NBSIR 73-*?5» COM -74-1 0701-1

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CITY 1

DIRECTOR'S

MANUAL

'I

CITY GAMES
National Technical Information Service

U.S. DEPARTMENT OF COMMERCE

P.O. Box 1551

Springfield, Va. 22151

Price of City Games

Computer Files Includes

Related Manuals
CITY I

DIRECTOR'S MANUAL

written by John E. Moriarty

Technical Analysis Division

Institute for Applied Technology

National Bureau of Standards

Washington, D. C. 20234

September 1973

Final Report

Sponsored by

National Technical Information Service

5285 Port Royal Road

Springfield, Virginia 22151
TABLE OF CONTENTS

Title Page

I. INTRODUCTION 1

II. MODEL PROCESSES 11

A. The Computer 11

B. The Two Sectors 11

1. The Economic Sector 11

2. The Government Sector 12

C. The Game Board 12

D. Levels of Aggregation and Scale 15

E. How to Begin Play of City I 15

F. The City I Round 15

G. Optional Citizen's and Mass Media Team 16

III. LOADING A NEW BOARD CONFIGURATION 17

IV. ADMINISTERING A GAME-PLAY 20

A. The Game Room 20

B. The Computer ^ 20

C. Game Materials 20

D. Pre-Game Planning 21

E. Directing Play 21

V. EXAMPLES OF DECISION CODES AND FORMATS 23

A. MUN (Government Decisions) 23

1. Enter the Department's Appropriations for the Round 23

2. Set Tax Rates and Enter Tax Base Estimates 23

3. Public Land Purchase 23

4. Build Utility Lines and Plants 23

5. Change Zoning Classification on a Parcel 24

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6. Build Schools or Change Teacher Assignment 24

7. Renovate Schools 24

8. Build NLinicipal Services or Change Employee

Assignment 24

9. Renovate Municipal Services 25

10. Demolish MS or School 25

11. Change MS or School Employee Salaries 25

12. Build or L^grade Roads 25

13. Renovate Roads 25

14. Build or Upgrade Terminals 25

B. City I (Economic Decisions) 26

1. Headings for CXitput 26

2. Loans from Bank or Another Team 26

3. Cash Transfer at No Cost to Team 26

4. Subsidy from Chairman 27

5. Invest Outside the Local Economy 27

6. Restore Slums 27

7. Purchase Land by Private Team 27

8. Demolish Residences 28

9. Demolish Businesses 28

10. Renovate Any Land Use 28

11. Build or L^grade Residences 28

12. Build Businesses 29

13. Upgrade Businesses 29

14. Change Prices or Salaries 29

C. Samples 30

VI. GENERAL INFORMATION ^ 33

A. Description of General Computer Output 33

1. The Status Map 33

2 . The Change Map 33

3. The Summary of Economic Status 33

4. Distribution of Population 33

5. Voting Power of Teams 34

6. Real Assets 34

7. Socio- Economic Parameters for the Round 34

8. Employment Status 42

9. Outside Economic Status Report 42

10 . Predictions 48

11. Assessed Value of Land Map 48

12. Property Damage 48

13. Residence Income Class Succession 49

14. Danger of Lowering of Income Class 49

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B. Glossary of Terms 56

C. Master Sheets 66

D. The Flow and Interactions of Private and Public

Functions in City I 69

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I. INTRODUCTION

City I is an operational simulation game in which participants make

economic, government and social decisions affecting a hypothetical metropolitan area. Through the use of a computer, the simulated urban system

responds to the participants' decisions as any real city would. Each

player in CITY I is assigned to a team which shares an economic and governmental role. The interrelated decisions made by teams will guide the way

the simulated city changes in composition and size.

The simulation approach to cities offers the players an opportunity

not only to make decisions but to inclement them as well. They receive a feedback from their actions and see the effects from other forces that are constantly at work altering the effectiveness of the players' decisions.

Players therefore have a learning experience in how to deal with a changing

environment. The round-by -round play gives the players the necessary ex- perience in selecting the type of analysis to move them towards their

objectives while the allocation of their time and Game resources is a critical determinant of the success they hope to achieve. As the Game

progresses, players learn to increase their involvement in the management of the environment while at the same time learning more about the

relationships between business and society.

One of the primary purposes of the Game is to improve the players

understanding of urban problems in systemic terms. In other words, the

aim is to encourage players to view the activities of the City as being

closely related and interdependent (e.g., an unemployment problem will

exacerbate a health problem, the loss of industry and jobs in the private

sector will reduce the number and quality of services offered in the public

sector through reduced tax revenues, etc.). The Game also encourages players

to use an interdisciplinary perspective when dealing with urban problems;

that is, to look at the problem not only from the viewpoint of an economist,

but also from the perspective of a geographer, planner, political scientist,

etc.. For instance, if a player is dealing with a land use problem such

as zoning, he soon realizes that he cannot escape the broader concepts of

land-use planning. The problems of housing, unemployment, education,

health, highways, etc., are all related in a system of interconnected

activities and institutions to his original land-use problem of zoning.

Hence, many of the outputs of this particular gaming model (e.g., land

use maps, economic indicator tables, etc.) are designed in such a fashion

that the City can be viewed more easily as a single entity than as several

separate and disparate parts

.

Although no two games are ever identical, most games have common

characteristics that are noteworthy. In a typical game, the economic

decision makers can best be described as rather conservative and cautious

players. This aversion to risk-taking is especially noticeable in the

early rounds when players are uncertain as to the outcome of particular

decisions. Economic decision makers generally do not have a game plan

and most decisions in the early rounds are not made in a systematic

fashion or developed in a coordinated manner. In later rounds, many

decisions are made as the result of actions taken in earlier rounds.

For example, an economic decision maker might build some housing units

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for rental purposes and then find that they are underutilized. The

decision maker might then consider building commercial or manufacturing

establishments close by in order to induce more people to live in the

underutilized housing units and build up a good supply of labor. Just

as likely, the procedure would be reversed, and the emphasis would be on building housing units near a previously built manufacturing plant in

order to maintain an adequate supply of labor close to the plant.

The economic decision makers usually make profits on their business

operations, although losses on particular investments are not uncommon.

It is a characteristic of economic decision makers that profit maximization is the primary motive for making decisions, subject, of course, to the

twin constraints of risk-taking and uncertainty.

The public decision makers attenpt to make a concerted effort to

inprove the welfare of the City, although the indicators used to measure

economic progress do not clearly reflect the intensity of this effort.

During the early rounds , a typical game plan is to obtain additional

revenue to upgrade the school system and municipal services, while at

the same time attempting to redistribute the tax burden to fall more

heavily on the business community and to a lesser extent on the work

force. Lower income residents generally receive a tax break through the

reduction of the sales tax on goods and services while the tax on auto

owners is raised in the hope that the use of public transportation will

increase.

As in a real city, the public defect looms as an obstacle in the path

of all social reforms. So it is with the City game. The public administrators must face the debt problem and solve it before money can be allocated in significant amounts to create the Utopian society we all dream

about. These administrative processes that implement social reforms

require the integration of decision making through the various disciplines.

As the game progresses, the conflict between the objectives of the public

and private sectors becomes amplified. Both sectors begin to realize

that they cannot perform their objectives independently and the learning

process begins. As an example of this learning process, consider the microlevel analysis of shopping centers which are simulated by the "personal goods"

and "personal service" industries. To perform this analysis, appraisals are required along with business and property analysis. Investment portfolio

analysis is required to manage a variety of business enterprises and a portfolio of real estate resources. The constraints on the entrepreneur

come from the public sector in terms of zoning restrictions, building

permits, taxes, utilities, etc., which can prove very formidable. Hence,

the public and private interests become interwoven and the Game provides

a way of demonstrating decision-making in a society where there is a community of interest between the public and private sectors. The inefficiencies of independent decisions become expensive not only to the

developers but to the community as a whole, so it becomes evident that it

pays to have an improved analysis of the problems of managing the environment in order to achieve public objectives, whatever they may be.

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The Player's manual is designed to be a reference manual for game

players and cannot be read as a text book. This manual is one of a set

comprised of a Director's Manual, Player's Manual, and Computer Operator's

Manual. It is assumed that players will be given corplete instructions

in the rules for a particular game play by the Game Director who is

experienced in running this particular game. Individual players will

use only those portions of the manual that are applicable to their game

goal. The Director's manual is also written as a reference manual. It

contains all the computer commands necessary to change the simulated

city for each round, computer printouts and a glossary of terms used in

the game (see page 56 )

.

In the playing of the actual game, participants assume various roles

in the public and private sector as outlined in the player's manual. A

Game Director who is familiar with the Game in detail begins the Game

with a classroom type lecture devoted to the discussion of the major

decision- roles in the City Model as well as the many printouts and reports

that result from each player's decision inputs. During this session,

players are assigned a particular role (i.e., economic decision maker,

mayor, school board member, etc.) and asked to read that portion of

the Player's Manual dealing with his role. Using the manual as a technical guide, the players address themselves to the mechanics of coding

forms and interpreting the computer printouts. It is at this time that

the Director describes the preprogrammed city in the computer to the players.

The Director has the option of choosing initial parameters such as economic

growth rates, social conditions, production capacities, etc. to suit the

particular objects of the players and thereby making the Game more flexible

and susceptible to innovative approaches to urban problem- solving. The

Director can structure the role assignments to be directed at individuals

who concentrate on single objectives such as heavy industry to multidisciplinary task forces to consider urban problems within an interdisciplinary framework (e.g., a task force on transportation policy might

include a sociologist, political scientist, geographer, planner, engineer

and an economist)

.

With initial roles established, the game begins. The Director generally

starts the game by discussing possible objectives with each player or group

of players along with the present or initial city conditions. For example,

if the Director chooses to use the planning-programming-budgeting systems

approach, each player or group of players must:

1. Define his general Goal which is Output Oriented .

2. Identify objectives which indicate conditions or levels

which must oe obtained or maintained to successfully reach

the designated Goal.

3. Draft Programs which are designed to achieve the standards

set by the various objectives .

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4, Evaluate the Programs to determine their effectiveness

[in cost/benefit terms) as compared to alternative programs.

Consider a political role in the urban system that is abstracted

as follows

Political Goal : School Department

Develop a school system comparable to the best in the nation,

which will provide high quality, accessible and meaningful

educational experience to the City's population.

Objective #1

Maintain the pupil/teacher ratio at less than 21/1.

Program #1

Using the population growth projections, determine future

student levels. Hire middle and high income teachers, at

the optimum mix, to meet this demand.

Program #2

Redistrict school boundaries to better utilize existing

City resources

Program #5

Construct new schools or add to existing facilities as projected. (Specific round- by- round projections are used.)

Objective #2

Keep unmet demand for adult education at less than 10%

of the total demand.

Program #1

Use the population growth projections, determine future student

levels. Hire middle and high income teachers, at the optimum

mix, to meet this demand.

It can be seen that the School Department has

1. A definite goal (to be the best)

2. Identified meaningful standards of performance (student/teacher

ratio of 21/1 and unmet demand for adults at 10% or less)

3. Determined approaches to achieve these standards (population

projections, new construction, redistricting, etc.)

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The previous example of the School Departments (see page 24)

political goal could apply to most school systems in any City. We all

want low student/teacher ratios and the best possible teachers for our

children. New construction, better utilization of facilities and adult

education programs with the most competent teachers available is certainly

a laudable goal. The only obstacle to this Utopian dream is that other

government departments leave their dreams and all departments compete

for the lion's share of limited tax dollars. Besides education, the

government sector (see page 12 ) must consider the problems of budgeting,

taxation, assessment and bonding (see page 23) , highways (see page 25)

,

fire and police protection (see page 25) , planning and zoning (see page 24)

utilities and bus and rail transportation (see page 23) . Departments

make decisions which include allocating capital and current funds,

changing salaries and maintenance levels, requesting federal/state

aid, changing district boundaries, constructing or demolishing public

buildings and changing levels of service.

