NBSIR / [3

CITY 4

DIRECTOR'S

MANUAL

CITY GAMES

Nationai Taqhnical Intorsv-duon Service
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 IV

DIRECTOR'S MANUAL

Edited by John E . Moriarty

Technical Analysis Division

Institute for Applied Technology

National Bureau of Standards

Washington, D. C. 20234

Sponsored by

National Technical Information Service

5285 Port Royal Road

Springfield, Virginia 22151

U.S. DEPARTMENT OF COMMERCE, Frederick B. Dent, Secretary

NATIONAL BUREAU OF STANDARDS, Richard W. Roberts, Director

Issued: March 1974

ACKNOWLEDGEMENT

We wish to acknowledge the significant contributions made by the

P.R.C. Systems Sciences Company to the development of the Game and the

preparation of some of the written material used in this Manual. We also

wish to acknowledge the original work of Dr. Peter House and Environmetrics

for their contributions to the City Games

iii

CITY IV DIRECTOR'S MANUAL

Table of Contents

Title Page

I. INTRODUCTION 1

II. BEGINNING OF PLAY 14

A. Choice of City 14

B . Formation of Teams 20

1 . Altering the Number of Teams 20

2. Making Teams Operate Across Sectors 21

3 . Changing the Resources of a Team 21

C . Distributing General Output 21

III . RUNNING THE ROUND 23

A, Prefatory Notes 23

B . The Computer Round 23

C. The Player's Round 26

1. Game Formats and Strategy Formulation 26

2. Director Interaction within Player's Input Procedure 30

3. Director Input Decisions 37

Appendix A

Player Thumbnail Decision Checklists by Sector 48

Economic Sector 48

Social Sector 51

Government Sector 52

V
Title Page

Appendix B

Flow Diagrams 59

Economic Sector 60

Social Sector 61

Government Sector 62

Interrelationships in the City Model 63

Appendix C

Inputting Decisions in the City Model 64

Appendix D . ., EDITS 76

1. General Error Messages 78

2. $BUILD and $OUBLD Error Messages 80

3. $CASH Error Messages 83

4. $PU (purchase) Error Messages 84

5. $OTHER and $CVPT Error Messages 85

6. $TAXES Error Messages 91

7. $FSA Error Messages 91

8. $REDIST Error Messages 92

9. $RAIL Error Messages 92

10. $ROUT Error Messages 93

11. $TIME Error Messages 94

12. $BYCT Error Messages 94

13. $VALUE Error Messages .;. 95

14. $ASMNT Error Messages 95

15. The Concluding Messages 96

a. Auctioned Parcels 97

b. Federal-State Aid 97

c. Redistricting Error Messages 98

vi
Title Page

Appendix E

Maximums and Minimums in the City Model Inputs and Files 99

1. Input Maximums /Minimums 100

2. File Maximums 102

3. Director Override 102

Appendix F

List of Output Sections 105

Appendix G

Elaboration of Some Player and Computer Processes 116

I. Introduction 116

II . The Full-Time Employment Process 118

III. The Part-Time Work Allocation Process 121

IV. The Commercial Allocation Process Overview 124

Detail on Parts of the Allocation Process 128

V . The Effects of Time Allocation in Education 130

VI. Bus and Rail Company Output 132

VII. The $REDIST Input 135

IX. The Effects of the Outside System 138

a. Business Cycle 138

b. Federal-State Aid 140

c. Federal-State Taxes . 142

d. Migration 143

e. Auction and Bids 143

f . Construction Industry 144

vii
Title Page

X. Business Profitability 146

XI. The Migration Process 148

1. Summary 148

2. Index Calculations 148

3 . Outmigration Due to Unemployment

and Underemployment 152

4. Selection of those Seeking Housing 152

5. Housing Placement 153

XII. Operating Programs of the City Model: 360 Version 155

Appendix H

Optional Game Formats and Suggestions 160

1 . Mass Media 160

2. Federal-State Aid Controller 160

3. Data and Information Consultant 161

4. Alternative Forms of Government 161

5. Legal System 162

6. Insurgency 162

7. Holding Corporations 162

8. Building Inspector 163

9. Citizen Commissions 163

10. Citizen Interest Groups 164

vlii
Title Page

Appendix I

Scenarios for the Five City Model Configurations 166

1. Big City Scenario 166

2. Tri-City Scenario 169

3. Moray County Scenario 171

4. Dimbeath Scenario 172

5. Lothian Scenario 174

Appendix J

Definition of Land Use Types 177

Appendix K

City Model - Small Scale 180

1 . Master Sheet for Basic Industry 180

2. Master Sheet for the Construction Industry 182

3. Master Sheet for Commercial Establishments 185

4. Master Sheet for Residences 188

5. Master Sheet for Social Sector 190

6. Master Sheet for the School Department 193

7. Master Sheet for Municipal Services Department 195

8. Master Sheet for the Highway Department 197

9. Master Sheet for Planning and Zoning 198

10. Master Sheet for the Utility Department 199

11. Master Sheet for Bus Company 201

12. Input Explanation Forms 202

ix
Title Page

Appendix L

Designing a New Starting Point (Load) to the City Model 226

Steps in Designing 226

Loading Real-World Data 235

Appendix M

Load Deck Input Card Formats 260

Appendix O

Notes on the Load Program S 263

Appendix P

The Vote Procedure 274

X
I. INTRODUCTION

City IV 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 IV 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 implement them as well. They recieve 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

experience 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 indentical, 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

1
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 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 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 attempt to make a concerted effort to improve 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

.

The social decision makers are the citizens who live and work in

the city. They are the voters and purchasers of goods and services needed

to complete a real city . The social decision makers serve as the equalizing force to the government and economic systems . Their desire for leisure

directly controls the amount of extra work, adult education, politics and

recreation that they will participate in . Their voting power and environmental expectations directly influence the course of government. Social dissatisfaction can lead to boycotting businesses and industries as well as schools

and municipal services. Their demands influence the type of housing and transportation they will accept which in turn affects all other parts of the municipal

system. If city conditions are acceptable to the general population, inmigration occurs and city grows. Otherwise outmigration can send the city into

bankruptcy if it continues for any duration of time. In short, commercial and

government decisions ultimately must satisfy the general population if any

city is to survive in the long run

.

As in a real city , the public deficit 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

2
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 micro-level

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 v/hole, 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.

The Director's Manual is designed to be a reference manual 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 complete 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 role.

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

in the public and private sectors as outlined in the players 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 role 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 multi-disciplinary task forces

to consider urban problems within an interdisciplinary framework (e.g. , a

3
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 choosesto use the planning-programmingbudgeting systems approach, each player or group of players must:

1. Define his general Goal wich is Output Oriented .

2 . Identify objectives which indicate conditions or levels which

must be obtained or maintained to successfully reach the

designated Goal .

3 . Draft Programs which are designed to achieve the standards

• - set by the various objectives

.

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

education 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 #3

•

' 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

.

4
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.)

The previous example of the School Departments (see page 4)

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 have their dreams and all departments compete for the lion's share

of limited tax dollars. Besides education, the government sector (see page 52)

must consider the problems of budgeting, taxation, assessment and bonding

(seepage 52 , highways (seepage 55, fire and police protection (seepage 162)

planning and zoning (see page 56) , utilities and bus and rail transportation

(see page 57) . Departments make decisions which include allocating capital

and current funds, changing salaries and maintenance levels, requesting

Federal/State aid, changing levels of service.

In the game , all of the above roles are enacted 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 incured 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 city's 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,

of commercial firms , acquisition of long and short term loans , and constructing

,

improving and demolishing businesses.

The commercial activities (see page 48) 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

5
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 earned income

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

their housing units (see page 188) . The social sector (see page 51) is concerned with the income and

expenditures of the population (see page 190) , the dissatisfaction (see

page 188) of the population in terms of housing , personal situation in the

community, employment, and the amount of leisure time they can afford.

Migration (see page 143) considers the movements of population in and out

of the city. Finally, the social sector members vote (see page 274) , Boycotts (see page 164) , allocates their time for work and play (see page 116)

and sets the dollar value on their time (see page 130) . The City model selected for game play may be a typical city or it may be the player's own city. The model employs a grid board (see Player's

Manual) 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 income residence , 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 assigning numerical values and indexes to the many parts of the city's functions.

For example, when various types of businesses are identified, they must be

labeled with their dollar volume and prices for their products. Residences

must be identified as to type and amount of rent paid. Voter registration and

social dissatisfaction indexes must be established along with zoning classifications , cash availabilities , government expenditures , taxes road configurations and utilities and the election of city officials. These inputs along with

the parcel classifications described 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 player's 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 output. 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) .

6
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

consummating deals. Eventually, each group arrives at final decisions

for 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 change 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 techical 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 city manager. 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 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 impossible. 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

7
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 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 commitments by their

predecessors, well, the best laid plans . . . . !

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

There are three manuals for City IV; 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 programming and understands

formating and coding in addition to being knowledgeable about urban

problems . The Director designs the initial city 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 complexity 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 concentrated 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 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 360 and presumes that

the operator knows how to cold start the computer 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 message. It is not

required for the operator to understand the Director's or Players' role

but only to be knowledgeable in operating the computer.

8
In general, the game should be played with at least 50 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 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 is

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

player agrees to become 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 this 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 toher words, the paper presents the overview and the computer

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.

As the director of a play of the City Model, you select the starting

city configuration used by the participants , change a number of conditions in

the city before the start of play, and have a continual affect on the play through

the use of the many director options

.

The figure on the next page shows your position in relation to the

computer operations, the simulated city area, and the participants. As director,

your first choice (once you have determined the overall objectives of using

the City Model and assembled a group of participants) would be to select one

of the five initial starting positions. Each of the starting positions has the city's

resources distributed among the sector teams and specified cash balances in

the accounts of the economic and government teams. The director may alter

many of these initial starting characteristics by making inputs to the computer

before the participants begin play. The director can continue to influence the

play throughout its duration by making further inputs, acting as the Outside

System, and distributing the computer output in various ways. The director

can also affect the play tremendously by how he forms his teams and what

responsibilities he assigns to groups of players or to individuals

.

The director, then, may be as active or passive as he desires.

Operating City Model does not require the director to influence the play or make inputs, but the model does allow him to control play if he wishes to.

This Manual describes what the City Model director needs to know in

order to operate the model, influence play, and answer participants' questions

that are not fully covered in the Players' Manual. The director, of course,

should be thoroughly familiar with the Players' Manual.

9
This Manual focuses on four major points:

1. Responsibilities of the director before the start of a play

(including choice of city, formation of teams, instruction,

and motivation) . (Chapter II)

2. Operating a round of play (including distribution of output,

length of round, motivating play, making decisions, and

inputting decisions) . (Chapter III, Appendices A, B, C, D,

E, F)

3. Complementary exercises and materials (including elections

,

town meetings, mass media, legal system, special projects

and outside readings) . (Appendices H, I, K)

4 . Explanation of some of the major computer operations

(including employment and commercial processes,

migration outside system, and many others) . (Appendix G)

As you will notice, this manual is organized with only four chapters

but fifteen appendices. The first three chapters contain unified and sequential

information. The fourth chapter, the appendices, contain complementary

information on different aspects of play and do not sequentially follow the

first three chapters.

Reading the Players' Manual and the three chapters of this manual

will give you sufficient knowledge to run an adequate play of City Model.

By also reading the appendices, you will be able to direct a play that will

not only be more interesting but be more rewarding for the participants

and yourself as well.

You should understand the use of the term "round" and how

rounds are numbered. The director/operator must deal with two rounds;

the player's output is known as a "round," and the data base stored in either

a tape file, or as it remains in the computer system, is a "round" of data.

Players make decisions from a data base numbered the same as the round

of output with which they are playing

10
COMPUTER OPERATIONS

BOOKKEEPING : Correlates status of

simulated city

DECISION PROCESSES:

Assigns people to jobs , schools , housing , and

shopping

.

OUTSIDE SYSTEM

Option to adjust

parameters for

MIGRATION

CONSTRUCTION

45

OUTPUT

OPTION to

CONTROL

DISTRIBUTION of

OUTPUT

to PARTICIPANTS

PARTICIPANT SECTORS

I OPTION TO CONTROL TEAM

ORGANIZATION OR FORMATION

ECONOMIC : land developers, businessmen,

manufacturers , landlords

,

speculators , bankers

GOVERNMENT : budget-makers , suppliers

of public goods and

services

.

SOCIAL : representatives of high,

middle, and low-income

groups

.

SIMULATED AREA

OPTION TO CHOOSE FROM

FIVE UNIQUE SCENARIOS

• TRI-CITY

• BIG CITY

• DUNBEATH

• LOTHIAN

• MORAY COUNTY

• TWO CITY

• RAYWID

DECISION INPUTS

OPTION to INPUT ROUND

0 or ROUND 1 DECISIONS to CREATE

SPECIFIC

CONDITIONS

• These are cities in which the health index is not developed from water

pollution

.

* The effect of water pollution on the health index is included.

11
I Thus, care should be taken in discussing "rounds" with the players, * computer installation staff, or the operator to avoid misunderstandings.

In addition to the normal problems of the City, the Gaming Model 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 components of the economic base. Business cycles can be explored

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

economy 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 explain 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 distrilDution by industry , unemployment rates and income distribution are available and in a usable form

in the City's output. Here again a PPS 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 over time, 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.

Appraisal theory can be utilized to aid prospective purchasers and

sellers as to the market value of 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 supplied by the game.

The problems of social reform can be explored in terms of social

dissatisfaction and leisure time demands. Social players determine the

amount of money they will pay for transportation and a variety of experiments in public transportation can be tried. Since the social players are

the voters, political boundaries and voter redistricting are viable possibilities within the gaming framework. The problems of slum clearance and urban

renewal in general are an integral part of game play and many ideas can be

tested utilizing the game.

12
The previously listed examples are sample types of game play

Each time a game is played, it is structured to meet the needs of the

particular group of players . Players can be richly rewarded with a learning experience that can be applied to real city problems. The

variety and combinations of gaming situations are endless, as they

are in a real city. The players themselves insure that no two games

are identical because individual players are not identical. In this

sense , City IV is a teaching game that portrays the abilities of the

particular players to manage a city

.

13
II. BEGINNING OF PLAY

A. Choice of City

The Game Director may select one of seven initial starting configurations representing rural and urban regions of varying sizes. In determining

what city to play, the Director should consider the factors summarized in the

tables on pages 15, 17 and 18. In addition, scenarios for each city are included

as Appendix I

In one of the optional cities , the City Model focuses on a microview of an urban area by reducing the level of aggregation. In this option,

Lothian, the population is reduced ten times so that each population unit

equals 50 persons (instead of 500) and each unit of linear measure equals

one-third of a mile (instead of a mile) . Hence, in four of the cities, each

parcel is equivalent to one square mile of land; and in Lothian each parcel

is equivalent to one-ninth of a square mile of land. The reduced scale

values are reflected in the second set of master sheets accompanying the

Players' Manual. This set should only be used when playing Lothian.

While the small scale enables a player to better relate everyday

experience and environment to the factors in the model, that focus makes

it impossible to consider things covering a large geographic area. Players

interested in developing an integrated multi-modal transportation network

would be frustrated in attempting its implementation in a small town , small

scale environment. A metropolitan area represented on the large scale is a better area in which to test such a system. One potential drawback of

the large scale to the players, however, is that this scale sometimes presents

difficulties in conceptually dealing with activities which represent sizeable

aggregations

Scale is tied directly to the starting configuration. As Lothian can

only be played small scale, every round of play is at that scale. Consequently,

playing a particular scale level can only be accomplished by playing a particular city

Besides the figures in the table on page 15, the Director has a virtually

unlimited source of starting configurations . By making input decisions on the

Round 0 (pre-starting round)* data base, the Director may create a virtually

infinite number of starting positions. The following table suggests ways that

the initial starting base can be restructured by a combination of Director

options and what are normally player decisions.

*In the case of population changes , the immigration options are first

exercised during the EDIT program which precedes round 2 (i.e. , on the

Round 1 base) .

14
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15
The first five configurations of page 15 are taken from the old data

bases of CI'i Y ill and the next two on page 15 have been developed so that

the effect of water pollution on public health could be studied in addition

to all that could be examined in the first five configurations

.

The next Figure on page 17 shows a few statistics for the local systems

of these two basic starting configurations: TWO CITY and RAYWID CITY. The

starting configuration called TWO CITY is a completely hypothetical regional area , while RAYWID CITY is fashioned after the actual Cleveland-Akron

regional area (which contains the Cuyahoga River Basin) .

Note that the population sizes are quite different with RAYWID having

about nine times the number of people. RAYWID CITY also has a higher

concentration of low income residents, a worse quality of life index, a lower

average education level, a higher unemployment rate, and more overcrowded

housing. In RAYWID CITY a larger percentage of the school population is

enrolled in public schools and the student teacher ratio is slightly better

than that for TWO CITY. The river system is more extensive in RAYWID

CITY and there are many more polluters in each of the cateogries of polluters.

Another set of considerations from the director's point-of-view

when selecting which starting configuration to use, are the operational

differences among different starting configurations, i.e. the number of

teams and the running time on the computer. Figure 3 shows some operational characteristics for TWO CITY and RAYWID CITY.

Note that there is provision for many more teams in RAYWID CITY.

Of course , the Director may give the control of the assets of serveral teams

to a single individual or group of individuals, and there is no requirement

that the number of players be as large as the number of starting configuration

teams

.

