CSC will generally follow Standard BMUN Procedure. You can find the standard BMUN Procedure on the following website: https://learnbmun.squarespace.com/procedure-flow/
However, there are several differences between CSC procedure and standard BMUN procedures.
You will work with and against around 20 delegates to not only arrive at the best possible solution to the two key issues in the topic synopsis, but also solve many related problems in a relatively quick-paced fashion. Hence, the pace of the committee will be quicker than that of a regular committee, but slower than that of a crisis committee. In addition, all delegates are single delegation and instead of representing countries, you will represent one minister/ministry of the Chinese State Council.
COMMITTEE STRUCTURE
To manage this relatively quick pace, there are a few structural and procedural differences between CSC and a regular/crisis committee. First, there will still be a speaker’s list, and the delegates will still need to write resolutions.
However, during the specific crisis time (the dais will let you know when the committee encounters crisis), the committee will be in a perpetual moderated caucus with a set speaker time. The committee can still choose to go into unmods or have moderated caucuses with different speaking times, but unless another option is selected the chair will enter a perpetual moderated caucus and call on delegates with their placards raised.
DIRECTIVES
Besides the final resolution for voting at the end, the committee will also pass some committee directives during crisis time. In order to solve crisis, rather than pass resolutions, the delegates need to pass committee directives, which have a few distinct differences. Whether committee directives will be voted on immediately or at the end of the next moderated or unmoderated caucus will be decided by a vote by the whole committee.
These directives will still require signatories and sponsors, but unlike resolutions they don’t require pre-ambulatory clauses, and will be voted on by regular voting like vote on motions. Specifically, the chairs will help read each directive, and the delegates will vote in favour upon them by raising their placard after each directive is read.
The directives often have one to four operative clauses, though they can be longer. In some cases, these directives can cause real action instead of just acting as recommendations depending on the action and the jurisdiction of the committee. In typical MUN resolutions, you can only suggest action.
Format:
Directive Title
Sponsors: Entity 1
Signatories: Entity 2, Entity 3, Entity 4, Entity 5
1. Recommends operative 1;
2. Moves to operative 2;
3. Decides operative 3.
PERSONAL DIRECTIVES
Perhaps the most fun difference between crisis committees and regular ones is the personal directive. Personal directives, unlike committee directives, can be made in secret and given directly to the head chair without being voted on by the committee. They are how a delegate exerts personal power. For example, the 公安局 can 开展禁毒行动 by themselves without the help of other ministries.
The outcome of every directive, both personal and committee, will be determined by the dais, who will attempt to keep the committee moving forward in a fun, but realistic, fashion. Procedurally, crisis committees are a lot simpler than regular committees, but the internal dynamics between the members of the committee and the nature of the topic change much quicker and more frequently. If you want to be successful in a crisis committee you must both be well researched and highly adaptable, as you never quite know what path the committee will go down.
You will not need to include the solutions to the crisis or your directives into your resolution. However, if some real actions are proposed and agreed by the whole committee. The resolution need to be made with these hypothetical situations in mind. For example, if 计生委 proposes that the birth limit will be completely abandoned, then other ministers need to keep this hypothetical fact in mind and come up solutions.
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