” based on the topics presented
in their background guides. The Position Paper is the pinnacle of the preparation process for any Model
United Nations conference, representing the view of your state or position on the particular issues your
council is addressing. Remember, the guidelines for position papers may differ depending on the committee
you are in: check your background guide and email your Chair in order to confirm the specific parameters
of your position paper. Position papers are required for all delegates. Any delegate who does not submit a
position paper will be ineligible to receive an award. Position papers must be submitted by the end of
the first committee session (Thursday night). Position papers may be sent to the specific committee email
or handed in physically to the Chair during the first committee session. If you would like position papers to
be graded with feedback, however, they must be submitted physically to your Chair by the end of the first
committee session.
Position papers will require in-depth research on both the country/position you are representing as
well as the topics being discussed in the committee. For UN-based committees, begin by researching the basic
information about your country. The CIA Factbook offers information on the history, people, government,
economy, geography, communications, transportation, military, and transnational issues for most countries
and dependencies. Think about how factors such as gross domestic product (GDP), demographics, and
geography influence your country’s foreign policy. Use the Factbook and other such sites to consider the
economic, political, social, religious, or ideological motivations that influence your country’s foreign policy
as a whole and particularly its position on the topics at hand. For crisis and other non-UN committees, make
sure you understand your character’s position. Do they represent a political party, nation, or group of people?
What job does this person have, and what work have they done in the past? It’s extremely important to look
at the background guides in order to understand your position’s portfolio powers, or what it is that you have
control over in the context of your committee.
After looking at your position in particular, look at the greater community. For committees set in
the present, keep up-to-date with current events, by following outlets such as CNN, BBC, or The New
York Times, among others. Many NAIMUN committees tackle issues that are ever evolving, so a situation
may change drastically between the time the background guide was written and the time of the conference.
Although it is helpful to start with traditional sources, branch out to unexpected research material. Check the
Economist, Foreign Policy, and Foreign Affairs as well as other periodicals and journals. It can also be useful
to seek out material originating in the country you are representing. The governments of most countries have
an official website, which can be a valuable repository for news, draft policies, or press releases. You can even
contact their respective embassy via email or by phone to get very valuable and exclusive information for your
position paper!

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 Position Paper Structure
• One page single-spaced, roughly, for each topic
• A header with the DELEGATE NAME(S), POSITION, COMMITTEE, AND SCHOOL
• The topic name clearly stated
Recommended structure with three paragraphs per topic:
• The first paragraph should be an introduction to the topic from the perspective of your position.
What is the history of the issue according to your nation? Why is this issue important? This is the
shortest and least important section of the position paper.
• The second paragraph should be an analysis of the topic from your country’s perspective as well
as a multilateral perspective. What does your nation generally think about the issue? What policies
have worked and not worked in the past on a national and international scale? This is most likely
the longest part of the position paper and the place in which you will utilize most of your research.
• The third paragraph should be a discussion of solutions that you are proposing to solve the
problem. What are these solutions? Why and how would they work? How will you solve any
problems that might arise in implementing these solutions? This is where you can let your
creativity and research combine, and begin formulating the kinds of proposals that will later come
to fruition in your resolutions. These solutions do not necessarily have to come directly from your
nation or position, though it is encouraged.

In addition to this, we have specific formatting guidelines for position papers. They must be in MLA
or Chicago style formatting, including a Works Cited/Bibliography with either parenthetical or footnote
citations. (Note: Works Cited do not count in the one page requirement per topic.) Position Papers must also
be in 12-point Times New Roman font and include a header with the delegate name(s), nation, committee,
and school. For GA and ECOSOC committees, each topic must be at minimum one page single-spaced.
(Note: All committees have more than one topic). On the other hand, position papers for crisis committees
will be slightly different. This is primarily because large, traditional committees have defined topics whereas
crisis committees have more general topic areas that could be explored but are not as defined. Each delegate
must submit a two-page, single-spaced document that explains the situation at hand, potential solutions to
the topics, and what the delegate will advocate during the committee. Delegates do NOT need to describe
their crisis arc or other individual plans, though they may if they wish to.
Some committees have modified requirements for Position Papers. Please check your committee’s
background guide to see if this is the case. For double delegations, each delegate does not have to submit
their own position paper, and instead one paper should be submitted for both delegates. Please note that if
a delegation has more than one delegate or double delegate pair in the same committee, each must submit
their own Position Paper. For example, if one delegation were assigned two different countries in DISEC,
then each of those countries would have to write their own Position Paper. Additionally, if a delegation were
assigned two distinct characters in any other single-delegate committee, each of those delegates would have
to write their own Position Paper.
Below is a sample position paper which delegates can use for reference, based on the delegate of
the United Kingdom in DISEC. Notice the structure, the clear language, and the reasonable yet creative
solutions put forth. The entry for topic A is what is expected in a position paper, while the entry for topic B
exemplifies going above and beyond.
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Casey Wetherbee
The United Kingdom of Great Britain and Northern Ireland
Georgetown University
First Committee: Disarmament and International Security (DISEC)
——————————————————————————————-
Topic A: Foreign Military Bases
As one of the relatively few countries with active military bases in foreign countries, the United
Kingdom is intimately aware of their significance on the world stage.(1) As the number of military
bases operated by P5 countries diminished since the Cold War, more countries have entered into
agreements to operate their own, such as China, India, Pakistan, and Turkey. As more and more states
seek to expand their influence in the form of military bases, it is the First Committee’s responsibility
to establish reasonable guidelines in order to ensure uniformity among the agreements that will take
form in the coming years. In the meantime, it is worth addressing some of the concerns of the global
movement against foreign military bases of any kind, by increasing international transparency and
specifying the legal frameworks under which military personnel can be held responsible.
The North Atlantic Treaty Status of Forces Agreement (SOFA), which includes the UK and
28 other member states, is the first and only multilateral agreement of its kind and therefore acts as
a model for other legislations. Its first article sets forth a number of useful definitions that will help
to standardize future agreements. (2) Though there are bilateral agreements, such as the US-Japan
SOFA, they have certain issues that the First Committee should address in setting up guidelines for
future agreements. For example, in the aforementioned agreement, US military personnel are subject
to US laws while in Japan, which has created a great deal of friction with local authorities and has
even led to increased death via traffic accidents due to American drivers only needing a military
permit to drive on Japanese streets. Servicemembers should be held accountable for breaking the laws
of the host country, and that process should be stipulated in the SOFA. Article VII of the NATO
SOFA states that “the authorities of the receiving State shall have jurisdiction over the members of
a force or civilian component and their dependents with respect to offenses committed within the
territory of the receiving State and punishable by the law of that State.”(3) A similar clause should
appear in a DISEC resolution addressing future guidelines for status of forces agreements.
The UK does not support a cap on foreign military bases and would like to see the expansion
of mutually beneficial agreements across the world. With this, transparency between countries in a
bilateral agreement as well as among the international community is essential. The UK advocates
for an independent body to be established by the First Committee, constituted of representatives of
neutral UN member states, to monitor the conditions of foreign military bases and ensure that the
regulations of their founding agreements are followed. This body may also listen to any concerns
that the host nations may have in order to facilitate communication and solve problems before they
become exacerbated. This body will also oversee a comprehensive database of foreign military bases
across the world and the agreements that lead to their creation, in order to streamline its work. Since
there are many different kinds of SOFAs, the UK would create a detailed tier system to classify
foreign military bases by size, while also providing qualifiers for various other characteristics—this
system would also include ways to classify SOFAs that do not establish foreign military bases, such as
the US-Iraq agreement that established the American withdrawal of troops in 2011.(4)