16
LOCAL SYSTEM COMPARISIONS OF TWO CITY AND RAYWID CITY

Land Area (square miles)

Parcels

Number of Political Jurisdictions

TWO CITY

3,906

625

2

RAYWID

2,519

403

3

Total Population

Percent Distribution by Class

HIGH

MIDDLE

LOW

Percent of Workers Earning Under $5,000

Total Assessed Value (millions)

275,500

37

36

27

33

$12 ,733

2,508,000

31

34

35

36

$26,296

Average Quality of Life Index 69 117

Average Education Level

Unemployment Rate

Workers Receiving Unemployment

59

7.5%

12,800

49

13.7

127,240

Student -Teacher Ratio 7 6

Percent of Students Enrolled m Private School 30 13

Housing Vacancy Rate 4 -1

Features of the Water Component

Miles of River

Number of Rivers

87.5

3

130

7

Types of Polluters

Surface Water Industries

Municipal Outflow Points

Farms Contributing to Runoff

Total Population (thousands)

4

2

3

276

14

11

8

2,508

17
OPERATIONAL COMPARISIONS OF TWO CITY AND RAYWID CITY

TWO CITY RAYWID CITY

Number of Economic Teams 7 23

Basic Industry Only Teams 2 4

Commercial Only Teams 0 3

Kfc;b -LQt;IlCt^b Ulliy i ccUIlb 9L

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Number of Social Teans 7 9

High Income Only Teams 2 3

Middle Income Only Teams L

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- Number of Government Teams 14 21

: Chairman 2 3

-fv Assessment 2 3

. v.:' 'i Utility Department (Water Office) 2 3

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^' ' Planning and Zoning 2 3

'.

' Schools 2 3

nignwdys 7

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19
An explanation of the public land use and construction modules and

what these options imply in terms of play and model structure is given in

Chapter II, More fully illustrated uses of normal player inputs

to the modules listed above are included in Chapter II's discussion of

Director options

Since construction strongly affects the economic and demographic

structure of the simulated area, the players should be made aware of the

start of play which version of this routine is being employed. The potential

consequences of their using it should be highlighted also. For example,

choosing the option of v/hether , once contracted for , construction is

performed immediately in a round or with a round lag makes considerable

difference to an economic decision-maker. Moreover, since construction

causes rapid expansion, it pressures the government to react more quickly

to economic development.

B . Formation of Teams

A list of economic, social and government teams and their major

characteristics is given as part of the description of each starting configuration . The director may desire to modify the number of teams, have a group

of participants play more than one team simultaneously, or change the

composition of a team

An increase or decrease in the number of social teams can be

accomplished simply by combining or separating the output that presently

is available as in the first example of economic teams. Since social teams

do not have any output that is comparable to the cost statement and land

summary statement in the economic sector , social output can be combined or separated with greater freedom. The social output is already separated by

class and by jurisdiction, thereby providing a straightforward basis for

further division among participants.

1. Altering the Number of Teams

For example, let us assume that there are seven economic teams, but

that the Director wants only four . The reduction in the number of teams

may be accomplished by either allocating the seven economic sets of output

among four groups or players (this is the least complicated method because

no input need by made to the computer) or by dividing the assets of the

last three teams among the other four teams (this requires a set of input

cards that indicate the purchase at zero price of the latter three teams'

assets by the former four teams) .*

Another example, let us assume that there are seven economic teams

and the director wants ten. This can only be accomplished if the starting

configuration permits additional economic teams , each of which has no assets

or liabilities. Through inputs on the Round 0 base the zero balance teams

may be given only case , or they may be given land and developments from

each of the four original teams.

* In this latter case no liabilities can be transferred.

20
An increase or decrease in the number of social teams can be accomplished simply by combining or separating the output that presently is available as in the first example or economic teams. Since social teams do not have

any output that is comparable to the cost statement and land summary statement

in the economic sector , social output can be combined or separated with

greater freedom. The social output is already separated by class and jurisdiction, thereby providing a straightforward basis for further division among

participants

2. Making Teams Operate Across Sectors

The Director may also wish to have a group of participants play

several sector roles at the same time. For example, he might give a three

person decision group the economic output for Team A, the social output

for Team AA , and the government output for the School Department and ask the

group to play all three sectors simultaneously

An alternative would be to have decision groups act as both economic

and social teams , with individuals elected and appointed to the government

teams . This would not only give every player an identification with an

economic base and social interest group , but also allows him to perform as an individual in the Government Sector

3. Changing the Resources of a Team

The Director may wish to alter the resources of an economic or government team. The extent to which the Director may do this might be

as little as changing the cash holdings or add debts, or as extensive as changing

all the economic holdings so that each economic team has only one type of development. In this latter change, one team could control all the HI, another team

all of the BG and BS , and another team all the RA housing of a certain quality

index or in a certain area of the city . Conversely , the Director could change

all of the economic holdings to represent geographical interests rather than

functional specialization.

C . Distributing General Output

The Director can be selective in how he distributes the general

computer output. In order to introduce the participants gradually to the

complexity of play, the Director might choose not to explain and post all

of the general output. Such information as the employment diagnostics and

the commercial diagnostics might be withheld until the players request such

information or until such time as the Director feels that this output should be

introduced

Moreover, the Director may choose to permanently withhold some of the

output and simply "sell" information from the output to players who pay the

price designated by the Director . This payment can be deducted from the

team by inputting a cash transfer to the outside. (See page 102)

21
He could do this because the information provided by some of the general

output is much more than is typically available in the real world. Thus,

the team payments for information could represent special surveys and

research studies.

Likewise, the Director may wish to withhold some roles from participant

involvement until such time as he feels appropriate. For example, Bud

Department, Rapid Rail Department, and Assessment Department may all be

left to run automatically until the Director chooses to hand the decision-making

power over to the participants.

22
III. RUNNING THE ROUND

A. Prefatory Notes

In order to distinguish between the technical round and the gameroom round, it is essential to provide both background information on the

sequence of the computer operations and illustrations of the actual playsessions which the Director conducts. The technical round (A) involves

computer processing of the players' decisions and the subsequent which

traces a year's activity, while the gameroom round (B] entails the players

interacting in making decisions. On the latter, this chapter will offer

several suggestions toward instituting a decision-making process, and

expand on the Director's options listed in Chapter II.

The importance of how teams are formed and the gameroom is

organized, policies which precede the first round of decision-making should

be reemphasized here. These procedures, highlighted in the second chapter,

greatly influence what direction the gameroom round will take. The remarks

in the second chapter complement future discussions of the play.

B . The Computer Round*

In a typical play of City Model the computer round begins with the

EDIT program processing player inputs. This program rejects any improper

or invalid decisions and records the changes specified by the correct

decisions. Appendix G gives a detailed explanation of the error messages

caused by improper or invalid decisions. After Director and Player inputs

have been processed, the program and data base are ready for the execution

of the simulation.

The routines composing the simulation (technically known as City IV)

and what each routine produces are listed below in the sequence in which

they are processed.** The right hand column is a brief description of what

each routine does. Routines marked by an (*) are further described in

Appendix G . Furthermore , the computer processes fully each routine only

(1) once and (2) in the order listed below. Inputs for each routine are only

processed during a routine's "turn" . Note that each of these operations

changes the data base encountered by routines executed later in the sequence.

For example, the employment allocator (5 and 6) generates employment

figures which the commercial allocator (13) uses in order to determine the

effective capacity (the actual level of operation) of commercial establishments.

For a technical discussion of the programs and how to execute them, refer

to the Operator's Manual.

** The names used here are not the actual program names, but rather names

used to facilitate the readers' understanding. A more precise list of routines

are presented with description at the end of Appendix G.

23
NAME OF ROUTINE RESULTS OF OPERATION

* (1) MIGRATION

*(2) ASSESSMENT

(3) DEPRECIATION

(4) MAPS

Calculates population unit dissatisfaction and moves

people into, out of, and among residences in the

board area. Diagnostics are printed.

Assesses all privately owned land and buildings.

Prints series of six maps and assessment department's output.

Depreciates all developments , except roads , as a function of the development type (annual depreciation

rate) . MS use index, and usage.

Prints the five updated status maps reflecting the

new round's changes before maintenance.

(5) FULL-TIME

EMPLOYMENT

(6) PART-TIME

*(7) SCHOOL

ALLOCATOR

* (8) ADULT

EDUCATION

(9) MUNICIPAL

SERVICES

(10) CONSTRUCTION

INDUSTRY

ACCOUNTING

Assigns workers to jobs and to the transportation

mode and route from home to work. Prints diagnostics

in "per worker" terms.

Assigns PI part-time work units to jobs on same basis

as full-time. Prints diagnostics.

Assigns students (children) to schools in their

district or to private school. Prints "School Map."

Assigns PI (PM and PL adult) time units to public

education on basis of time allocation and available

capacity (by jurisdiction) .

Calculates total usage (units drained) for each

MS plant.

Determines contract status of each project (either

"pending" or "deferred") .

* (11) FINISH TIME

ALLOCATION

Allocates time units remaining after time consumed

for trip to work to part-time work, adult education,

politics and recreation (up to player-specified

amounts) .

(12) PARK USAGE Assigns Pi's to parkland.

24
NAME OF ROUTINE RESULTS OF OPERATION

* (13) COMMERCIAL

ALLOCATION

(14) TERMINAL

ALLOCATION

(15) SOCIAL AND

ECONOMIC

OUTPUT

Assigns customers to commercial establishments,

renovates all developments except BG and BS

depreciates and renovates roads . Prints

commercial diagnostics.

Assigns all HI, LI and BG to terminals.

Prints diagnostics map.

Calculates income and expenditures for all Pi's,

businesses, and economic teams. Prints this

information plus the other characteristics of each

social and economic team.

(16) HIGHWAY

OUTPUT

(17) HIGHWAY MAP

*(18) BUS COMPANY

OUTPUT

*(19) BUS AND RAIL

ROUTE MAP

Calculates Highway Department income and expenditures, floats current bonds if necessary, and prints

map

Prints a map of the road network.

Prints bus company status .

Prints four maps of bus and rail networks.

*(20) RAIL COMPANY

OUTPUT

Prints rail company status .

(21) SCHOOL OUTPUT

(22) PUBLIC OUTPUT

(23) SUMMARY

OUTPUT

(24) ACTUALIZE

BUILD

Prints school system status, adult and children,

by jurisdiction

Prints MS map and status, UT map and status.

Planning and Zoning maps (3) and status,

and the Chairman's report. Each status report

is by jurisdiction.

Provides summary statistics of board area

activity plus a diagnosis of National Economy

(outside) conditions and transactions .

Enables pending construction projects to appear

completed at start of next round.

25
C. The Players' Round

In a round or play participants analyze their output, maintain gameroom communications, develop short and long term objectives, and submit

their formal decisions. While the City Model Players' Manual supplies the

information and basic mechanics that the players require to complete the

first task, the Director commands a large amount of influence over the other

three phases of the decision-making process.

There is little danger of rigidity in starting a play within a certain

framework. City Model is flexible enough to accommodate any degree of

restructuring from one round to the next. On the other hand, a laissezfaire approach to directing the play may be appropriate and clearly possible.

Caution should be exercised, however, in allowing first-time players to begin

in this fashion , as the absence of all framework may lead to a disjointed game

play.

Since any game objective implies a certain team formation, communications network and strategy formulation, the Director should devote some time

to organizing these areas. Team formation was discussed in Chapter II. The

communications network has its foundation in the logistics of the play (where

the teams are located and their proximity to other sectors, etc.) and in how

the output is distributed (see Chapter I also) . Additional means of communication include those provided by a mass media, governmental regulatory

agencies, and ad hoc "citizens" committees. These and other suggestions

are discussed more thoroughly in Appendix H. The final areas of Director

organization are discussed in the remainder of this chapter

1. Game Formats and Strategy Formulation*

Strategy formulation , which encompasses the total environment of

the decision-making process, is an area where the Director can best instruct

and "guide" the players. While the developers of City Model encourages

the Director to exhibit as much creativity and imagination in terms of game

motivation as possible, this manual provides suggestions to assist the

Director in producing a meaningful play

Given any game format, a limited subset of strategy formulations is

defined. Therefore, selection of a game format implies player assignment

to roles which have recognizable objectives. Thus, the Director should be

wary of restrictions to flexibility which a particular format prescribes . On

the other hand, the specification of a format may enable the participants to involve themselves in the game , a situation which may not have been obtained

without early direction. Moreover, once involvement occurs new formats and

strategies will undoubtedly evolve

Appendix H contains discussion of the following formats and means of gameroom communication: mass media; federal/state aid controller; data and

information consultant; alternative forms of government; legal system;

insurgency; holding corporations; building inspector; citizen commissions;

and citizens interest groups.

26
Seven format suggestions are listed below . None are developed fully

here , and there are no detailed examples of the manner in which they would

be implemented. Nevertheless, the brief descriptions should enable the

Director to conceptualize the structures implied in the formats. This area

will become much more comprehensible to the Director when he acquires

a working knowledge of the model and its processes.

ONE . Develop an analogy between the dynamics of the game and

real world problems of decision-making .

Once the participants comprehend the functions of the decision-making

teams , an effort would be made to interpret their output in terms of real-life

situations. Utility units become kilowatt-hours; adult education becomes

vocational training, on-the-job training, and the pursuit of college degrees.

The players should consider their very localized interests and competitive relationships. Finally, each problem can be identified as though it were a real world phenomenon which can only be acted upon through real

world means. For example, poor police service results in more crime.

What solutions are available: hire more police, provide more facilities, etc.?

TWO . Deal with real world issues as though unrestricted by the

components of the game . (The converse of One.)

Insure that the players have little or no prior knowledge of the game.

Let them formulate the issues and problems of urban systems , particularly

as they relate to the individual participant: should public schools be

eliminated; should neighborhoods have autonomy over school boards; what

good is a metropolitan government; are corporations economically feasible?

Isolate each issue and illustrate through a segmented play of the

game how such a program or situation could be implemented; identify the

impediments to implementation, and the simulated consequences of the action.

For example, it is posited that a natural (or man-made) disaster of

catastrophic proportions would completely disable a city, precluding any

reconstruction or even survival. The Director could put in numerous

demolitions and decreases in levels of hiring capacities for departments

and then run several "years" of simulation. The game's activity following

such an event would present a basis for provocative debate around such

questions as "what would have happened if . . .?" This debate in turn, would

generate more demonstrations and more real world involvement.

THREE . Operate all functions to achieve goals called for in a Master Plan

Communities often develop Master Plans to guide future growth. While

the players would be required to participate completely in the decision-making

if this format is used, they will soon become aware of how inflexible and

27
limited their options are. Each potential decision from all sectors would

be subjected to careful scrutiny to insure that nothing would cause deviation

from the path intended to lead to a common objective.

Analysis of the decisions, the development of the plans, and evaluation of the psychological effect of narrowing player motivations are three

fertile areas for growth of ideas and interpretations.

FOUR. Restrict the evaluation techniques of each decision-maker

to those of cost -benefit analysis .

For some decision-makers , this specification requires that they translate intangibles into dollars-and-cents terms. The assumptions and philosophies

they use in making this first step of the total analysis merit classroom investigation. Note that applying time-dollar-value decisions to the social sector is a microcosm of this approach.

Under this format the participants must thoroughly understand their

roles and the game components which affect their activities , population units

and the like. Subsequently, each alternative decision can be processed in

a fixed pattern: any possible move is sorted into a cell with all other actions

having related effects; the combined cost (such as those from increased prices

of personal goods if a shopping boycott is begun, or decreased current ex- penditures from not improving the municipal services use index) must be

compared to both projected immediate benefits such as loss of revenue in

economic sector due to lower maintenance expenditures caused in part

from the second action stated above , and long-term effects (again for the second

case, outmigration of populations units) . The manner in which this format is described implies that most decisionmaking is done by making a cost-benefit analysis. This is not necessarily the

lesson or intention of this format, as strict adherence to this approach removes

intuitive responses and probably encourages a strictly ordered play. Obviously

there are drawbacks as well as benefits to this format if such a result is obtained.

The following two examples suggest game formats which are actually

sub-formats of a play. Thus, either one could be incorporated while a larger

theory is applied to the whole play.

FIVE . Operate the government departments autonomously . Remove the larger bureaucratic structure of the government by

making each department responsible only to itself. The departmental decision-makers could be either appointed by the game Director or elected

individually by the social and/or the economic sector. In either circumstance,

intense self-interests and competitive instincts could develop for each department and even for each jurisdiction. The Director should control all departmental financing.

28
Some of the consequences of this format include the alliances between

a social or an economic team and a particular department.

SIX . Organize the economic teams so that they act as a single unit.

In effect, the economic sector becomes one team. This format, where

the economic sector is an oligopoly , could easily evolve to many illustrations

of other nations; political and economic structures. Regardless of whether

or not lessons on political economy are important to the Director , perpetual

confrontation between sectors is obviated. The consequences of these confrontations should provide several experiences in the machinations of power.

A variation of this economic format is the collusion of social teams

into a strong civic organization and/or political power base. Both sectors

would then be vying for control of the government sector which holds monetary

and other rewards for the controller

SEVEN . Encourage a zero population growth policy

By exercising the inmigration option , the Director can effectively

stabilize the population. This would allow the players to adopt a zero population growth policy and attempt to carry it out. The players might

be convinced that the best policy they can undertake as a group is to increase the satisfaction of the people living in the local system. Thus

all attention could be placed on the quality of decisions given an overall

population level.

To carry out such a policy, the economic incentives required, the

population regulations needed, the economic growth (quantity) foregone,

and the public services levels required would be illustrated. In an

environment with a stable population , the transportation decisions and

land use decisions would be linked together to provide a played-determined

optimal locational pattern within the constraints provided by the initial

starting conditions and the available capital

The players would be made aware of the difficulties involved in

maintaining a standard of living in a stagnant economy. The outside system

would take on a different meaning since most of the players' investments

would have to be made in conservative and speculative outside investments.

The development of a favorable balance of trade between the local and outside system would become crucial. OutmJgration would have to be guarded

against.

