This model is designed for the local government of Burnie, Tasmania, aiming to help with balancing COIVD-19 and economic impacts during a possible outbreak. 

The model has been developed based upon the SIR model (Susceptible, Infected, Recovered) model used in epidemiology. 

It lists several possible actions that can be taken by the government during a COVID-19 outbreak and provide the economic impact simulation. 

The model allow users to Change the government policies factors (Strength of Policies) and simulate the total economic impact.

Interestingly, the government plicies largely help with controlling the COVID outbreak. However, the stronger the policies are, the larger impact on local economy

Modern industrial civilisation has created massive interdependencies which define it and without which it could not function. We all depend on industrial farming to produce the food we eat, we depend on gasoline being available at the gas station,  on the availability of electricity and even on the bread supplied by the local baker. Naturally, we tend to support the institutions that supply the amenities and goods to which we have become accustomed: if we get our food from the local supermarket, it is likely that we would be opposed to it’s closure. This means that the economic system that relies on continuous growth enjoys implicit societal support and that nothing short of environmental disaster or a shortage of essential raw materials will impede it’s growing indefinitely. It is not hard to work out the consequences of this situation!

This paper aims at describing a case where system dynamics modeling was used to evaluate the effects of information and material supply lead-time variation on sales contributions margins and operating cash conversion cycle of a commodity export business.  An empirical dynamic model, loaded with econometric theory of price effect on competitive demand, was used to describe the input data.  The model simulation outputs proved themselves relevant in analyzing the complex interconnections of multiple variables affecting  the profitability in a commercial routine, supporting the decision process among sales managers.

Public utilities do not need to make a profit. They can concentrate on providing a quality service, a public good. By contrast, the primary objective of private utilities is not to provide a public good, but profit and profitability. This simple CLD tries to show the conflict that can arise from this and a hidden dynamic, a reinforcing feedback loop, that can lead to disaster. Unfortunately, there are examples where failure in infrastructure maintenance has led to disaster. On the 9th of July 2009, the German newspaper 'Welt Online' reported that the authorities in Berlin had to intervene and force the company that was running Berlin's S-Bahn (suburban rail service) to withdraw half of all the city's trains from service because they were considered unsafe! Something similar happened in the UK where failure to maintain rail tracks led to serious accidents. 

Nobody seems to notice bubbles until they burst. One possible reason is that those caught up in a bubble are completely blinded by the grip, the overpowering logic and force excerted by the positive feedback loop that drives it. Financial bubbles occur time and time again - and nobody seems to learn. Another example on a different time scale is an argument that spins out of control and ends in violence. The participants seem to be blind to the consequences; the immediate and imperative logic of the feedback loop imposes itself. The vortex created by the feedback loop even seems to draw in outsiders, such as new investors. Is this the reason why we don't notice bubbles? This explanation is meant to stimulate discussion!