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(1) “The Status and Location of the Military Installations of the Member States of the European
Union” (PDF). Policy Department External Policies: 13–14. February 2009. Retrieved 4 November
2018.
(2) “Status of Forces Agreement (SOFA): What Is It, and How Has It Been Utilized?” EveryCRSReport.
com, Congressional Research Service, 15 Mar. 2012, www.everycrsreport.com/reports/RL32453.
html.
(3) “Agreement between the Parties to the North Atlantic Treaty Regarding the Status of Their
Forces.” NATO, North Atlantic Treaty Organization, 14 Oct. 2009, nato.int/cps/en/natohq/official_
texts_17265.htm.
(4) Isaacs, John, and Travis Sharpe. “How Comfortable Is the U.S.-Iraq SOFA?” Arms Control
Center, Center for Arms Control and Non-Proliferation, 24 Nov. 2008, armscontrolcenter.org/how-
comfortable-is-the-u-s-iraq-sofa/.

Topic B: Treatment of War Prisoners

The United Kingdom of Great Britain and Northern Ireland has a 438 page-long briefing for
all UK Armed Forces interacting with Captured Persons (CPERS – one category of which is Prisoners
of War, or POWs) under British authority, the Joint Doctrine Publication on Captured Persons.(1)
This exceptionally detailed series of policy ensure that the United Kingdom follows all international
standards for treatment of prisoners, and more. Extensive training is required for all armed forces,
and the atrocities of places like Abu Ghraib are utilized as examples for shaping the conduct of
commanders and thus the culture of respect needed to follow the Geneva Convention. The United
Kingdom firmly believes in the necessity for each member state of the United Nations to similarly
establish and clarify the connections between internal procedures and international law. Through
transparent training and regulations that are internationally available and accessed, reviewed, and
given recommendations by the International Committee of the Red Cross, all member states can
ensure their armed forces behave in an informed and respectful nature.
The changing nature of warfare in the modern era has changed the nature of CPERS and
therefore the relevancy of the Geneva Convention. Due to light footprint warfare, the number of
irregular combatants has increased. With warfare shifting away from state-to-state warfare, the number
of CPERS who the Geneva Convention protects has decreased. The United Kingdom believes that a
particularly concerning failure in the Geneva Convention is the massive exception of POWs accused
of war crimes or crimes against humanity. It is the position of the United Kingdom that those accused
of being war criminals and non-traditional combatants should be classified outside of traditional
POWs and civilians into a modern protection, potentially set forth into international law through
a Fifth Geneva Convention. The previous conventions do not have the specific language needed to
ensure nations do not circumvent the nature of the law in places such as Guantanamo.
Nonetheless, even with the actual implementation of international law in each nation, the legal
statutes currently outlined in the Geneva Convention as well as individual nations’ mandates are thus
lacking, with several loopholes. One of these is that many safeties and rights retained by CPERS do
not apply to those detained or arrested domestically or in territorial/internal waters. These gaps mean
that national law instead of international humanitarian law takes precedence, allowing for dangerous
ambiguity. Additional areas for improvement include explicit language for Vulnerable CPERS,

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defined by the United Kingdom as “an individual who by reason of mental or other disability, age or
illness, is or may be unable to take care of himself or is unable to protect himself against significant
harm or exploitation or is dependent on others for assistance in the performance of basic physical
functions.” Those with disabilities or other identity-based differences from other CPERS and/or the
armed forces overseeing the CPER face undue neglect and abuse. Language must be added to Geneva
Convention protections to include brainwashing as a form of abuse, laying out explicit timelines
for release upon cessation of conflict, and international repercussions for a failure to follow these
standards. Videography and photography of CPERS should additionally be banned, except for proof
of life or communication outside of pressures of coercion that may be released to the government of
the nation of origin of the CPER and, through the government, their families. This can ensure that
CPERS are not used as political tools to exert pressure on nations of origin towards the cessation of a
conflict, as well as to respect the privacy of the CPER.
From a pragmatic perspective, it is necessary for the United Nations to initiate connections
between Non-Governmental Organizations and nations overseeing the care of CPERS. This allows for
an impartial presence to provide medical treatment without cost to the host nation, including often
underserved medical needs such as mental and dental care. The UN Subcommittee on Prevention of
Torture and other Cruel, Inhuman or Degrading Treatment or Punishment is limited in the failure of
ratification on the part of twenty-six countries worldwide, including some which have come under fire
for human rights abuses in recent years.(3) This subcommittee must be empowered by an increased
emphasis on the part of the United Nations to encourage non-signatories to sign on, removing term
limits for experts which can cripple their ability to create lasting change. Additionally, by collaborating
with other multilateral organizations with mutual defense provisions, such as NATO, this solution
would be bolstered further by increased accountability.

(1) Joint Doctrine Publication 1-10, 3rd Edition, Captured Persons (CPERS). Ministry of Defense
of the United Kingdom of Great Britain and Northern Ireland, Chiefs of Staffs. January 2015.
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file
/455589/20150820-JDP_1_10_Ed_3_Ch_1_Secured.pdf
(2) “Who Is a Vulnerable Adult?” Western Bay Safeguarding Boards. http://www.wbsb.co.uk/4482
(3) “Subcommittee on Prevention of Torture,” International Justice Resource Center. https://ijrcenter.
org/un-treaty-bodies/subcommittee-on-prevention-of-torture/