In summary, the players would be faced with a unique public and

private policy challenge that has not been afforded to many real life decisionmakers on a voluntary basis

29
Even after a format is fitted to a play and the players are cognizant

of the objectives of the game, some may still encounter difficulty in organizing

their individual actions. While the circumstances of player failure to operate

in a decision-making context is unlikely, a particular strategy formulation

technique is included to aid the Director if such a barrier is encountered.

The strategy is simply a sequence of actions to be taken by an

individual player: identify a problem; probe it with questions; search the

output for answers; develop alternative decisions; implement some of them; and

re-analyze the problem on the basis of those decisions. The particular context

from which the following examples are drawn is a format equivalent to the first

one above and to the standard formation of teams into separate sectors, with

separate control and responsibilities within each sector.

Players should be able to identify dozens of problem areas which could

be analyzed in a similar fashion. Consequently, the Director may wish to sketch a master form from which the players could proceed to develop

decisions as a learning exercise.

2. Director Interaction with the Players' Input Procedure

The Director should emphasize the need for players to carefully follow

the steps required for a valid input. Two types of errors are most common.

The first involves coding errors, such as the improper scaling of numbers.

Players should be reminded to double-check their coding forms before submitting them for the EDIT program. The second type usually results from

players not making sure that the requirements necessary for the effectuation

of certain types of decisions do in fact prevail.

Two appendices are included in this manual to help facilitate

players identifying the steps that they must take. The appendices merely

complement the decision-making outline found in the Players' Manual.

Appendix A contains thumbnail checklists of the requisite information

for each player decision. Appendix B represents a visual approach to explanation of the system's sectors in the form of flow charts. Should the

players encounter difficulty in their efforts to complete the basic decisions,

the Director may illustrate a sample procedure, as presented in either Appendix

A or Appendix B.

Besides pireparing his own inputs described in the following section,

the Director should oversee the players' input procedure in order to limit

the number of mistakes they make. Appendix C provides an aid to check

for proper formatting. The first section of Appendix C describes the general

input format, lists all of the possible decisions and notes which decisionmaking sector has purview over that decisions. The second section gives

the Director a summary of his decisions and the input explanation form for

both scales . This section has been modeled after the input explanation

chapter of the Players' Manual, Refer to the Players' Manual for instructions

on how to use the input decision form

30
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31
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33
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35
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36
3. Director Input Decisions

The Director has unique decision options available during the players'

round. The purpose of the options is to provide the operator with as much

flexibility as possible in the game situation. Those options are described

below with examples and summarized at the end of this section. The

instructor may employ any combination of options

ONE . Transfer of cast TO and FROM the outside system .

In order to correct financial imbalance or to simulate federal grants,

etc. , the Director can transfer cash to an economic decision-maker or to the

capital or current account of the Chairman or a department. He uses the

regular $CASH routine but his decision-maker is 0U (for Outside System) . The following is the correct format:

$CASH/=0U/C, X. y, PVT, z

where x is the receiver (economic decision-maker or department and jurisdiction)

y is the amount in dollars (no commas or dollar signs)

z refers to the type account into which the amount is going; i.e. , PVT if tO' an economic team; CUR, a department's current account;

CAP, a department's capital account.

For example , if the Director wants to transfer one million dollars to the Jurisdiction 1 School Department's capital account, he would type:

$CASH/=OU/C, SCI, 1000000, PVT, CAP

The Director can also use a similar format when transferring money

from a decision-maker's account to the outside system:

$CASH/=SC1/C, OU, 1000000, CAP, PVT

Such action may be taken to induce serious governmental debts or an

economic recession for example.

TWO . Float capital bonds .

Since capital bonds are subject to referenda, they should be floated

by the Director upon approaval by the social sector. The input format for

capital bonds is: $OTHER/=department and jurisdiction receiving/BO , amount

(in $10,00's) , 25. For example, if a capital bond of 25 million dollars is

approved for the Jurisdiction 2 Municipal Services Department, the format

would be:

$0THER/=MS2/B0, 2500, 25.

37
All capital bonds have a term of 25 years and the interest rate is

determined by the computer . THREE . Price and salary changes . The computer program does not allow salaries or prices to be set at

less than half of typical or more than one and one-half times typical . This

limitation can be by-passed by typing certain characters (see Appendix E)

after the last legal column of an input decision. For example, if the School

Department in Jurisdiction 1 wanted to set salaries for middle income to $9,000 and high income to $15,000, the Director could type $OTHER/=SCL/A , 90

150, 0, A and the decision could be accepted by the input program (EDIT) . FOUR. Land bids .

If the Director wishes , he can control the bids on all parcels of land

owned by the computer. He can determine which parcels of land are up for

auction and which bidder will get each parcel of land through game administration. In order to guarantee that a player receives a parcel of land, the Director

uses the following input format:

$PU/=team bidding/location, price (in $1000's)

OU , percent of parcel (0, if all) ,1.

For example, if economic decision-maker B has bid $150,000 on parcel

7224 and the Director wants to guarantee that B receives it, he would type:

$PU/=B/7224, 150 , OU, O, 1 The "1" in the last column tells the computer not to handle the bid in

the ordinary manner (as explained in the Players' Manual) but to guarantee

it to the decision-maker who is initiating the bid and has input valid data in

the first three or four columns.

FIVE . Create or remove public land (Preempt Land Use) . The Director may use the Preempt category to represent any type or mixture of non-usable land that he wants. For example, he can suggest that

preempt land represents institutional land holdings (such as federal land,

military bases, large land easements, cemeteries, golf courses, country clubs,

and non-usable public land) or land that is not usable because of topographical constraints (water bodies, excessive slopes, swamp or marshland or rock

outcroppings) . The Director can add an amount of preempted land to the local

government (representing perhaps a federal land grant) or to the economic

sector at a price (representing perhaps the cost of an expensive land fill operation on a piece of swamp property to make it usable for development) .

Since the Preempt Land Map will not distinguish the type of preempt

category for any particular parcel, it is the responsibility of the Game Director

to record which land is in the various types of uses (i.e. , water, airport,

federal reservation, etc.) . The game operator's ability to start play with any

amount of preempt land allows him great influence in the play of the model if he wants to exercise it. 38
The input format is:

$CVPT/=0U/PLND , location, percent of parcel to be added to undevelopable . $CVPT/=0U/RPLND , location, percent of parcel to be taken out of

undevelopable

For example , the Director may decide that he will represent the land

taken away from potential local development by creating an airport near the

edge of the city, at 8230. He will put 60% of the parcel into preempt use and

give the owner, B, $1.5 million for the land.

$CVPT/=0U/PLND , 8230, 60

$CASH/=0U/C, B, 1500000, PVT , PVT

If, on the other hand, the Director desires to make some preempt

land available for purchase and/or development he may make a RPLND (remove

preempt land) decision. In this case, the land goes into the holdings of whichever private land owner (an economic team or the outside system) possesses

other privately-owned land on that particular parcel. If all land on the parcel

was previously preempt and publicly owned or just preempt , the outside

system would become the new owner. The following three cases will illustrate

the usage of RPLND .

Case One . Parcel 10020 was a military reservation, entirely in the

preempt category. The input:

$CVPT/=0U/RPLND , 10220, 40

makes forty percent of the parcel available for purchase by any government

or economic decision-maker by means of a land bid to the outside system.

Case Two . Forty percent of the same parcel is to be bought outright

by economic decision-mkaer B and twenty percent by UT2. Assume that the

Director has placed the cost at $1,000,000 for 100 percent of the parcel (although

not all will be available) . The transactions would be completed via the following

inputs (there are alternative methods which would also work)

$CVPT/=0U/RPLND, 10020, 60

$PU/=B/10020, 600, 0U, 0, 1 $PU/-UT2/10020, 200 B, 20

39
Case Three . Economic team C owns twenty percent of parcel 7630.

The remainder (eighty percent) has been preempt but the Director decides

to allow team C to purchase the remainder for $650,000. The required inputs:

$CVPT/-0U/RPLND , 7630, 80

$CASH/-C/C. 650000, 0U , PVT , PVT

SIX. Decide to use a construction industry .

If the Director decides to incorporate a Construction Industry in the

game, players may contract for construction with a local CI, or have an outside firm perform the work at 130% of the typical cost. If local CI's are allowed

in the game , a new development begins operation in the round after the decision

to build is accepted by the computer . The Director may want to simplify construction procedures by having all construction performed by outside firms

at 100% of typical cost. In this case , as there are no player-operated CI's

on the board, a new development begins operation immediately after the construction decision is submitted and accepted by the computer.

By operating local construction industries the system retains much

more revenue in terms of CI income and its subsequent distribution to profits,

salaries, goods and services establishments, and taxes, and moreover , boosts

employment. On the other hand, players may desire to avoid contending with

the relative complexity of this particular economic activity. Furthermore,

the local CI situation (YESCI) requires that construction projects take one

more round to complete than the NOCI situation, in which completed projects appear the round immediately following the contract input.

The Director may want to begin the game without a CI and allow it to be used after the players acquire some familiarity with the model. Or,

if the game is to be run with a group for only a few rounds, the Director may

want to enable players to see the results of their construction decisions

sooner than they would if CI were used. In this case, players should use the

$OUBLD input for all construction and demolition.

The computer programs operate as though CI's are being used unless

the Director specified otherwise. Either decision, once made, is in effect

until the Director changes it.

The input code to prohibit CI is:

$OTHER/=0U/N0CI - T

This decision will not take effect if there is a CI on the board.

The Director must demolish all CI's with the regular demolition input

format, and then decision to prohibit CI.

40
If the Director wishes to use a data base which already has CPs

and/or has not been specified N0CI , he can perform the necessary demolitions and/or N0CI specifications before running Round 1 output.

After N0CI has been accepted by the computer , the computer will

accept no attempts to build CI's. All construction costs will be equal to the

typical costs. New development will begin operation in the same round that

the construction decision is input.

The input to allow local construction industries is:

$OTHER/=OU/YESCI

For example , the Director may choose to show how a natural disaster

affects the city. Subsequently, he announces through the media, the destruction caused by the disaster and puts in the actual demolition decisions as though he were the owner of the developments and/or transportation links.

Suppose the disaster demolished a section of highway and a level one Light

Industry bordering the highway. Assume that the Light Industry owned by

economic decision-maker B , is located at 9840 , and the highway is an HY2 at 9839 and is in jurisdiction one. Then the required input decisions are:

$OUBLD/=B/9840, LI, 1, 0

$OUBLD/-HYl/9839, HY2, 0

To compensate for the expenditures incurred by these demolitions the

Director can transfer cash into team B's and the Highway Department's account.

(See decision option #1, page 34.)

For emphasis, the Director may make any player decision,

but he should use caution in exercising this option. If the reasons behind

his decisions seem unclear and/or illegitimate to the players , they may revolt

and institute illegitimate decisions of their own. In order to prevent such

player reactions, the Director may have to set up a "judiciary" which reviews

all decisions to assure that the legal teams made them. Of course, the Director

could assume responsibility for the review

SEVEN . Vary the number of in -migrants . The instructor may specify the number of in-migrants , including

those due to natural population growth. This decisions applies for one round

only. For any population class where the instructor has not specified the number

of in-migrants , the program will use the in-migration portion to determine

the number of in-migrants

The input format is:

$OTHER/=0U/class (INHI , INMID , or INLO) , number of Pi's to be

inmigrants

41
For example, during the fourth round the Director wishes to force

a severe low-income unemployment problem and a shortage of high-income

workers. He decides that he will move in 60 PL's and no PH's. He submits

the following cards

.

$OTHER/=0U/INLO, 60

$OTHER/=OU/INHI, 0

The migration routine determines the in-migration for all classes

not specified (in this case, middle) . The next round, the instructor does

not wish to set the number of in-migrants for any class in any jurisdiction, so he submits no in-migration inputs.

4. Putting in Decisions and Punching Cards

Once the Director and players have coded their decisions on the

input forms , the decisions must be keypunched onto cards , one decision

per card. The Director should be aware of several mechanical procedures

and card-punching shortcuts.

The two most crucial items of information necessary for each decision are the dollar sign code, (for example, $CASH, $CVPT) which determines

the type of decision, and the decision-maker (a government, economic or

social sector team or the Director) . Note that each of these items is preceded

by a special character ("$" or "=") and is followed by a slash ("/") • The

information before a slash need by repeated only when it changes; i.e. , when the decision type ($ code) and/or decision-maker are different from

the last accepted code and/or team. Technically, a valid $ code followed

by a slash always replaces the previous $ code; a valid = decision-maker

followed by a slash always replaces the previous decision-maker. Thus,

once an input decision has been accepted by the EDIT program, the subsequent inputs may require none of the primary information or only one of

the two items

.

For example, if economic decision-maker A were purchasing parcel

9418 for $120,000 from economic decision-maker C and parcel 9812 for $150,000

from economic decision-maker D , the inputs could be keypunched on the cards

as follows:

Cardl: $PU/=A/9418 , 120 , C

Card 2: 9812, 150, D

The next example illustrates inputting several economic decisions.

B is changing a maintenance level, C is changing a rent, A is changing

maintenance levels and a rent and purchasing two parcels as described

on page 43

.

42
Card 1: $CVPT/=B/M , 10428, 95

Card 2: =C/R, 8222, 145

Card 3: =A/M, 10832, 97

Card 4: M, 9634, 92

O dX LI J . XL , / U O i6 , ID U

Card 6: $PU/9418, 120, C

Card 7: 9813, 160, D

Each decision should be entered on a separate card to simply present

the decisions as well as determine to which error statements the EDIT program

refers. Of course, each distinct decision with its complete code may be put

on a separate card.

As noted in the Players' Manual, there are some shortcuts especially

applicable to zoning and district boundary changes , where the listing of

parcels is valid

Any information within parentheses is treated in the same way; e.g. , if a player is changing the maintenance level of several developments to 90

,

he could type (9228, 9830, 7212, 8814) where location is requested. This

saves typing an entirely separate input for each location.

If all of the parcels in a rectangular area are to be treated the same

way, the parcels at opposite corners of the rectangle can be designated with

a " > " between them where location is requested. For example, the School

Department may want to make the outlined area in the figure on the following

page a school district for the school at 9030. The location could be specified as (8422 > 9230) .

If the line of parcels from 9422 through 9428 were also to be part of

the district, the entire input would be:

$REDIST/=SCl/9030, (8422 > 9230, 9422 > 9428)

Once the Director and player input decisions have been punched onto

cards, the Director must sequentially order the cards. Properly sequencing

the cards is important because the data files (team cash balance, ownership,

zone, etc.) are updated in the order that the inputs are processed. For

example, a decision-maker could buy land, change that parcel's zoning,

have utility service installed on that parcel, borrow the funds for construction, and then build on the parcel all during the same round of decision-making

He could do all that only if the inputs required to accomplish all the tasks

were ordered in such a way that the build decision was last, as is the case

in the enclosed suggested sequence. While the Director may deviate from

any prescribed order, the following sequence for inputs is recommended for

maximum decision-making success

43
SCHOOL MAP

44
I. $CASH ... all cash transfers, appropriations and subsidies

*2. $OTHER/=dm/BO or LO ... borrow or loan

3. $PU ... all land purchases and bids

4. $TAXES ... tax rates

5. $ASMNT ... assessment decisions

6. $FSA . . . all requests for federal/state aid

7. $CVPT/=PZ/Z ... zoning changes

8. $OUBLD/=UT/ . . . build utility plant

9. $VVPT/=UT/US . . . change utility service

10. $OTHER/=UT/P ... change utility prices

II. $BUILD ... all construction projects

12. $OUBLD ... all outside construction projects except for

utility plants

13. $CVPT/=MS or SC/E . . . change employment for municipal

services or schools

14. $CVPT/=MS or SC/M . . . change maintenance level for

municipal services or schools

15. $REDIST/=MS or SC ... change district boundaries

16. $OTHER/=MS or SC/S . . . change salaries

17 . $RAIL . . . build rail lines or stations

18. $ROUT/=BUS or RAIL . . . change routes or level of service

19. $OTHER/=BUS or RAIL/PS , SS , P , S , or M . . . purchase rolling

stock, sell rolling stock, set fares, change salaries or change

maintenance level

20. $OTHER/=HY/M ... change highway maintenance

dm refers to either government or economic decision-makers

.

45
**21. $CVPT/=edm/R, P, S or M ... change rents, prices, salaries

or maintenance level

**22. $OTHER/=edm/SP, CN, SELL SP , SELL CN . . . buy or sell

speculative or conservative stocks

23. $TIME . . . allocate time by class and/or parcel

24 . $BYCT . . , boycott working , shopping or using public transit

25. $VALUE . . . change the dollar value of time

Finally, listed below are assorted notes on player input procedures.

a. Requests for federal/ state aid for road construction must

contain the location in parentheses. The location of the intersections at either

end of a straight-line section must be given. If the road turns, the intersections at both ends of each straight-line section must be listed.

b. Requests for capital federal/state aid should be processed

one round before a department attempts to build something or in the case

of PZ , purchase land with the money . .

,

c. Since installations of utility service must be "connectable , " they must be fed to the computer in order.

Ordering the input cards is the final step before submission of the

inputs to the computer. The program EDIT accepts correct decisions and

makes the player and Director specified changes to the data base. EDIT

also rejects incorrect decisions and prints diagnostic messages below

each rejected decision to indicate the source of the error. This output

from the EDIT program is discussed thoroughly in Appendix D . Appendix C

reiterates the mechanics involved in preparing player inputs. Both appendices

are necessary supplements to this section of the manual

edm refers to economic decision-makers.