In the game, all of the above roles are inacted by various players

who strive to optimize their goals just as in the example of the school

department. Collectively, the Government players work from a tax base

that is continually being attacked by the tax payers as excessive and yet

their very employment is insured by the elective process which, of

course, is determined by the same tax payers who are continually demanding

more services from the government. The source of government revenue is

taxes which are levied on the population just as in a real city. Other

players must assume roles in the cities economic sector to create employment for the population. The activities of the businessmen must include

the operation of the industrial, commercial, and residential establishments which in turn require land purchases and sales, salary changes,

maintenance level alterations, business goods and services, purchases

for operating exigencies, boycotts of commercial firms, acquisition of

long and short term loans, and constructing, improving and demolishing

businesses.

The commercial activities (see page 11 ) are subdivided within the

game into Basic Industries, Construction Industries, Commercial Activities

and Residences. The Basic Industry includes heavy and light industries and

national services (including Standard SIC classes) which spend money for

business goods and business services, utilities, a labor force, transportation and above all taxes. The Construction Industry (see page 33 ) builds

and/or demolishes other developments and firms from outside of the local

area may also perform construction work. Commercial activities spend money

on many of the same items as the basic industry in order to maintain a level of service capacity. This service capacity is available to serve

local customers. Finally, the residences, (single -family, townhouse, and

highrise) spend money on goods and services, utilities, taxes and earn

income based on rent charged and the number and type of occupants residing

in their housing units (see page 49)

.

S
The City model selected for game play may be a typical city or it

may be the player's own city. The model eirploys a grid board [see page 12)

geographical map that can be loaded with data from any regional or metropolitan area. The map contains 625 parcels in which each parcel

represents one square mile of land. Many of these land parcels are unowned at the beginning of play and those that are occupied are represented by a specific, representative land use. For instance if a square mile consists mainly of middle incom.e residences, this parcel

would be designated as such even though there could be a few commercial

businesses within the square mile. The only requirement to assigning

parcels is that the assignment typify the most representative land use.

In a similar manner highways and roads are represented along the boundaries

of the parcels. If you imagine a parcel as represented by a square, then

a road is described as one or more sides of the square.

Once the representations are made, there remains the task of determining the zoning classifications (see page 17) , the cash available to each

player or team, salaries, city financial resources, department expenditures,

tax base estimates, road configurations and utilities and terminals (see page

17 ). These inputs along with the parcel classifications describe the starting city. The files of this starting city are stored in the computer and

can be altered by the game director to suit the players needs (see Director's

Manual) . Changes in these files may affect the output of the computer but

will have no bearing on how the computer calculates the otuput. The

computer program directs the computer to act upon the data files in fixed

relationships using the various data stored in the city file. In this way

the computer can respond to updated file changes, act as an outside system,

perform routine functions or processes that would be time consuming for the

players and finally act as a bookkeeper (see Computer Operator's Manual).

The starting City, as just described, is designed by the Director in

advance of game play. It is up to the Director to inform the players about

the details of the particular game play which is usually accomplished by a brief talk (30 - 45 minutes) prior to the actual start of the game. Perhaps

the most important contribution the Game Director can make is by controlling

the flow of play. Timing and supervision are the key ingredients to a successful game play. In short, a Game Director requires three elements

for success in running City I:

1. A thorough knowledge of the material

2. An innate sense of timing

3. The desire and motivation to creatively manage an innovative

learning experience.

At this point the game is ready to be played. Each player studies

his printout generated from the starting city to evaluate his status as an individual and as a team member. Each team defines its specific problems,

establishes objectives and develops strategies. Various groups will then

gather for informal sessions for the purposes of bargaining, trade-offs and

consumating deals. Eventually each group arrives at final decisions for

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actions to be taken in that particular round of the game. These decisions

are then entered into the computer by a special code and the model is

ready to run. The computer then prints out a new series of data representing

the changed city.

In a typical game play the players generally behave in a predictable way

with a minimum of player interaction early in the game. Players tend to feel

that most interrelations should be avoided for the sake of secrecy. Most

players use the guise of ignorance when talking to their peers early in

the game and their contacts are limited to attempts at acquiring knowledge.

As the player's command over the technical content increases, so does his awareness of the necessity for a properly functioning system. The player

realizes that his economic aspirations will not be achieved unless his

public counterpart can create a suitable "service -rich" environment in

which he can operate. Typically, one or two players generally emerge

quickly with an extensive grasp of the system and its technical content

and assume the role of educator. In a fashion similar to the old ward

politicians , the educators disperse favors (the patronage in the form of

technical explanations), to gain the initial respect of his constituents.

Needless to say, it is then a simple matter for the educator to insure his

election to the mayoralty of the City.

As time passes, other players come to understand their role and the

role of others and begin to realize that the mayor, although helping the

city to function, often is insuring his own economic prominence at their

expense. At this point, the era of the ward politician is inevitably (or

generally) over and with this passing comes the emergence of the citymanager. The political cooperation that grows from the new regime eventually

leads to a full appreciation of the efforts of others and will open up higher

levels of discussion concerning city-wide urban problems. Although the previous discussion concerns player behavior during game play, the influence

of the gaming process has created a learning experience for the players.

This learning experience is one of the fundamental purposes of City

Games and these experiences with the game can be transferred to the

problems of the real city.

In most games, the Game Director's role diminishes as the play progresses

and players become more familiar with the technical content of the game. Since

bribes and boycotting are allowed along with collusion and other forms of

special interest groups, a new aspect of the game appears, namely law and

order. Players rapidly learn that disputes cannot be settled by opposing

interest groups and the enforcement of agreements and compromises becomes

almost inpossible. Players demand legal systems and police departments

and the local government is faced with new expenses to deal with. If

these demands are met, the City managers must generate more income to meet

these expenses and forego other spending plans. At this point, the hypothetical city is becoming very real and very complicated to run. Even though

it is a hypothetical city, players become emotionally involved and the intensity of their involvement permeates the playing area. Time is a constant

enemy for the players just as in real life. Everyone wants everything at

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once and a typical game play allows the players about two to three hours

per round to make their decisions. One round of the game is equivalent

to one year of real time. If elections are required every two years,

only two rounds are played before new elections. If the newly elected

officials fail to honor prior comnitments by their predecessors, well,

the best laid plans .... I

It is within this framework that the City I manuals are written. There

are three manuals for City I; a Director's Manual, a Players' Manual, and

an Operator's Manual. The Director's manual is designed to explain the

technical content of the computer program including term definitions,

programming change procedure and the numerous technical details associated

with the game. It is assumed that the Game Director has been taught the

gaming operations prior to assuming the Director's role and will use the

manual as his primary reference source rather than a set of instructions

for running the game. The manual further assumes that a Director has had

training in Fortran progranming and understands formatting and coding in

addition to being knowledgeable about Urban problems. The Director

designs the initial city conditions for the start of a game. The manual

provides initial conditions for a typical city and specific computer commands

for altering these conditions.

The Players' manual is also designed to be a reference manual and

not a text book. The con^lexity of the game requires extensive reading

on the players part prior to the start of a game or selective reference

material which is coordinated with the Director's introductory lectures

and possibly monitors who are trained in the gaming procedures and will

coach the individual players when required. This latter approach has

proven to be the most effective method of training players. If past games are indicative, individuals seem to learn their roles much faster when

coached by a monitor during actual playing conditions as opposed to con- centrated reading and memorizing prior to the start of a game. It is

not presumed that players have prior knowledge of this game or even

simulation in general. The game is designed so that players do not

need to know computer programming or how to operate the computer. These

functions lie with the Director and the Computer operator.

The Operator's manual is written for an IBM 1131 and presumes that

the operator knows how to cold start the conputer and mount the tapes.

This manual explains the relationship between the programming data, the

taped program and the operation of the computer. Test sequences are given along with a detailed explanation of switch control and error

messages. It is not required for the operator to understand the Director's

or Players' role but only to be knowledgeable in operating the computer.

In general, the game should be played with at least 25 players utilizing a large room where players can move freely about. Computer printouts

are usually taped on walls for easy access by all players . An optional

display would be a gaming board for visual display of the city. The

board is marked off in grids to conform to the City map and plastic playing

pieces are used to represent the various types of buildings. Colored tape

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is used to mark off highways and boundaries. Human interest is added

if one player agrees to becane the Big City News editor. The idea is

to subtly report on the good and bad features of the game play in a humorous way. The Game Director reports the results of each round to the

news editor who proceeds to write his paper and distribute it before the

players learn the results of the round. The detailed computer outputs

are then distributed to the players so that they may learn how well their

particular game plan went. In other words, the paper presents the overview

and the conputer reports on the specifics. This method allows the Game

Director to concentrate his time on selected areas rather than all areas

at the end of each round.

In addition to the normal problems of the City, the Gaming MDdel can

be used for more sophisticated analysis. The Economic Base can be investigated to determine the causes of a changing growth rate along with identifying

the conponents of the economic base. Business cycles can be explored since

they are dependent upon sales of goods and services outside the local econoiry

and must be supplemented by an analysis of the condition of the National

economy. This provides a useful yardstick for measuring economic performance.

By charting the prices for basic industry output, the return on investments

and the interest rate on loans and bonds, the players can determine which

phase of the business cycle they are in which in turn, would partially ex- plain capital investment attitudes.

Other basic studies important to public and private decision-makers

concern the tracing of population growth and projecting future levels.

Trends in employment (total) , employment distribution by industry,

unemployment rates and income distribution are available and in a usable

form in the Cities output. Here again a PPBS format would guide the

player in assembling the pertinent facts and disregard peripheral information.

Housing market analysis becomes important in any geographic area where

dwelling units are in competition with one another as alternatives for the

users of housing. This problem incorporates many of the previously mentioned

types of analysis: economic base, employment trends, income distribution

and population analysis along with the additional component of housing

stock or inventory. The magnitude of the total housing stock in terms of

dwelling units, reflecting changes overtime, is one of the most significant

indicators of city growth coupled with a changing distribution of the inventory

by structural type. Equipped with this knowledge plus an awareness of vacancy

rates, rents, property values and financial market conditions, the private

developer could make a rational decision as to the advisability of a housing

investment.

9
Appraisal theory can be utilized to aid prospective purchasers and

sellers as to the market value o£ particular parcels of land. The data

needed to apply to the cost, income and marketing approaches to appraisal

theory is available on the various output sheets siq)plied by the game.

The above are only examples of types of game play because each

time a game is played, it is structured to meet the needs of the particular group of players.

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II. MODEL PROCESSES

A. The Computer

The computer performs several major functions in City I. First,

it stores all the relevant statistics for the area; updates data when

changes are made, and prints out yearly reports. Second, the computer

acts as an Outside System, simulating decision-makers, influences and

markets that are outside the local metropolitan area. For exanple, the

conputer simulates the National Economy business cycle which determines

interest rates on most loans, determines the income of basic industries,

and is the source of required goods and services when the local system

is unable to supply them. Third, the computer performs certain routine

functions or processes that would be time consuming if the players themselves were to perform them. For example, the computer assigns workers

to jobs under the assumption that workers will attempt to earn as much

money as possible. Other processes include assessing all property,

assigning buyers of goods and services to shop at particular commercial

establishments, and assigning children to public or private schools

based upon the capacity and quality of the public schools.

Finally, the computer acts as a bookkeeper. It records all the

transactions of players , deducts their expenditures and adds their

incomes to their financial accounts.

The computer does not have a large vocabulary. Thus, players must

write their decisions or questions in a language developed specifically

for the conputer. This language is an abbreviated code which the computer

can understand. For example, when economic team A wants to change a salary, it will write $CS followed by the necessary information, instead

of the entire work. In order to send information to the computer,

a player must fill in certain blanks on the input decision form.

B. The Two Sectors

City I contains two basic decis ion-making sectors : economic and

governmental. Every city contains these two vital sectors whose interactions cause the city to either grow and prosper or stagnate and decay.

Decisions made by one group ultimately affect others and one group often

works against another group to achieve its goals.