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 Chapter 4
GAs and ECOSOCs (Large Committees):
The Course of Debate
Below is a detailed description of GAs and ECOSOCs. This section will help to guide you from the
beginning to end of such committees so that you have a better grasp on the dynamics and expectations of
these committees come conference time.
Each committee session, the Chair will take a roll call for each country/representative in the committee.
When your position is called on, you can either vote as “present” or “present and voting”, the latter of which
will require you to vote “yes” or “no” in any subsequent votes. It is important to note that you MUST attend
each committee session in order to be considered for an award, barring extenuating circumstances like illness
or travel delays. If you plan on missing a session, contact your Chair via email which can be found on your
committee’s page on the NAIMUN website as soon as possible.
During the first committee session, the Chair will introduce both him/herself as well as the rest of
the Dais. After taking roll call, the Chair will open the floor to points or motions from the committee. The
Chair will almost always look to open a Primary Speaker’s List to allow delegates to debate which topic the
committee should discuss. Typically, committees will not have the time to address all topics introduced in the
background guide. The Speaker’s List is, quite literally, a running list of nations/persons that wish to speak.
Speaker’s Lists are opened at the beginning of the committee, and give the delegates the opportunity to speak
freely about the topics to be discussed by the committee for the duration of the conference. To be placed on
the Speaker’s List, a delegate needs only raise the placard and continue to do so until the Chair places that
delegate on the list. Delegates generally get to speak only once during the opening Speaker’s List, but can
attempt to add their name back on the list if the Chair either reopens the list or if the delegate sends a note
to the Dais asking to be placed on the list.
Because the background guides for these committees often present two to three topics the committee
can choose to address, the Chair will want to see debate about the topics presented. The following series of
speeches present the first opportunity for substantive debate and give delegates an opportunity to explain
why one topic merits particular attention. Such speeches are wonderful opportunities to make your presence
known to the committee.
Either delegates or the Chair will push to end debate and take a vote on the topic to be discussed for
the committee. Many times, the Chair will present an opportunity for last speakers to support whichever
topic they want to see chosen. The Chair will generally have a time-frame in mind for how long he/she wants
the Speaker’s List to last and will push for a Motion to Set the Agenda, whereby a simple majority is needed
to determine the order of the topics. In essence, the primary goal of the first committee session is to set
the agenda on which topic to discuss.
Once the topic is chosen, the Chair will open a Secondary Speaker’s List to initiate formal debate on
the selected topic. The first speeches will be used to convey the particular views, goals and solutions delegates
are seeking so that like-minded delegates can choose to work together. After a series of these speeches, delegates
may seek to enter two different types of caucuses:

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 Moderated Caucus
A regulated, time-limited debate focusing on a specific aspect of the topic at hand, from addressing
a certain crisis to discussion of a working paper. To motion for such a caucus, the delegate must state
the time allocated for the caucus, the speaking time per speaker, and the topic the delegate wishes
to see discussed. A simple majority is required to pass the motion, and the delegate who originally
submits the passed motion may choose to speak first or last in the moderated caucus. After that, the
Chair will call on other delegates who are raising their placard to speak.

E.g. “Motion for a 9 minute moderated caucus with a 45 second speaking time to discuss the effect
of climate change on immigrant communities.”

Unmoderated Caucus
A time-constrained but unregulated debate. During an Unmoderated Caucus, delegates are free to
move about inside (or outside) the committee room and to discuss the topic of the unmoderated
caucus. Unmoderated caucuses are often used to build coalitions for resolution-writing, merge
working papers, or craft directives (in crisis committees). To motion for an unmoderated caucus, the
delegate must state the desired allocated time of the unmoderated caucus. No topic is required for an
unmoderated caucus. A simple majority is required for such a motion to pass.

E.g. “Motion for a 10 minute unmoderated caucus.”

In addition to these, throughout the conference will have the opportunity to make certain points if necessary.
Here are a list of the points that can be made:

• Point of Order: A tool to point out a discrepancy in parliamentary procedure or another delegate’s
actions. A Point of Order may interrupt a speaker. Ex. “Point of Order? The delegate is discussing
resolution 3, but only 1 and 2 have been presented.”
• Point of Parliamentary Inquiry: An tool to clarify a motion made, a vote up for consideration,
or any other step of parliamentary procedure. A Point of Parliamentary Inquiry may not interrupt
a speaker. Ex. “Point of Parliamentary Inquiry? Are we voting on Resolution 1.2 or 1.4?”
• Point of Personal Privilege: A tool to express personal discomfort that interferes with his/her
ability to participate in debate; the Chair will work to alleviate the situation. A Point of Personal
Privilege may not interrupt a speaker. Ex. “Point of Personal Privilege? Can the Dais please speak
up? We can’t hear the Chair in the back.”

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 Moderated caucuses are a great way to hear the ideas of your peers and see whose ideas align with
your own. Usually the Chair will require several moderated caucuses to occur before delegates are allowed
to enter unmoderated caucuses. Once this first motion for an unmoderated caucus is passed, delegates will
pool together to discover common ground with others, most often centering around some of the more
notable speakers from previous speeches. However, these groups are often preliminary and are in no way the
permanent blocs that will form. Blocs tend to solidify by the second or third committee session.
Once the first unmoderated caucus is concluded, the Chair will usually look for a moderated caucus
to hear some of the ideas being discussed as well as some of the groups that have formed. Debate will
usually ensue centering around the competing ideas of different blocs, and it is important to recognize which
particular ideas are being discussed among the committee the most. Doing so will usually provide you with a
somewhat accurate gauge of who is leading the committee.
From here, there is no clear trajectory for debate. Delegates may motion for moderated caucuses to
continue debating other specific aspects of the overall topic or unmoderated caucuses to continue crafting
their ideas into working papers. What happens is largely at the Chair’s discretion, who will push for the
most efficient way to work towards the eventual introduction of working papers to the committee. Working
papers are formal documents that answer the topic being discussed and debated. Potential resolutions crafted
by the delegates are known as working papers. However, once they are submitted to the Chair, they are
known as draft resolutions.
After a series of moderated and unmoderated caucuses, it is likely that different groups will have
produced working papers. Debate takes on a more substantive tone, as delegates begin to elaborate on some
of the ideas they have been hearing during caucusing, coming up with concrete proposals for turning them
into action. Once again, the exact direction of committee at this juncture is largely up to the discretion of
the Chair; he/she may seek for further moderated or unmoderated caucuses to facilitate further debate or
the formation of more coherent blocs. Perhaps the most important takeaway here is that once groups have
enough support (measured in sponsors and signatories) for its working paper, these groups will most
likely motion to introduce its working paper.
A sponsor to a resolution is usually an original writer of the working paper or a delegate who strongly
supports the working paper. In most GA’s, one-fifth of the committee’s signatures (sponsors and signatories
combined) are required in order to present a working paper to the committee, though the amount of sponsors
necessary can be left to the discretion of the Chair. Delegates are advised to pay attention to the benchmarks
set by the Chair in order to present a working paper. On the other hand, a signatory to a resolution is a
delegate that signs a resolution to indicate that delegate’s interest in hearing the working paper presented to
the committee. It does not, however, indicate the delegate necessarily supports the content of the working
paper. Working papers require 20% + 1 of the committee to sign on as signatories or sponsors.
Once working papers are introduced, it is likely the Chair will suggest a Question and Answer
(Q&A) session for each draft resolution. During this time, the main sponsors of each draft resolution have
the opportunity to read their working paper to the committee, answering any questions other delegates may
have. Q&A may seem like a relatively marginal moment in committee, but it is in fact a critical one in the
eyes of the Dais. It is a rare opportunity for delegates to show who is truly leading their respective bloc; those
leaders should be the ones who can sufficiently and knowledgeably answer the committee’s questions or ask
intelligent questions of their own. In essence, it is a phase in committee where the Dais can directly observe
delegates and their bloc-leadership, something that is largely hidden during speech-giving and the chaotic
nature that often accompanies unmoderated caucuses in large committees.
Once Q&A sessions are concluded, the committee usually motions for either an extended moderated
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caucus or a series of moderated caucuses to discuss the pros and cons of each working paper. Typically,
delegates tout the papers they have helped sponsor while critiquing the work of other groups. When the Dais
is faced with either a large amount of working papers and/or draft resolutions that contain similar content,
the Chair will most likely suggest that different groups consolidate their papers. At this point, delegates may
push for unmoderated caucuses to do just that. Sometimes, rather than rewriting working papers, delegates
will propose amendments to them, which can take place in two forms:

• Friendly Amendments: An amendment, generally speaking, changes a resolution by adding,

striking out, or revising the text of a draft resolution. Amendments are offered primarily between
when working papers are introduced and when they are voted upon. However, delegates can
offer amendments during the caucusing process and the writing of the working paper. Once all
sponsors agree to the amendment, the amendment is submitted to the Chair, read aloud, and is
incorporated into the overall working paper/draft resolution.
• Unfriendly Amendments: An amendment that is not agreed upon by all sponsors of a resolution.
Thus, an unfriendly amendment requires signatures of one-fifth of the committee before it can
be submitted to the Dais. Unfriendly amendments, once submitted, are voted upon at the close
of debate on the amendments’ respective resolutions and then voted upon in the order of their
submission. An unfriendly amendment requires two-thirds of the committee vote to pass. If
passed, it is automatically incorporated into the draft resolution. These amendments cannot be
amended.

Once the Chair is satisfied that enough consolidation has occurred, delegates may either seek further
discussion or even push for a vote on each of the remaining working papers.
As soon as the committee enters voting procedure, the room is locked and amendments are no
longer accepted. A draft resolution needs the majority of the committee’s YES votes to pass; bear in mind
delegates may vote “Yes”, “No”, or “Abstaining.” However, abstentions do not change the required votes
for a simple majority and can only be used by delegates who answered “Present,” as opposed to “Present and
Voting,” when the roll was taken in the first committee session. Voting procedure continues until all working
papers are either passed or rejected by committee, though delegates are free to make motions between votes.
Once all working papers have been voted on, the life cycle of GAs/ECOSOCs is concluded, and
debate begins on the next topic through the same process. This summary is in no way a completely accurate
description of the GA/ECOSOC process, as in many situations the flow of committee is determined either by
the desires of the Chair or the progress of the delegates in the production of working papers/draft resolutions.
However, it is our hope this description gives you a general idea of the course of GA/ECOSOC committees,
providing you with a framework with which you can gauge the progress of the committee during debate.

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 Life Cycle of a GA/ECOSOC
Committee

Introductory Resolution Substantive

Topic Selection Bloc Formation Consolidation Voting
Speeches Drafting Debate
• Primary • Secondary • Unmoderated • Working Papers • Moderated • Unmoderated • Yes, No,
Speaker’s List Speaker’s List Caucus • Moderated Caucus Caucus Abstentions
• Motion to Set • Moderated • Moderated Caucus (specific (comparison of • Mergers
the Topic Caucus Caucus topic) papers) • Amendments
(country (country • Motion to • Q&A
positions) positions) Introduce Draft • Unmoderated
Resolution Caucus

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 Chapter 5
GAs and ECOSOCs (Large Committees):
Resolutions
Speeches are of course an integral part of Model UN, but such speeches only serve as an intermediate
step in the creation of documents that convey the goals and wishes of the committee. The goal of essentially
every committee is to craft a document that answers the problem or issue confronting that committee. There
are, however, other documents that also serve as key parts to the committee experience. To that end, it is
important to understand what kinds of documents you will be presented with and that you will be writing.
Every GA and ECOSOC ultimately strives to develop and pass a resolution for a given topic. A
resolution is a comprehensive (and usually long) document that seeks to address the numerous aspects of
the general topic the committee has been discussing. Resolutions require a series of preambulatory clauses
recounting the problem and previous actions taken and operative clauses outlining specific recommendations
for resolving the problem. They look to answer a longstanding global problem that is often complex and will
generally be split into several sections. Therefore, resolutions may take multiple sessions to craft and perfect.

Generally, resolutions will be split into two sections:

Preambulatory Clauses
The preamble of a resolution generally recounts the issue, the ongoing dynamics of the situation,
and how the global community has tried (and either succeeded in some aspects or failed) to confront
the problem. Below is a series of preambulatory phrases delegates can use to structure the preamble.
Remember to begin each sentence of the preamble with one of these words/phrases and italicize it.
Affirming Expecting Keeping in mind
Alarmed by Fulfilling Nothing further
Aware of Fully alarmed Noting with regret
Bearing in mind Fully aware Observing
Cognizant of Fully believing Realizing
Confident Further deploring Reaffirming
Convinced Further recalling Recalling
Declaring Having adopted Recognizing
Deeply concerned Having considered Referring
Deeply disturbed Having examined Remembering
Deeply regretting Having heard Seeking
Desiring Having received Taking note of
Emphasizing Having studied Welcoming

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 Operative Clauses
The body of a resolution is structured with operating clauses and details how the organization plans
on solving the issue. This is the crux of the resolution, where delegates should be concentrating
most of their focus. Enclosed is a series of operative words that will help to structure your
resolution. Again, remember to begin each sentence of the operative section with one of these words
and underline it. To provide structure to your resolutions, make sure to number your clauses.

Accepts Designates Proclaims

Affirms Emphasizes Reaffirms
Approves Encourages Recommends
Authorizes Endorses Reminds
Calls for Expresses its hope Regrets
Calls upon Further invites Requests
Condemns Further proclaims Resolves
Congratulates Further reminds Solemnly affirms
Confirms Further requests Strongly condemns
Considers Further resolves Supports
Deplores Has resolved Takes note of
Draws attention Notes Trusts

Resolution Structure
1. Heading:
a. The heading should include the following information below in this order
i. Name of the organ
ii. Name of the resolution
iii. List of the sponsors
iv. List of the signatories
2. Preambulatory Clauses:
a. This should include 3-4 clauses using the preamble phrases mentioned earlier which describe
the issue at hand.
3. Operative Clauses:
a. This should include several clauses using the operative phrases mentioned earlier which provide
solutions to the issues being discussed in committee. Remember, quality trumps quantity
when it comes to adding clauses.

