2024 Preparation Guide

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Table of lae ro
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Contents

Letter from the Director-General of Committees_______________________________________3

Structure of the Conference_______________________________________________________4

Introduction to the UN General Assemble____________________________________________7

Introduction to Crisis and Specialized Committes 8

Research______________________________________________________________________10

Drafting a Position Paper________________________________________________________12

Sample Position Paper___________________________________________________________13

Opening Speeches______________________________________________________________14

Writing Resolutions_____________________________________________________________15

Flow of Debate_________________________________________________________________16

General Rules of Procedure______________________________________________________20

Points and Motions_____________________________________________________________22

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Letter from the Director-General

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of Committees

Dear delegates,

It is my greatest honour to welcome you to the thirteenth iteration of Yale Model UN Europe! I hope
this preparation guide serves you well in the weeks and months leading up to the conference. We
cre- ated this comprehensive guide to summarise everything there is to know about a Model UN
confer- ence: the rules of procedure (specific to YMUNE XIII), the committee and conference
structure, the flow of debate, all the points and motions…

There is so much to know about Model UN that we hope this clears up the confusion at least a little
bit. Naturally, the best way to learn is by participating, being an active delegate and proponent of
your ideas, and following the lead of others; but this guide is perhaps the best place to start your
preparation for the conference, whether that is how to research your position or how to write an
opening speech. You can refer to it all throughout the conference.

There are also hundreds of other resources that you can use in your preparation, but more
specifically your directors, who have been specifically selected for their expertise and knowledge of
international relations; the Under-Secretary-Generals of Committees, who have designed the entire
conference for the best educational experience possible; and me. As Director-General of
Committees, it is my prior- ity to ensure that everyone comes in with the same level of preparation
and leaves more passionate than ever about history, international relations, diplomacy, and
resolutions to global challenges.

Thus, please do not hesitate to contact me with any questions and concerns, whether they are related
to this preparation guide or not. I am always available at committees@ymuneurope.org.

Kindly,
Lilia Chatalbasheva
Director-General of Committees, YMUNE XIII

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Structure of the Conference lae ro

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YMUNE is a three-day international Model UN conference, aiming at simulating the work of the
real UN from multiple aspects—whether it is within the structure of the General Assembly or the
ever-changing crisis committees, delegates learn how to respond to the most relevant issues of
our times. To give every delegate the opportunity to explore their interests, we offer four
different or- gans, each containing its own committees of various sizes and topics: the General
Assembly, Re- gional Bodies, Specialized Committees, and Crisis Committees.

General Assemblies

The General Assembly is the largest organ at YMUNE; it is the main deliberative and policymaking
body of the United Nations, representing all member states and providing a platform for discussions,
debates, and decision-making on global issues, including peace, security, and international cooper-
ation. At YMUNE, the General Assemblies come the closest to simulating the work of the real UN.
Generally speaking, the General Assembly is divided in six smaller committees, each with its own
unique focus:

First Committee on Disarmament and International Security (GA1), often abbreviated as DISEC
- The Disarmament and International Security Committee (DISEC) is one of the six main commit-
tees of the United Nations General Assembly, established in 1945 as part of the UN Charter. Initial-
ly named the First Committee, it was later restructured and renamed as DISEC to better reflect its
broader focus on disarmament and security matters. DISEC plays a crucial role in addressing global
challenges related to disarmament, arms control, and international security. Its responsibilities en-
compass drafting resolutions, conducting discussions, and making recommendations on disarmament
issues, nuclear proliferation, conventional weapons, cybersecurity, and more. DISEC operates as a
forum for member states to deliberate and negotiate strategies aimed at achieving global peace and
security through multilateral cooperation and diplomatic efforts.

Second Committee on Economic and Financial (GA2), often abbreviated as ECOFIN - The Sec-
ond Committee of the United Nations General Assembly, established alongside the UN in 1945, fo-
cuses on economic and financial matters. The committee addresses a wide array of global economic
issues, including sustainable development, poverty eradication, trade, globalization, and international
financial systems. It serves as a platform for member states to discuss and negotiate resolutions, poli-
cies, and strategies aimed at fostering global economic growth, promoting development cooperation,
and addressing challenges related to financial stability and economic inequality. The committee
plays a crucial role in formulating recommendations and advancing initiatives that aim to improve
living standards, enhance economic opportunities, and achieve sustainable development worldwide.

Third Committee on Social, Humanitarian and Cultural (GA3), often abbreviated as SOCHUM -
The Social, Humanitarian and Cultural Committee (SOCHUM), also known as the Third Committee,
is a vital organ within the United Nations General Assembly formed in 1945. Dedicated to
addressing social, humanitarian, and human rights issues globally, SOCHUM focuses on promoting
and protect- ing human rights, combating discrimination, advancing social development, and
supporting cultural initiatives. It serves as a forum for member states to discuss and develop
resolutions on a wide range of issues, including human rights abuses, refugees, indigenous peoples’
rights, gender equality, social

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inclusion, and the preservation of cultural heritage. SOCHUM plays a pivotal role in shaping inter-
national discourse, advocating for fundamental human rights, and recommending policies to improve
the quality of life and well-being for individuals and communities worldwide.