46
APPENDIX A

PLAYER THUMBNAIL DECISION CHECKLISTS BY SECTOR

ECONOMIC

SOCIAL

GOVERNMENT
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57
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58
APPENDIX B

FLOW DIAGRAMS:

INTERRELATIONSHIPS IN THE CITY MODEL

ECONOMIC SECTOR

SOCIAL SECTOR

GOVERNMENT SECTOR
ECONOMIC SECTOR

COMPUTER PRINTOUT

FEEDBACK ON PERFORMANCE

NET

RETURN

PLAYERS DECIDE

TO DISPENSE

AVAILABLE FUNDS

OR BORROW TO

INCREASE FUNDS

BUSINESS &

INDUSTRIAL

OPERATIONS:

BASIC

INDUSTRY

BUILD or UPGRADE

COMMERCIAL

ESTABLISHMENT

BUILD or UPGRADE

RESIDENTIAL:

UNIT TYPES

UNIT SIZE

I VALUE RATIO

POPULATION

UNITS as USERS of

GOODS and

SERVICES

PROFITS a LOSSES

from

BUSINESS ACTIVITIES

SALARY, RENT, 5

PRICE CHANGES

MAINTAIN /RENOVATE

60
SHOPPING

& WORKING

EFFECTS of

OPTIMIZATION

RESULTANT

MIGRATION

COMPUTER PRINTOUT

as FEEDBACK

PEOPLE CLASSIFIED in

POPULATION UNITS

CHARACTERIZED by:

* CLASS

* DISSATISFACTION

* NUMBER of WORKERS

* NUMBER of STUDENTS

* FAMILY COMPOSITION

EDUCATION LEVEL

SAVINGS

VOTER REGISTRATION

PLAYERS

DECIDE to:

* VOTE

* BOYCOTT

* ALLOCATE TIME

in

EXTRA WORK

ADULT EDUCATION

POLITICS

RECREATION

RESULTANT ACTIONS

from BOYCOTT 5

POLITICAL

ACTIVITY

DISSATISFACTION

from POOR and

OVERCROWDED

HOUSING, TRAFFIC

CONGESTION, a POOR SERVICES

FEEDBACK to

INITIATE CHANGE

61
GOVERNMENT SECTOR

EXECUTIVE

ELEMENT

• CHAIRMAN . , ELECTED by

POPULATION

UNITS

• COUNCIL . . REPRESENTING

RESIDENTS

of

ELECTORATE

COMMUNITY

APPOINTIVE

POWER e BUDGET

APPROVAL

OVER

STAFF

ELEMENT

• SCHOOLS

• MUNIC. SERV,

• HIGHWAYS

• PLAN & ZONE

• UTILITIES

• ASSESSMENT

• BUS

• RAPID RAIL

SETS TAX RATE

APPRO VES

PROGRAMS

a BUDGETS

TRADE-OFFS

o

BETWEEN

TEAMS a DEPARTMENTS

PROVIDES

SERVICES

to SOCIAL

5 ECONOMIC

SECTORS

FEEDBACK on PERFORMANCE ^

of POLITICIANS in OFFICE

FEEDBACK on PERFORMANCE

of APPOINTED STAFF

MEASURED in QUALITY

of SERVICE and BUDGET

DEFICIT or SURPLUS

i

62
INTERRELATIONSHIPS in the CITY MODEL

• COMPREHEND the

STATUS of

BOTH the CITY

5 PARTICULAR

AREAS of CONTROL

MAKE DECISIONS

to CHANGE STATUS

• DEVELOP

STRATEGIES

ECONOMIC SECTOR

• PURCHASE LAND

• DEVELOP LAND

• OPERATE BUSINESSES

• TRANSFER MONEY

or PROPERTY

• INVEST

• BOYCOTT

SOCIAL SECTOR

• VOTE

• ALLOCATE TIME

• BOYCOTT

• SET TIME-DOLLAR

VALUE

GOVERNMENT SECTOR

• TAX

• APPROPRIATE BUDGETS

• OPERATE DEPARTMENTS

• RESPOND to SOCIAL 5

ECONOMIC SECTORS

<3>

• COMBINE the ACTIONS , DECISION , and INTERRELATIONSHIPS

to CREATE a SIMULATED METROPOLITAN SYSTEM.

I..

« BOOKKEEPING

FUNCTIONS

• OUTSIDE SYSTEM

INFLUENCES

' ASSIGNMENT

PROCESSES

63
APPENDIX C

INPUTTING DECISIONS IN THE CITY MODEL
APPENDIX C: Inputting Decisions in the City Model

In order to input a decision in the CITY MODEL , players or the director

must keypunch an input card with a decision message in the following form:

$CODE/=DM/a, b, c, d

1. The first item of information in the line ($CODE) is one of 15

general decision codes. This code tells the general type of decision being

made. In CITY MODEL a dollar sign ($) is the first symbol in all general

decision codes. The general decision codes are:

UOVT . oOC . Econ

a

(blDT T - X X

D . !pL« V ir i X X X

c

$OTHER X X X

d. $OUBLD X X

e

$BUILD X X

f. $CASH X X X

g- $TIME X

h. $BYCT X X

i

$VALUE X X

]• $TAXES X

k. $ASMNT X

1. $REDIST X

m

$FSA X

n

$ROUT X

0. $RAIL X

P- $HDNG X

2. A slash sign (/) always follows the decision code.

3. The second item of information for a decision is the identification

of the decision-maker. An equal sign (=) is used to preface the decision-maker

identification code. The decision-maker codes are: A . . . Economic — number of teams

AA . . . Social — number of teams

CHI . . . Chairman — number of jurisdictions

ASl . . . Assessment — number of jurisdictions

SCI . ,. . School — number of jurisdictions

MSI . . . Municipal Services — number of jurisdictions

65
PZl Planning and Zoning — number of jurisdictions

UTl . . . Utility — number of jurisdictions

HYl . . . Highway — number of jurisdictions

BUS . . , Bus Company

FLAIL . . . Rapid Rail Company

OU . . . Outside — Used by the game director

4. The decision-maker code is followed by a (/) .

5. The remaining information concerning the decision is printed

after the second slash and is separated by commas . The blank spaces are ignored in the decision-information. For example, the following information

is identical to the computer:

$CVPT/ =A / S, 72 40, 26, 51, 102

$CVPT/=A/S, 7240, 26, 51, 102

The information following the second slash varies by the type of

decision. For the following explanations assume the format:

$C0DE/=DM/2, b, c, etc.

here "a" is the first item of information after the second slash, "b" is the

second item of information , etc

.

The general decision codes that can be used to make more than

one type of specific decision require that a specific decision code be

placed in the "a" space. The general and specific codes are summarized

below: -

;

•. ^

General Code Specific Code

and Meaning- and Meaning

1. $PU

purchase land

and/or developments

None

2. $CVPT

change existing

conditions on

location -specific

items

R

P

S

M

change rents

change prices

change business salaries

change maintenance level of public

and private developments

66
General Code

and Meaning

Specific Code

and Meaning

E

C

US

zPLND

RPLND -

$OTHER - LO

change conditions

for non-location BO

specific items

SP

SELLS? - CN

SELLCN - W

S

M

P

PS

SS

NOCI

YESCI - INLO

INMID -

INHI

change employment at a school

or municipal service location

award contracts to BG and BS

by school or municipal service

department

change or add utility service to a parcel of land

change zoning on a parcel

add preempt land

replace preempt land

take a loan from another team

(only the borrower)

take a loan from the outside by

a private team or a government

department

invest in speculative stocks

sell speculative stocks

invest in conservative stocks

sell conservative stocks

set the welfare payment

per unemployed worker

change salaries for SC , MS , BUS or RAIL department

jurisdiction- wide

change maintenance level of

a highway type for an entire

jurisdiction or of bus or rail

equipment.

change the price of utility

service for a jurisdiction or

fare for bus or rail

purchase bus or rail rolling stock

sell bus or rail rolling stock

play without a local CI

play with local CI

move in a specified number of

PL's via the migration routine

move in a specified number of PM's

via the migration routine

move in a specified number of

PH's

$OUBLD None

have an outside

construction firm

build a private or public development

67
General Code

and Meaning

$BUILD

have a local

construction firm

build a private or public development

$CASH

transfer cash from

one account to another

$TIME

allocate the leisure

time for population

units

$BYCT

boycott working

,

shopping , or using

public transit

$VALUE

change the dollar

value of time for

population units

$TAXES

change tax rates

for various bases

Specific Code

and Meaning

None

C - transfer of cash from other than

the chairman's account

CP - appropriate capital funds

CR - appropriate current funds

CURS - grant a current subsidy

CAPS - grant a capital subsidy

SB - grant a subsidy to an

^ economic team

H - for high income class

M - for middle income class

L - for low income class

S - social boycott (by population units)

E - economic boycott (businesses)

H - for high income class

M - for middle income class

L - for low income class

L - assessed value of land

D - assessed value of developments

RI - income earned by residents of

jurisdiction

EI - income earned by those employed

within the jurisdiction

RA - auto expenses of residents of

the jurisdiction

EA - auto expenses of those employed

within the jurisdiction

G - total value of BG and PG sold by

stores in that jurisdiction

S - total value of BS and PS sold by

stores in that jurisdiction

68
General Code

and Meaning

Specific Code

and Meaning

11 . $ASMNT UL

make changes by

the assessment

department DL

FR

AD

AL

AF

SD

SL

SF

12 . $REDIST

change district

boundaries for SC or MS

13. $FSA

request federal-state

aid by department

14 . $ROUT

change levels of

service and routes for

bus and rail operation

15. $RAIL

build rail lines

and rail stations

16. $HDNG

69

jurisdiction-wide assessment

ratio for all undeveloped,

non-farm land

jurisdiction-wide assessment

ratio for land on all developed

parcels

jurisdiction-wide assessment

ratio for all farm land

development assessment ratio

for specific parcel

land assessment ratio for specific parcel

farm assessment ratio for specific parcel

assessed dollar value for development

on a specific parcel

assessed dollar value for land on

a specific parcel

assessed dollar value for land

on a specific farm parcel

None

None

None

None

None; however the $HDNG card

must be followed by a card with

desired heading punched on it. The whole card can be used for

heading

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75
APPENDIX D

EDITS
APPENDIX D: Edits

The listing of the director and player input decisions and the EDIT

Program generated diagnoistics of the decisions comprise what is called the

edits. This appendix contains an explanation of all the messages which could

appear in the edits . Familiarity with this appendix will enable the director

to suggest the reasons for decision rejections.

If and only if an input decision is in error will an error message be

generated. The absence of any message (except in the cases of federal-state

aid requests, auctions, redistricting and bonding) indicates that the decision

has been accepted and its changes incorporated into the data base. The edits are listed in the same order as they are inputted. Additional diagnostics

concerning bids on parcels up for auction, federal-state aid requests, and

school and municipal services redistricting attempts* are printed as the final

part of the edits

The description of edits will be presented in the following order:

1. General Error Messages (for inputs that have been rejected

because of formatting errors or because of improper team , location , or land use

identification) .

2. $BUILD and $OUBLD Error Messages (for inputs that relate to local and outside construction of private and public land uses) .

3. $CASH Error Messages (for inputs to transfer funds, make

appropriations, and grant subsidies) .

4. $PU (Purchase) Error Messages (for inputs to bid on auctioned

or toher outside-owned land or to acquire property from another team) .

5. $OTHER and $CVPT Error Messages (for inputs to change

conditions that are non-location specific and location specific) .

6. $TAXES Error Messages (for inputs to change tax rates applied

to various tax bases) .

7. $FSA Error Messages (for inputs to request Federal-state aid

for capital expenditures by department) .

8. $REDIST Error Messages (for inputs to create and change

boundaries for SC or MS districts) .

These inputs are collected and processed as the final action of the EDIT program.

77
9. $RAIL Error Messages (for inputs to build rail lines and

rail stations) .

10. $ROUT Error Messages (for inputs to change service levels

and routes for the Bus and Rail Departments) .

11. $TIME Error Messages (for inputs to change the time allocation

for population units by class and/or parcel) '.

12. $BYCT Error Messages (for inputs to make economic or social

boycotts) .

13 . $VALUE Error Messages (for inputs to change the dollar value

of time units spent travelling) .

14. $ASMNT Error Messages (for inputs to change assessment

rates and to establish new assessed values) .

15. The Concluding Messages (remarks on land auction, redistricting

and Federal-state aid requests) .

1 . General Error Messages

For all general errors , an indicator ( A ) points to the approximate

location of the error

a. INVALID $ ENTRY

Incorrect general decision code. All subsequent decisions using this

$ entry will be invalidated.

b. INVALID TEAM ENTRY

Mistake in the team identification in the decision-maker location of

the input card. Might be caused by omitting second slash or mispuncing

c . NO CURRENT VALID $ ENTRY

No valid general decision code has been entered or the last one

entered is in error. Usually will occur after a #1 error.

d. NO CURRENT VALID TEAM ENTRY

No valid team identification has been entered in the decision-maker

location of the input card or the last one entered is in error.

78
e. NO RIGHT PARENTHESIS

In the right hand parenthesis for an input requiring one has been

omitted. All lists, and only lists, must be enclosed in parentheses.

f . INVALID LOCATIONS LIST

Mixing of parcel (even-even) , intersection (odd-odd) and road locations

(even-odd or odd-even) on the same list.

g . INCORRECT PUNCTUATION

Indicator points to incorrect punctuation. Examples: comma (,) , clash (/) , etc

h. INVALID LAND USE*

Use of the wrong abbreviation for the land uses in the model.

i. INVALID TEAM*

Mistake on the specification of a team identification elsewhere in the

decision-maker location on the line

j

. MORE THAN 15 CHARACTERS

Might result if commas were omitted from the input card.

k. NUMBER TOO HIGH

Too large of a number has been input. Check input explanation form

to see if scaling has been observed.

1 . NUMBER TOO HIGH OR TWO LOW

The entered number is not within the prescribed limits of this particular

entry. Normally, a fifty percent variation around typical values is permitted.

*Errors in letters h, i, m and o often occur when data is coded in the improper

column . The EDIT Program expects certain designations (team letter , land use

code, etc.) in specific places. When an input has the columns wrong, errors h , i , m or o will occur

79
m. INVALID CHARACTER IN NUMBER*

' An extraneous character has been added to a number. This could be

a dollar sign for a land bid or price. Note that all figures are coded without

commas

n. LIST NOT PERMITTED

Parentheses have been used to include several entries where only one

entry is allowed. Be careful on $RAIL and $ASMNT decisions.

o. INCORRECT LOCATION ENTRY*

Not a valid location on the board or use of a parcel, road, or intersection

for that type of decision

p . BLOCK ENTRY NOT PERMITTED

Opposite corners used to specify a zone when a zone is not permitted.

Another way to put it is that in this list the character " >

" is invalid.

q. INVALID ROAD COORDINATES

Will only accept even-odd or odd-even combinations that are on the

board.

r. MORE THAN 65 LOCATIONS IN LIST

Input of a zone or district in a total line entry that is too large, i.e. , exceeds 65 locations.

s. MORE THAN 15 ENTRIES IN NONLIST

This message indicates a program error.

2. $BUILD and $OUBLD Error Messages

a. LEVEL ERROR

Old and new levels are the same of the new level is too high.

Errors in letters h, i, m and o often occur when data is coded in the improper

column . The EDIT Program expects certain designations (team letter , land use

code , etc . ) in specific places . When an input has the columns wrong , errors

h, i, m or o will occur

80
b. (team name) CANT BUILD LAND USE

Some sort of build that is not allowed by government or economic team

c. QI (quality index) ERROR

A quality index less than 40 or more than 100.

d. ONLY RA'S CAN HAVE PRIVATE UTILITIES

If private utilities are attempted for a build of RB or RC housing , the

build will be rejected.

e . WRONG ROUTINE

Use of RAIL as a decision-maker or contractee on a build decision code

(Rails are built using $RAIL) or use of $BUILD to construct a utility plant.

f . LOCATION ERROR

Trying to build something like a road on a parcel or intersection on a road, or a terminal on a parcel or along a road.

g. COST TO (team name) FOR BUILD ON (location) IS $ (price)

ONLY HAS $ (capital balance) .

Rejects build for teams with insufficient funds.

h. (team name) OWNS (location)

When wrong owner of the location has been specified.

i. (number) % OF (location) IS REQUIRED , - ONLY (number)

% IS AVAILABLE .

Not enough land is available for that type of construction.

j. (land use) AT (location) IS LEVEL (number) .

Old level has been incorrectly specified.

k. (location) IS ZONED (number) WHICH PROHIBITS (land use)

Indicates zoning conflict.

81
1. O (land use) ON (location)

Try to upgrade or demolish something that is not there.

m. REQUIRES LEVEL (number) UTILITY SERVICE - ONLY HAS LEVEL

(number) .

Inadequate utility service.

n., ^ EXCEEDS UTILITY PLANT CAPACITY

Maximum of 2400 units per level of utility plant can be consumed.

0 . REALLOCATION OF SERVICE MUST PRECEDE DEMOLITION

If a utility plant is reduced to zero, all assigned service must be first

reallocated

p. UNITS CONSUMED MUST BE DECREASED TO (number) BEFORE

DEMOLITION

To reduce level or levels of a utility plant the number of units served

by the plant must be:

1. Less than or equal to 4800 if the reduction is to a UT2.

2 . Less than or equal to 2400 if the reduction is to a UTl.

q. (UT or CI) ONLY BUILT OUTSIDE

Neither utility plants nor construction industries can be built by

local firms, i.e. , $BUILD is an invalid decision code for these two land uses.

r. THERE IS NO JURISDICTION (number)

An incorrect number has been placed in the jurisdiction field.

s. (location) IS NOT A CI IT IS A (land use)

When location specified for the CI does not actually have a CI on it; this mistake most often occurs when the location of parcel intended for construction

is specified in column A.

t. (team name) OWNS CI AT (location)

Wrong owner of the CI has been specified. Recall the decision-maker

for a $BUILD input is the owner of the CI (contractor) .