1. The Economic Sector

The economic sector of City I is that activity which gives any city

one of the basic reasons for existence. Economic decision-makers are those

businessmen who operate industrial, commercial, and residential establishments. Upon receiving output at the beginning of the round, economic

decision-makers review their economic status and make decisions for the

present round. The various economic activities of City I include bidding

11
on unowned land or attenpting to acquire land from local or outside sources;

applying for zoning changes; requesting utility expansions; requesting

increased highway access and making general business decisions to increase

the overall profitability of their firms.

2. The Government Sector

In City I the government sector deals with the problems of education,

fire and police protection, planning and zoning, utilities, highways and

overall coordination. The government sector is divided into two basic

components. The first component includes elected officials: the Chairman

and Council. The officials are elected by all teams representing the people

who live in each jurisdiction. The Chairman and Council set tax rates,

approve budgets, grant subsides and appropriations, and make appointments,

j'^pointed officials named by the Chairman are heads of five government

departments: Finance, Schools, Public Works and Safety, Highways, and

Planning and Zoning. Players representing these departments make decisions

which include allocating capital and current funds, balancing budgets,

changing salaries and renovating, constructing or demolishing public land

uses, changing levels of utility service, and transferring cash between

accounts

C. The Game Board

The City I metropolitan area is represented on a game board consisting

of 625 squares (25 x 25) . Each square represents one square mile of land.

Many of these land parcels are unowned parcels at the beginning of play.

Unowned parcels may be purchased and developed by decision-makers during

the course of the game. As players continue -to play City I over the course

of several rounds, the physical changes inherent to all cities will be visible

on the playing board.

The game board and all computer maps are keyed to a coordinate system

of even numbers. Each square mile parcel can be identified by its coordinates.

Horizontal coordinates range from 70 to 118 and vertical coordinates range

from 12 to 60. Intersections are identified by odd-numbered coordinates

and highways are identified by even-odd (east-west) or odd-even (north-south)

coordinates. In all cases, the horizontal coordinate (i.e., the large number)

is identified first.

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D. Levels of Aggregation and Scale

Since City I is a fairly complex model , it has been necessary for the

designers to build in a level of aggregation in order to simplify calculations. For example, land is aggregated in square mile parcels, rather

than acres or blocks. Furthermore, people are considered in groups of

one thousand or more rather than as individuals.

In City I, all dollar figures are scaled down by a factor of 1,000.

You will discover, for example, that whereas an RBI supplies 1,000 middle

income workers, the typical salary is $5,000 per 1,000 workers. Hence, the

typical income of an RBI is $5,000 rather than $5,000 x 1,000 (workers)

or $5,000,000. Furthermore, the typical income for an HIl (Heavy Industry)

is $70,000 per year rather than the more realistic number of $70,000,000

per year.

Since this scale factor is constant however, it does nothing to affect

the relationships in the City I model. On the contrary, it simplifies the

calculations that must be performed by the players.

E. How to Begin Play of City I

At the beginning of play, participants should be divided into nine

economic teams (A, B, X, S, W, D, G, G, I). These teams should then

nominate and elect a Chairman and two Councilmen (1 from Central City

and 1 from the suburbs, Estateville, Farmington and Newtovm) . Voting

can be done either by a simple show of hand or by computing the voting

power of each team in the Central City and the suburbs.

Once the Chairman has been elected, he should appoint teams to serve

as his bureaucracy: Finance, Schools, Highways, Public Works and Safety,

and the Planning and Zoning Departments. It is recommended that most teams

have at least one governmental role in addition to its economic role

(remember, there are nine economic roles and eight governmental roles)

.

After teams have been formed output can be distributed and participants

can begin making decisions, filling in forms, and sending them to the

computer.

F. The City I Round

In the City I game, a round represents a year of change in the life

of the simulated area. From the standpoint of the participants, however,

a round may be thought of as a decision-making cycle which starts when they

receive output and ends when they feed their decisions to the computer.

During the early part of a typical round decision-makers will be

simultaneously reviewing their computer output and attempting to organize

their possible actions. Economic decision-makers for example, will probably

bid on the various unowned parcels of land and attempt to acquire desirable

land from other participants. They may attempt to secure loans from local or outside sources, apply for zoning changes, and request utility expansions

and increased highway access.

15
Meanwhile, the governmental decision-makers may be receiving requests

from the economic and social decision-makers to lower taxes, improve schools,

provide better municipal services, expand highways, build additional utilities,

enlarge the park system, and improve other services. Budget officials are faced with the task of finding additional revenue to meet expanding public

needs and dividing appropriations among the many local departments , all

of which have attempted to justify their expanding budgets.

Toward the middle of the round, it becomes clear to many decisionnakers that all of their requests will not be granted. Thus, trade-offs

and bargains must be made. Elected officials will begin to worry about

staying in office. Departments must plan to oeprate with less funds

than they had requested. Businessmen begin to look for short-cuts to

reduce their losses and increase their activity and profit -making ventures.

As the round approaches a conclusion, the participants formalize

the bargains they have made, continue to record their decisions for the

computer, terminate the negotiations on new wage levels and new prices,

and complete any other possible actions. When the round ends, participants

campaign and carry out new elections, hold town meetings, debrief their

actions , and develop new strategies while the computer is performing its

functions and preparing new output on the status of City I.

G. Optional Citizen's and Mass Media Team

A game director can choose to include a Citizen's and Mass Media

team in a City I play to reflect the dynamics of public opinion and public

pressure in an urban system. The team could function as the news media,

public interest group, citizen's pressure group (as against more highways),

civic and neighborhood associations, and the like in any combination of

those activities.

The team can be selected in several ways : as a separate team at

the beginning of play, or comprised of representatives from other teams

(to add a partisan or economically-based influence that usually characterizes

such pressure groups), or in other ways that the game director may devise.

16
For example, in the map below the shaded parcel is identified

as 7014. Further, the four mile highway indicated by ZZZ is identified

as 7217, 7417, 7617, and 7817, while the two mile highway indicated by

XXX is identified as 7318, 7320. The intersection marked 0 is located

at 7317.

70 72 74 76 78

118

12

14

16

18

20

22

60

SCALE:

north 1 square = 1 square mile

13
Figure I-A shows the simulated county of four separate areas:

Central City, Estateville, Farmington, and Newtov/n and indicates the location and jurisdiction code (1-4) of these areas.

SIAIU^ Mir fOK MOUNO

TO 7} T« lb 1*

c « M I e IK HWh uo<| ««m

HI in HI?

c I xu I a I M

I I I K II I u I r H »

I fi8»l I IJ I

K46 7."'

•«ni CENTRAL CITY

I-- (1)

01 NAt Ik'l-O. I HOk Hl;i SGI

I n 1 U I, 1 F < C 1 I I u 1 KOI "111 mil L 1 1 1 18? 1 1 1 » \2 m 1 " 1 n 1 L tl M 6 1 H M • 1 > 1 it 1 1 KC? KBII SI 1 «CJt

1 s H 1 1 1 S 1

1 1 M H fl 1 > E I > I HLI

1

Kll 1 11 |M KCl I f SIX U 1 «C I 1 f N 2 1 1 I

«• 100 102 10* 104 10* no 112 lli

ESTATEVILLE

(2)

<!l II I I. CI I

-1

I

I

U I BCJ I «C 1 1 «C1>

M I H

HI

.1 I K I C

I bb;>i

I K II

' I Klf ltlt((

.Iil((ll4lllll<llli<lll«li<4.

FARMINGTON

(3)

,1 —I —I — — I —1.

I C If IE H C if I

S IK 1 ( HO

u i oe; i hi ih u 11 I "

C I • C I I

I U I

I »»?M

I I XMl

I HC I < 1 112\ Sit I i I I --- I I. i I i U I I I 1 I I. t .

NEWTOWN

Hi 18 100 102 10« 106 IDS 110 IW 11«

PARCEL iriFOPJVTlCri CODE TOP LINE: Economic Owner CA thru I) OR Municipal <MU) HIDDLE LINE J.

BOTTOM LINE:

Private Lam3 Use and LfJcL, Park,

OR Presence of Qticity Service (U)

KI • Heavy Industry

LI • Light Industry

BG • Business Goods

BS - Business Services

PO - Personal Gooos

PS - Personal Services

RS Slum Residences

RA • Low- Income Residences

RB " Middle-Income Residences

RC - HiGM-IiicoME Residences

Left Side: Units of Pas^ (JIaximum is 7)

dioOLl: School (s)

P.IOHT Side; ?<lnicipal Service Unit (M)

ROAD IHfORflATIOfI

K OR 2 - Tyre 1

K OR - - Tyre 2

I OR - - Type 3

- ROACBED

TER/1IHAL INFC.IATIOri (at intersections of soads)

0 Type I X Type II ©Type III UTILITY PU"IT

(at iktepsectics of roads)

14
III. LOADING A NEW BOARD CONFIGURATION

If a different board configuration is desired, the new information

can be input on data cards preceded by a //bXEQbLOAD card. Loading must

be in the following order:

1. Zoning Classifications being used in the game

2. Parcel Cards

3. Team Cash Balances

4. MS and School Salaries

5. City Financial Resources

6. Department Expenditures

7. Tax Base Estimates

8. Road Configuration

9. Utilities and Terminals

Zoning Classifications

col. 2 - maximum level BG-BS

4 - maximum level PG-PS

6 - maximum level LI

8 - maximum level HI

10 - minimum residential social class

12 - minimum level residential density

14 - maximum level residential density (use 7 to indicate R7 or R8)

20-21 - external zoning code, the two-digit number to be used for

input purposes by players (a "-1" here indicates the end of

the zoning table)

.

The Board

col. 1-'S - parcel coordinates, right justified, larger coordinate first

6

- blank

7-•15- team owning, left justified. If city owns entire parcel,

owner is "MUNICIPAL."

16-17- two letter land use, left justified (R, LI, HI, BG, BS, PG, PS).

19- (if business) density (1, 2, or 3)

21- (if residence) social class (H, M, L or S)

34-•35- value ratio (01-99)

38-•40- assessed value of land in hundreds, right justified

41--42- zoning classification (external code)

43- utilities (l=present, 0=absent)

44- jurisdiction (l=Central City, 2=Estateville, 3=Farmington,

4= Newton)

49--50- (if business) salary paid low- income employees in hundreds

50- (if residence) density (1-8)

SI--55- (if industry or BG) terminal location

55- (if residence) 1= municipal service unit on parcel

60- (if residence) l=school unit on parcel

17
61- 65

65

66- 70

71- 75

72- 73

74- 75

76- 80

77- 78

79- 80

col. 61-65- Ci£ PG or PS) charge to low-income residence units in

tens (right justified)

(if BG or BS) charge to LIl in tens (right justified)

(if residence) park units on parcel

(if BG or BS) charge to HIl in tens (right justified)

(if PG or PS) charge to RBI in tens (right justified)

(if BG or BS) charge to PGl in tens (right justified)

(if PG or PS) charge to RCl in tens (right justified)

(if residence with MS) number low- income employees in

hundreds, right justified.

(if residence with MS) number middle -income employees in

hundreds, right justified

(if BS) charge to PSl in tens (right justified)

(if residence with school) number middle-income

employees in hundreds, right justified

(if residence with school) number high- income employees

in hundreds, right justified.

A card with 9999 in columns 2-5 signifies the end of the board data

and must follow the board load deck.

Teairi Cash (1 Card per team)

col. 1-2 - team code number (01=A; 02=B; 03=C; 04=D; 05=E; 06=F;

07=G; 08=H; 09=1).

A 99 here indicates termination of team cash input.

5- 12- Team cash balance. A decimal point must be used at the

end of the number.

MS and School Salaries (1 Card)

col. 1-5 - salary to low- income MS employees, in hundreds (right justified)

6- 10- salary to middle-income MS employees, in hundreds (right justified)

11-15- salary to middle-income teachers in hundreds (right justified)

16-20- salary to high- income teachers, in hundreds (right justified)

City Financial Resources (1 Card)

col. 1-10- county cash balance, with decimal point.