Fourth Committee on Special Political and Decolonization (GA4), often abbreviated as SPECPOL
- The Special Political and Decolonization Committee (SPECPOL), also known as the Fourth Com-
mittee of the United Nations General Assembly, was established to handle a diverse array of issues
related to decolonization, peacekeeping, special political missions, and matters concerning the
comprehensive review of the peacekeeping operations. SPECPOL primarily focuses on addressing
the special political situations and challenges in various regions around the world, overseeing the
implementation of decolonization efforts, and promoting self-determination. Additionally, the com-
mittee plays a significant role in examining and making recommendations on peacekeeping
missions, post-conflict reconstruction, and efforts to resolve territorial disputes, contributing to the
mainte- nance of international peace and security within the UN framework.

Fifth Committee on Administration and Budgetary (GA5) - The Fifth Committee of the United
Nations General Assembly is responsible for administrative and budgetary matters within the UN.
It oversees the organization’s budget, evaluating and approving resources allocated to different UN
programs and activities. This committee reviews and approves the UN’s regular budget as well as
the budgets for peacekeeping missions and other special programs. The Fifth Committee also
examines administrative and management issues, including human resources, internal oversight,
procurement, and other financial aspects. Its role involves ensuring transparency, efficiency, and
accountability
in the utilization of UN resources while balancing the diverse needs and priorities of member states
within the framework of the organization’s financial regulations.

Sixth Committee on Legal (GA6) - The Sixth Committee of the United Nations General Assembly is
primarily responsible for legal matters. Also known as the Legal Committee, it addresses a wide ar-
ray of legal issues, including international law, the rule of law, and the development and codification
of international legal principles. This committee examines and debates various legal topics, such as
the interpretation of treaties, state responsibility, international criminal law, diplomatic relations, and
the settlement of disputes. It serves as a platform for member states to discuss legal aspects of global
challenges, contribute to the development of international law, and recommend measures to uphold
and strengthen the rule-based international order, fostering cooperation and adherence to legal norms
among nations.

While every committee of the GA is crucial to understanding how the UN structure works as a whole
and covers a wide range of topics, integral to international relations, at YMUNE XIII, we are offer-
ing three of the six General Assemblies: DISEC, SOCHUM, and Legal.

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Regional Bodies
Regional bodies are medium-sized committees which focus on a specific region of the world and its
particular issues and needs. Their nuanced perspectives on topics of global concern allow for inno-
vative and creative solutions in an increasingly interconnected world, where the voices of specific
regions are equally important and heard.

Specialized Committees
Despite being small in size, specialized committees are some of the most rigorous and intense. They
specialize in a particular area, whether that is history, law, finance, or local parliament amongst oth-
ers, in order to reimagine the past, present, and future. Hence, delegates will be asked to represent a
historical figure rather than a nation and consider their own interests in driving the narrative forward.

Crisis Committees
Crisis committees are the smallest organ at YMUNE. They often deal with resolving global politi-
cal conflicts and unrest in a rapidly changing setting with limited information. Whether historical or
present, these committees host both real-world figures and nations depending on the topic discussed
and often appeal to delegates who are more creative and adaptive to change.

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Introduction to the UN del on

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General Assembly

The United Nations General Assembly (UNGA) serves as a crucial platform for global diplomacy,
convening annually at the UN Headquarters in New York City with representatives from its 193
member states. Established in 1945, the UNGA is the primary deliberative body of the United Na-
tions, focusing on international cooperation and addressing shared challenges. It is the only body in
the United Nations where there is equal representation: all Member States get one vote each, giving
each state an equal voice regardless of size or geopolitical influence. Therefore, it serves as an espe-
cially important platform for smaller states to have their voice heard, and to foreground issues that
particularly affect them.

The UNGA comprises six Main Committees: the Disarmament and International Security
Committee (DISEC), the Economic and Financial Committee (ECOFIN), the Social, Humanitarian
and Cultur- al Committee (SOCHUM), the Special Political and Decolonization Committee
(SPECPOL), the Administrative and Budgetary Committee, and the Legal Committee. During the
annual sessions, heads of state and government deliver speeches, providing insights into their
nations’ perspectives on key global issues. While each Committee has a different area of
specialization, the UNGA, in recent years, has broadly focused on matters such as peace and
security, human rights, economic develop- ment, and environmental sustainability.

After discussion on a particular agenda topic, the Assembly may make recommendations to Member
States, within the scope of its powers outlined in the UN Charter. Some key functions of the UNGA
that will be relevant to delegates in YMUNE are to:

• Consider and make recommendations on the general principles of cooperation for main-
taining international peace and security, including disarmament
• Initiate studies and make recommendations to promote international political cooper-
ation, the development and codification of international law, the realization of
human rights and fundamental freedoms, and international collaboration in the
economic, social, humanitarian, cultural, educational and health fields
• Discuss and make recommendations on any questions within the scope of the Charter or
affecting the powers and functions of any organ of the United Nations

In line with these aims, in September 2014, the UNGA agreed on a set of 17 Sustainable Develop-
ment Goals, that set the direction of UN initiatives for global development. These goals should guide
the kinds of policies that delegates propose in their resolutions for their specific committees. In the
actual UNGA, the majority of resolutions are adopted without a vote, that is, by consensus, but votes
on designated important issues are decided by a two-thirds majority vote amongst Member States.
Delegates should note that in YMUNE, resolutions will be decided by this two-thirds majority rule.