82
u. (location) IS IN JURISDICTION (number)

Government department tries to build in wrong jurisdiction or Highway

Department did not specify other jurisdiction involved in a road along a boundary.

V. JURISDICTION (number) IS RESPONSIBLE FOR (highway location) - upgrading a highway along boundary by jurisdiction other than the jurisdiction

that built the highway/-

w. JOB EXCEEDS (CI Location) 's CAPACITY (number which is

the equipment units required for that build) / (number of design capacity equipment

units uncommitted) . Shows that the remaining design capacity of the CI was insufficient to

complete this job.

X. (location) HAS CONTRACT

Only one CI may be used for two private construction contracts on

the same parcel.

3. $GASH Error Messages

a . (input) IS NOT A VALID CODE

If the wrong secondary code is used.

b . AS HAS NO CASH

If you try to transfer cash to or from Assessment Department.

c. FOURTH ENTRY (or FIFTH ENTRY) MUST BE CAP OR CUR

Cash transfers from or to a department must indicate which account.

No department has a private (PVT) account.

d. (team; PZ or CH) HAS ONLY A (CAPITAL OR CURRENT) ACCOUNT

The chairman only has current account and PZ has only capital account.

Remember: column D tells the account from which the cash is coming; column

E tells to whom it is going

e. ONLY CHAIR MAY USE (code)

Only the Chairman may use other than the C code in column A.

83
f . (team) DOES NOT RECEIVE APPROPRIATIONS

Neither economic teams, UT , BUS, RAIL nor CH receive appropriations.

Cash transfers may be used.

g . NOT AN APPROPRIATION - DIFFERENT JURISDICTION

One cannot transfer money across jurisdiction with use of appropriation.

Cash transfer may be used.

h. WRONG SUBSIDY

If in column A you try SB to subsidize a department or CAPS or CURS

to subsidize an economic team

i. - (team) DOES NOT RECEIVE SUBSIDY

Only economic teams , Utility , Bus , or Rail Departments can receive

subsidies.

j

.

' NULL TRANSACTION

Cannot transfer money within the same account.

k. (team) ONLY HAS (amount)

If attempt is made to transfer more money than is in the running account.

Remember that inputs preceding this one have already been processed. On the

other hand, inputs following this have yet to be processed.

Note : Money may not be transferred to or from social accounts

4. $PU (purchase) Error Messages

a. OUTSIDE DOES NOT BUY LAND

If you try to have OU purchase (i.e. , OU as the decision-maker)

b. BUS CANNOT OWN LAND

The Bus Department may not acquire land.

c. DIFFERENT AREAS

If departments in different jurisdictions attempt to transfer land (this

is checked before the checks represented by letters g and h below) .

84
d. ONLY DEPARTMENT SELLS PART TO PRIVATE

Private buyer always has to put a 0 in column D or leave it blank.

e. (team) OWNS (location)

Incorrect owner specified.

f . (x%) REQUIRED - ONLY (y%) AVAILABLE

Seller does not own as much of the parcel as the departmental decisionmaker requested.

g. (location) IS IN (jurisdiction number)

Department must purchase only within its won jurisdiction boundaries.

h. (OU) CAN ONLY SELL 0 ON (location)

If economic team bids on a parcel where 100% is consumed by preempt

and/or government owners.

i. (location) IS IN JURISDICTION (number)

Jurisdiction specified for seller (column C) is not of the location

(from the seller's point of view) .

j . (location) COST $ (amount) - (team) ONLY HAS $ (amount)

Team must have sufficient cash to purchase land.

5. $OTHER and $CVPT Error Messages

The following functional codes are used as part of the following error messages:

RENT - set rents

EMPLOY - hire part-time workers or employ population units

MAINTN - set maintenance levels

PRICE - establish prices

CNTRCT - contract to purchase BG and/or BS

ZONING - change zoning

85
WELFRE - set welfare payments

EDUCAT - operate adult education

UTSERV - establish utility service

INVEST - purchase or sell conservative or speculative investments

BORROW - borrow money from outside system

STOCK - purchase or sell rolling stock

On loans and bonds that are successfully floated, the following message

is printed which indicates the interest rate to be paid:

INTEREST IS (percent)

The First Nine Messages Apply to Director Inputs Only.

a. THERE IS A CI AT (location)

If NOCI is input and there is a CI on the board.

b. USE $CVPT FOR (specific decision-code)

If $OTHER is used when PI(RPT) or PLND (RPLND) is being input.

c. (PI or PLND) REQUIRES SPECIFICATION OF PERCENT OF PARCEL

If there is either no or zero specification of percent of parcel for PI or PLND decision

d. (location) IS IN (number of jurisdiction)

If a PI or RPI decision and decision-maker is not in the correct

jurisdiction

e. (number) % IS REQUIRED - ONLY (number) % IS AVAILABLE

There is less land available for PI or PLND than the input specified.

f . PI (or RPI) COSTS $ (amount) - PZ (number) ONLY HAS

$ (amount) CAPITAL FUNDS

PZ Department has insufficient cash to carry out the transaction

involving public institutional land.

86
g . THERE IS NO PI ON (location)

If an attempt is made to remove PI and no PI exists at that location.

h. NO MORE PI

If PI and there are already 45 parcels with PI on them, i.e. , the maximum

has been reached.

i. ONLY (number) PERCENT OF (location) IS (PI or PLND)

If an attempt is made to remove more PI or PLND than presently are on

that parcel.

"Function" appearing in parentheses indicates that one of the functional

codes listed above will appear in that position of the edit message.

j

. EA IS AN INVALID CODE

If team other than SC tries to make decisions for adult education.

This refers to the secondary code appearing in column A

k. TEAM (name) DOES NOT (function)

Indicates that the particular team may not perform this function.

1. (entry) IS AN INVALID CODE

If the specific decision code is not a valid code.

m. USE $OTHER, — (team name) SPECIFIED (function) SYSTEMWIDE

If $CVPT is used when $OTHER is appropriate. Recall that $CVPT is

only used when making a decision for a specific location.

n. (team) SPECIFIES (function) BY LOCATION

If $OTHER is used when $CVPT is appropriate.

o. (team name) (function) IS TOO (HIGH or LOW)

If maximum or minimum is exceeded for $CVPT inputs

p . (function) AT (location) IS TOO (HIGH or LOW)

If maximum or minimum is exceeded for $CVPT inputs.

87
q. LOCATION ERROR

If intersection or road location is input when parcel is expected.

r. (location) IS A (land use) AND DOES NOT (function)

The land use on that parcel does not perform the indicated function.

This error most often occurs when an economic decision-maker attempts to set a price for an HI , LI , and/or NS .

s. (location) HAS NO ATTACHMENT

Program error: please notify Environmetrics

t. (location) MAINTENANCE SET TO MAXIMUM — (number)

Maintenance level is set to the maximum possible: twenty points above

the lowest QI ever reached for a residence.

u. (function) AT (location) IS TOO (HIGH or LOW)

Picks out which locations on a list have exceeded the limits.

V. THERE IS NO (SC or MS) AT (location)

When maintenance or employees are set for a location at which no

appropriate development exists.

w. (location) IS IN (jurisdiction number)

If SC or MS decisions are made in the wrong jurisdiction.

X. JUST ONE PRICE

If more than one price is given for utility service,

y . ZONE OR MILE

If the bus or rail department inputs both a zone and per mile fare; only

one may be specified.

z. (number) IS NOT A ROAD LEVEL

If road maintenance is specified for other than 1 , 2 , or 3 level

88
a-1. ONLY (number) SALARY (S)

SC and MS hire one class. This message shows the number of salaries

that should have been input by the department.

a-2. (team) OWNS (location)

If the team specified does not own the location of the BG or BS for a contract input.

a-3. (team)'s (land use) AT (location) HAS NO CONTRACT WITH

(department)

If the location is not a BG or BS or there was no contract to begin with

in the case that the decision-maker was attempting to eliminate a contract.

a-4. ONLY PZ CAN ZONE

If some other decision-maker attempts to zone

a-5. (number) IS NOT A ZONING CODE

If invalid zoning code is used.

a-6. ONLY PZ (jurisdiction) CAN REZONE (location)

If a jurisdiction tries to zone a location in that jurisdiction,

a-7. CANT CHANGE (location)

If you try to reallocate service for a parcel that has a utility plant

on it.

a-8. (parcel location EXCEEDS (plants) CAPACITY

Limits of 12700 units installed or 2400 units served from any level

utility plant have been exceeded.

a-9 . (location) USES MORE THAN LEVEL (number)

Try to reduce service on a parcel below what is needed by the

development already on the parcel.

a-10. UT (jurisdiction number) ONLY HAS $ (amount)

If utility department does not have enough money to build all or part

of new utility service extensions .

89
a-11. NONCONNECTABLE (location)

Lack of contiguity or lack of funds to provide the attempted extension

of utility services

a-12. NO UTILITY PLANT ON (location)

Wrong location given (in column C) . Often columns B and C are reversed

on the player's input decision form.

a-13 . (number) NOT A UTILITY LEVEL

O ily accepts the digits 0 through 9 as valid utility levels.

a-14. PAYMENT IS TOO HIGH

If welfare is specified as greater than 100 (i.e. , $10,000 per unemployed

worker)

a-15. (CH or PZ DOES NOT GET (2 or 25) YEAR BONDS

If CH tries to acquire a current bond for PZ or a capital bond for himself.

a-16. ALREADY 21 BONDS

If there are already 21 bonds for a single department.

a-17. SCALE BOND IN 10. OOO'S

If bond for more than $3 billion is input. This points out that the

decision-maker probably forgot to scale his input amount.

a-18. BOND OF $ (amount) EXCEEDS DEBT LIMIT OF $ (amount)

PRESENT DEBT IS $ (amount)

If debt limit for a particular department is exceeded.

a-19. USE BONDING ROUTINE

If LO (column A) is used for a government department.

a-20. USE CODE (LO or BO)

If BO (column A) is used with a team as the lender or LO is used with

no team specified as the borrower.

90
a-21. ONLY 2 OR 25 FOR TERM

If a term of other than 2 or 25 years is specified (column C for BO:

D for LO)

a-22 . INTEREST NONNEGOTIABLE

If an interest rate on a BO decision is specified.

a-23. LOAN MAY NOT BE MADE - 14 MADE ALREADY

If there are already the maximum of 14 loans granted by the decisionmaking team

a-24. (amount) LOAN EXCEEDS LIMIT OF (amount that can still be

borrowed) TOTAL DEBT LIMIT IS (amount) - PRESENT DEBT IS (amount)

The economic team loan is larger than the amount that can be borrowed.

a-25. (team) ONLY HAS $ (amount) IN (CONSERVATIVE or SPECULATIVE)

INVESTMENTS

If attempt is made to sell more in stocks than a team has.

a-26. INVEST COSTS $ (amount) - (team) ONLY HAS $ (amount)

IN CAPITAL FUNDS

If team tries to invest more money in stocks than it has available

in cash

6. $TAXES Error Messages

a. (number) EXCEEDS TAX MAXIMUM OF 99

If a tax rate of too many mils is entered. This maximum tax rate of

9.9% can be exceeded by placing a "1" in the final position on the input card.

b. ONLY CHI, CH2, or CH3 CAN ENTER TAXES

If some illegal team entry is made.

c . L , D , RI , EI , RA , EA , G OR S

If some code (column A) other than the ones listed is entered.

7. $FSA Error Messages

a. ERROR IN FSA DATA - TEAM, LEVEL, TYPE, N, LOCS (and

then repeats the line of input data)

This message is printed for any input errors when requesting

federal-state aid.

91
8. $REDIST Error Messages

a. (team) CANNOT REDISTRICT

If wrong team identification is used. Only MS and SC departments

may redistrict.

b. (location) IS IN JURISDICTION (number)

The specified parcel is not in the jurisdiction of the decision-maker

(MS or SC) .

c. (location) HAS NO (MS or SC)

If no SC or MS is on the parcel to which the district is being assigned.

If a new plant is being constructed you cannot redistrict until the EDIT preceding

the round in which the plant will appear

9. $RAIL Error Messages

a. (team) CANNOT ENTER RAIL INPUT

If other than RAIL is used as the decision-maker

b . RAIL IS NOT FEASIBLE IN THIS SIZE CITY

If rail decisions are made in the CITY MODEL when a population unit

equals 50 people (small scale) .

c . LIST MUST BE OF PARCELS

Land list (column C - track construction input) must contain even-numbered

coordinates

d. (entry) IS NOT A VALID INTERSECTION

Not on the board or it contains an even-numbered coordinate.

e . RAIL ONLY HAS $ (amount) - NO STATION BUILT AT (location)

If the department does not have enough money to pay for the station

construction

f . ONLY (number) MORE TRACK SECTIONS MAY BE BUILT

3955 is the most segments possible and as you get within 500, this

message prints. If no (zero) more track sections can be built then the inputs are rejected.

92
g. NO RR LAND IS UNUSED AT (location)

No land available on parcels designated to supply land for track

rights-of-way

.

h. LACK OF PARCEL (location) HAS PREVENTED RR CONSTRUCTION

If you require land from a parcel but do not list that parcel or contributing land.

i. RR CONSTRUCTION COSTS $ (amount) - RAIL HAS $ (amount)

If department does not have enough cash for track construction.

j

. RAILROAD NOT BUILT BETWEEN (intersection) AND (intersection)

This message prints anytime that a rail segment is not built.

10. $ROUT Error Messages

a. *** BUS OR RAIL NOT SPECIFIED

Only Bus and Rail may make decisions concerning routes.

b . NEW ROUTE , OLD LEVEL NOT ZERO OR NEW LEVEL NOT ZERO

If where a new route is specified the old level is not designated as zero or if you try to eliminate a route that does not exist,

c. ALREADY 32 ROUTES

Maximum sum of bus and rail routes is 32

.

d. ERROR MORE THAN 31 stops or no road

There cannot be more than 31 stops on a route. No bus route over a road

bed may be specified.

e. NO TRACKS BETWEEN (intersection) AND (intersection)

If a rail route is specified where no tracks exist.

f. NO STA. OR TRACK AT INT. (intersection location)

If you specify that a route stops at an intersection with no station,

g . ERROR IN LEVELS

If the old level specified is not the actual level of that route.

93
11. $TIME Error Messages

a. ONLY PVT ALLOCATES

Only a social decision-maker can input a time allocation decision.

b . ONLY LI , L2 , L3 , Ml , M2 , M3 , HI , H2 , OR H3

These population unit codes by jurisdiction are the only ones allowed

(column A)

c. HI CANT ALLOCATE FREE SCHOOL

If time for a PH has been allocated to free education (column B) .

d. TIME ADDS TO (total of units if over 100)

Rejects an input if an allocation of more than 100 time units was attempted.

e. LOCATION ERROR

If intersection or road segment is input as a location for Pi's.

f. (team) DOES NOT CONTROL (H , M, or L) ON (location)

If a team attempts to make time allocation decisions for a class on a parcel over which it does not have control.

g. THERE ARE NO (H , M, L) 'S ON (location)

If time is allocated for a class of Pi's on a parcel where no members

of that class reside.

h. (location) IS IN (jurisdiction number)

If the specified location is not in the jurisdiction indicated by the

number after H , M or L (column A) .

12. $BYCT Error Messages

a. (location IS (UNDEVELOPED or a RESIDENCE)

If a boycott is attempted at a location which is either undeveloped

or a residence

b. (location IS A (land use)

If shopping boycott is attempted at a location with a land use that does

not sell.
c. ONLY 44 BOYCOTTS

Maximum of 44 boycotts is allowed in the entire system.

d. (team) 'S (class or land use) 'S ARE NOT BOYCOTTING (SHOP,

WORK, or USE) (location)

If you attempt to stop a boycott that does not exist. Remember S in

column E means stop, not start.

e. (team) 'S (class or Land use) 'S ARE ALREADY BOYCOTTING

(SHOP, WORK, or USE) - (location)

f . (department) DOES NOT HIRE

Try to boycott work at a department that does not hire population units

13. $VALUE Error Messages

a. (team) DOES NOT SET TIME VALUE

If a non-social decision-maker is listed.

b. L, M, OR H

If column A does not contain either L , M , or H

14. $ASMNT Error Messages

a. (entry) IS NOT A RECOGNIZABLE CONTROL WORD

The wrong code has been used.

b. IT IS TOO LATE TO ENTER (entry) — USE OOPS AND START ALL OVER

If a decision at a higher level of application was made after a lower level

decision had been input. For example, using the L cde after LHI was used.

c. SOMEONE ON TEAM (team name) IS TRYING TO ENTER ASSESSMENT

INPUT

Some illegal decision-maker code was used.

d. (location) CANNOT BE ASSESSED

If a special assessment is attempted for an non-privately-owned parcel.

95
e. DATA ITEM (item) IS NONSENSE or LOCATION ERROR

If location specified is off the baord, intersection, or road segment

or if assessment rate is greater than 1000 mils (100%) .

f . ZONE (number) IS EMPTY BUT MAY BE EXTENDED

If a dummy zone is intentionally specified or if a zone with no parcels

within it (the same intersection was listed twice as the boundaries of the zone)

is accidently specified.

g. (location) IS IN (jurisdiction number)

If a special zone or a special assessment deals with land outside the

proper jurisdiction. If the error is for a special zone, the further message is

ZONE REJECTED.

h. ZONE (number) HAS NOT YET BEEN DEFINED

If a zone is specified to have the same characteristics as another zone

which has yet to be defined

i. NO PARCEL LIST FOR ASSESSMENT

A location has not bee specified in column "c" for a type of assessment

decision which requires a location (AD, AL , SL , SD) .

j

. UNNECESSARY PARCEL LIST FOR ASSESSMENT

A location has been specified in column "c" for a jurisdiction-wide

decision setting the assessment ratio of a land use

k. (code) IS NOT A RECOGNIZABLE CONTROL WORD

An incorrect letter code has been used.