On the following pages is a sample resolution that incorporates some of the points discussed earlier.
The resolution was crafted in a committee simulating the World Bank, which sought to craft a new strategy
to reach the Millennium Development Goals (MDG).
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EXAMPLE RESOLUTION
Economic & Social Councils
Draft Resolution: Triple-P Partnership
Sponsors: Israel, Italy, United Kingdom
Signatories: Chile, France, India, Japan, Jordan, Netherlands, United States
The World Bank,
Deeply concerned by projections of the international community of the inability of the accomplishment
of the Millennium Development Goals (MDGs) by the established deadline of 2015,
Recognizing that the Least Developed Countries, a majority of which are located in Sub Saharan
Africa have the greatest difficulty in meeting the MDG targets and recognizes their inability to invest
in growth oriented strategies as a result of incurring “unsustainable debt levels,”
Disturbed by the alarming fact that 105 countries of the 144 monitored are not expected to reach
MDG 4 and 95 are off track for MDG 5,
1. Recommends the increase of infrastructure investment while maintaining a policy framework
that includes:
a. Transparency of where all aid is going,
b. Anti-corruption initiatives that are specific to the nation’s needs,
c. Updates on the use of aid,
d. Monitoring on the level of transparency;
2. Suggests the implementation of United Nations Monitors in conjunction with any sovereign
nation struggling with accomplishing the eight Millennium Development Goals to supplement
a government;
3. Further suggests the comprehensive reports on the situation of each individual nation for the
purpose of:
a. Ensuring aid transparency,
b. Ensuring the protection of rights of every global citizen on the UN standards of human rights,
c. Understanding each nation’s individual need,
d. Ensuring adequate progress of the MDGs,
e. Tracking development and economic growth;
4. Suggests the establishment of a growth model for nations to follow given the direct relation
between economic growth and reaching the Millennium Development Goals (MDGs) by
encouraging sovereign nations to implement their own region-based like programs that are non
discriminatory towards any citizen and comply with the needs of their nation as a whole, with the
use of the African Action Plan or Israel’s PICT as a model;
5. Strongly recommends the reevaluation of the feasibility in reaching the MDGs by 2015 and the
creation of a realistic timeline extension for those goals which will not be achievable within the
set time frame;

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6. Recommends that the World Trade Organization (WTO) push forward with the Doha
Development Round by temporarily dropping the suggestion by the Doha Development Agenda
(DDA) of cutting Agricultural subsidies;
7. Further recommends that the Doha Development Round establish a timeline to address at least
six of its original 21 issues within the next year;
8. Recommends the implementation of micro-enterprises as necessary tools for eradicating poverty
by:
a. Allowing for new opportunities for self-employment,
b. Establishing a support system for small business development in underdeveloped nations,
c. Encouraging the goals of the Global Jobs Pact and working in conjunction with this pact;
9. Encourages equal opportunities for women in the developing world and advancing their political
stance by promoting governmental measures that would free women in developing world nations
from time intensive tasks such as carrying water through:
a. The use of loans to establish government programs aimed at providing clean well water or
water pumps to tap deep lying water tables, which would free up time for women to pursue
more educational or economically productive activities,
b. The establishment of comprehensive day-time primary education programs,
c. Basic health awareness and prevention program aimed at educating women in developing
nations about common preventable diseases as well as cures that can be made locally;
10. Strongly urges the expansion of educational programs targeting women and children in preventative
health techniques, such as the importance of mosquito nets, the use of anesthetic in childbirth,
and cleanliness standards;
11. Resolves to remain actively seized in the matter.

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 Chapter 6
Crisis Committees (Small Committees):
The Course of Debate
Crisis committees can be very different in terms of debate process when compared to GAs and
ECOSOCs. Crisis committees are not nearly as regulated by parliamentary procedure as GAs and ECOSOCs,
although they do follow similar language while debating. The timeline of these committees are often contingent
on the crisis situations facing the committee. Below is a rough outline of how crisis committees often proceed:
Similar to GAs and ECOSOCs, a roll call is taken at the beginning of each session. When your
position is called on, you can either vote as “present” or “present and voting”, the latter of which will require
you to vote “yes” or “no” in any subsequent votes. It is important to note that you MUST attend each
committee session in order to be considered for an award, barring extenuating circumstances like illness or
travel delays. If you plan on missing a session, contact your Chair via email which can be found on your
committee’s page on the NAIMUN website as soon as possible.
During the first committee session, however, there is no speaker’s list. Instead, delegates are encouraged
to motion for a moderated caucus to discuss goals and topics for the committee’s general direction. Sometimes,
the Chair may favor a round robin, a variation of a moderated caucus where every delegate is offered an
opportunity to speak for a set amount of time.
Opening speeches and opening moderated caucuses become opportunities for the delegates to convey
their knowledge of the topic, speech giving capabilities, or leadership presence to the committee. You should
use this chance to express your goals for the committee’s general direction and to understand the goals of
other delegates.
Crisis committees have three debate styles: moderated and unmoderated caucuses, similar to GA and
ECOSOC committees, and round robins. You can find information about moderated and unmoderated
caucuses in “GAs and ECOSOCs: The Course of Debate.” While round robins are a style of debate available
to delegates, committees should only use round robins as a starting point to understand the positions of other
delegates in committee.
Unlike a GA or ECOSOC, crisis committees do not vote on exclusively debating one topic. Instead,
delegates will debate the many topics discussed in the background guide, along with crisis updates that are
introduced to the committee. A crisis update is an unplanned “crisis” that delegates must resolve through
debate and directives. Some crisis managers elect to start a committee off with a crisis update; so, delegates
should be prepared to debate any topic that is relevant to the committee.
Crisis updates cause debate to quickly become more substantive, as delegates will often seek a
moderated caucus to discuss possible solutions to the crisis at hand. During such caucuses, delegates may
write and submit directives. Directives are the crisis committee equivalent of a resolution. Directives are the
action the committee will collectively take to answer the crisis. Delegates can also motion for an unmoderated
caucus to collaboratively craft directives. Once directives are submitted, the committee may seek a moderated
caucus to discuss each directive or an unmoderated caucus to consolidate and merge similar directives (often
at the discretion of the Chair) or a variant of a moderated caucus to expedite the discussion process.
Once debate concludes, delegates will motion to introduce and vote on the directives on the dais.
Directives typically require 20% + 1 of the committee to sign on as signatories or sponsors. When
introducing a directive, the Chair will read or allow a sponsor to read the respective directive on the dais. If

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the original motion was only to introduce the directive, delegates may motion for a moderated or unmoderated
caucus to discuss directives, or delegates may introduce amendments to directives.
Once the committee enters into voting procedure, similar to GAs and ECOSOCs, the room is
locked and amendments are no longer accepted. A directive needs the majority of the committee’s YES
votes to pass; bear in mind delegates may vote “Yes”, “No”, or “Abstaining.” However, abstentions do not
change the required votes for a simple majority and can only be used by delegates who answered “Present,” as
opposed to “Present and Voting,” when the roll was taken at the start of the committee session. Afterwards,
the process essentially repeats itself, though as the committee progresses the crisis updates often become more
dire and require faster responses from the committee.
At the same time, crisis delegates will interact with the out of room crisis staff through what are known
as crisis notes. These will be explained further in the next chapter, but essentially serve as a way for delegates
to utilize their individual portfolio powers in order to shape the outcome of the committee. Delegates will
write notes to someone outside of the committee, and create scenarios that can potentially affect everyone in
the committee through new crisis updates.
Because Crisis committees evolve largely based on the actions of delegates or the crisis generated
by the Crisis staff, the debate process can take on numerous variants. While GA-style committees will
usually only cover one topic, crisis committees will discuss several considering the fast-paced environment.
Hopefully, you have a clearer picture of how crisis committees generally evolve over the course of the conference.
The image below illustrates the general life cycle of a crisis committee.