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Introduction to Crisis and del on

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Specialized Committees

A specialized or crisis committee is a committee where delegates are given more influence over the
flow of debate and more power to make change independently. Many specialized and crisis commit-
tees have character positions instead of countries. Unlike a General Assembly (GA) or a Regional
Body (RB), crisis committees are action focused and fast-paced, changing constantly throughout the
committee. The committee can see changes to the world without the group having reached a con-
sensus, as the progression of the committee is influenced by directives, crisis updates, and (for crisis
committees) crisis notes. These committees are traditionally smaller than others and can be a board
of directors, a royal court, a war cabinet, or a fictional cast. In essence, specialized and crisis com-
mittees are small groups with power over some sector. Every delegate in these committees is crucial
because they can impact the updates that a committee sees through the directives or notes that they
write.

Directives:
Directives are shorter, more immediately impactful versions of resolutions in GAs or RBs. They are
much shorter than resolutions and typically respond to one occurrence or issue. Directives can also
be passed much faster than a resolution, as soon as the directive has been written and gotten enough
signatures, it can be presented to the Dais and a delegate can motion to introduce all directives. Mul-
tiple directives can be passed during one committee session, and once these directives are passed,
they have a lasting impact on the continued progression of the committee.

Crisis Updates:
Crisis updates are major changes to committees that occur in real time. Delegates do not have
knowl- edge of the updates before the committee. During any given committee session, a crisis
staffer may burst into the room with information that will change the topic of debate, usually
requiring imme- diate discussion and addressment. Crisis updates may be pre-planned, or they may
come as a result of passed directives or backroom activities. Crisis updates push the pace of
committee sessions and introduce new elements that delegates must work around on the fly.

Specialized Specific Information

Specialized committees are made for deep dives. They invite their delegates to focus on one specific
aspect of a committee’s work and thoroughly explore the associated theme. Specialized committees
also pass directives and have crisis updates, so they are faster paced. They are also smaller than GAs
and RBs. In a specialized committee, delegates should be prepared to think on their feet and work
quickly, responding to regular crisis updates and passing effective directives that will have a signif-
icant impact. Rules in a specialized committee may also be slightly less traditional because of the
faster pace, so delegates will speak more and move through more ideas about the topic.

Crisis Specific Information

Crisis committees span a much longer time than specialized or other committees do. In one weekend
conference, as many as 6 years may pass (although this is not always the case). The world will move
into different realities, and the path the committee takes is largely decided by the delegates in the
room. Your goal in the conference is to change the world in the way your character wants to.

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Introduction to Crisis and del on

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Specialized Committees

In a crisis committee, delegates are seemingly all working towards one goal together. However, in
the backroom, delegates may be doing any variety of tasks and strategies through their crisis arcs,
which is developed through their crisis notes. These notes allow delegates to have a huge impact on
the committee, impacting updates or creating entirely new ones with their schemes. Crisis arcs are
very personal to each delegate’s character. In order to prepare, a delegate must not only learn about
the topic and the position’s view on it, but also about the position’s personal goals and desires. It’s
not a bad idea to also consider what other delegates might be thinking about in their position’s per-
sonal goals.

Crisis committees have what is called a backroom. This is just where updates come from and where
your crisis notes will be responded to by the crisis staffers. Your interactions with the backroom
will occur through your notes.

Crisis Arcs:
A crisis arc is the goal your character has - maybe to take over the world, maybe to overthrow the
government. This is your opportunity to get creative and really dig into your character’s motivations
and goals. Your arc is made up of your final goal and the steps you take to get there. Think big (but
possible) and get creative!

Crisis Notes:
Crisis notes are where the real movement happens - this is where you can try anything and make
nearly anything happen using your character’s resources and your own creativity. You will write
notes from your character’s perspective to someone outside of the committee (say, an assistant or a
coworker) and receive responses from the backroom. You can make requests in your notes for spies
to do reconnaissance, you can hire an assassin, you could infiltrate a government… the sky’s the
lim- it. It is important to be specific in your crisis notes and take logical steps, or else the staffer
respond- ing to your notes will say what you requested cannot be done.

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Research lae ro
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How to Research for a Model UN Conference:

When preparing for a MUN conference, you should conduct research into three main areas: the coun-
try you are representing, the committee you are participating in, and the specific issues you will be
discussing.

Country
Researching your country first is crucial for gaining a basic understanding of your country’s position
on the international stage, its core interests, as well as its main allies and rivals, if any. All of this
information will be useful in helping you approach the issue not from a general overview, but from
the perspective of the specific country you are representing. Here are some guiding questions to help
you get started:
• What is the population of the country?
• Where is the country located, and who are its geographical neighbors? What are its
rela- tionships with them?
• What kind of political structure does the country have? How stable is it?
• What are the main religious and ethnic groups in the country? How has this affected
the policies of its government?
• What is the level of economic development of the country? Who are its main
trading partners, and does it depend on any country in particular for aid?
• Does the country belong to any economic or defense alliances?
• What is the country’s relationship with the UN (or the particular regional body you
are participating in)? Does it depend heavily on the UN for aid? Is it opposed to UN
inter- ference in its affairs? Does it contribute heavily (monetarily or otherwise) to the
UN?