1 . (location) IS NOT A FARM PARCEL'

A farm assessment has been inputted for a parcel which is not part of farm

m . AN INTERNAL ERROR

A program error

15. The Concluding Messages

As was mentioned earlier , the final Edit messages for bids on auctioned

parcels of land , federal-state aid requests , and redistricting errors are printed

at the end of all the other edit messages . They appear as shown on the following

page.

96
a. Auctioned Parcels

The following is a sample output:

****** END OF INPUT DATA *** B 'S $ 102000 BID ON 11818 ACCEPTED .2402 / .8580

C 'S $ 51000 BID ON 11426 REJECTED .7743 / .1790

A 'S $ 5100 BID ON 11426 REJECTED .6653 / .0000

B OWNS 7430

F ' $ 184620 BID ON 8838 REJECTED .6583 / .2649

Note that B's bid was accepted. This is because the probability of B's

bid being accepted (the number to the right of the "/") was greater than a randomly drawn number (the number immediately to the left of the "/")

The bids by C , A and F were rejected because the probabilities generated

by the amount of money they bid were less than randomly drawn numbers.

Some team made a bid for parcel 7430 but team G had already purchased that

auctioned parcel by bidding more than the asking price.

b. Federal-State Aid

The second part of the final messages is a list of federal-state aid

data in the following format (the numbers are for purposes of illustration only

assuming a two jurisdiction area) .

JUR. STUDENTS SCHOOL POPULATION PARKS

1 34040 2 252 99

2 28610 2 299 111

3 0 0 0 0

For jurisdiction 1, there are 34,040 students, two levels of schools,

252 population units and 99 units (1/25 of a square mile) of parkland.

Then each of the individual requests are listed (in order of HY , PZ , and SC) and if the aid was grated this is indicated. In the case of each request

the number following the word "chance" is the probability that the aid will be

received. Sample messages are: FOR HYWAY FROM 10922 TO 10935 CHANCE .50

REQUEST GRANTED (if aid request is approved, and no message if the request is rejected) .

25.0% CHANCE FOR AID OF $ 50000 FOR PZl

REQUEST GRANTED (if aid request is approved, and no message if the

request is rejected) .

97
*c. Redistricting Error Messages

If any part of the redistricting of a department in a jurisdiction is

invalid, then all redistricting by the department in that jurisdiction is rejected.

The message which appears is:

PROPOSED REDISTRICTING RESULTS IN DISTRICT FOR (SC or MS) AT

(location) BEING DISCONTINUOUS (SC or MS) REDISTRICTING REJECTED FOR

JURISDICTION (number)

There is no redistricting message at the conclusion of the edits if no

errors were made.

See page 135 of Appendix G for an explanation of how redistricting inputs

are processed. '

'

28
APPENDIX E

MAXIMUMS AND MINIMUMS IN THE CITY MODEL INPUTS AND FILES
APPENDIX E: Maximums and Minimums in the City Model Inputs and Files

The game director should be aware of a few constraints that have been

placed on the size of inputs and the size of growth that the model can handle.

Some of these maximums have been imposed by the lack of computer space and

others are practical limits that should never be achieved. The maximums fall

into two classes — those related to input constraints and those related to the

number of pieces of data that can be associated with a particular item (a file

maximum) an example of the first type of constraints is that no value greater

than $500 can be inputted for the dollar value of time. An example of the second

type or file constraint is that no more than 63 schools may be built. The director

should also note input minimums

In addition to including EDIT program input restrictions , the manner

in which the director may override some of these restrictions is illustrated in

Section C of this appendix. An appendix (*) before an input maxim^um /minimum

listed in Section A denotes that this input restriction can be overridden.

1. Input Maximums/Minimums

a. $OTHER/=dm/LO

No economic team may borrow from another at an interest rate above

12 .7 percent.

b. $CVPT/SCx pr MSx/E

No more than 15 population units from either class may be assigned to work at a single school or municipal service location.

c . $FSA

The HighwayDepartment may not request aid for more than 30 road

segments per round and the Planning and Zoning Department may not submit

more than three requests for aid in a round. The EDIT program will consider

no more than five (5) FSA requests by the Highway Departments from all

jurisdictions. It will process the first five received and disregard all others.

d. No input of more than 10 digits.

e. $PU

$262,143,000 is the largest possible price and no more than 100% of

parcel may be purchased.

100
f. $BUILD

$671,080,000 is the largest possible price. (Prices offered and charged

at employment locations must be between 50% to 150% of normal.)

g . $TIME

Up to 100 units may be allocated in each classification but not more than

100 total units may be allocated

.

h. $VALUE*

The player input check does not permit more than $100 per unit.

The director limit is $500.

i. $CASH

$3,435,800,000 is the largest possible amount of an appropriation

or cash transfer

.

j. $TAXES*

The input check permits no more than a 9.9% (99 units) tax rate.

The limit on the director is 1000 mils (100.9%) .

k . $ASMNT

Special assessment $1,196 ,100,000.

1. $BYCT

No more than a total of 44 boycotts are possible at a given time by a decision-maker , therefore , this is the upper limit on the number that can be

input for a given round.

m. $R0UT

Route numbers 1 to 511 may be used. No other numbers are accepted,

n. No negative numbers . The Edit (input processing) program puts practical constraints on

the following input. (See page 102)

*See Director's Summary Input Explanation Form in Appendix C for clarification

of column values.

101
0. *$CVPT/=edm/P (prices)

R (rents)

S (setting wage levels)

Any input greater than 150% or less than 50% of the typical price,

rent, or salary will be rejected.

p. *$OTHER/=MSx or SCx/S

Salaries to Municipal Services and School Department employees may not

be less than 50% or greater than 150% of typical salaries.

q. $OTHER/=UT (1, 2 , or 3) /P

Utility prices must be in the range of $5,000 to $15,000.

2. File Maximums

a. Number of economic teams (loaded value) = 26

b. Number of social teams (loaded value) =26

c. Number of schools = 63

d. Number of municipal services = 127

e. Product of the number of PC's or PS's (including the outside

as one) and resident class by parcel = 8400

f . Customers per PG or PS = 470

g. Number of loans by an economic team = 14

h. Number of bonds by a government department = 22

1. Maximum team cash = $30 billion

j. Maximum dollar number in any government field = 99 million.

3. How the Director Can Override Certain Input Maximums and/or Minimums

In order to experiment with several innovative economic , social or government programs such as cooperative commercial establishments, the

_ See Director's Summary Input Explanation Form in Appendix C for

clarification of column values .

102
director may desire to override programmed input checks. This option exists

for pricing (including rents) , setting wage rates, setting wage rates, setting

tax rates (above 9.9%) , and setting the dollar value of time. Note that negative

numbers may never be input, although zero ("0") is possible.

To illustrate the use of this option the general format of the input will

be provided. All capital letters mean that those letters are mandatory for the

decision to go through; all commas, dollar signs, equals signs, and slashes are

in their proper places; lower case letters show where the variable values are to be input*, the additional values and characters which the director must input

are denoted by the box around them.

a. For salaries to MS and SC Department employees:

$0THER/=MS1, etc/S, amount | O, A

b. For utility prices out of the $5,000 to $15,000 range:

$0THER/=UT1 (or UT2 or UTS) /P, amount ,1

c. For price, rent and salary changes for economic decision-makers:

$CVPT/=edm/P , location, amount

R, location, amount O, O, A

O, O, A

S , location , amount , amount , amount

For taxes above 9.9%:

$TAXES/=CH1 (or CH2 or CHS) /type, amount

For setting dollar value of time above 100:

,A

,1

$VALUE/=sdm/H (or M or L) , amount '1 I .1

f . In order to guarantee 100% probability on a land purchase

from the outside system

.

$PU/=dm/location , amount ($) , OU percent ,1

* See Director's Summary input Explanation Form in Appendix C for clarification

of column values.

103
APPENDIX F

LIST OF OUTPUT SECTIONS
APPENDIX F: List of Output Sections

(Items marked with asterisk do not

NAME OF OUTPUT

1. @XQT EDIT*

2. HOUSING

DISSATISFACTION

FOR PL*

3. HOUSING

DISSATISFACTION

FOR PM*

4. HOUSING

DISSATISFACTION

FOR PH*

5 . INITIAL POPULATION*

PERSONAL

DISSATISFACTION

FOR PL*

PERSONAL

DISSATISFACTION

PERSONAL

DISSATISFACTION

FOR PH*

MIGRATION

STATISTICS*

20. ASSESSMENT CONSTANTS

11. ASSESSMENT FACTORS

appear until after round 1)

FUNCTION

Shows acceptance or rejection of each

input decision.

Histogram of number of PL's by housing

by housing dissatisfaction level.

Histogram of number of PM's by

housing dissatisfaction level

Histogram of number of PH's by

housing dissatisfaction level .

PI by class and jurisdiction before

migration and number of Pi's displaced

by demolition of housing

Histogram of number of PL's by

personal dissatisfaction level.

Histogram of number of PM's by

personal dissatisfaction level

Histogram of number of PH's

by personal dissatisfaction level

In-migration , out-migration, internal

migration and natural population growth

by jurisdiction and class

Design parameters that are not changed.

Assessment rates for land and developments

by type that are set by the assessment

department by jurisdiction.

105
NAME OF OUTPUT

13. DEVELOPMENT

ASSESSMENT

AMOUNT MAP

14. TOTAL

ASSESSMENT

AMOUNT

15. PARCELS UP FOR

AUCTION

16. AUCTION

ASKING PRICE

17. MARKET VALUE OF

PRIVATELY OWNED

LAND FOR 100%

OF PARCEL .

18. DEVELOPMENT MARKET

VALUE MAP

19. TOTAL MARKET VALUE

OF PRIVATELY OWNED

LAND AND DEVELOPMENTS

20. ECONOMIC STATUS MAP

21 . GOVERNMENT

STATUS MAP

22. SOCIAL

DECISION-MAKERS

23. PREEMPTED LAND AND

PUBLIC INSTITUTIONAL

MAP

24. DEMOGRAPHIC MAP

FUNCTION

Map of total private real property

assessments in $100,000's

Map of total private real property

assessment in $100,000's

Tabular list of parcels for sale and

their asking prices.

Map of parcels for sale and their asking

prices in $1 ,000's

Map of market value of parcels assuming

that the full parcel were privately

owned in $100,000's.

Map of actual market values of

developments in $100,000's.

Map of combined market value of private

land and developments in $100,000's.

Map of private land ownership and development that also shows the zoning , utility

level, percent of parcel undeveloped,

and the road network.

Map showing government buildings

(schools, municipal services,

utility plants, and terminals) , parkland and road.

Map showing by residential parcel the

social teams that control PH , PM and PL

decisions.

Map showing the percent of each parcel

that cannot be developed because of

topographical constraints and the percent

which is in public institutional use. Map showing the population (in 100 's)

percent occupancy, and quality index (QI)

for all residential parcels , and the value

ratio (VR) for all private non-residential

developments (QI and VR figures show

depreciated values before maintenance) .

106
NAME OF OUTPUT

25. PART-TIME WORK

ALLOCATION FOR

HIGH INCOME CLASS

26. PART-TIME WORK

ALLOCATION

27. PART-TIME WORK

ALLOCATION

FOR LOW-INCOME

CLASS

28. EMPLOYMENT SELECTION

INFORMATION FOR

LOW-INCOME

CLASS

29 . EMPLOYMENT SELECTION

INFORMATION FOR

MIDDLE INCOME

CLASS

30. EMPLOYMENT SELECTION

INFORMATION FOR

HIGH-INCOME

CLASS

FUNCTION

Tabular list of residence location of parttime workers, their employers, the number

of part-time units, and the yearly salary rate.

Tabular list of residence location of parttime workers, their employers, the number

of part-time time units , and the yearly

salary rate

.

Tabular list of residence location of parttime workers , their employers , the number

of part-time time units , and the yearly

salary rate

.

Tabular output showing the place of residence

of all Pi's, their employers, the number of

not employed and employed by each

employer , the time units consumed in

transportation to work, the cost of using

an auto to go to work, the costs using a bus and/or rail to go to work, and the route

used to travel to work whether by auto or public transit

.

Tabular output showing the place of

residence of all Pi's, their employers,

the number of Pi's not employed and

employed by each employer , the salary of

each employer, the time units consumed in

transportation to work , the cost of using

an auto to go to work, the costs using a bus and/or rail to go to work , and the route

used to travel to work whether by auto or public transit.

Tabular output showing the place of

residence of all Pi's, their employers,

the number of Pi's not employed and

employed by each employer , the salary of

each employer , the time units consumed in

transportation to work, the cost of using

an auto to go to work , the costs using a bus and/or rail to go to work, and the

route to travel to work whether by auto or public transit.

107
NAME OF OUTPUT FUNCTION

31 . EMPLOYMENT SUMMARY Information by class and total for the number

of Pi's employed at their design level or at

, lower levels, the number unemployed, the

total number of Pi's, the part-time units worked,

and the number of jobs full time that were not

filled by the local labor force,

32. SCHOOL MAP Map showing the location of schools, school

boundaries, and the number of students

attending public schools and attending

. .u,..;.;,. private schools.

33. PERSONAL GOODS Tabular output showing the identification

ALLOCATION SUMMARY number assigned to each PG establishment,

its location, owner, level, effective capacity

,

actual capacity used, price, and gross sales.

For each customer it shows the store to which

it is assigned, the customer location and

type or class, the customer's owner, the

consumption units (including those for

maintenance and recreation) , transportation costs (shadow costs in the case of

(residences) the purchase cost (total

cost in the case of residences) , and

total cost.

34. PERSONAL GOODS

ALLOCATION MAP

35. PERSONAL GOODS

ALLOCATION MAP

FOR MIDDLE-CLASS

36. PERSONAL GOODS

ALLOCATION MAP

FOR LOW-CLASS

37 . PERSONAL GOODS

ALLOCATION MAP

FOR RESIDENCES

38 . PERSONAL SERVICES

ALLOCATION SUMMARY

Map showing the location of all PC's and

the number of the PG to which each PH

customer was assigned.

Map showing the location of all PG's and

the number of the PG to which each PM

customer was assigned.

Map showing the location of all PG's

and the number of the PG to which each

PL customer was assigned.

Map showing the location of all PG's and

the number of the PG to which each

residence was assigned for purposes of

maintenance purchases.

Tabular output that is identical in format

to that for PG described under #33.

108
NAME OF OUTPUT FUNCTION

39. PERSONAL SERVICES

ALLOCATION MAP

FOR HIGH-CLASS

40. PERSONAL SERVICES

ALLOCATION MAP

FOR MIDDLE-CLASS

41. PERSONAL SERVICES

ALLOCATION MAP

FOR LOW-CLASS

42 . PERSONAL SERVICES

ALLOCATION MAP FOR

RESIDENCES

43. BUSINESS GOODS

ALLOCATION SUMMARY

Map showing the location of all PC's

and the number of the PG to which each

PH customer was assigned.

Map showing the location of all PC's and

the number of the PG to which each PM

customer was assigned.

Map showing the location of all PC's and

the number of the PG wo which each PL

customer was assigned.

Map showing the location of all PC's and

the number of the PG to which each

residence was assigned for purposes of

maintenance purchases.

Similar to that for #33 except that

residences are not customers of BG.

44. BUSINESS GOODS

GOVERNMENT

CONTRACTS

45. BUSINESS GOODS

46. BUSINESS SERVICES

47. BUSINESS SERVICES

GOVERNMENT

CONTRACTS

48. BUSINESS SERVICES

ALLOCATION MAP

Tabular list showing the identification

number of each BG that has a government

contract, the contracting department,

the number of CU's purchased, and the

cost paid by the department.

Map showing location of all BG's and the

number of the BG to which each private

BG customer in the local system was

assigned to shop.

Similar to that for #33 except that

residences are not customers of BS

Tabular list showing the identification

number of each BG that has a government

contract, the contracting department,

the number of CU's purchased, and the

cost paid by the department.

Map showing location of all BG's and

the number of the BG to which each

private BG customer in the local system

was assigned to shop .

109
NAME OF OUTPUT FUNCTION

49. TERMINAL CUSTOMERS Tabular list of the location, business

type (land use) , and terminal requirements of each terminal user. Each

terminal is assigned an identification

number and its location and level are noted

.

50 . TERMINAL ALLOCATION

51-a. SOCIAL

DECISION-MAKER

OUTPUT

51-b. BOYCOTT STATUS

52. ECONOMIC RESIDENCE

OUTPUT

53. ECONOMIC BUSINESS

OUTPUT

54. ECONOMIC NEW

CONSTRUCTION

55. ECONOMIC BOYCOTT

STATUS

Map showing the number of the terminal to which each terminal user in the local system

is assigned.

Tabular list of socio-economic characteristics of the local system population

separated by social decision-makers,

jurisdiction, income class, and parcel

location

.

List of outstanding boycotts for each

social team . Information for each

boycott includes type and class of

boycott and economic owner and

establishment boycotted.

Tabular list of characteristics of local

housing separated by economic team.

Tabular list of characteristics of

local business separated by team and

listed in order of LI , HI , NS , BG , BS , PS and Construction Industry contracts

.

Tabular list showing location of that

team's new construction, the type and the

old and new level of activity , the location of

the construction industry , the contracted

price, rent to be charged (if residence)

or salary offered (if employer) , the quality

index (if residence) or price per CU (if

commercial) , and the status of the

construction

.

Tabular list showing the team boycotting the

income class (if a social boycott) , or land

use (if an economic boycott) , and the function

(work cr shop) being boycotted. Also shown

are the location, land use, and team being

boycotted

.