14-15- income tax rate (in tenths of percents) right justified

19-20- sales tax rate, right justified

24-25- property tax rate, right justified

Department Expenditures (4 Cards)

Eight columns of 10, each number followed by a decimal point:

1) Public Works appropriations, expenditures for construction,

renovation, land purchase, utility plant construction, utility

line installation

18
2) School appropriations, expenditures for construction, renovation,

land purchase

3) "Highway appropriations, expenditures for upgrading, renovation,

land purchase, terminal construction

4) Planning and Zoning appropriations, expenditures for land

purchase, subsidies

Tax Base Estimtes (1 Card)

col. 1-10 - income tax base estimate (with decimal point)

11-20 - sales tax base estimate (with decimal point)

21-30 - property tax base estimate (with decimal point)

Road File

The load deck for roads consists of 26 cards, each containing

information on 26 intersections. The information for each intersection

is 2 digits, the first specifying the road type running north of the

intersection and the second specifying the road type to the east. There

is a single space between each 2-digit group. Begin in Column 1. A

card with 99 in the first two columns signifies the end of the road

file.

Utilities and Terminals

col. 1-5 - location of intersection (right justified)

7 - U (for utility plant) or T (for terminal)

9 - (if terminal) Type

0000 in Column 1-4 indicates end of this load section.

To print a map of the new board without having to run through

the entire output, load the above information, put switch 6 up,

and type //bXEQbMAPA. When that finishes, type //bXEQbMAPB.

A status map will print.

19
IV. ADMINISTERING A GAiME-PLAY

A. llie Game Room

The physical location at which a game is conducted can often con- dition the flow of the play. It is important to rem.ember that a game is

quite unlike a traditional class exercise and therefore the space re- quirements are substantially greater.

It is desirable to obtain a fairly large room within which several

groups can caucus and yet retain a degree of privacy. It is also desirable

to have several small private rooms for the use of the government and for

conplete privacy in bargaining and strategy sessions.

In any event, the government should have substantial privacy when it so desires. Either a completely separate room should be available for the

government's use, or at least an isolated area in the general game room if

that is possible.

B. The Conputer

While the Game Director need not be intimately familiar with

computer processing, it is nevertheless highly desirable that he be

familiar with the hardware requirements necessary to run City I. Tne

basic requirements of the IBiM 1130 system include: 1) an 1131 control

processor with at least 8K core and single disc storage; 2) a 1442

mod 6 or 7 card reader punch or 2501 card reader and 1442-5 card punch;

and 3) a 1403 printer or 1132 printer.

Utilizing the 1403 printer, it will require approximately 30 minutes

for output while the 1132 printer will utilize approximately one hour. The

total time required for processing a round therefore, will vary from one

to two hours depending on equipment used and the number of decisions made.

C. Game Materials

A minimum of supplies are necessary for a game and they should be in

place and available before the start of the play. These supplies and

materials include:

1. Adequate Player's Manuals

2. Decision Forms

3. Name Tags (showing both name and role)

4. Masking Tape (for posting output around the room)

5. Plastic Overlays and Grease Pencils (for display purposes)

6. Starting 1st round output

20
D. Pre -Game Planning

Serious thought must be addressed to scheduling matters. It must be

understood that the first round is essentially an iPLStructional session and,

consequently, little of a substantial nature can be expected. Many players

will even be hesitant to fully participate and mke meaningful decisions

in the second round, and hence a truly substantive exercise often cannot

be achieved until round 3.

It is assumed that for campus use City I will be run once or t^vice

a week. A round should take 2 to 4 hours depending upon several factors

including size of the group and level of sophistication. It is unlikely,

however, that a round can be adequately run in less than nvo hours. Three

hours is the average time consumed for a single round of City I.

It is at the discretion of the Game Director to decide h:w many rounds

will comprise a con^lete game. There is no scoring, nor is tl.ere a formal

cut-off point in rounds . A game may include as many rounds as the Game Director

finds useful. Rounds may be run once a week, several times a week, or consecutively

within the space of several days. In any event, a minimum run of 4-5 rounds is

usually necessary to achieve minimal goals.

E. Directing Play

The Game Director should remember that he is not a participant in

the play and therefore should refrain from "helping" players make irjiovative decisions. Players will solicit advice and assistance, and this should

be rendered in moderation. Players will learn their roles, develop strategies

and derive benefit from participation by being forced to deal with the problems

they encounter. By "solving" player problems, the Game Director perpetuates

his role as teacher and actually retards the player's learning and development.

In short, the Director should allow players to make and learn from their own

mistakes and provide help only when necessary.

Following is a typical pattern for starting play:

1. Introduction - a brief talk (30-45 mdnutes) describing models,

conputer capability, the general design of City I, goals of play, reasons

for lack of scoring, terminology used, concepts, etc.

2. Film - numerous films are available on the subject of urban

affairs in general and on specific aspects of the general problems. A

twenty minute film sho\>/ing a game-play in operation was made in 1970 by

WRC-T\^ (NBS-Washington) . Copies of this film (The City That Never Was)

may be purchased by writing to that station at 4001 Nebraska Avenue, N.W.

,

Washington, D. C.

3. Getting Players Into Roles - There is no rapid method to allow

players to digest the numerous facts and formats needed to be understood

in order to play City I. Players simply must read the general information

and the specific descriptions of their own roles.

21
4. The 1st Round - It will probably be necessary for the Game Director

to circulate and speak with each player during the first round to insure that

the role is at least generally understood, Tne Director should attenpt to

motivate each player to make at least one decision during this round.

Players will be hesitant to make decisions claiming they are unsure,

unclear, unwilling to make foolish decisions, etc.. Tne Director should

forcefully encourage players to make a decision an>T\^ay just to get the

game rolling and to get the feel of decision-making. If this activity

can be encouraged at the starting point, the process will develop easily

and naturally.

5. General Considerations - Perhaps the most important contribution

the Gariie Director can make is by controlling the flow of play. The

Director can only develop the timing required for this action by supervising several plays. However, a good deal of this is inherent and it

comes to the fore quickly. In simple terms, play must not be allowed to

drag. The Director must encourage activity, communication and bargaining

on the part of the players; but he must not do it himself 1 The Director

can call elections at any time, and of course this is an ideal way to

break up a lag in play or put pressure on the government. Similar objectives

can be met without removing the government by calling a Town Meeting in

which public officials can be questioned by the electorate. At least one of these activities should be utilized approximately every third round.

In summary, the Game Director has substantial leeway to make judgments

relative to timing and events as well as serving as the judiciary and legal

system. It is the sense of timing on the part of the Game Director, however,

which often can be the decisive factor in a successful and rewarding play.

In order to fully aid this sense, the Director should become as thoroughly

familiar as he can with the information necessary for each and every player's

role.

In short, a Game Director requires three elements for success in

running City I:

1. A thorough knowledge of the material

2. An innate sense of timing

3. The desire and motivation to creatively manage an innovative

learning experience.

22
V. EXAMPLES OF DECISION CODES AND FORMATS

A. MUN (Government Decisions)

1. Enter the Departments ' Appropriations for the Round

(The Chairman and Council notify the computer of the budget figures)

NAME: LB

FORMAT: ENTER FUNDING (IN THOUSANDS) FOR PVrS, SC, HY, PZ

EXAMPLE: The appropriations for Public Works are $102,000; for Schools,

$132,000; for Highways, $97,000; for Planning and Zoning, $22,000.

2. Set Tax Rates and Enter Tax Base Estimates

NAME:

FORMAT;

TR

ENTER TAX RATES -- PROPERTY, SALES, INCQC -- IN TENHIS OF PERCENTS

EXAMPLE: The tax rates are to be 2.9% on property, 1.5% on sales, and

2.0% on income.

The program then asks for the tax base estimates

FORMAT: ENTER TAX BASE ESTIMATES -- PROPERTY, SALES, INCOME IN THOUSANDS

EXAMPLE: The tax base estimate on property, $7,875,000; on sales, $73,800,

on income, $452,000.

3. Public Land Purchase

NAME: PU

FORMAT: LOCATION, A^DUNT (IN HUNDREDS), PURCHASER (SC, HY, PW, PZ)

,

SELLER, 1 TO BUY PART, 1 TO ASSURE PURCHASE OR -1 TO ASSURE FAILURE

EXAMPLE: F has agreed to sell 1/8 of parcel 90-14 to the Highway

Department for $1,000.

4. Build Utility Lines and Plants

NAME: BU

FORMAT: LOCATION OF PLANT, 1 TO BUILD IT -- 0 ELSE/ A LIST OF NEW

SQUARES TO BE SERVICED BY IT (SEPARATED BY SLASHES) (After last

slash, **)

23
EXAMPLE: Public Works and Safety Department is installing utilities on

parcels 94-32 and 94-30, to be serviced by the plant at 97-35.

The plant at 77-15 will serve utilities to be installed at 76-20

and 76-22.

A new plant is to be built at 103-31 and serve parcels

104-30 and 106-30.

Note: Unlike all other input programs, BU must be repeated for a second line of input. It automatically returns to the MUN

main program after each line of input.

5. Change Zoning Classification on a Parcel

NA^E: ZO

FORMAT: TYPE IN SQUARE NUMBER, NEW ZONING CODE, 1 IF MORE TiiAN

CHANGES (the program will accept only 5 changes unless a

1 is typed in one of the first 5 changes)

EXAMPLE: Planning and zoning wishes to change the zoning on 74-12

from 20 to 10.

6. Build Schools or Change Teacher Assignment

NAME: BS

FORMAT: LOCATION OF SCHOOL, NUMBER OF HIGH, NEDIUM INCOME EMPLOYEES,

0 (BUILD) or 1 (CHANGE)

EXAMPLE: We build a school at 84-18 employing 400 high- income and 300

middle-income teachers.

Change the number of teachers at 74-12 to 200 high and 400 middle,

7. Renovate Schools

NAME: RS

FORMAT: LOCATION OF SCHOOL TO RENOVATE, VALUE RATIO DESIRED

EXAMPLE: Renovate the school at 74-12 to a value ratio of .95

8. Build Municipal Services or Change Employee Assignment

NAME: BM

FORMAT: LOCATION OF SERVICE, NUMBER NEDIUM EMPLOYEES, NUMBER OF LOW

EMPLOYEES, 0 (BUILD) OR 1 (CHANGE)

EXAMPLE: Build an MS at 102-38 with 400 middle-income employees and

300 low- income en^loyees.

Change the number of employees at 96-36 to 500 middle and 200 low.

24
9. Renovate Mmiicipal Services

NAME: RM

FORMAT: LOCATION OF SERVICE TO RENOVATE, VALUE RATIO DESIRED

EXAMPLE: Renovate an MS at 96-36 to a value ratio of .97

10. Demolish MS or School

NAME: DS

FORMAT: WHAT TO DBDLISH ('SC or 'MS'), LOCATIQN

EXAMPLE: Demolish a school at 74-12.

Demolish an MS at 96036.

11. Change MS or School Employee Salaries

NAME: CH

FORMAT: DEPT. CODE (PW or SC) NEW SALARIES FOR LOW, MEDIUM, HIGH

INCOME BIPLOYEES/SlOO.

(ROUTINE SELECTS CORRECT TWO)

.

EXAMPLE: Change school salaries to $5,200 for middle -income and

$10,400 for high income.

12. Build or Upgrade Roads

NAME: UR

FORMAT: SEGMENT LOCATION, NEW ROAD lYPE

EXAMPLE: Upgrade segments 84-13 to Type I and 86-13 to Type II.

13. Renovate Roads

NAME: RR

FORMAT: SEGMENT LOCATION, NBV VALUE RATIO

EXAMPLE: Renovate segments 74-13 and 76-13 to a value ratio of .97

14. Build or Upgrade Terminals

NAME: BT

FORMAT: INTERSECTION LOCATION, NEW TYPE

EXAMPI£: Build a Type I terminal at 83-17.

25
B. City I (Economic Decisions)

1 . Headings for Output

This program allows you to label output for a specific group of

players. It is particularly useful if several different groups are playing the game off the same computer. The heading appears on each

output page.