Committee
Understanding the committee you will be participating in is important, because different councils
have different mechanisms and powers that necessitate different strategies. For example, the Perma-
nent 5 members of the UN Security Council (USA, Russia, China, UK, France) have veto power,
which means that a ‘no’ vote from them will immediately fail any resolution regardless of how many
other states vote for it. On the other hand, the General Assembly committees can only make recom-
mendations to member states on matters of international peace and security, but it cannot take any
actual steps to compel member states to act in a certain way. All this information should inform the
kinds of solutions that you propose. Here are some more guiding questions:
• What is the voting mechanism of your committee? Does it require a unanimous vote
for a resolution to pass? Does it provide veto powers to specific members?
• Why was your committee created? What is its mandate? What are its aims?
• What is the scope of power of your committee? What are some actions that it
cannot take?

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Issue
Only after researching the first two will you be best equipped to start reading up about the issues on
your agenda. While a background understanding of the issue is useful, what you want to focus on is
your country’s stance towards the issue. In other words, look at the issue not through your own eyes,
but the eyes of your country’s government. How would they feel about it? What would they want to
do? Some questions you can consider are:
• How is your country affected by the issue?
• What actions (if any) has your country previously taken on the issue?
• What have been some actions taken by international organizations, including your
com- mittee, towards the issue? Has your country supported or opposed these actions?
• What are the main religious and ethnic groups in the country? How has this affected
the policies of its government?
• Who are your country’s allies on the issue? Who are its rivals (if any)?
• How can your country contribute to solving the issue? Is it in its best interests to do so?

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Drafting a Position Paper lae ro

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What is a Position Paper?

A position paper is a document that clearly and concisely summarizes your country’s stance on a
par- ticular issue. It should explain your country’s position on the issue, and the policies or actions it
has taken with respect to that issue. YMUNE requires all delegates to submit a position paper
because
it ensures that you are well-prepared for the conference, and have done sufficient research into the
country you are representing and the issues at hand. Position papers from YMUNE should be 1 page
per topic, double-spaced.

What should the Position Paper contain?

A position paper should contain the following:
• Background information: Define and explain the issue succinctly. Explain why it con-
cerns the committee, but more importantly, why it is important to your country as
well.
• Previous action: Provide a brief overview of what (if anything) the international com-
munity has done to address the issue. Explain why these actions so far have been insuf-
ficient, and the problems that this committee should focus on if it wants to truly
address the issue.
• Stance: State your country’s position on the issue. Should this issue be solved, mitigat-
ed, or left alone, and why? What are the previous actions your country has taken on the
issue? Is your country being influenced by other countries or organizations into
adopting a particular stance or policy?
• Possible solutions: What does your country hope to achieve with respect to the issue?
What is it willing to contribute? What solutions does it hope the committee will
adopt? How are these solutions different from what has already been implemented
thus far?

What makes a good Position Paper?

A good position paper should demonstrate a clear understanding not only of the issue, but of your
country’s position on it. In other words, you are extrapolating from the research you have done be-
fore to predict how the country feels about the issue, and what it is willing to do to address it. A good
position paper can serve as a useful document for lobbying other delegates by showing them that you
have done your research and are well-prepared for the conference. It also serves as a good starting
point for your speeches and resolutions.

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Sample Position Paper lae ro

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On the Issue of International Adoption in GA6 (Legal)

The United States recognises the complexity of the issue of international adoption: one the
one hand, adoptees are able to escape life-threatening circumstances and substantially increase their
standard of living; on the other hand, the demand for intercountry adoption has also lead to the
spread of corrupt, unethical practices, such as baby-selling and child trafficking. Adoption itself is
not inherently problematic. Rather, it is the corruption associated with it that has eroded trust among
sending states and caused them to close their borders – at the end of the day, it is the children who
truly and desperately need help that suffer the most.
The USA’s policy is therefore not against the practice of intercountry adoption but seeks
to enhance the checks and regulations on such processes, to ensure that adoption processes in the
US remain safe and ethical.
In the short term, the USA proposes the formation of a UN Task Force Against Child Laun-
dering. This task force would be responsible for the identification and investigation of potential
child laundering syndicates, following which information on these criminal activities would be
provided to the host nation for its judiciary to take the appropriate actions. This would help to
defray domestic investigative costs and bolster the legislative capacity of less developed sending
states with regard to the issue of child laundering.
In the longer term, legislative solutions need to be implemented on both an international and
local scale. Internationally, there needs to be a consensus on the definition of ‘adoptability’ in the
Hague Adoption Convention. Such a definition should include the allowance of parents to
voluntarily hand children over to their adoptive families. The USA itself has also ratified and
implemented the provisions in the Hague Adoption Convention since 2008, and strongly urges other
countries to do so. A clear international framework would help to ensure that member states’
legislations are broadly similar and prevent instances whereby adoptive children fulfil one country’s
set of criteria but not another, leading to uncertainty and delay.
More crucially, developed countries need to implement stricter checks to ensure that adoptive
processes are safe and ethical. The USA has already implemented regulations to improve accred-
itation processes, such as by ensuring that U.S. adoption agencies are responsible for every entity
that interacts with adoptees. Moreover, the State Department also ensures that agencies comply with
foreign regulations to submit post-adoption reports on the welfare of adoptees in the probationary
period. Other measures would include combating unregulated custody transfers and assessing the
suitability of prospective adopting couples, so as to prevent instances of abuse. Efforts to maintain
international adoption as a viable option are greatly undermined when foreign countries lose trust in
our accreditation systems, and in fact, such is the case with countries like China and Ethiopia restrict-
ing international adoption. Ultimately, laxity in regulation will only lead to the continuation of this
trend, leading to children in these countries being denied help. Only through the harmonization of
international regulations and the implementation of fair, legitimate domestic regulations are we able
to maintain trust with sending countries and fulfill our duty to these children.
The USA has had success incorporating the Hague Adoption Convention into domestic law,
as well as in implementing fair adoptive regulations that best protect adoptees. It is therefore willing
to contribute its legal expertise toward the strengthening of international legal frameworks, as well as
provide its domestic legislation as a model law for other developed countries.