110
NAME OF OUTPUT FUNCTION

56. ECONOMIC LAND Tabular list of the location of parcels

SUMMARY owned by a team, their assessed value,

percent that is undeveloped and private,

the taxes on undeveloped land, the percent

publicly developed and undeveloped, the

percent undevelopable because of topographic

constraints , the utility capacity available

and used.

57. ECONOMIC LOAN Tabular list showing borrower , lender

,

STATEMENT interest rate , years remaining on the

loan, the original principal, and the

annual payment

58. ECONOMIC A cashflow statement showing expendiFINANCIAL tures and income , a portfolio of con- SUMMARY servative and speculative stocks , and a balance sheet of assets and

liabilities

59 . HIGHWAY A financial report showing capital and

DEPARTMENT current expenditures and revenues

,

REPORT . outstanding bonds , a summary of maintenance levels and expenditures by

road type , a summary of road conditions,

a terminal status report, a list of undeveloped land, and a status report on

available federal-state aid.

60 . HIGHWAY DEPARTMENT Tabular list showing the construction

CONSTRUCTION TABLE firm , the location of the road being

built, the status, the old and new level,

the contracted price , and the dollar

amount of federal-state used.

61 . HIGHWAY MAP An eight page map that shows the private

land use on each parcel , the type of each

road , the level of each terminal and the

value ratio and peak-hour congestion

along each road segment.

A financial report showing capital and

current revenues and expenditures

outstanding bonds , employment costs

,

the amount and condition of rolling

stock, the fare structure, passengers

and total fares by route , and the number

of passengers by each segment of each

route.

62. BUS COMPANY

REPORT

111
NAMF OF OUTPUT FUNCTION

63 . PARTIAL

TRANSPORTATION MAP

(2 copies)

64. FULL

TRANSPORTATION

NETWORK MAP

(2 copies)

65. LIST OF RAIL TRACK

SEGMENTS AND

STATIONS

66 . RAIL

COMPANY REPORT

Map showing the road and rapid

rail network.

Map showing all roads , rail

stations, and bus lines.

List of track segments (lengths

of track between two intersections)

and rail stations.

A financial report showing capital

and current revenues and expenditures

outstanding bonds , employment costs

the amount and condition of rolling

stock, the fare structure, passengers

and total fares by route , and the number

of passengers by each segment of each

route

67

68,

69.

70

RAPID TRANSIT

COMPANY

CONSTRUCTION

TABLE

SCHOOL

DEPARTMENT

REPORT

SCHOOL

DEPARTMENT

CONSTRUCTION

TABLE

SCHOOL FINANCES

Tabular list showing location of

construction industry , tract locations

status of the construction , and the

contracted price

Tabular data on school unit location,

level, maintenance level, value ratio,

students attending, teachers, studentteacher ratio , and use index . Also data on

undeveloped land , BG and BS contracts and

cost of purchases, adult education summary,

and several total school statistics.

Tabular list showing the location of the

construction firm , the school building

location , the status of construction , the

old and new level of the school , the

contracted price , the amount of federalstate aid used, the maintenance level

for the school, and the number of PM's and

PH's assigned to work at the School.

List of capital and current revenues and

expenditures , outstanding bonds , and

available federal-state aid by school

site location.

112
NAME OF OUTPUT FUNCTION

71

72,

73

MUNICIPAL SERVICES

MAP

MUNICIPAL SERVICES

DEPARTMENT REPORT

MUNICIPAL SERVICES

DEPARTMENT

CONSTRUCTION

TABLE

Map showing the location of municipal

services and the identification number

of the MS serving each parcel.

Tabular list of MS locations , maintenance

level, value ratio, effective capacity,

loading (units of capacity used) , number

PL and PM's working, and the MS use

index. Also shown are the salary levels,

contracts to purchase BG and BS , the

location of undeveloped land , and

outstanding bonds.

Tabular list showing the location of the

construction firm , the MS location

,

the status of construction, the old

and new level of the MS , the contracted

price , the maintenance level , and the

number of PLs and PM's assigned to work

at the MS

.

74

75,

76

77

78

MUNICIPAL SERVICES

FINANCES

UTILITY MAP

UTILITY

DEPARTMENT

REPORT

UTILITY DEPARTMENT

CONSTRUCTION

TABLE

UTILITY DEPARTMENT

FINANCES

List of capital and current revenues

and expenditures.

Map showing utiltiy plant locations

,

the number of the utility plant serving

each parcel that has utility service,

and the level of utility service on

each of those parcels.

Tabular list of utility plants , their

location, level, units installed from each

plant, units served, total operating costs

per unit, and income derived from charges.

Also listed is the charge per unit to customers

undeveloped land, and outstanding bonds.

Tabular list showing the location of the

construction firm , the site of the

utility plant, the status of the construction, and the contracted price.

List of capital and current revenues

and expenditures.

113
NAME OF OUTPUT FUNCTION

79. PARKLAND MAP

80 ZONING MAP

Map showing the amount of parkland

available per parcel and a usage index

for each park.

Map showing the zoning classification

of each zoned parcel and a key showing

the definition of each zoning classification.

81

82

83

PLANNING AND

ZONING

DEPARTMENT

REPORT

BUDGET

CHAIRMAN AND

COUNCIL OUTPUT

FINANCIAL

SUMMARY

Shows total jurisdiction population,

total amount of parkland , outstanding

bonds , and capital revenue and

expenses.

Shows the total jurisdiction population,

the welfare payment per unemployed

worker , and the financial summaries for

municipal services, schools, highways,

planning and zoning, utilities, and the

chairman's account. Also included

are outstanding bonds.

A tabular list showing by department

the previous cash balance, capital

revenues, current revenues, capital

expenditures, current expenditures,

and new cash balance.

84 . TAX SUMMARY

85. DEMOGRAPHIC

AND ECONOMIC

STATISTICS

Tabular list showing by the eight

possible tax bases, the dollar amount of

the tax base, the tax rate, and the revenue

generated

Tabular list by jurisdiction and for

the total system of population and its

characteristics, land usage, housing,

employment, earnings, income from the

national economy , outflows to the

national system , and national

business cycle effects.

114
APPENDIX G

ELABORATION OF SOME PLAYER AND COMPUTER PROCESSES
APPENDIX G. Elaboration of Some Player and Computer Processes

I. -^r--^ INTRODUCTION

This Appendix is intended to provide the Director with some

detailed aspects of CITY MODEL which are not explained fully in the Player's

Manual. Frequently, players who know how the model works generally

desire to understand it more deeply. The explanations will cover the

following topics:

a. The Full-Time Employment Process — the actual method

of assigning workers to jobs.

b . The Part-Time Work Allocation Process — an explanation

of the manner in v/hich population units are assigned extra

work. Listing the factors involved permits inferences to

be drawn for the extra work time allocation of social

decision-makers

c . The Commercial Process — criteria used in the assignment

of buyers to sellers

d . The Effects of Time Allocation in Education — the effects of

time in adult education on the educational level of population

units

e. Bus and Rail Company Output — detail on the meaning of

several portions of Bus and Rail output including Transportation Network Maps.

f . The $REDIST Input — and explanation of the manner in which

redistricting decisions are processed; sources of input

errors are highlighted.

g. Government Contracts with Business Services and Business

Goods Establishments — an explanation and illustration of how

the player should input new contracts, replacement contracts,

and elimination of contracts

h . The Effects of the Outside System — details on the business

cycle (including determination of the interest rate on loans

from the Outside) and on Federal-State aid and taxes; the

role of the Outside in the Migration Process; the method

of determining the value of outside-owned land parcels;

the role of the outside in construction; the relation of

outside suppliers of goods and services to the local system

116
Business Profitability — the assumptions underlining

some of the parameters used in the economic sector to assure a reasonable rate of return for businesses (under

"normal" conditions) . The Migration Process — details on the calculation of

personal and housing dissatisfactions , selection of

in-migrants and out-migrants, and placement of Pi's

into housing.

117
II. THE FULL-TIME EMPLOYMENT PROCESS

Each income class is considered separately, highest first. There

are two major sections to the employment process: choosing a job and

selecting the best mode of transportation to work. The former section will

be discussed in detail first.

This operation occurs during the processing of each round's

decisions. In this process, all jobs are considered "open" and are examined each round for possible new employment by qualified workers

But, for reasons explained below, workers do not always change jobs

each round.

Another overall consideration is that in the first sort, in

which workers of all classes "decide" to retain their present job or change to a possible new one, and in all subsequent matching the

process is performed in order of class, high income class first. This

process is always top down, meaning that in a job shortage, high income

workers can take middle income jobs but never the reverse. Where

workers of the same class are competing for the same job opening, the

ones with the higher education level win.

There are occasions when some high income workers will be

unemployed while all middle income workers will have jobs. This situation

occurs when a high income worker cannot afford to either remain in his

present job or take a new one (because his costs are too high, or because

both job openings do not pay enough) .

Note here that the emphasis is on what workers will or can afford

to accept and not so miuch on what is available. This relationship is

conditioned by several things, among them the supply and demand curve,

what economic decision-makers decide to pay, how the government sector is

providing transportation and general social sector dissatisfaction.

In order to choose a job, a Pi's estimated transportation cost to each job (using last round conditions) must be calculated. The best route to each employment location is calculated from each parcel containing high-income

workers. Of course, the best route is the same for all workers of a class on

a parcel. The "best" route is the cheapest influence by the usage of the

transportation network last round and the dollar value of time traveling.

Although the time cost is not paid by a worker in dollars, it is a significant

factor in the selection of routes and modes of travel.

118
Generally, the transportation cost (weighted by time and money)

is subtracted from the salary offered by each employment location

,

yielding the direct net income a worker would receive there. To reflect

job stability the direct net income from a possible new job must exceed that

of the last round's job by at least 10 percent before a worker will "consider"

changing. This bias toward stability is accomplished by artificially increasing the new round's wage of the present job by 10 percent during the round's

employment allocation process. Thus, the highest direct net income of a possible new job is compared with the artificially high wage of the present job

during each round's employment allocation. Workers take the job with the

highest apparent income , either the inflated wage of the present job or the

highest direct net income of a possible new job.

In three situations — where a business has been downgraded,

where a construction industry has less need for labor this round, or

in the case of public employment , where there was a cutback in requested

employees — the most educated employees are hired and the rest are considered still unemployed , if more employees are available for their

previous jobs at a particular location than there are jobs available.

All high-income Pi's on a parcel have the same educational level.

The best educated groups of Pi's try for jobs with the greatest direct

net income. If there are not enough job openings for all high-income

living on the parcel at their best employment location, as many as possible are assigned jobs there. The rest look for their next best job,

again comparing the artificially inflated income of their present job

with the direct income of a possible job (the repeat of the process

mentioned above) . The process is repeated until all of the workers of

that class on the parcel have jobs, or until both the artificial and direct

incomes are negative. Then the next best educated group is considered

for jobs . If workers living on two or more parcels have the same

education level, the order of consideration is random. The least

educated group is considered for jobs last.

When all workers of the class have tried for jobs, the part-time

employment process occurs. (See Sectionlllof this Appendix.)

The entire employment process runs each time for the next lower

class , plus those of the previous class still without full-time jobs who

are put at the top of the list because of their higher educational levels.

119
When employment has been run for all classes, the new traffic

congestion and actual transportation to work costs and modal choices

are calculated . In other words , the origins and destinations of work

trips are now known and the routing and modal choice must now be

determined. The new and old congestions are compared. If the new

congestion exceeds the old on any road segment or bus or rail route

by more than the percent population increase plus 10%, the best

route to work is recalculated for everyone, based on the new congestion.

Jobs are not sought anew — only routes to work. Of course, if a road or route is not overcrowded , the percentage increase in congestion is ignored

as a factor in determining whether to recompute routes . The routing and

congestion comparison process is repeated up to three times or until the

change in congestion does not exceed the percentages given above. The

final routes to work and usage by mode become the congestion considered

in the next round's employment process.

In the case of government employment, no specific place of

employment (i.e., no parcel) is designated. Rather, fixed transportation

costs and travel times are used for each population class in round one. The dollar and time cost to travel to government full-time employment

(SC , MS , BUS , RAIL) in subsequent rounds is the average for all other

working population units. A single average time cost is calculated for all

three population classes, whereas a separate average dollar cost is calculated for each class

120
III. THE PART-TIME WORK ALLOCATION PROCESS

Social decision-makers realize that their population units seldom

receive all the extra work for which time was allocated. As with the fulltime employment allocation process, the Pi's educational level is the most

important factor in the assignment of part-time work units to extra work

time allocation.

The supply of part-time work units , eighty of which are equivalent to one full-time job , is primarily determined by the levels of business

activity in the system. The following table gives the fixed supply ratios of

part-time units for each class of PI per level of business activity.

LAND USE LOW MIDDLE HIGH

FL 240 80 0

SO 160 160 80

MP 320 160 80

MF 160 160 80

NL 160 80 80

EL 80 80 80

TE 80 80 80

FO 80 80 0

TA 240 0 0

PA 160 0 80

CR 80 80 80

NS 0 0 80

BG 0 0 80

BS 0 0 80

PG 160 80 0

PS 160 80 0

Variable supply of part-time work units (jobs) is provided in the two ways

listed below

.

CI - For each CI location, the supply varies from 0-100 units per

class (each class is requested in equal numbers) according to the

amount of construction labor units required in a particular round.*

SC - By jurisdiction the school department provides public adult education according to the number of middle and high income part-time

work units it hires. This specification obviously can fluctuate

considerably round-to-round.

The total labor units required by a CI is divided by 50 to determine the

full-time Pi's required in each of the three classes. The remainder is

multiplied by two to derive the number of part-time labor units.

121
Two lists — one supply of and the other demand for part-time

work units — are created for each population class. The suppliers of

part-time work units are ordered by the salary offered (proportional to fulltime wage offered) with the highest salary placed first. Each entry on this

list contains a location, a full-time salary per worker, and an amount of parttime work units available

Each entry in the demand for units list is comprised of a residence

group for which allowed time for extra work as defined by a parcel location

an average education level, and an average time allocation for extra work.*

The number of Pi's in each group is the final item of information. This list is

ordered on the basis of average education level with the highest levels first.

For each complete pass through the list of residence groups , the

part-time work allocation process attempts to assign by class ten units of extra

work to each population unit which has an unfilled extra work allocation. The

process continues until either all requests (unfilled allocations) are filled or

until the supply of part-time work units is exhausted.

First, the residence group at the top of the list (i.e. , the one with

the highest education level of those groups who have not yet been assigned work

in that particular pass) is examined. The number of Pi's is multiplied either by

ten or by a figure less than ten (if there are less than ten unfilled extra work

time allocation units remaining) in order to obtain the group's request for

part-time work units. For example, assume in the first pass that 6PH's at 10026

have the highest education level and that the social decision-maker allocated

25 time units to extra work for each PH. The total demand for units of this

group in the first pass is sixty (60) . These population units will have their

employment request of sixty part-time units met before any other high-income

population units are considered.

Once the request is determined, the job supply list is examined.

For each potential work location , a shadow automobile transportation cost

per worker is calculated. This value is subtracted from the salary per

worker to obtain a net income per worker which is used to determine the best

job. Units from this best job are assigned to the residence group up to the

amount of their request. If that particular job has an insufficient supply of

part-time units available , the remainder of the request must be met by the

second best job, and so on.

Pi's of the same class who live on the same parcel. Each PI so grouped

has averaged, and thus identical, characteristics such as education level

and time allocated for extra work.

122
After the job units are assigned to the particular residence group

,

their per PI unfilled extra work time allocation units are decremented byten (or the figure less than ten) and they are placed at the bottom of the

residence group list. Of course, if the residence then has no more units to be filled, they are dropped from further consideration.

Subsequently , a different residence group appears at the top of

the list and the assignment process proceeds in the identical fashion. This

continues until either of the two mentioned termination criteria are reached.

High-income population units may not be assigned middle or low income parttime jobs, nor may middle take low or high, and so forth. With an income class,

the only case in which a PI would receive a part-time job before another PI with

a higher education level is the case in which the shadow transportation cost

exceeded the remuneration expected from the particular job.

The implications for a social decision-maker in a play are fairly

obvious. As much time as is feasible should be allocated to education in

order to raise a Pi's relative standing in terms of education level. Moreover, in order to boost the income of less educated Pi's who are already worse

off due to the effect of education level in full-time employment, a team should

allocate no time to extra work for the highest educated members of the particular income class. This will enable the less fortunate Pi's to be higher in the

list of residence groups. Finally, note that the allocation of large amounts

of time to extra work has no effect on the assignment of part-time units to population units

123
IV. THE COMMERCIAL ALLOCATION PROCESS

Overview

Each round the commercial allocation process assigns buyers to

sellers, each buyer being assigned to shop at the commercial establishment

at which the buyer can obtain his required goods or services most cheaply.

The cost which a buyer perceives at each of his options for a shopping

location is a function of the transportation cost to get to the location , the

crowding at that location, the seller's price, and the buyer's preference

for shopping at the establishment where he shopped the previous round.

Every buyer evaluates all possible shopping locations each round.

The allocation process is iterative. Each buyer selects the

shopping location which is cheapest for him , and after all buyers have selected

shopping locations , all reevaluate their selections in light of the crowding

created by the previous selection process. The entire selection process is

repeated until between two successive evaluations no buyers decide to change

their selections from the previous iteration. Every buyer evaluates all possible

shopping locations each iteration.

There are several reasons for the iterative procedure. No business

has an infinite capacity in terms of the number of customers whom it can serve

or the number of goods or services which it can provide. Thus, the usage of

an establishment by other shoppers is a factor in a buyer's decision as to whether

to shop there. Crowding, or overusage , at a commercial establishment can be

viewed as a cost to the buyer in terms of annoyance, poor or inadequate service,

or length of time waiting for an appointment.

The allocation process could assign buyers to sellers one at a time,

each buyer considering the usage created by all buyers processed before him.