The crisis staff gives an

update (written article,
expert witness, video,
etc.).

A new crisis emerges

Delegates formulate and
based on the responses
discuss responses to the
of the committee and
crisis.
individual delegates.

Delegates draft directives

The committee and use their portfolios
consolidates, compares, unilaterally through crisis
and votes on directives. notes to affect the current
situation.

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 Chapter 7
Crisis Committees (Small Committees):
Documents
One of the most important documents found in crisis committees are directives. Directives embody
the collective decision of the committee in confronting a specific crisis. Directives can either be submitted
individually by delegates or by a group of delegates, usually at the discretion of the Chair. Directives typically
require 20% + 1 of the committee to sign on as signatories or sponsors. Some Chairs will ask for this
minimum number of signatories and sponsors before a directive can be introduced, while others are more
liberal in terms of regulating directive introductions. Your Chair should clarify this during the first committee
session, but do not hesitate to ask yourself if there is any confusion.
Unlike GAs/ECOSOCs resolutions that answer far broader geopolitical issues, directives seek only to
address a specific crisis. Directives can be incredibly brief or pages long, depending on how detailed delegates
seek to be as well as whether or not groups have merged directives. Often, directives give a brief outline of
the action the committee wishes to take, though Chairs and CMs look favorably upon some specificity in
directives. Directives usually require a simple majority to pass committee and are subject to both friendly and
unfriendly amendments.
Directives are a key element of the competitive side of debate. Staffers often consider who has taken
the lead on directive initiatives over the course of committee, and it is highly recommended that delegates
prioritize the crafting of directives over all else. A common mistake delegates make is focusing solely on
executing portfolio powers through crisis notes and forgetting about directives; rather, crisis notes should be
a supplement to writing directives.
Below is a sample directive that will hopefully elucidate some of the concepts earlier discussed. We’ve
also created a mock-crisis scenario to put the directive in context:

Committee: John F. Kennedy’s National Security Council during the Cuban Missile Crisis

Scenario: President Kennedy has just been informed that the CIA has gathered images of Soviet missile
installations at San Cristóbal, NW Cuba. After a moderated caucus on how to initially respond to this new
threat, Secretary of Defense Robert McNamara submits this proposed directive.

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 EXAMPLE DIRECTIVE
Directive: Operation “Inteligencia”
Sponsors: Robert McNamara
Signatories: Dean Rusk, John McCone, Robert Kennedy

1. The CIA will recruit 5 Cuban emigres in Miami, Florida, and prepare them to infiltrate Cuba.
a. The agents are to be trained in an expedited program.
2. Once prepared, send the agents to a country to be designated by the CIA that still has commercial-
bound flights to Havana, Cuba.
3. The agents are to rendezvous with Cuban dissidents to set up operations, and will covertly move
to San Cristóbal to gather human intelligence and relay it back to us.
a. Agents to be equipped with cyanide capsules to avoid interrogation if captured.

A relatively short directive, it still takes the preliminary steps needed to advance the committee.
Delegates, especially in historical committees, might be tempted to try “magic bullet” solutions for the entire
topic at hand (in this situation, such a directive may call for the naval blockade that ended the Missile Crisis).
Such directives will generally fail if not given proper context and might even harm the committee. Generally,
committee action should be incremental and gradual. The directive above manages to maintain brevity while
providing enough detail for the Crisis Manager to generate a more positive response for the committee. Both
the Chair and Crisis Manager will favor concise, but organized directives that have a measure of detail.
Beyond directives, another crucial document in crisis committees are crisis notes. Crisis notes are
notes sent to the crisis staff on behalf of the delegate in an attempt to undertake a unilateral action. Essentially,
think of crisis notes as letters that you can send to the outside world, to people, not in the committee. A
delegate can use these notes to either generate new scenarios for the committee, which can be presented in the
form of crisis updates, or to alter the dynamics of the “crisis world” in order to increase one’s leverage in the
room or to solve the crisis scenario on their own. Delegates must be careful to undertake action that is within
the purview of their character’s portfolio powers, or the actions and powers available to a delegate based on
their position. For example, the US Secretary of Defense cannot unilaterally alter interest rates; rather, he can
SUGGEST to the committee to undertake this action. However, the Secretary of Defense could undertake
actions that involve the Pentagon, the institution he controls.
On the following page is a sample crisis note that will demonstrate some of the points previously
mentioned. The committee is John F. Kennedy’s National Security Council during the Cuban Missile Crisis.
The scenario is as follows: President Kennedy has just been informed that the CIA has gathered images
of Soviet missile installations at San Cristóbal, NW Cuba. The delegate representing CIA Director John
McCone decides to take matters into his own hands. In an attempt to distract the Soviets, he decides to
undertake operations in East Berlin. He/She hopes to use the CIA sabotage, a portfolio power, to achieve his/
her objective.

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 EXAMPLE CRISIS NOTE
From: John McCone, CIA Director
To: Joe Robinson, my personal secretary
Objective: Suspicious of KGB involvement in Cuba, look to distract the KGB by attacking their
assets in East Berlin
· Direct CIA assets in East Berlin to begin compiling a list of known KGB assets in the area
· Covert ops assets, armed with silenced compact submachine guns, will look to track and take
down at least 5 KGB agents.

This particular note is strong in some aspects but weak in others. Crisis notes that state their objective
clearly tend to help guide the delegate in crafting his/her note, but also help the Crisis Staff understand
what exactly the delegate wants to achieve. However, the note lacks a few details that could undermine the
Director’s action. For example, what if the agents are “made” by the KGB? Is there any plan to protect the
agents in case the operation backfires? The overall logic behind the note leaves it open to risk as well: though
Crisis Staff may allow this note to succeed, would it really make a difference if the KGB lost five agents in
East Berlin? Would that really undermine or distract them from their operations in Cuba? Delegates should
always ask themselves if the note they are sending in will make a difference in committee. The notes that
are detailed and well-planned can successfully push the committee in a new direction.
Delegates also have the opportunity to communicate to other members of the committee through
communiques and press releases:

Communiques
Communiques are the means by which delegates can communicate with entities that do not exist
inside the committee room itself. For example, if the US Ambassador to the UN were sitting in a
White House meeting (committee) and wanted to reach out to the Ambassador of Israel, he/she
could do so by sending the “Israeli Ambassador” a communique. Those outside entities are controlled
and played by the Crisis Staff. Communiques are excellent ways to set up meetings outside the room.