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Your opening speech is, in essence, your introduction to your committee mates. In your speech you
lay the groundwork for your future bloc and the relationships you might form throughout the dura-
tion of the conference. You establish your country’s position, goals, and resources. As such, the key
in your opening speech is to be direct and concise in communicating your motivations and intentions
clearly to all of the other delegates.

Opening speeches can (and should) be written ahead of time, because they can be fully informed by
research outside of the committee room. It’s recommended that you write one for an estimated 60
seconds speaking time. Pre-write and rehearse your speech so that you can present it confidently and
with conviction.

There are some important basics for writing an opening speech that can help you structure the
speech. These include the following.

A brief introduction to your country’s history with the topic: Speak about some of the past actions
your country has taken, if any, and make clear what the past actions have been in response to and
what changes they have brought about. Does your country have harsh policies? Lenient policies?
No policies? If your country has no policies on the topic in the past, it’s a good idea to bring up
what the leaders of the nation may have said about it in the past and the country’s policy on similar
topics. If you are still coming up with very few results, consider other countries with similar
situations as yours and relate to their perspectives.

The current situation as it relates to your country: Give a brief overview of the situation in the
whole world rather than narrow in your focus on your country specifically. Compare the similarities
be- tween the situation at large and the situation in your country and comment. This allows you to
have a stake in the larger discussion at hand and establish your position on the matter and what
factors might be motivating you to take more or less drastic action.

Overall position and reason for the position: Now, you have established a clear segue for yourself
into discussing your country’s position overall and the reason for this position. This is important
because your position will inform who you work with throughout all of the committee sessions.
Delegates who share a similar position will be able to take note of this commonality and keep you in
mind for future formation of blocs.

Possible resolutions and invitation to collaborate: End your speech with a statement about a possible
solution to the problem of the topic. Make this brief and concise, but meaningful. This may or may
not become integral to your future resolution in the committee, but it’s important to state some ideas
regardless. Additionally, you should invite delegates listening to your speech who agree with parts of
your position to send you a note about collaborating.

With all of these elements in mind, you can write an effective and compelling opening speech sure
to set you up for strong collaboration with other delegates and effective problem solving throughout
all of the committee.

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Writing Resolutions lae ro

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Resolutions are the end goals and final products of committees. They are the official calls for ac-
tion and the specific plans for the action produced by the delegates after debate, workshopping, and
voting. It outlines the solutions that you and your fellow delegates will brainstorm and provide for
throughout the resolution in response to the topics. Resolutions will be written by delegates them-
selves, and so you should involve yourself in the writing and do your best to make sure your resolu-
tion reflects your position’s perspective on the given topic. Work together with other countries with
a similar perspective to create a cohesive resolution with no contradictions or discord.

Resolutions have two parts: preambulatory clauses and operative clauses.

Preambulatory clauses provide the background for the topic being addressed in the resolution and
usually begin with active phrases, as they are present recognitions of the situation. Some good start-
ers for a preambulatory clause include “recognizing,” “aware of,” or “affirming.”
Below is an example of some preambulatory clauses for a Commission on Narcotic Drugs commit-
tee:

Guided by the World Health Organization (WHO) Framework Convention On Tobacco Control
unanimously adopted by all member states and the UNODC’s 2022-2025 program,
Reminding all delegations of the devastating impacts of high rates of illicit drug use not only on com-
munities but also on entire nations,
Considering the different economic means and abilities of the member states to build and implement
the programs indicated in this paper.

The next part of a resolution is the operative clauses. Operative clauses detail the specific actions to
be taken by the governing bodies. This means that they explain the aciton, how it will be executed,
and how it will be funded if applicable. These are numbered and include subclauses. A resolution
will include many operative clauses. Each operative clause should focus on a different aspect of the
topic, and in collaboration they will create a strong and responsive resolution that effectively
responds to the problem in the topic. Strong resolutions will include a clause dedicated to funding the
actions in the resolution, several action plans, and detailed explanations of the execution of the
resolution.