NAME: HD

FORMAT: HEADING, MAXIMUM 80 CHAimOTRS

EXAMPLE: The heading appears on each output page. Type whatever heading

indicates v/hich group plaved the round, e.g.,   Economics 104

Class ** ** Mtoona High School Teacher? ***** Ec. 104,

January 9, 1969 ^***

^ including the date, if desired.

Note: The heading remains the same for each round, unless changed,

so it is not necessary to input one each round.

2. Loans from Bank or Another Team

NAME: LO

FORMAT: TEAM NAME, A^^OUNT OF LOAN (IN HUNDREDS OF DOLLARS), SOURCE OF

LOAN (Tm-[ NAME OR OUTSIDE) (if team) , TERM, INTEREST RATE IN

TENTHS OF PERCENTS.

EXAMPLE: B is borrowLig $25,000 from the National Economy.

C is borrowing $34,000 from D at an interest rate of 6%

and a term of 5 rounds

Note: The computer handles loan payments each round automatically.

Players do not have to worry about collecting or paying.

3. Cash Transfer at No Cost to Team

NAME: CT

FORMAT: TEAM GIVING (OU FOR National Economy), TEAM RECEIVING

(team name or OU) , A^DUNT/$100

EXAMPLE: E gives F $4,600.

The operator wishes to give G an additional $85,000.

Hie operator wishes to deduct $60,000 from B's cash.

26
4. Subsidy from Chairman

NAME: SB

FORMAT: TEAM RECEIVING, ANJOUNT/$100

EXAMPLE: The County is subsidizing A for $4,500.

5. Invest Outside the Local Economy

NAME: IN

FORMAT: TEAM NAME, A^DUNT/$100, TYPE (SP, BC)

(SP= speculative, BC=conservative)

EXAMPLE: H wishes to spend $12,000 on conservative investments.

The same procedure is followed when a team wishes to sell some

of its stock. For exairple, C has $6,000 worth of speculative

investments and wishes to sell $3,000.

C wishes to reinvest the money in a conservative investment.

Note: Sales of investments ihould be processed before purchases.

6. Restore slums

NAME: RS

FORMAT: OV^NER, LOCATION

EXAMPLE: D is restoring its slums at 74-12.

7. Purchase Land by Private Team

NAME: PU

FORMAT: ENTER LOCATION, A^DUNT (HUNDREDS)

,

PURCHASER, SELLER (CI if PZ is selling)

,

1 BUY PART, (OR -1 IF PURCHASING ALL PARKLAND ON PARCEL)

,

1 TO ASSURE PURCHASE OR -1 TO ASSURE FAILURE

EXAMPLE: E wishes to bid $5,000 for the unowned parcel 92-14.

G has received permission from Planning and Zoning to buy back

part of one portion of 100-32 which was owned by the county for

parkland. (When the seller is the county, type CI).

Note: If the operator wishes to assure that a team acquires a parcel

of land from the outside, type the 1 to condemii, e.g., 9216,

SO, A, OU, 0,1. A -1 assures that a team does not get the

land.

27
A -1 in the part-o£-parcel space buys all the parkland cn

the parcel.

If an economic team purchases land from another economic

team, any buildings on the parcel are also transferred.

The value of the land for assessment purposes is assumed to

be the sale price less the development cost of the buildings

times their value ratio.

8. Demolish Residences

NAME: DR

FORMAT: 01\'NER, LOCATiaN, NEW LEVEL

EXAMPLE: B is demolishing 4 units of its RA5 at 74-14.

9. Demolish Businesses

NAME: DB

FORMAT: OWNER, LOCATION LEVEL

EXAMPLE: H is demolishing its LIl at 74-16.

10. Renovate Any Land Use

NAME: RN

FORMAT: OIVNER, LOCATION, NEW VALUE RATIO DESIRED

EXAMPLE: B wishes to renovate its Business Goods 2 at 74-12 to a value

ratio of .95.

D is renovating its RA3 at 76-18 to 1.00.

11. Build or Upgrade Residences

NAME: BR

FORMAT: OWNER, LOCATION, NUMBER OF NEW RESIDENCES, SOCIAL CLASS

(1=L0W, 2=MEDIUM, 3=HIGH)

EXAMPLE: A is building two middle-income residences, on the previously

undeveloped 100-38.

F is upgrading its RC3 at 94-38 to be an RC5.

28
12. Build Businesses

NAME: BB

FORMAT: OWNER, LOCATION, BUILDING TYPE, LEVEL. TYPE SALARIES OFFERED

TO LOW, MEDIL":-!, HIGH B'IPLO\TE/$100 (if BG or BS) , TYPE

CHARGES TO LE\'EL 1 RESIDENCE LOW, NEDIUM, HIGH/$10.

EXAMPLE: A is building a BG2 at 100-38 offering salaries of $2,600

to low- income people, $5,100 to middle- income , $10,000 to

high-income, and setting the follov/ing prices to LIl,

$27,000; HIl, $19,000; PGl, $4,500.

E is building a HIl at 100-34, offering a salary of $2,500

to low- income people, $5,000 to middle, and $10,000 to high.

D is developing a PG3 at 98-30, paying low-income people

$2,600, middle-income $5,200, high-income $10,400, and setting

the following prices: RAl, $900; RBI, $1,600; RCl, $3,150.

13. Upgrade Businesses

NAME:

FORMAT:

EXAMPLE:

14.

NAME:

FORMAT:

EXAMPLE:

UB

0;\'NER, LOCATION, NEW LEVEL

G is upgrading its HI2 at 70-14 to HI3.

E is increasing its PGl at 98-36 to PG2.

Change Prices or Salaries

CS

LOCATION, 1 TO CHANGE PRICES OR 2 TO CHANGE S.UARIES, (if 1 and

if BG or BS) TYPE NDV CHARGES TO LEVEL 1 LI, HI, PG, PS/$10

A wishes to raise the salaries at its HIl at 98-34 to

$2,700 for low and $5,400 for middle income employees, but

high- income will remain $10,000.

G is changing the prices at its BGl at 78-10 for LIl to

to $21,000 for HIl to $17,000 and for PGl to $4,000.

29
Samples

//bXEQbCITYI

$LB

102,132,97,22

**$TR

29,15,20

7875,74,452

**$PU

9014,10,Hy,F,l

**$BU

9735,0/9432/9430/**

$BU

7713,0/7620/7622/**

$BU

10331,1/10430/10630/

$zo

7412,10

**$BS

8418,400,300,0

7412,200,400,1

**$RS

7412,95

**$BM

10238,400,300,0

9636,500,200,1

k*

$RM

9636,97

**$DS

SC,7412

MS, 9636

**$CH

SCO, 52,104

**$UR

8413,1

8613,2-

**

30
$RR

7413,97

9613,97

* $DT

8317,1

^CI

$HD

*****ECONOMICS 104 CLASS *****

**$L0

B, 250,OU

C, 340,D,5,60

**$CT

E, F,46

OU,G, 850

B, OU,600

**$SB

A, 45

**$IN

H, 120, EC

C, 130,SP

C, 30,BC

**$RS

D, 7412

**$PU

9214,50,E,OU

10032, 12, G, CI,

1

9216, 50, A, OU, 0,1

**$DR

B, 7414,1

**$DB

H, 7416,0

**$RN

B, 7412, 95

D, 7618, 100

**$BR

A, 10038, 2,

2

F, 9438, 2,

3

31
**$BB

A,10038 ,BG,

26,51,100

2700,1900,450

E, 10034 , HI ,

25,50,100

D, 9830,PG,3

26,52,104

90,160,315

$UB

G, 7014,

E, 9836 ,2 **$CS

9834,2

27,54,100

7810,1

2100,1700,400

**blank card
VI. GENERAL INFORMATION

A. Description of General Computer Output

The following is a description of general computer output that is

not distributed to specific teams. This output should be posted at a central point so that all players can r^fer to it.

1. The Status Map

At the beginning of each round a status map showing the physical

development of the county at that time is posted in the game room. The

status map shows such public developments as the highway network, terminals,

utility plants, the location of utility service, municipal services, schools,

and parkland. The status map also shows the ownership of square mile parcels

of land and the type and density of development for developed parcels. The

status map because of space limitations, does not have the last two columns.

It is a 23 X 25 matrix with 575 squares. Even numbered horizontal coordinates

for the status map range from 70 to 114, and even-numbered vertical coordinates

range from 12 to 60.

2. The Change Map

The change map shows the land use changes that occurred during the last

round. All new construction, upgrading, demolition and changes of land owner- ship are shown. At all times, only the new condition of a parcel is indicated,

not its previous condition.

3. The Summary of Economic Status

This summary sheet shows 16 items of financial information for

each of the nine (A through I) economic teams. These same items also

appear on output given to the individual teams.

4. Distribution of Population

This output shows the total population of the county in addition to

indicating the population of each of the four political jurisdictions

(Central City, Estateville, Farmington and Newtown).

Distribution of Population -- Number of People Residing in Residences

This output shows the number of people residing in residences owned

by each of the nine economic teams . Information is broken down by income

class and by jurisdiction. People residing in a residence are controlled

by the team owning the residence.

33
5. Voting Power of Teams

Economic teams vote on behalf of the people who live in their residences.

This output shows the average turnout for any election held during the round.

There is a deviation applied to the average for each particular voting issue.

On the average, each RCl has 700 votes; each RBI has 575; and RAl has

420; and each RSI has 336. The actual number of voters who turn out can

deviate by as much as 90 for an RCl, 12% for an RBI, 250 for an RAl and

310 for an RSI.

6. Real Assets

This shows the number of each type of residential and business land

uses and undeveloped land controlled by each team.

Undeveloped land is classified as either conditional or unconditional.

Conditional refers to parcels on which the public sector owns part. Such

land can be developed only residentially , regardless of its zoning, unless

the owner purchases the public land. Unconditional land may be developed

in any land use in conformity with zoning and utility restrictions

7. Socio -Economic Parameters for the Round

This output sheet shows the probability of any economic team's attempt

to develop a residence unit being accepted by the computer. For example,

if the growth desirability factor is 75 percent, then every time a team

attenpts to construct a residence unit, there is a 75% chance that the

unit will actually be constructed. That is, 251 of the attempts to construct

residential units will not be accepted because the socio-economic indicators

of the local community are such that potential in-migrants are discouraged

from moving into the local system.

34
STATUS MAP FOR ROUND It TEAM

70 72 74 76 78 80 62 84 86 88 90 92 94 96

• • • • < 1 • • • •

I E W F I I I C ] MU I 6 1 hie: MU I MU ] F H • 12 I HI 3W HI2

I

RS6I RA3 : PARKI RC4: RC4I RC2] PARK IPARKl

I M I S I I MI I

- = = = «H ——

]

——— — I ——————

• • • • < t • • • •

I G W H I B I MU ] I I D 1 F H B : G I H E 14 I HI2W BG3I RA5 I U ] RB4I LI2: PS2H RB21 RBII RCl] RCi;

I W I I 7 M] I H S ] MI

I Mlllll J 1

s s = = = H——

,

— ——— ] • • • • <>••••)> • • • •

I A I F I C w I 1 C I c : A I MU ] E H D ] I 16 I RA6I BSII RA4W PG3 RB3 I RC2 ] RCII U RBIH u MW I s : 17 m: H

• • • • <»••••<» • • • •

I D I H I C W I C I MU ; E I F G H G [ B 1 F . 18 I RBII RB3I PS2W RA3 RB3 I PARK] RB2I RBI [ RBIH U RCl

I S I MI W MI I ]I S H 1 I

20

22

24

26

28

30

32

34

36

38

4 0

42

44

ERAl

U

MU

PARK

BRB3

D W A I C I G

HI3WMil HI2I BGII BS2

?22?22222?^^222«222222??2W

B w G IF W C

BG2m Hill RA3W LIl

W 12 W

w u w

B IC IH hB IH WA

RCII RC2I PGIH RB3I RA3W PSl SI Hi I MW

H I I I H I H H B I A WE

RCII PPII LIlH RCII BSlW U

MI H2 I W

MU I D

PARKI U

II"

MU

PARK

I I E RB2I PG3

MI

!