Press Releases
Press Releases, meanwhile, are the means by which delegates can let the world know via news outlets
(the press) what they or the committee itself is up to. If the delegate wishes to submit a press release
regarding the committee as a whole, that press release must be passed by the committee, similar to a
directive. The delegate can submit his/her own press release if it focuses on their specific position or
actions in committee. Press Releases aren’t always useful, and are usually superfluous in committee.
However, they can be used to quickly disseminate information on a mass scale, which can prove
valuable in some crisis scenarios.

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 Chapter 8
Tips to Compete and Succeed
in Model UN
Thus far, we have discussed many of the rules and regulations that govern Model UN in order to grant
you a better understanding of the flow of debate. Understanding the rules, however, is not enough to compete
successfully at NAIMUN, or any conference for that matter. We hope that the next section will offer you
potential ideas, tactics, and general advice on how to compete successfully in Model UN.

General Decorum
As cosmetic as it at first may sound, general decorum can go a long way in presenting oneself as a
capable delegate. Delegates should, by rule, dress in Western Business Attire (WBA), and are advised
to dress sharply. Outside of this, delegates should always be polite in their interaction with both
members of the Dais and other delegates. Rude, boisterous, or combative delegates will not only
make enemies of the Chair, but those delegates can and often have found themselves alienated from
other delegates.

Speeches
Speeches may very well be the most important means of presenting oneself as a competent, capable
delegate. It is the one chance you as a delegate get to interact with the entire committee. Below are
some tips to keep in mind when giving speeches:
• Nothing can be more intimidating than giving an improvised speech to a room of over two
hundred delegates. When faced with a large crowd, pick out five or six faces in the room, and
make eye contact with only those delegates as you give the speech. The room will seem a lot
smaller!
• It’s difficult to write speeches before giving them. Debate can move quickly, and attempting to
pre-write speeches will only result in you falling woefully behind. Rather, keep up with the course
of debate and develop your opening and closing remarks in your head well before you give your
speech. Once you have a general idea of how you plan to begin and end your speech, it is far easier
to improvise.
Essentially, prepare a brief mental outline of your speech before you approach the podium.

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Caucusing
If speech-giving is the best way to gain credibility in the room and to present one’s argument,
caucusing is the primary means of gaining votes and building blocs and coalitions to garner those
votes. The first unmoderated caucus is often incredibly chaotic. Before that first unmoderated caucus,
it is advisable to promote your position in your primary speech and to inform the delegates where you
will be in the room if anyone seeks to work with you during the unmoderated caucus. When you first
meet with interested delegates, it should not come as a complete surprise if some of the delegates drift
off to work with other groups. Of course, try to convince the delegates to work with you throughout
the duration of the committee, but you will know who you can work with after that first caucus.
Another way to build a coalition is to move from group to group and listen to the dialogue in
each group. Generally, there will be delegates on the peripheries of these groups that are being left out
of the conversation. Bring them into yours by offering to work with them. Politely and convincingly
presenting your position is a sure way to build a bloc.
The second unmoderated caucus is another opportunity to strengthen or realign your coalition.
Subsequent caucuses should be used to begin writing working papers. Don’t be afraid to have members
of your coalition go off and bring other delegates into your group. In other words, divide up the tasks;
for example, have some members of your bloc work on writing the working paper and assign others
to bring in delegates to your side.
Even if you are in a crisis committee, caucusing is still extremely important. While crisis
committees don’t require delegates to build a strong bloc to produce a resolution, delegates will still
have to work with others to help garner support to pass directives. In crisis committees, you won’t
necessarily be working with the same people on every directive, so get to know your fellow delegates
to keep your options as flexible as possible.

Note Passing in Committee

While moderated and unmoderated caucuses are a great way to share your views on a topic, passing
notes to other delegates in committee is another way to form partnerships. Bring some post-it
notes or use pages from your notepad to send messages to other delegates. If you notice you share
a view with another delegate, send a note discussing working together or meeting during the next
unmoderated caucus. Notes are a great way to still communicate with the rest of the committee,
even while stuck sitting in your seat. Remember that notes should only be used for communicating
substantive information relevant to and appropriate for the committee.

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Documents
Resolutions can often be long and convoluted documents. Be the delegate that offers clear,
concise clauses that get your points across. Better yet, offer something unique to the resolution.
Unique, creative policy solutions are perhaps the best way to distinguish yourself from the rest of the
committee.
In crisis committees, on the other hand, directives are usually quick and concise measures
taken to answer a single crisis. Don’t over complicate the matter at hand. However, creative solutions
that display one’s understanding of the situation will certainly help one’s standing with both the
committee and the Chair. Take the initiative in writing directives!
Last, crisis notes can be excellent tools to refocusing debates and aligning the circumstances of
the crisis in one’s favor. Attention to details in enacting portfolio powers will often generate a more
positive response from the Crisis staff. For example, if you are looking to move troops somewhere,
elaborate on details such as how many troops or how will they be armed. Crisis Managers will recognize
skilled delegates through these details. It is also a good idea to clearly state the objective of what you
are trying to achieve through your crisis note. It helps guide the Crisis Staff’s feedback, but also helps
keep your note focused and grounded.