At the end of the conference, the committee will vote collectively to determine which resolutions
will be passed and effectively put into place. In order for your resolution to be passed, it must appeal
in some way to every position in the committee. Working with others and brainstorming collective-
ly can lead to the creation of the sort of effective resolution that is unanimously supported and gets
passed at the end of the conference.

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Over the three days of the conference, delegates will have the chance to debate, draft, and pass
resolutions on relevant topics to their committees. Since different conferences use different rules of
procedure, it is not always clear what the order of events is, or otherwise said, what the flow of the
conference is.

I. Programme
Every delegate will have access to the programme of the conference prior to the start, posted on
our website. This will include the overall schedule of the conference, including committee sessions,
opening and closing ceremonies, but also on a broader scale the panels and workshops that YMUNE
is uniquely offering. Such a programme will be comprehensive of everything that will take place
during the three days of the conference.

II. The Dais

The Dais in a Model UN conference refers to the panel of individuals overseeing and moderating
the proceedings, including the Secretary-General, Director-Generals, Under-Secretary-Generals, and
directors and assistant-directors of every committee. Unique to YMUNE, directors are essentially the
people overseeing the procedure, the equivalent of chairs or presidents in other conferences. They
maintain order, manage debates, and ensure adherence to conference rules and procedures while
guiding discussions among delegates representing various countries.

III. Roll Call

The very first thing that happens during a MUN conference is that the directors take roll-call atten-
dance of every delegate present in the room. Directors go alphabetically through the list of all nations
in the committee, and delegates respond with either ‘Present’ or ‘Present and Voting.’ If a delegate is
absent, they will be marked as such by the directors.

The difference between ‘Present’ and ‘Present and Voting’ is that if a delegate announces that they
are ‘Present’ only, they reserve the right to abstain from voting on a resolution during that commit-
tee session. At the beginning of every committee session, directors will do roll call. Contrary to this,
if a delegate announces that they are ‘Present and Voting,’ they must vote on a resolution if such is
introduced in the specific committee session. Directors will note down whether a delegate is
‘Present’ or ‘Present and Voting’ at the beginning of every session.

IV. Setting the Agenda and Primary Speaker’s List

During the first committee session, delegates will be responsible for setting the agenda. This happens
during the Primary Speaker’s List, where every delegate has the chance to give a speech on which
topic they would like to discuss first.

Every committee has two topics on the agenda to be discussed, and delegates will debate which one
ought to be discussed first in the Primary Speaker’s List. This means that one topic will be given
priority over the other and will be discussed first. Directors will entertain motions to set the agenda,
and the committee will vote on them—with this, the agenda is set, and delegates proceed to discuss
one of the two topics.

While the goal of YMUNE is to cover both topics, it is completely possible that delegates do not get

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to finish the second topic due to the limited time available at the conference—this does not mean
that they should rush through the first topic; rather, they should ensure that the quality of debate and
resolutions is high before moving on to the second topic.

V. Secondary Speaker’s List

Once the agenda has been set, delegates move to open the Secondary Speaker’s List, where they will
have the opportunity to give a speech on their position on the first topic to be discussed. Directors
will ask if any delegates wish to be added to the Secondary Speaker’s List and will note down the
na- tions that wish to speak until they run out. The Secondary Speaker’s List is not exhausted
throughout the conference and delegates can return to it at any point.

VI. Moderated and Unmoderated Caucuses

The essence of debate in Model UN occurs during moderated and unmoderated caucuses. Delegates
may raise a motion for a moderated or an unmoderated caucus when the directors are entertaining
points and motions (explained in greater detail later on in the preparation guide in ‘Points and Mo-
tions’):
• A moderated caucus is a structured form of debate on a specific topic, proposed by the
delegate who submitted the motion. It has a set number of speakers and speaking time,
determined by the delegate who proposed the moderated caucus.
• An unmoderated caucus is a non-structured form of debate without a specific topic but
still has a set total time, determined by the delegate who proposed the motion. During
an unmoderated caucus, delegates may move around, talk informally amongst one an-
other on the topic at hand, collaborate, form blocs, and discuss potential solutions to the
issue at hand.
VII. Lobbying
Lobbying is the time delegates get to walk around the room, informally talk to other delegates, and
collaborate on working papers. It is similar to an unmoderated caucus but with the specific purpose
of writing working papers. Directors will announce when lobbying begins—delegates do not move
for it. Any work on working papers outside of committee sessions is not allowed out of fairness and
will be strictly monitored by the directors. However, delegates are allowed to draft working papers
on their own prior to the conference and present their ideas during lobbying to others. Direct co-
py-pasting is discouraged and will be monitored by the directos. At the directors’ discretion, time for
lobbying may be increased to allow for the greatest quality of working papers.

VIII. Working Papers

A working paper is a document, written and presented by delegates to the Dais, that includes
clauses with specific actions that the committee proposes to resolve the issue at hand. They become
draft resolutions once they are submitted to the directors for review—draft resolutions are then
amended and debated before they are voted upon by the entire committee. Working papers allow
delegates to present their research, suggestions, and policies to address the issue. They serve as a
foundation for further discussion, negotiation, and refinement before potentially evolving into a
formal resolution to be debated and voted upon by the committee. Working papers are not official
documents but are instrumental in shaping the direction of debate and facilitating consensus-
building among delegates.