FRClMU

PARK

MU

PARK

• • • • G

A I G

PC3I RBI

S I

BRCl

•I- A I D RCl I U

I FRCl

H

D H E U H U

H

H0

H I HHI

•H C H

H

H

H

H

H

> • • . H . H

H

H

> • • . M I H

HH

G

RCl

S

I W F RCIW RBI

MW

•---W—

B W H

L I IW U

WwI w RB2W

W

MU

PARK

1 W2gg2222gg222£2lW-

• • w

• • w

• • w

w.

• • w

• • w

• • w

I G I F I

I I PSII

I I I IB I B I I U I RB2I

I II I

PARCELS

TOP - CWNE" '^R ^U {^^UNICIPAD

'-^IDDLE - LAND USE AND LEVEL OR

U I^ UTILITIES PRESENT

BOTTOM LEFT - UNITS OF PARK

BOTTOM ^',IDDLE - S (SCHOOLS)

BOTTOM RIGHT - M (MUNICIPAL SERVICE)

( UNDEVELOPED

)

ROADS

w OR i - Type i H OR = - TYPE 2

I OR - - TYPE 3 - ROADBED

35
« CHANGE MAP FOR ROUND 1» TEAM

I' 70 72 74I' 76 78 60 82 84 86 68 90 92 94 96

IE W F II I C

121 HI3W HI2I RS6I RA3

I W I S I mtl9ltlgi = *" = ' = ' =

I G M H IB I MU

141 HI2W BG3I RA5I U

I W I 17 M

I W22f *§i2I2W

I A IF

161 RA6I BSl

C w I RA4W PG3

MU I B PARKI RC4

I

I I D

RB4I LI2

I C I C

RB3I RC2

I S

H I E RC4I RC2

MI

" = = «H—

F H B PS2H RB2

H S

H==»«

A I MU

RCl I U

1 7 M

MU I MU

PARK IPARK

I G I H

RBII RCl

MI

= = a«H—

E M D RBIH

H

ERCl

ID I H

181 RBII RB3

I S I M

I

1 IE I MU

201 RAIIPARK

C W I PS2W RA3

W

C I MU

RB3 IPARK

MI

W

D W A HI3W HI2

W

•I C I G

BGII BS2

I

F W C RA3W Lll

2 w

!

E I RB2 II

FRBI

!

MU I PARK I

I1-

G H G

RBIH U

S H

B

RCl

• • • • F H= MU

PARK

I I ID IB

221 U I RB3

1 1 I

I

1 IB I C 241 RCII RC2

I I S

I

1 II I H 261 RCII RBI

B W G

BG2W Hll

•w- H H S

PGlH RS3

HI

m —

H W A RA3W PSl

MW

I I RB2 I MI

!

EPG3

H"

II'

I 281

I

M

H H B LIlH RCl

H2

AWE

BSlW U

W

A I RC3 I S II'

RBI

BRCl

301

I!

I 32 III' 34!

A I F U I RCl

I

1

I

I

I

1

•H- D H E U H U

H

DRC2

-W2il22222

G

RCl

S H I HHi

A I RCl II

I W

RCIW

MW

FRBI

MU

PARK

W

B W H

L U W U

W

WI w RB2W

W 1 wlllilllliiliii^

w

w

w

FRCl

MU

PARK

MU

PARK

• • • • G

36

38

w . w •

40.

PARCELS

TOP - CWNER OR MU ( MU.N I C I PAL ) MIDDLE - LAND USE A,\D LEVEL OR

U IF UTILITIES PRESENT

BOTTOM LEFT - UNITS OF PARK

BOTTOM MIDDLE - S (SCHOOLS)

BOTTOM RIGHT - M (MUNICIPAL SERVICE)

( UNDEVELOPED

ROADS

W OR * - TYPE 1 H OR = - TYPE 2

I OR - - TYPE 3 - ROADBED

INTERSECTIONS

S - TYPE i TERMINAL

- TYPE 2 TERMINAL

0 - TYPE 3 TERMINAL

U - UTILI TY PLANT .

36
# NUROAD MAP FOR ROUND 1 TEAM M »

70 72

w I I W I I

It* I I W I I H4 I I m I I Wf22222222H^

I W

I ^

I w

22222222 2 2^ 222 2«2^2?*-j!2?2 2W

7^

I

76 78 80 82 84 66 68 90 92 94 96 98 100

I

I

I = = = =H —

H

H

H --—H= =

• •••••••••••••••••••••a

• • • W

-M2222 22222WW

w

•ww

wM

M22£22222^222£2m4.

W

w

w • 'M2 22222 22 22if 222 222^2£££lti.

M

H

H

H"H

H

PARCELS

TCD - GW^ER CP MJ ('YUM CI PAL) MIDDLE - LAND USE AND LEVEL OK

U IF UTILITIES PRESENT

BOTTO-' LEFT - UMTS OF PARK

BOTTOy MIDDLE - S (SCHOOLS)

BOTTOM MGHT - M (MUNICIPAL SERVICE)

(UNDEVELOPED)

W OR

H OR

I OR

I

I

I -I —I

I

I -U = = =

I

I

I

ROADS

2 - TYPE 1 « - TYPE 2 TYPE 3

I - ROADBED

37
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38
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2:o

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oo <-i >* oo f-« fM 0 4- 0

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pg fM fM 0

* ^oooco(nooooOf*^ooo<n incn^jOfMino 00 o

* o^inoinoo^o r^i-« 00 (DO*<*^r^f^^^f'^ln ooin fo * o^vn««^.-«aoa> a)a> 00

00 f-i <-« fM r- o

0 0 0 0 <M 0 0 0 0 0 fM 0 0 0

f-H t-t vO 0 00 0

m r~ in 00 0 g> in

4- *M 00 r- eg fM 0 in o» in ft rg en 0 fM rg fM in CO

to LU

lU UJ oc

2. a: <

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UJ UJ u

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a. a to z

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39
* * DISTRIBUTION OF POPULATION - ROUND 1 * « *

CENTRAL CITY 274400

ESTATEVILLE 15200

FARMINGTON 29200

NEWTOWN 47500

TOTAL , 366300

40
There are twelve factors which affect the growth desirability factor.

The growth desirability factor begins at 100^ and decreases in proportion

to the value at which a certain factor begins to affect it. For exajnple, one of the most important factors is the county unemployment rate. A

county unemployment rate above 4% adversely affects t?ie growth desirability

factor, with a reduction of 5 percentage points for every one percentage

point increase in the unemployment rate.

The point at which any factor begins to affect the probability

index (Column A) and the actual change in the factor needed to bring

about a reduction of one percentage point in the probability index

(Column B) are given in the table below:

Factor ^ A B_

School Department

Student Served Outside 8,000 + 3,300

Value ratio of schools .80 - .02

Student/teacher ratio 15.0 + .2

Students/school unit 10,000 + 1,000

Public Works and Safety

Department

Value Ratio of Municipal

Service .80 - .02

Population/Employment Ratio 40.0 + .33

Population/Service 40,000 + 2,000

Builds Refused for lack of

utility service 2 + .5

Highway Department

Overall Transportation

Cost Increment* 10 +4

Planning and Zoning Department

Population/Square mile of

Parkland 30,000 + 1,000

Economic Factors

Unemployment Rate (%) 4 + .2

Mean Salary ($) 5,800 + 200

*The overall transportation cost increment is the weighted

average of the cost increment of all the individual road

segments

.

41
8 . Employment Status

This output summarizes the conditions of the labor market for the

simulated area.

The computer allocates all \corkers to jobs. In the employment

allocation process all high- income workers look for high-income jobs.

Any high- income workers who do not find jobs are the first hired for

middle-income salary. Likewise, any middle-income workers who do not

find middle-income jobs are the last people considered for jobs, so they have the greatest likelihood of not finding work.

For example, suppose that the total number of job openings for

high- income (RC) worker units is 34. However, there are 37 high- income

worker units in the labor force. Consequently three high- income worker

units have become employed in middle-income jobs. Further, there are 42

middle- income job openings and 40 middle- income (RB) worker units looking

for jobs. Since three high- income worker units were allocated to middleincome jobs, one middle- income worker unit is forced to become employed at

a low-incom.e job.

Any workers not in the labor market are temporarily not looking

for jobs because the residence unit either was lowered in class due to

deterioration or was struck by a natural disaster. The next to the last

row of the table shov/s the number of parcels occupied by residences of

each class. The last row contains the number of residence units which

had to be hired from the outside to fill jobs left vacant due to a shortage of labor.

When there are residence units not in the labor market or businesses

hiring labor from outside, the locations of those residences or businesses

are printed below the summary table.

9. Outside Economic Status Report

This output sheet shows the influence of national (or Outside)

business conditions on the local economy for the past round. The gains

on speculative and conservative investments are the returns on funds

invested in these two types of national investments. For example,

$10,000 invested at the beginning of a round in speculative stocks

might return $800, thereby bringing the total invested to $10,800

at the end of the round.

The average outside economy loan rate is the interest rate for loans

by teams from the Outside Economy.

42
1 O I 3} 1 y\ 1 —1

1

1

o

o

a

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3 O 1 O

* r« 1 >

»t 1 A

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1 1 O 1 o O 1 o o

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1 1 O 1 o «n 1 4-

1 1 1 .—4

1 1 1 1 OOOO 1 O OOOO 1 OOOO 1

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1 o >o 1 in 4" J- 1 OO OOOO 1 ^ " 1 f-i 1 >o rnt*> 1 r- in

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1 1 1 1 OOOO 1 o OOOO 1 (3 OOOO 1

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46
SOCIO-ECONOMIC PARAMETERS FOR ROUND 1

FACTOR VALUE EFFECT

SCHOOL DEPARTMENT

STUDENTS SERVED OUTSIDE 11400. -10.2

VALUE RATIO OF SCHOOLS 0.825 0.0

STUDENT/TEACHER RATIO 12.9 0.0

STUDENTS/SCHOOL UNIT 8620. 0.0

PUBLIC WORKS DEPARTMENT

VALUE RATIO OF MUNICIPAL SERVICE 0.845 0.0

POPULATION/EMPLOYMENT RATIO 33.2 0.0

POPULATION/SERVICE 28. 0.0

BUILDS REFUSED FOR LACK OF UTILITY SERVICE 0. 0.0

HIGHWAY DEPARTMENT

OVERALL TRANSPORTATION COST INCREMENT 22. -3.0

PLANNING AND ZONING DEPARTMENT

POPULATION/SQUARE MILE OF PARKLAND 24810. 0.0

ECONOMIC FACTORS

UNEMPLOYMENT RATE ( PERCENT ) 0. 0.0

MEAN SALARY (DOLLARS) 6056. 0.0

THE GROWTH DESIRABILITY FACTOR FOR THE NEXT ROUND wiLL BE 86.8

47
The industry income (ratio to normal) is the ratio of actual

income earned by basic industry in the local system to the average gross

incom.e as listed in the Master Information Sheet. For example, if the

ratio is .90, then all basic industries in the local economy that have

value ratios of 1.00 receive 90^ of their average gross incomes.

10. Predictions

This output sheet shov/s the same type of information as the previous

output sheet, except that the values relate to the current round of play.

That is, they indicate what stock investments will return, what the outside

interest rate will be, and what the industry income ratio will be for the

current round.

11. Assessed Value of Land Map

The assessed value map shows the assessed value of land in hundreds

of dollars. The assessed values change each round in response to sales

of parcels at prices different from the previous assessed value. When

a parcel is sold, the sale price is averaged with the previous assessed

value and the result becomes the new assessed value. The assessed value

of a parcel affects the assessed values of adjoining parcels, so a land

sale at a high price would tend to raise the assessments on all adjoining

parcels

12. Property Damage

This output lists the location of land uses that were damaged by

natural disaster during the past round.