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 Chapter 9
MUN Glossary
Communique: Communiques are the means by which delegates can communicate with entities that do not
exist inside the committee room itself. A communique is introduced to the dais similar to a directive and
requires a simple majority to pass.
Crisis Committees: Crisis committees are markedly different from both GAs and ECOSOCs, tending to
focus on specific issues, geographic areas, and historical periods. Crisis committees also have the distinguishing
characteristic of portfolio powers, where delegates have and can use individual powers that are part of their
bio in order to shape the “world” they interact in. Crisis committees also include crisis updates, which are
unplanned “crises” that delegates must resolve through debate and directives.
Crisis Note: These are a series of notes that an individual can send to the crisis staff on behalf in an attempt
to undertake a unilateral action that may develop their personal crisis arc and shape the outcome of the
committee. More on a crisis note’s content and structure can be found in Chapter 7 of this guide.
Crisis Update: An event where the crisis team gives new information and planned “crises” that the delegates
in the room must face and resolve.
Directive: Directives are the crisis committee equivalent of a resolution. These are written in response to the
topics discussed in committee as well as the crisis updates created by the crisis team. Directives are passed by
simple majority. More on a directive’s content and structure can be found in Chapter 7 of this guide.
Friendly Amendments: An amendment, generally speaking, changes a resolution by adding, striking out, or
revising the text of a draft resolution. Amendments are offered primarily between when working papers are
introduced and when they are voted upon. However, delegates can offer amendments during the caucusing
process and the writing of the working paper. Once all sponsors agree to the amendment, the amendment is
submitted to the Chair, read aloud, and is incorporated into the overall working paper/draft resolution.
General Assembly (GA): GAs are the largest committees found at any Model UN conference, and generally
simulate actual United Nations General Assembly Committees, such as the Committee for Disarmament and
International Security (DISEC). In these large committees, all countries are represented, and they focus on
two specific policy issues that the delegates must craft a resolution to address.
Moderated Caucus: A regulated, time-limited debate focusing on a specific aspect of the topic at hand, from
addressing a certain crisis to discussion of a working paper. To motion for such a caucus, the delegate must
state the time allocated for the caucus, the speaking time per speaker, and the topic the delegate wishes to see
discussed. A simple majority is required to pass the motion, and the delegate who originally submitted the
motion is the first to speak in the moderated caucus if it was his/her motion that passed.
Operative Clause: A clause in a resolution that outlines specific recommendations for resolving the problem.
All operative clauses include underlined and numbered operative phrases.
Point of Order: Where a delegate seeks to draw attention to a possible procedural error made by a fellow
delegate or the Chair.
Point of Parliamentary Inquiry: An inquiry regarding the rules regulating debate.
Point of Personal Privilege: Where a member experiences personal discomfort that interferes with his/her
ability to participate in debate; the Chair will work to alleviate the situation.

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Portfolio Powers: The actions and powers available to a delegate based on their position. For example, the
Secretary of Defense could undertake actions that involve the Pentagon, the institution he controls.
Position Paper: A paper that represents the view of your state or position on the particular issues your council
is addressing. Any delegate who does not submit a position paper will be ineligible to receive an award.
Position papers must be submitted by the end of the first committee session (Thursday night). More on a
position paper’s content and structure can be found in Chapter 3 of this guide.
Preambulatory Clause: A clause in a resolution that recounts the problem and previous actions taken. All
preambulatory clauses include italicized preambulatory phrases.
Press Release: Press releases are the means by which delegates can let the world know via news outlets (the
press) what they or the committee itself is up to. This will be implemented by the crisis staff. A press release
is introduced to the dais similar to a directive and requires a simple majority to pass.
Resolutions: The final product of a GA and ECOSOC, resolutions are passed by simple majority. Resolutions
often offer broad, comprehensive solutions to the problem being discussed. More on a resolution’s content
and structure can be found in Chapter 5 of this guide.
Right of Reply: A member of the committee may respond to a snide speech or comment at the Chair’s
discretion. The Chair’s decision on granting this right is final and cannot be responded to with another Right
of Reply. Please note that attacks on one’s policy stance does not warrant a right of reply.
Roll Call: This is when attendance is taken at the beginning of each session. When your position is called on,
you can either vote as “present” or “present and voting”, the latter of which will require you to vote “yes” or
“no” in any subsequent votes.
Round Robin: A variation of a moderated caucus where every delegate is offered an opportunity to speak for
a set amount of time about the topic selected. Typically, the dais will prefer moderated caucuses over round
robins. A simple majority is required to pass the motion.
Signatories: A signatory to a resolution is a delegate that signs a resolution or directive to indicate that
delegate’s interest in hearing the working paper or directive presented to the committee. It does not, however,
indicate the delegate necessarily supports the document.
Speaker’s List: Generally found in GAs and ECOSOCs, the Speakers List is, quite literally, a running list of
nations/persons that wish to speak. Speakers Lists are opened at the beginning of committees, and give the
delegates the opportunity to speak freely about the topics to be discussed by the committee for the duration
of the conference. Speakers List speeches generally last 30 to 45 seconds, and the speech continues until a
delegate either motions to close the Speakers List or motions for a moderated caucus. To be placed on the
Speakers List, a delegate needs only raise the placard and continue to do so until the Chair places that delegate
on the list. Delegates generally get to speak only once during the existence of the opening Speakers List, but
can attempt to get their name back on the list if the Chair either reopens the list or if the delegate sends a note
to the Dais asking to be placed on the list.
Sponsors: A sponsor to a resolution is usually an original writer or a delegate who strongly supports the
working paper or directive. In most GAs and crisis committees, one-fifth of the committee’s signatures
(sponsors and signatories combined) are required in order to present a working paper to the committee,
though the amount of sponsors necessary can be left to the discretion of the Chair. Delegates are advised to
pay attention to the benchmarks set by the Chair in order to present a working paper.

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Unfriendly Amendments: An amendment that is not agreed upon by all sponsors of a resolution. Thus, an
unfriendly amendment requires signatures of one-fifth of the committee before it can be submitted to the
Dais. Unfriendly amendments, once submitted, are voted upon at the close of debate on the amendments’
respective resolutions and then voted upon in the order of their submission. An unfriendly amendment
requires two-thirds of the committee vote to pass. If passed, it is automatically incorporated into the draft
resolution. These amendments cannot be amended.
Unmoderated Caucus: A time-constrained but unregulated debate. During unmoderated caucus, delegates
are free to move about (or outside) the room and discuss the topic of the unmoderated caucus. Unmoderated
caucuses are often used to build coalitions for resolution-writing, merge working papers, or craft directives (in
crisis committees.) To motion for an unmoderated caucus, the delegate must state the desired allocated time.
No topic is required. A simple majority is required for such a motion to pass.
Working Papers: The goal of any GA and ECOSOC is to produce a resolution that answers the topic being
discussed and debated. However, potential resolutions crafted by the delegates are known as “working papers”
until they are submitted to the Chair and presented to the committee. Once these benchmarks are met, the
working paper is termed a “draft resolution”.

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 Closing Remarks

We hope that this has helped you in your preparation not only for this conference, but for future
competition in both high school and college Model United Nations. While this guide provides the basics to
various aspects of Model United Nations, one cannot simply learn how to compete in MUN just through
this guide. Becoming a competitive and successful delegate takes continued competition and practice. Don’t
expect for everything to be perfect during your first conference experience, just like with any other skill.
So perhaps the best advice we can give: take every opportunity to become a better delegate. Attend as
many conferences as you can, review all the resources that we at NAIMUN and other conferences have made
available, and try your best. If your school offers mock-committee sessions or any opportunities to practice,
take them. We guarantee that with practice you will not only become a better delegate, but will enjoy Model
UN even more. Regardless, Model UN is something you should do because you enjoy it. That enjoyment
may come from competition or just getting to meet some new friends during the weekend. So don’t stress
too much; just be prepared to discuss and debate at NAIMUN. We look forward to welcoming you to
Washington D.C. in February!

The content of this training guide was last updated by the Secretariat of NAIMUN LVIII.

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A Georgetown International Relations Association, Inc. Conference

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