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IX. Draft Resolutions and Amendments

Once a working paper has been submitted to the Dais for review, it becomes a draft resolution if
deemed appropriate by the directors—the Dais will look at formatting, overall appropriateness of
content, and logistically whether the working paper has the required number of sponsors and signa-
tories. Sponsors are delegates who have directly contributed to a large extent to the working paper,
support its content, and wish to present it to the committee. Signatories are delegates who wish to see
the working paper debated but do not necessarily support it. It is ultimately at the directors’ discre-
tion to determine the number of signatories and sponsors required for a working paper to be accepted
and to become a draft resolution.

Draft resolutions are then introduced to the committee in order of submission. One of the sponsors
will be asked to read the draft resolution to the entire committee, followed by a two-minute speech
on why delegates should vote in favour of the resolution. Delegates can submit amendments to
the Dais that will then be debated upon—amendments can either add, strike, or amend an existing
clause. Introducing and editing draft resolutions is the essence of debate in consensus-building.

Amendments can furthermore be ‘friendly’ or ‘unfriendly.’ Friendly amendments are not aggressive
in behaviour—adding or striking a clause is considered disruptive and will be debated upon. Instead,
friendly amendments offer friendly suggestions, for instance if a typo has been made, if grammar/
punctuation can be improved, if something is mispelled, or if clarifying language will improve the
draft resolution. Due to their nature, friendly amendments are not debated, and if all sponsors agree
that the amendment is friendly, it will automatically be added to the draft resolution.

On the other hand, unfriendly amendments will be debated and voted upon. Most amendments will
be unfriendly since they aim to add a clause, strike or amend an already existing clause. Once an
amendment has been submitted and reviewed by the Dais, the submitter will read it to the committee.
Then, the director will entertain one speech in favour and one speech against the amendment; the
speech in favour is delivered by the submitter of the amendment. After both speeches have elapsed,
the committee will vote on the amendment to be added to the draft resolution.

X. Voting
After amendments have been exhausted, delegates may motion to move to voting procedure. Del-
egates may not enter or exit the committee session during voting procedure. A simple majority is
required to pass a resolution. Note that the goal of any conference is ultimately to pass a resolution, if
not multiple per topic. Whenever a resolution is passed, this is a big deal! In order to celebrate, direc-
tors will say ‘Clapping is now in order,’ and the committee has every right to informally congratulate
each other on a job well done.

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YMUNE XIII will be using the following rules of procedure for the duration of the conference.
Overall, rules of procedure are a set of guidelines on how the committee will run that delegates agree
on.

I. Scope
The rules outlined in this document shall apply to all committees in Yale Model United Nations
Europe XIII unless specifically stated otherwise. Specialized and Crisis committees may have an
adapted version of the following rules so as to suit their function and unique needs, which will be
explained by the Dais at the first committee session if applicable.

II. Communication
• The official language of the conference is English. No other languages are permitted
in- side committee meetings or during the conference so as to provide an equal
opportunity to participate to every delegate.
• Furthermore, there may not be any direct dialogue between delegates in formal debate
during committee session. The only time direct dialogue is allowed is during unmoder-
ated caucus and lobbying, when delegates are expected to communicate and collaborate
on working papers.
• Delegates may pass notes to one another during formal debate, which will be facilitated
by the Dais—notes are not allowed during voting procedure. Furthermore, notes must
be content-related, appropriate, and respectful.
• Delegates are expected to address the committee at the beginning of their speeches.
This usually amounts to both the directors and the other delegates.

III. Formal Conduct

Delegates are expected to maintain formality and diplomatic behaviour for the duration of the con-
ference. This extends to the dress code, which is Western Business Attire, for the entire conference.
Delegates with inappropriate clothing may be asked to change. Furthermore, delegates should
demonstrate courtesy and civil behavior for the duration of the conference.

IV. Quorum
For every committee session to begin, there must be a quorum of delegates present. The required
quorum is half the committee plus one. Quorum is automatically presumed unless a delegate asks for
it to be verified. In case a quorum is not present, the directors must immediately inform the Presi-
dent of YMUNE XIII or another Secretariat member. To ensure that delegates are present on time, a
conference schedule will be made available on YMUNE’s website and distributed in the beginning
of the conference.

V. Yielding
At the end of their speech, a delegate should clarify how they wish to yield the floor. If not, direc-
tors will ask the delegate to yield the floor back to them so as to continue with the debate or the next
speaker. There are a few ways a delegate can yield the floor:

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• To the directors, in which case the committee continues as normal

• To another delegate, in which case that delegate will be asked if they accept the yield.
If not, the committee continues as normal. If they accept, they are given the remaining
speaking time that is left over from the previous delegate to deliver a speech.
• To points of information (explained in ‘Points and Motions’), in which case other
dele- gates will be asked to raise points of information to the speaker, should they have
any. The maximum amount is determined by the speaker unless the director overrules
the number due to time constraints.