Developments may be struck by natural disaster (tornado, hurricane,

flash flood) . The chances of such disaster occurring increase as the

condition (value ratio) of a building declines. All buildings depreciate

each round. Players may counteract this deterioration by renovating

buildings under their control.

The extent of damage to a residence struck by natural disaster

depends on the quality cf Municipal Service serving the residence. The

level of protection supplied by an MS unit is dependent upon the number

of people it serves, its value ratio, the total number of employees, and

the number of middle-income and low- income employees.

If a residence unit is damaged more than 50i, its labor force is

temporarily removed from the labor market for that round and earns no incoire

48
13. Residence Income Class Succession

If a residence deteriorates below a value ratio of .50, it becomes

part of the next lower class. Remember high- income people live in RC,

middle-income people live in RB, and low-income people live in RA and

RS is a slum. When this occurs, the inhabitants are not in the labor

market for one round while the class of the population is changing, i.e.,

while the higher class is moving out and the next lower class is moving in.

For each such residential parcel, the location, old and new residential

class, and old value ratio is listed. Once the residence has dropped

to a lower class, the new value ratio automatically becomes 1.00.

14. Danger of Lowering of Income Class

This output shows the residential property that is in danger of

becoming the next lowest class because of low value ratios . For each

such residential parcel the location, present residential class, and

present value ratio are listed.

49
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50
# * OUTSIDE ECONOMIC STATUS REPORT - ROUND 1 # » # «

FACTORS FOR THE OUTSIDE ECONOMY PARAMETERS

AVERAGE RATE OF RETURN ON SPECULATIVE INVESTMENTS 0.090

AVERAGE RATE OF RETURN ON CONSERVATIVE INVESTMENTS 0.060

AVERAGE OUTSIDE LOAN RATE 0.070

PROJECTED OUTSIDE LOAN RATE FOR ROUND 2 0.070

RATIO OF INDUSTRY INCOME TO NORMAL 1.000

51
* « PREDICTIONS FOR ROUND 2 # «

FACTORS FOR THE OUTSIDE ECONOMY PARAMETERS

AVERAGE RATE OF RETURN ON SPECULATIVE INVESTMENTS 0.104

AVERAGE RATE OF RETURN ON CONSERVATIVE INVESTMENTS 0.060

AVERAGE OUTSIDE LOAN RATE 0.070

RATIO OF INDUSTRY INCOME TO NORMAL 1.007

52
SSESSED VALUE OF LAND - ROUND 1

70 72 74 76 78 80 82 84 86 66 90 92 94 96 98 100 102 104

12 • 103 102 99 95 69 82 75 69 63 58 53 51 50 50 50 50 50 50

14

•

• 100 99 96 92 86 79 73 67 62 57 53 50 50 50 50 50 50 50

16

•

• 92 91 89 84 79 73 66 64 59 54 51 50 50 50 50 50 50 50

18

•

• 82 82 79 76 72 67 64 61 57 53 50 50 50 50 50 50 50 50

20

•

• 71 71 70 69 66 64 62 59 55 52 50 50 50 50 50 50 50 50

22

•• 62 62 63 63 63 62 60 58 54 52 50 50 50 50 50 50 50 50

24

t

• 53 54 55 56 57 58 57 55 53 50 48 47 47 47 47 47 47 47

26

•

• 43 44 45 46 48 50 51 50 46 45 43 43 43 43 43 43 43 43

26

•

• 32 32 32 34 36 40 42 42 40 36 36 36 36 36 36 36 36 3b

30

•

• 21 22 22 23 25 29 33 33 32 31 31 32 32 32 32 32 32 32

32

•

• 16 16 16 17 18 21 24 25 26 27 29 30 30 30 30 30 30 30

34

•

• 15 15 15 15 15 16 18 19 22 25 28 30 30 30 30 30 30 30

36

•

• 15 15 15 15 15 15 15 17 20 25 26 30 30 30 30 30 30 30

38

•

• 15 15 15 15 15 15 15 16 20 25 28 30 30 30 30 30 30 30

40

•• 15 15 15 15 15 15 15 16 20 25 28 30 30 31 32 31 31 30

42

•

• 15 15 15 15 15 15 15 16 20 25 26 30 31 32 34 34 33 31

44

•• 15 15 15 15 15 15 15 16 20 25 26 30 31 34 36 36 35 33

46

•

• 15 15 15 15 15 15 15 16 20 25 26 30 31 34 36 36 35 33

48

•

• 15 15 15 15 15 15 15 16 20 25 28 30 31 32 34 34 33 32

50

•

• 15 15 15 15 15 15 15 16 20 25 26 30 30 31 32 32 31 30

52

•• 15 15 15 15 15 15 15 16 20 25 26 30 30 30 30 30 30 30

54

•

• 15 15 15 15 15 15 15 16 20 25 26 30 30 30 30 30 30 30

56

•

• 15 15 15 15 15 15 15 16 20 25 26 30 30 30 30 30 30 30

58

•

• 15 15 15 15 15 15 15 16 20 25 26 30 30 30 30 30 30 30

60

•• 15 15 15 15 15 15 15 16 20 25 26 30 30 30 30 30 30 30

70 72 74 76 78 80 82 84 86 68 90 92 94 96 96 100 102 104

» » VALUES ARE IN HUNDREDS OF DOLLARS » *

5S
» # » # * PROPERTY DAMAGE - ROUND 1 »

THE F HI AT 7212 HAS B&EN 17 PER CENT DAMAGED

THE F BS AT 7216 HAS BEEN 34 PER CENT DAMAGED

THE D HI AT 7420 HAS BEEN 17 PER CENT DAMAQED

THE A HI AT 7620 HAS BEEN 30 PER CENT DAMAGED

THE C BG AT 7820 HAS BEEN 35 PER CENT DAMAGED

54
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55
B. Glossary of Terms

(The underlined terms are defined elsewhere in the

glossary .

)

Appropriations — Funds made available to the governmental

departments by the Chairman to be spent on capital or

current expenditures.

Assessment — Each parcel of land is assessed every round

on the basis of two criteria, its previous assessed

value and the value of the surrounding properties.

Every piece of property that is sold is assessed at a

weighted average of the sale price and its previous

assessed value. Developments are assessed at their

development costs times their value ratios

Basic Industry Land use sectors that earn income from

the sale of their output to the National Economy are

Basic Industries of which there are two types: heavy

industry and light industry . Bonds — Public bonds are automatically floated by the

computer if public expenditures exceed public revenue.

The duration of each bond is five rounds . Bonds may be

floated to a maximum of 13.3% of the assessed land and

development value in the county. As more bonds are

floated, the average interest rate on them increases.

Business Cycle -- The average business cycle position is

1.00 and the standard deviation is 0.1. The business

cycle is a four-round cycle; that is, in an average

four-round period there will be two rounds with above

average business conditions, and two rounds with below

the average. The income received by basic industry in

a round from the sale of their output to the National

Economy is affected in part by the position on the

business cycle for that round.

Business Goods -- Business goods establishments sell raw

materials, intermediate products, and inventories to

basic industry and to personal goods establishments.

It purchases these goods from the National Economy . Business Services -- Business services establishments

sell computer, accounting, insurance, legal, and

related services to basic industry and to personal goods

and personal services establishments. It purchases its

needed goods and services from the National Economy .

56
Capacity Unit — Like goods and service sectors, utility

plants do not have unlimited capacity. Each land use

drains a different amount of utility plant capacity,

can serve a maximum of 200 capacity units.

Congestion — Each road type has a limited capacity. When

the amount of travel on a road segment exceeds its

capacity, the road is congested and the cost to the

traveller increases. Increased travel costs due to

congestion are printed on the Highway Department output

and are paid by all users of that road.

Consumption Requirements — Every land use sector that

purchases goods and services from other sectors consumes

a certain amount of the capacity of the goods and

services establishments. The consumption requirements

are called round purchase units and are listed for each

land use on the Master Information Sheet.

Cost Increment — Both the congestion on a road segment and

its value ratio affect the additional cost to travel on

it. The additional cost to travel is the cost increment

and is printed on the Highway Department output. Thus,

if the cost increment for a road is 50, the cost to

travel along that road is 150% of normal cost by type

of road and type of user

.

Council — A Councilman team is elected by the majority of

the residents in the Central City and in the suburbs to

represent their interests. The Council votes on the

Chairman's recommended tax rates and appropriations.

Depreciation — All land developments depreciate in value

as the result of age and/or use . All private land

developments , school units , and municipal service units

depreciate 5 percent of their present value each round.

Roads depreciate in direct proportion to the number of

travellers they serve.

Development Any private or public construction on a parcel of land is a development

Director -- The play of the game requires that a director

oversee the operation; answer technical questions

relating to game mechanics; apply new land use sector

pieces to the board; and submit player decisions to the

computer.

57
Federal-State Aid -- The local government departments are

eligible for Federal-State aid if they make matching

expenditures. The amount of aid for each department

depends on the population of the county in the round . Finance Department — The Chairman appoints a team to act

as the Finance Department, which estimates the tax

bases (property, sales, income) for the round for which

the Chairman is preparing a budget. The Chairman uses

Finance's estimates to estimate the amount of revenue

which he can allocate.

Government Departments The Chairman tearn appoints five

teams to serve as its bureaucracy: School DePdrtment,

Highway Department, Public Works and Safety Department,

Planning and Zoning Department, and Finance Department.

See each department definition for details.

Gross Income — The gross income of basic industry is relate

to its value ratio and the business cycle ; the gross

income of a commercial sector is relatea to its prices,

customers, location, and capacity (affected by its value

ratio) ; the gross income of a residence unit depends on

its income class, the salary paid by its employer and

the availability of jobs for that income class.

Heavy Industry — Basic Industry that has a great need to

be located near a terminal because of the high cost of

shipping its finished products to the national market

is heavy industry. Zoning for heavy industry is usually

more restrictive than for light industry because of the

noise, pollution, and odor associatea with heavy industrial plants.

Highway Department — The Chairman appoints a team to build

and maintain roads and build terminals. The Highway

Department requests and spends funds appropriated by

the Chairman and Council . Income Class — There are four income classes in the model:

high-income, middle-income, low-income and slum. These

income classes correspond to the four types of residential units and affect (1) the type of job a residence

can hold (and therefore, indirectly the income earned);

(2) the voting power of the residents; and (3) the

expenditures for goods, services and transportation . Interest — Unspent team funds (cash balances) earn interest

at 5% per round. Loans from the National Economy are

made with an interest charge that depends upon the

national business cycle at the time of the loan. Loans

between teams carry the interest charge that is mutually

agreed upon by the teams involved.

58
Investment — Teams may invest money outside the local

economy. Two types of investments exist: speculative

(with 80% of the time an average rate of return of 9%

and a standard deviation of 5%, and with 20% of the

time an average of 0 and a standard deviation of 60%)

and conservative (with an average rate of return of 6%

and a standard deviation of 3%)

.

Land — The Playing Board is composed of 625 squares (25 x

25) , each simulating one square mile of land. Land is

owned by teams , by government departments , and by the

computer (representing farmers and outside interests)

.

If land is developed in business uses, there can be

only one use per parcel. If land is developed in

residential uses, the parcels may be split into

private and public sections. There are four types of

public uses-- schools, MS units, highway rights-of-way

and parkland.

Light Industry -- Basic Industry that has relatively little

need to be located near a terminal because of the low

cost of shipping its finished products is light industry.

Zoning for light industry is usually less restrictive

than for heavy industry because light industrial plants

are less offensive to neighborhoods in terms of the

noise, pollution, and odor generated.

Loan Payment Received -- On a team's Financial Statement,

this refers only to payments received from other teams

for loans granted them previously.

Loans -- Teams may arrange for loans from the National

Economy at the going interest rate or from other

teams at a mutually agreeable rate of interest.

Teams may not incur debts beyond the allowable debt

limit of 13.3% of their net worth.

