Committees
What Does a Crisis Simulation Look Like?

A typical GCS committee, will present 15-30 delegates with a case and have them simulate a major decision making body while realistically adhering to that organization’s goals. Over three days, delegates will be asked to create actionable solutions to the problems presented while operating in a simulated ‘crisis’ environment.

Delegates will need to respond to new information as it comes in and think creatively about balancing long-term objectives with short-term realities. Delegates will solve these issues while navigating through the unique challenges presented by each sector.






Expected Outcomes

At the end of the 3 day conference, 500 student leaders will have explored an international, interdisciplinary issue in a crisis setting. Delegates will come away with a deeper understanding of the issues and will have used their problem solving, teamwork and communication skills in a fast-paced setting. Delegates will develop transferable skills, an integrated network and an appreciation for the value of interdisciplinary understanding.

In the long term, the GCS hopes to provide an alumni network and become a premier event for delegates interested in simulating and exploring international topics in an interdisciplinary, cross-cultural setting while broadening their skills and developing a global outlook on the problems that face international leaders today.
Multi-sector Crisis Committees

These committees will challenge delegates to think creatively about the relationships between the public, private, and non-profit sectors. Committees will run with traditional Model-UN rules, with a few added twists to accommodate shorter, more frequent speaking times. This will also allow crises elements to be introduced more often. These committees will focus on exploring new aspects of a problem through crises while keeping delegates on their feet.

An official rule book describing the deviations from traditional Model-UN rules will be made availabe in December.
  • Faizan Khan
    Chair
  • Delhi Metro Rail Corporation Case Study

    DMRC was incorporated in May 1995 with the sole purpose of building a mass transit system for Delhi. The multi – billion dollar project kicked off in 1998, at which time it was the largest public infrastructure project ever to be undertaken by the Government of India (GoI). With a reputation of delivering on time and within cost, not only had several institutions like the Project Management Institute and the Indian Institute of Bridge Engineers lauded DMRC for its excellence in infrastructure project management; it had also earned significant support from the residents of Delhi during the construction of the first phase of the metro network. However, on June 12, 2009, six people had died with 15 more sustaining injuries when a portion of the bridge under construction on the Central Secretariat–Badarpur line collapsed at Zamrudpur, a locality in South Delhi. Public criticism had mounted over the accident at Zamrudpur, with the media lashing out at DMRC for its negligence caused by haste to meet deadlines. There was also increasing bureaucratic pressure from within the Government to cancel the contract with Gammon, the company engaged in the construction at Zamrudpur and to fire the DMRC engineers managing and supervising the site. Firing Gammon was not an option Dr. Sreedharan wanted to consider. Not only would DMRC lose precious time in trying to re–appoint a contractor, but with all of the experienced contractors tied up in other projects for the up-coming Commonwealth Games, he felt it would also be impossible to find a suitable replacement in time for construction to be completed before the Games. It was crucial to finish on time as the Central Secretariat–Badarpur corridor linked the Jawaharlal Nehru Stadium, the primary venue for the Commonwealth Games, with both Central and South Delhi. Moreover, employee morale was already low as the workforce felt let down by the manner in which the media and public had reacted to the accident, completely ignoring their efforts over the last decade. In this situation, firing the already suspended engineers would only serve to demotivate the workforce further and would not necessarily deflect the negative media attention.

    Feel free to contact Faizan at: f.khan@gcsim.com

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  • Kayla Fast
    Chair
  • The Resource Curse and Chevron in Angola

    As an economic concept, the resource curse or “the paradox of plenty” represents the inverse relationship between resource wealth and economic growth. Countries with an abundance of natural resources, specifically non-renewable, are often unable to utilize them to stimulate economic growth. The paradox is that resource rich countries consistently underperform when compared to resource poor countries. The former Oil Minister of Saudi Arabia, Sheik Ahmed Yamani sums up this phenomena in saying “All in all, I wish we [Saudi Arabia] had discovered water” (Obeing-Odoom). There are varieties of reasons why a resource rich country may underperform, one being that the reliance on resources often results in a stagnation of economic diversification. Others include slower industrialization causing a surplus of rural labor, institutions being more prone to corruption, and government mismanagement of funds and resources. The resource curse purports the idea held by orthodox economists that when one person benefits another person must lose.

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    For details, feel free to contact Kayla at: k.fast@gcsim.com
  • Beckie Che
    Chair
  • Arctic Council

    The Arctic Council has its origins in the 1991 Arctic Environment Protection Strategy (AEPS). On Finland’s initiative, environmental ministers of Arctic countries met in Rovaniemi, Finland in 1989 to discuss cooperative measures to protect the Arctic environment. Eight signatories went on to sign the Ottawa Declaration in 1991, from which the council was formed. Today, the Arctic Council serves as a high-level intergovernmental forum for dialogue and cooperative coordination on Arctic issues among states, Arctic inhabitants and Arctic indigenous. In particular, these issues largely concern the sustainable development and environmental protection in the Arctic including the conservation of the Arctic environment, resolution of international boundaries, northern indigenous rights, and sustainable development.

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    For details, feel free to contact Beckie at: b.che@gcsim.com
  • Cameron Frayne
    Chair
  • Nexus of Corporations, Societies, and Government

    On April 22, 2002 in the southern Indian state of Kerala, over a thousand Adivasis, members of the indigenous minority population picketed a local Coca-Cola bottling plant. The Adivasis accused the plant of appropriating ground water resources and polluting the environment with improperly treated industrial waste materials. Over time, these protests grew larger, and were backed by a series of well-documented environmental reports citing findings of carcinogenic effluent and illegal dumping. These findings led to a sharp decline in sales growth and loss of contracts. Ongoing unrest eventually led the State of Kerala to ban Coca-Cola’s production in the region.

    Coca-Cola recognized that its water usage practices needed to change, not only to protect itself from this kind of risk in the future, but also to take a leadership position in its approach to water stewardship.

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    For details, feel free to contact Cameron at: c.frayne@gcsim.com
  • Nima Fatemi
    Chair
  • The Real Price of Economic Growth

    As one of the fastest growing nations on the planet, India has not only become a major player in global affairs, but the country has also transformed itself beyond imagine. Expanding its economy at an astonishing rate of 7.4% per year, the future seems bright for the nation. Simply looking at the numbers creates an understanding of just how crucial the nation's energy demands will be in the near future. By 2030, it is estimated that over 590 million people will live in Indian cities, nearly twice the amount of today’s population of the United States of America. According to McKinsey and Company, there will be a 270 million people net increase in the working population and 91 million urban households will emerge as middle class. Although the future looks bright for India and its citizens, a larger and growing population brings with itself many difficulties. One of those difficulties is of course the need for more resources to sustain the population and India’s exceptionally fast economic growth. Natural gas is key to this issue and for India, the energy needed to fuel its economic and population growth simply cannot be provided by indigenous sources. In this case study, we ask the difficult question of how India should continue to fuel its impressive economic and population growth with respect to the availability of natural gas.

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    For details, feel free to contact Nima at: n.fatemi@gcsim.com
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