VI. Voting
• On a motion - delegates may not abstain from voting on procedural matters, including
but not limited to motions, regardless of whether they declared themselves as ‘Present’
or ‘Present and Voting’ in the beginning of the committee session. Most motions
require a simple majority to pass, but some require a two-thirds majority: motion for a
round robin, motion to suspend the meeting, motion to adjourn the meeting, and motion
to appeal the directors’ decision.
• On an amendment - delegates may abstain from voting on an amendment if they de-
clared themselves as only ‘Present’ in the beginning of the committee session.
• On a draft resolution - delegates may abstain from voting on a draft resolution if they
declared themselves as only ‘Present’ in the beginning of the committee session. A sim-
ple majority is required to pass a draft resolution. Abstentions are not counted. Not all
resolutions need to be passed at once, so after the first one gets voted on, the committee
resumes debating the topic until all resolutions have been debated and the topic exhaust-
ed.

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I. Points
A. Point of Information to the Speaker - A request made after a speech by a
delegate seeking additional information or clarification from the speaker.
B. Point of Parliamentary Inquiry - A request for clarification on the rules or
proce- dures being followed in the conference.
C. Point of Personal Privilege - Used when a delegate faces discomfort or issues af-
fecting their ability to participate, such as problems with hearing, temperature, or
visibility. It’s unrelated to the agenda topics. A point of personal privilege may
interrupt a delegate’s speech only when it is related to hearing issues but may
otherwise be raised at any time during committee session.
D. Point of Order - Raised when a delegate believes there’s a violation or misunder
standing of procedural rules. It aims to correct errors that directors may have made.

II. Motions
A. Motion to Open the Primary Speaker’s List - Proposes to formally open debate
on what topic ought to be discussed first.
B. Motion to Set the Agenda - Suggests a particular order by which the topics on
the agenda should be discussed.
C. Motion to Open the Secondary Speaker’s List - Proposes to formally open
debate on a particular topic once the agenda has been set.
D. Motion to Set the Speaking Time - Requests an amendment of the speaking
time allotted to delegates during debates.
E. Motion for a Moderated Caucus - Requests a structured discussion where
dele gates speak on a specific topic or clause for a limited time. It allows for
focused deliberations. A delegate must state the topic of the moderated caucus,
total
and individual speaking time when proposing such a motion.
F. Motion for an Unmoderated Caucus - Proposes an informal session where
dele gates leave their seats to collaborate, negotiate, or work on documents.
G. Motion for Extending a Caucus - Requests an extension of the current
moderated or unmoderated caucus by a specific amount of time, determined by the
delegate.
H. Motion for a Round Robin - Proposes equitable participation, similar to a
moderat- ed caucus, which allows each delegate in the committee to speak in a
structured and orderly manner, typically following a predetermined order
established by the direc tor. This method aims to facilitate inclusive discussions and
ensure that every delegate has an equal opportunity to express their viewpoints on
the agenda
item being discussed. Due to how time-consuming this motion can be, a director
may rule that dilatory due to time constraints.
I. Motion to Introduce a Draft Resolution - After the Dais has reviewed a working
paper and has accepted it as a draft resolution, the sponsors will be notified of its
acceptance. One of them may move to introduce it to the committee. This motion
is at the discretion of the director and is not voted upon.

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J. Motion to Introduce an Amendment - After the Dais has reviewed an

amendment and has accepted it, the main submitter will be notified of its
acceptance. Then, they may move to introduce the amendment to the committee.
This motion is at the dis cretion of the director and is not voted upon.

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K. Motion to Move to the Previous Question - Seeks to expedite the debate process
by proposing closure on the current discussions, facilitating a prompt transition to
the voting phase or finalization of the present matter under deliberation. If there
are any objections, it fails automatically.
L. Motion for a Vote by Roll Call - Calls for a formal vote where each delegation is
called upon individually in an alphabetic order to vote on a particular resolution or
amendment.
M. Motion for a Clause by Clause Vote - Calls for a formal vote where delegates
vote on each clause of a draft resolution one by one.
N. Motion to Divide the Question - Used to divide a resolution into separate parts or
clauses to be debated and voted on separately.
O. Motion to Divide the House - Immediately after a particularly close vote, or one
which had a large number of abstentions, a delegate may move to divide the
house. The vote will be retaken, this time with no abstentions allowed.
P. Motion to Suspend the Meeting - Proposes to suspend the meeting by specifying
a time during which the committee session will resume. This motion requires a two-
thirds majority.
Q. Motion to Adjourn the Meeting - Proposed when the session is coming to an
end. If approved, the session ends immediately.
R. Motion to Appeal the Directors’ Decision - Proposed when a delegate believes
the directors have made a decision that impacts the work of the committee negative
ly. For procedural mistakes, a Point of Order must be used. This motion must
be made right after the directors’ decision. The directors may not rule it out of order.
This motion requires a two-thirds majority.

III. Right of Reply

The right of reply is a procedural tool that allows a delegate to respond briefly to remarks made by
another delegate, typically if the delegate feels personally insulted or misrepresented. If a delegate
deems that such a response is necessary to another delegate’s comment or speech, they may raise a
right of reply in the form of a point of personal privilege or by getting recognised by the director. If
the director considers the right of reply necessary and fair, the delegate will have a limited amount of
time, determined by the director, to respond in a diplomatic manner and clarify any misunderstand-
ings.

IV. Second
Delegates may second a motion if they wish to raise the same motion or support a motion, proposed
by another delegate. This gives more urgency and credibility to the motion.

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