Maximum Prices — The price that local goods and services

establishments can charge their customers is limited by

maximum prices, which represent the price that the

consumer could pay and receive these goods and services

from the National Economy via mail order houses, etc.

Maximum prices are listed on the Master Information

Sheet . Municipal Services -- All public goods and services with the

exception of school units , utilities , roads , and park - land are grouped under the heading "municipal services."

Therefore, such items as police protection, fire protection, garbage collection, hospital services, and mamy

others are supplied by municipal service (MS) units.

59
All residential units must be served by an MS unit

locally at a cost to the Public Works and Safety Department , which operates MS units . The design capacity is

30,000 persons per MS unit.

National Economy — All economic interests not part of the

local economy and, therefore, not controlled by the

teams are referred to as the "National Economy" or "outside. " Thus , required goods and services that are not

purchased from local establishments must be purchased from

outside. Loan arrangements not made between teams must

be made between a team and the outside. Employers can

hire needed workers from the outside (at twice the regular

wage) , but local employees cannot earn wages from outside

j obs . Natural Disaster — Each round there is a possibility that

a developed parcel of land will be damaged by fire,

flood, riot, or other forms of disaster. The computer,

on the basis of probability cind the value ratio of

developments, determines which parcels will be hit by

natural disaster at the beginning of each round and the

value ratio of the MS unit serving the parcel determines

the extent of damage.

Net Income — A net income is determined by taking the gross

income of an owned parcel of land and subtracting

transportation charges , services charges , wage costs , and taxes . Net income is always negative for undeveloped parcels of land, and may be negative for developed

parcels if costs exceed income.

New Construction -- On the Financial Statement, New Construction includes funds spent on new deve lopments , upgrading , renovation , and demolition

Optimizer -- The assignment of workers to jobs, customers to

goods and services establishments, students to school

units, the population to municipal service units, and

basic industry and business goods estciblishments to

terminals is handled by the computer. The criterion

used is that the assignee should pay the minimum for

goods and services (when tramsportation charges are counted

as part of the overall price) or earn the maximum income

(when transportation charges are deducted from income)

Outside Economic Status Report — A report is given near the

beginning of each round's output stating the conditions

which prevailed on the National Economy during the

previous round. The average return on conservative and

60
speculative stocks, the average interest rate and the

effect of the business cycle on the i^ross income of

basic industry are given in the Outside Economic

Status Report.

Outside Investment — Teaims may invest money outside the

local economy in stocks. Two types of national stocks

exist: speculative stocks (with 80% of the time an

average rate of return of 9% and a standard deviation

of 5%, and with 20% of the time an average of 0 and a deviation of 60%) and conservative stocks (with an

average rate of return of 6% and a standard deviation

of 3%) . Outside Service Charges — If a commercial sector from which

a development must buy is not present in the local

economy or if its price plus transportation costs exceed

the maximum which the development will pay, the development obtains the required goods or services from outside

the local economy at the maximum charge.

Parkland — All undeveloped municipal (city-owned) land is

considered parkland and is the responsibility oJ

Planning and Zoning . If a school or municipal service

unit is built on it, the land ceases to be parkland.

Parkland may exist only on undeveloped or residential

parcels.

Personal Goods — All residential units must purchase a certain amount of personal goods (food, drugs, appliances, etc.,) in every round. These goods are purchased

from a local personal goods estciblishment if the price

charged plus transportation cost is less than the maximum

price , the price at which the goods can be bought from

the National Economy . Planning and Zoning Department -- Planning and Zoning is

appointed by the Chairman to provide parkland and establish zoning regulations for the county. It requests

and spends funds for parkland appropriated by the

Chairman and Council . Playing Board — Land holdings, private developments, and

public facilities are represented by symbols on a board

or page of computer output, which simulates 625 square

miles of land. On the board team ownership is shown

by letters and public and private developments are shown

by symbols.

61
Population — The population per Rl varies according to

income class. An RCl has 3,800 people; an RBI, 3,400

people; and an RAl and RSI, 2,300 people.

Public Works and Safety Department — Appointed by the

Chairman this department is responsible for municipal and

utility services. Public Works and Safety requests and

spends funds for building and maintaining MS units , hiring employees for MS, building utility plants, and

installing utility service.

Renovation — Renovation is the repair and maintenance of

land developments . Teams may increase the value ratio

of their developments by renovating. Residential class

cannot be upgraded via renovation. The cost of renovation = (proposed value ratio - present value ratio) x original cost of development. Since the value ratio

decreases by 5% every round, if a team wishes to maintain

a value ratio of 100, it must use 105 as the proposed

value ratio.

Residential Units — Residences are the non-business private

developments in the model. Three types of residential

units (high, middle, and low-income) may be developed

and a fourth (slum) may be generated during play through

depreciation of low-income residences. A parcel of

land may be developed to a maximum density of RC5, RB6

,

or RA8.

Roads — There are three types of roads which can be developed, representing different levels of capacity and

transportation charges . The Type III road has a capacity

that is one-third and a cost factor of transportation

that is three times that of the Type I road. The Type

II road has one-half the capacity and twice the use-cost

factor of the Type I road. Roads are constructed, upgraded, cind maintained by the Highway Department . Round — A round is a cycle of play that represents an

election period and a calendar year of business activity.

During a round (approximately two hours) elections take

place; incomes are earned; taxes are paid, budgets are

drawn up and approved; funds are appropriated and spent;

land may be bought and developed; and computer output is

generated, showing the interaction and outcome of team

decisions

Round Purchase Units — A measure of the consumption requirements of Icind use sectors. The number of round purchase

units consumed by each leind use in every round is listed

in the Master Information Sheet. The capacity of commercial sectors is stated in terms of RPU's.

62
Service Charges — Each development purchases goods and

services. The sector type from which each land use

buys, the maximum which it will pay (price at the

sector plus transportation charges) and the cost to

travel to each sector are given on the Master Informa- tion Sheet . A development buys from the cheapest

sector (price plus transportation) . If the best sector

is at capacity, the development shops at the next

cheapest, and so on. If the total cost to the cheapest

available sector exceeds the maximum, the development

buys from the National Economy, paying the maximum

price. Business Goods purchase their goods and services

from the National Economy . Their costs are a function

of the number of RPU's tney serve. School costs are

included in service charges for residence units . Slum Property — Slums are low-income residence units

which have depreciated to a value ratio below .50.

Such units then have a value ratio of 1.00. The

residents of slum housing are the last to be employed

in low-income jobs.

Students — Although each residence unit has 1000 workers,

the number of school-age residents is different for

each income-class. Low-income has 690 students per

1000 workers; middle-income, 850; high-income, 760.

Students are assigned to the closest school unit with

satisfactory conditions and sufficient capacity.

Socio-Economic Parameters -- These are listed at the end

of an output, reflecting such local conditions as the

unemployment rate and the quality of schools and

municipal services . Subsidies -- Public authorities may wish to subsidize

private teams in order to provide low-income housing,

provide unemployment compensation, etc. Subsidies are

approved by the Chairman and are granted through the

Planning and Zoning appropriations . Taxes -- Three types of taxes are possible in the county -- property, sales, and net income. Teams may pay property tax on the assessed value of the parcels of land

their own. Owners of developments pay property tax on

the original value of the development and net income

taxes on positive net incomes, and owners of residences

pay personal goods taxes on the amount of such goods

purchased. Tax rates are set by the Chairman and

approved by the Council .

63
Teams — Nine teams participate in the play of the model.

Each team has from three to five members and is distinguished by a letter (A through I) . Each team

performs an economic function each round as an

entrepreneurial decision-maker. Each team also performs

a governmental function each round based upon the office

it holds for that round.

Terminal — A terminal is a point on the playing board from

which basic industries output is shipped to the national

markets and from which business goods establishments

receive goods from the National Economy. Terminals can

be any of three capacity levels and are located at the

intersection of roads. The Highway Department constructs

and upgrades terminals. Low level terminals may serve

only low level industries.

Transportation Charges — Travel along roads involves a cost to the traveller that is dependent on the number of

miles traveled, the type of roads used, and the total

cost increment along the road (in the case of travel

to work) . All transportation charges are paid to the

National Economy representing national automobile manufacturers, nationally operated service stations, and a local public bus system controlled by a company outside

the local economy.

Upgrading — Each parcel may contain several possible

densities of whatever development exists there. Increasing the density is called upgrading.

Utilities -- Before a parcel of land can be developed by its

owner, it must be serviced with public utilities, which

represent water, sewerage, gas, and electric service.

Utility service is provided to parcels of land by the

Public Works and Safety Department and is assigned to a utility plant. Each type and level of land use consumes

a certain amount of utility service, which affects the

overall cost of operating the utility plant (s) from

which the service emanates.

Value Ratio -- The ratio of the present value of a development to the original value. This ratio decreases with

time if no renovation takes place, because the present

value of a development decreases 5% of its current value

each round. The value ratio affects the probaQDility of

damage from natural disas^-er for all developments; the

gross income received by basic industry ; the capacity of

commercial sectors; the deterioration of residential units

64
to lower income classifications and the level of

protection provided by an MS unit to residential

units in the case of natural disaster.

Wage Costs — All businesses offer wages to low, middle,

and high income workers. Each residence unit, housing

1000 workers who are employed as a group , chooses the

job which offers the highest net return (wages minus

transportation costs). If the best job is already

filled, the residence takes the next-best job, and so

on. A business is always fully-staffed. However, if

there is a shortage of local workers in the labor

market, a business may be hiring employees from outside the local area. Wages to such employees are

double the wage offered in the county for that class.

Each business must hire the number of employees specified for its type and density on the Master Information

Sheet . Zoning — Parcels of land may be zoned or rezoned by the

Planning and Zoning Department. The zoning classifications are listed on the Master Information Sheet, and

they indicate the type and in some cases, the density

of development that is allowed. Unless the Council

adopts a new comprehensive zoning plan, only five

zoning changes may be made in each round, and these may

be appealed by the teams.

65
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fcJI dL IUIjK Ar rll C DATA ' i^<-poii- i^u- /. SHEET

1

3. Recipient's Accession No. COM-74-10701-1

4. Title and Subt itl^i 17^' r.^^VnTt' -H^ CITY I

JJl nTRPPTriR'Q txEL. 1 UK 0 MAMTIAT l*iAlNUi-U_;

5. Report Date September 1973

6.

7. Author(s)

Mr. John E. Moriarty

8. Pfrforminp ^ i_ l I \JL 111 i-ll g Orj>a \yL ^tXlln L£tCk i 7a rI. Ii r\n \J 1 1 R nrIJt • No.

9. Performing Organization Name and Address National Bureau of Standards

Department of Conunerce

Washington, D. C. 20234

10. Project/Task/Work Unit No.

11. Contract/Grant No. 956.2106

12. Sponsoring Organization Name and Address National Technical Information Service

5285 Port Royal Road

Springfield, Virginia 22151

13. Type of Report & Period Covered

Final

14.

15. Supplementary Notes This manual is normally used along with the CITY I Operator's

manual published under a separate title.

16. Abstracts

City I is an operational simulation game in which participants

make economic and government decisions affecting a hypothetical

metropolitan area. Through the use of a computer, the simulated

urban system responds to the participant's as any real city would.

The City I Director instructs the players in procedure and coordinates

the overall game play. This manual describes the details of

administering the game from the Director's point of view and presents

examples of decision codes, formats, and general information necessary

to direct the game.

17. Key Words and Document Analysis. 17a. Descriptors

City; computer; director's; economic; games government; metropolitan

players; sectors; simulation; social urban.

17b. Identifiers /Open-Ended Terms

17c. COSATI Field/Group

18. Availability Statement ^^ils manual is available only with

the lease of the CITY I Games system on IBM 1130

Disk Cartridge COM-7U-10701.

19. Security Class (This

Report

UNCLASSIFIED

21. No. of Pages

76

20. Security Class (This

Page

UNCLASSIFIED

22. Price

FORM NTIS-35 (REV. 3-72) MSrOMM-DC 14952-P72

U.S. GOVERNMENT PRINTING OFFICE: 1974- 543—048:35