However , those buyers selected for assignment first would have the advantage

fo seeing unused sellers , and since crowding is only one factor in the determination of "cheapest", those buyers would tend to purchase goods and services

at the least dollar cost to them . Buyers selected later for processing would

tend to find the cheapest sellers in dollar cost too crowded and therefore too

expensive. Such a procedure of assignment introduces non-systemic biases in

the selections of shopping locations . The bias would be a result of the order

in which buyers are selected for assignment, and not a result of local

system conditions

124
The actual allocation process employed by the model assigns all

buyers to sellers simultaneously. Each commercial establishment's usage

as seen by a prospective customer is affected by the establishment's usage

after the previous iteration, or in the case of the first iteration in a round,

affected by the establishment's usage after the final iteration in the previous

round. The perceived usage is only affected by the previous usage. If the

previous usage were always the perceived usage , the selections of shopping

locations would tend to flip-flop from one iteration to the next. Since prices

at commercial establishments and cheapest transportation costs from buyers

to sellers do not change between iterations , only usage would cause a location

to appear more desirable in one iteration than in another iteration. Buyers

would tend to flock to one location on one iteration and , in the next iteration

,

see that location as overcrowded and all flock to another location . On the

following iteration , the first establishment would appear underused and

the buyers would all return. So, the actual usage of a commercial establishment is adjusted in the allocation process to a "base perceived" usage. With

each iteration of commercial allocation in a round , the effect of the actual usage

of a commercial establishment tends to decrease relative to the base perceived

usage establishment.

The shadow cost for a buyer to shop at a commercial establishment is a function of: 1) its base perceived usage; 2) the added usage which would

result if the buyer were to shop there but did not shop there on the previous

iteration; 3) the establishment's effective capacity; 4) its price; 5) the buyer's

least transportation cost to travel to the location; and 6) the buyer's bias toward

shopping where he shopped last round . The result of this function is the

shadow cost to a buyer to shop at each commercial establishment. Each buyer

selects the commercial establishment with the least shadow cost to him

.

If the least shadow cost is the Outside System , the buyer does not use a local establishment.*

A buyer's actual expenditure is the real transportation cost

and actual price charged at the commercial establishment which he

selects on the final iteration

.

*Note: The Outside System as a seller of goods and services has

only a price. It has no perceived usage, an infinite capacity, and

no transportation cost. A buyer who shops Outside does not have a bias toward shopping there in the following round.

125
The commercial allocation process can be viewed as a series of steps:

1 . Calculate the effective capacity of each commercial establishment.

2 . Calculate the least transportation cost from each buyer to each

seller

3 . Calculate the base perceived usage of each commercial establishment. (This is the only reiterative step for the sellers. The remaining calculations are performed for each buyer as he considers each seller .

)

4. From each buyer's point-of-view , adjust the base perceived

usage of the commercial establishment to reflect its usage if he were to shop

there but did not shop there on the previous iteration.

5. Use the result of step 4 as the numerator in a fraction for which

the result of step 1 is the denominator . This is the shadow ratio of perceived

usage to capacity.

6 . Apply the shadow ratio to the function shown on the graph in

Figure 1. Determine the y-coordinate which corresponds to the appropriate ratio.

7 . Sum the price per unit charged at the commercial establishment

and the least cost per unit purchased for the buyer to travel to the commercial

establishment.

8 . Multiply the result of step 6 by the result of step 7

9. If the buyer shopped at the commercial establishment last

round, multiply the result of step 8 by .9.

10. The result of steps 8 and 9 is the shadow cost for the buyer

to shop at the commercial establishment. (Repeat steps 4-10 for each seller

which the buyer can consider.)

11. Assign the buyer to the commercial establishment which

has the least shadow cost for him. (Repeat steps 4-11 for each buyer.

12. Determine whether another iteration is necessary. If so, repeat steps 3-11. If not, all assignments are final for the round.

126
PERCENT OF CAPACITY

127
Detail on Parts of the Allocation Process

The commercial process is run first for buyers of PG and PS . PG and PS establishments are buyers of BG and BS, and their purchases are

a function of their sales . Thus , customers are allocated to PG and PS before

any customers are allocated to BG and BS . The two allocation processes

are identical except for the consideration in the BG-BS allocation of usage

by government departments which have contracts consuming capacity at some

commercial establishments

.

Step 1 . Calculate the effective capacity of each commercial

establishment

.

A business 's effective capacity is a function of its level, its type

of business , its value ratio , and the number of employees which it received

through the employment process in relation to the number of employees

which it requires in order to operate at its level. The Outside System, one

seller of goods and services, has an infinite capacity.

E = Effective capacity of a commercial establishment

PR = Total number of Pi's required by the establishment

PH - Total number of pi's hired by the establishment in

the employment process

VR = The establishment's value ratio

C = Design capacity of the establishment (the capacity of a level

one of the business type times the establishment's level)

E = PH/PR X VR/100 X C

Step 2 . Calculate the least transportation cost from each buyer to each seller

.

The transportation network used for commercial travel includes the

roads only. Bus and rail are not modal options. The roads are viewed as unused by all travellers; road congestion is not a factor in the selection of least

transportation cost. The selection process itself uses the Moore algorithm to calculate least transportation cost from each buyer to each seller.

128
Step 3. Calculate the base perceived usage of each commercial

establishment

.

V^^j = The base perceived usage or a commercial establishment

to be used in iteration i+1

S. = The actual usage of the commercial establishment in

1 Iteration ...i K = A constant 20/21

N = The number of previous iterations in the round in

which either:

1) the number of buyers who changed their shopping

locations was greater than or equal to the number

who changed shopping locations on the previous

iteration , or

2) no buyers changed shopping locations but the

difference between the actual usage (S) at a commercial establishment and the base perceived

usage (V) was greater than 20 capacity units.

N is incremented if either of the two conditions

listed above obtains within an iteration , and the

new value of N is used in calculating the next

iteration's V

.

V.^, =^ S. , * K^^^ + (1.000 - K^^-* ) * V.

1+1 1+1 1

Step 12. Determine whether another iteration is necessary. If after

step 3 both 1) no buyer changed his shopping location, and 2) the base usage

of each commercial establishment is within 20 capacity units of its actual usage,

then the allocation process is finished and the shopping assignments are final

for the round. If either of the two criteria for finality is not met, steps 3-11 are repeated, using the results of this iteration.

129
V. THE EFFECTS OF TIME ALLOCATION IN EDUCATION

The accompanying figure shows the relationship that exists

between old education level, time spent in adult education (pay plus free) , and new education level. The row headings are the old educational levels,

the column headings are the time units actually spent in adult education

(equal to or less than the time allocated to adult education) , and the numbers

in the table are the new educational levels

Assume that a low income population unit had an old educational level

of 20 and spent 40 time units in adult education . This would raise the educational

level for that unit to 23 for the next round. Note that for that population unit,

any time spent in adult education above 23 units would raise the educational

level and any time spent less than 18 would lower the educational level. Also,

note that when a PL reaches its highest educational level of 39, it must continue

to spend at least 30 units of time in adult education to maintain that educational

level. Similarly, PM's must spend at least 24 time units to maintain their highest

level of 69, and PH's must spend at least 32 time units to maintain their highest

level of 99.

Educational levels are very important in the employment process;

therefore , if a social decision-maker is satisfied with the educational levels

of his Pi's , he should realize how much time must be spent in adult education

to simply maintain the present levels . The following educational levels require

the indicated amounts of time spent in adult education to just maintain the

educational level.

Educational Level Time Units

0 0

10 12

20 18

30 24

40 0

50 12

60 18

70 . 0

80. 16

90 24

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131
VI . BUS AND RAIL COMPANY OUTPUT

This explanation is intended to supplement the output description

given in the Players' Manual.

a. Financial Report

1. Capital Expenditures - Vehicle Purchase: If units of

equipment are sold, an amount equal to .50 X Average Value Ratio X number

of units sold X $10,000 is credited as a negative figure under vehicle purchase.

2. Current Income - Fares: This figure is the sum of the yearlyfares paid by each employee that uses the bus to travel to work (see Employment Detail) . The fare charged by the company is for a single worker-trip; the

yearly amount is calculated based on two trips per day , five days per week

fifty weeks per year (i.e. , single trip fare times 500) . As the yearly fare per

worker is automatically expressed in tens of dollars , the total fares printed

out may be somewhat less than the number that would be derived by carrying

more significant figures. (This is true only for the regular scale (PI = 500

people) ; the figures for the small scale (PI = 50 people) should be exact.)

b. Employment

1. As the Bus and Rail Companies hire employees (PM's) in

groups of 160 workers, it is in the companies' interest to keep the total

combination of service level and route lengths such that "Personnel

Required" is equal to or slightly below a multiple of 160. For example, if

328 personnel are required, three PM's would be requested and paid for

although only slightly more than 2 PM's would be utilized. Personnel re- quirements can be calculated using route miles and level of service (see

Players' Manual) .

2. All government and quasi-public companies which hire

employees (SC, MS, BUS, RAIL) have the same fixed transportation cost

for a given class. This fixed cost is the average travel cost and time for nongovernment workers in each class. Dollar cost differs by class but time is the

same and both are recalculated each round. If BUS and RAIL are not

successful in hiring any workers, the systems will not carry any passengers.

132
c . Rolling Stock

1 . Units Owned is the total number of equipment units owned by

the company; purchase of sales of equipment are shown here.

2. Units in Use is equal to the units required up to a maximum

of Units Owned; Units in Use is the number of equipment units which undergo

depreciation.

3 . Serviceable Units is Units Owned times the Average Value

Ratio/100.

One of the considerations entering into the passenger capacity of

a route is the "effective" number of units/mile operating on that route

(employment and level of service are the other considerations) . Each

mile of level one route has a requirement of 40 equipment units for full

capacity. The total requirement for the system is summed under Units

Required. The actual number of units used is the lesser of Units in

Use or Serviceable Units . For example, if the units required is 400 and

there are only 200 serviceable units, then the passenger capacity is half

of the desired capacity of the system

d. Passengers

The number under Total Passengers includes transfers from one

route to another which is done at no cost. Therefore, they are not all full

paying passengers on that route. Passengers who transfer between modes

pay costs for each mode. That is, a worker who drove to a bus station, took a bus to a rail station, and took the rail to his place of employment would pay an

auto cost and separate fares to the Bus and Rail companies.

In order to economically carry passengers, Bus and Rail routes

must take Pi's from where they live (or from where they can economically

drive to where they work. Thus , it is important both that the routes

have stops (or stations) in many residential locations (and in higher

residential density locations) and that the routes provide access to a number of work locations. It would be very uneconomical to have a long winding route through low density residences terminating near only

one or two employment locations. (Typical cost/mile and break-even

fares are noted in the Master Tables.) As mentioned in the Players' Manual,

the routes are directional and are specified to carry workers from residences

to their employment location; if a route is specified A —>B —-> C —- D, the

route would not carry passengers from C to B . A new C —>B would have

to be specified.

133
e . Routes

This portion of the output indicates by route where the bus or

rail stops , how many passengers got off at that stop , how many got on

,

and how many passengers are riding between stops . This information

indicates what portions of a route are underutilized and which are overcrowded and thus should affect decisions involving extending , deleting

,

or upgrading a particular route. The figure for Total Passengers under

the transit summary is the sum of all passengers riding the given route,

not their distribution; i.e. , a route (level 1) may have 9000 total passengers,

but yet be distributed in such a manner that no segment of the route is

overcrowded. Data on which segments are overcrowded would come from

the Routes output . If a route is highly overcrowded in one round, the

computer will probably assign a much lower ridership the following

round.

Additional information for each PI on where they live , where they

work , and mode , route and cost of transportation is given in the Employment

Detail. The game Director may want to withhold the Routes portion of the

output from the Bus and Rail Companies and charge them (Cash transfer to outside) a consultant's study fee for the information.

f . Transportation Network Maps (2 copies each of 2 maps)

It should be noted that the map which includes residences (R)

and work locations (W) shows land use only. The map does not indicate

either density or class of workers on a residential parcel or total number

or class of jobs on an employment parcel. Business type can be obtained

from the Economic Status Map, population is shown on the Demographic

Map , and the class of Pi's is shown on the residence output of the

economic decision-makers.

On the page following the last Transportation Network Map there

is a printout of the list of Rail track segments and Rail stations. This page

should be given to the Rail company along with one copy of each type of the

transportation network maps (the other set going to the Bus company) . This

is the only place where a complete list of track and station locations is

printed.

134
VII . THE $REDIST INPUT

The $REDIST input decision may be used by both the municipal

services and school departments of each jurisdiction. The inputs may be ordered

haphazardly within the list of inputs because they are not analyzed by the EDIT

program until all inputs have been read.

After the end of the input decisions , EDIT sets up a dummy board in which

ir compares the original districts with the specifications offered by any new inputs.

Of course, this is done only for those departments and jurisdictions which have

submitted redistricting decisions. Not only do the new inputs have to be consistent

and meet the contiguity constraint, but also the new inputs in conjunction with

the previous district allignment must meet all constraints.

New inputs overlay control and boundaries . That is , it is sufficient

to include a parcel which was previously served by a different plant or school

(for illustrative purposes, the plant at 9632) as being in a new district — the

district for 9632 does not have to be redefined.

Note player input mistakes which invalidate their whole set

of redistricting decisions:

a) crossing a jurisdiction line

b) atteinpting to relist a parcel on which there is a plant

c) cutting off service which had previously existed to some

distant parcels with a new plant

d) failing to meet contiguity with the inputs themselves

The players should be reminded that if any error is made in

any one of their redistricting inputs , the entire set of redistricting for the

department in a particular jurisdiction will be rejected.

135
VIII . GOVERNMENT CONTRACTS WITH BG AND BS ESTABLISHMENT

The school and municipal service departments from each jurisdiction will nto purchase any of their business goods and services from local

establishments unless they submit a contract input. This input offers flexibility in the amount of goods or services the department can acquire from

different local BG's and BS's. For each local establishment (regardless

of its jurisdiction) with which a department wishes to contract, it must

specify the desired percentage of total purchases , the priority that the

new contract is to have with respect to other current contracts , and the

priority that the displaced contract (if any) will have. Priorities are pertinent in a situation in which the total specified percentage exceeds

100.

For example, assume that in year "t" the School Department in

jurisdiction one wanted to purchase 50 percent of its goods from A's BGl

at 10044 , 25 percent from B's BG2 at 9830 , and 25 percent from G's BGl

at 9228. Prior to year "t" there were no contracts. Furthermore, the

department wanted to give G's contract priority over B's contract, and

B's contract priority over A's contract. The School Department decisionmaker should submit the following input.

$CVPT/=SC1/C,9228,25,1,0,G

/C,9830,25,2,0,B

/C, 10044, 50, 3,0,

Assume that in the following year (t = 1) the department decided

to replace the purchases of 25 percent of its needed goods from team B

with purchases of 40% of its goods requirement from team E's BGl at

9436. The new contract is specified as having the same priority. The

input would be

$CVPT/=SC1/C,9436,40,2,2,E

This means that team E's BG replaces team B's BG on the contracts list,

and now only 35 percent is purchased from team A because the sum of

the percentage allocations exceeds 100.

136
other cases and sample inputs follow:

Case 1. Round t - 1: MSI has one contract for 100% with E's BS at 9632.

Round t : MSI desires to contract for 50% with F's BS at 10030 at top (first) priority and purchase the other half of his needs at the original contractor.

Input: $CVPT/=MS1/C , 10030, 50 , 1 , 2 , F

Case 2 . In Round t = 1 , MSI chooses to eliminate both of these contracts.

Inputs : $CVPT/=MS1/C, 10030, 50, 0.0,F

C, 9362, 100, O.O.E

137
\

IX. THE EFFECTS OF THE OUTSIDE SYSTEM

Together , the game Director and the computer represent the

Outside System . The major components of the Outside System are:

a. Business Cycle — affects prices paid for basic industry

output, the return on investments in stocks, and the interest rate on loans

and bonds involving the Outside System

b. Federal-State Aid — affects the amount and type of

aid that local government departments and economic teams may receive.

c . Federal-State Taxes — affects the taxes that leave the local

system.

9

d. Migration — affects the movement of people (Pi's) into and

from the local system

e . Auction and Bids — affects the chances of teams or departments

acquiring land that is presently owned by Outside interests.

f . Construction Industry — affects the price of construction and

demolition of land uses by outside firms.

g. Suppliers of Goods and Services — affects the price at which

all goods and services may be purchased from the Outside.

The different components of the Outside System will be described

in the order listed above . Director influences and relevant computer output

will be noted

a. Business Cycle

Basic Industry Prices - The business cycle in the CITY MODEL

Follows the pattern shown in Figure 1 . Note that the variation in HI

average prices is greater than that for LI which is, in turn, higher than

that for NS . To calculate the price received per unit of output for any basic

industry in the local system , multiply the normal price per unit for that type

of basic industry times the business cycle index for that basic industry. For

example, the price per unit of output for an HI in Round 2 would be $190,000

times 1.08 = $205,200.

Loan and Bond Interest Rates - The basic outside loan rate is also

related to the national business cycle. The interest rate shown in Figure 1 is

used as an average when the actual interest rate on each loan is calculated.

In order to determine the interest rate on a specific loan from the

Outside, the computer generates a random number between 1 and 1024.

Depending on what the random number is (see Table A, page 140) , a percent

is added to or subtracted from the average interest rate for the round, as shown in Figure 1

138
FIGURE 1 BUSINESS CYCLE

Basic Industry

Outside Ratio of Price

Edits Output Loan Mean Per Unit Output Percent Return on

Before For Interest To Normal Price Investments (Mean)

"R on n HR nn n d

' J. vyj LA 11 u • Rate f%l * J.LC1LII/ ^ 0^ HI LI NS nnrmprvati VP Snppii la tivp

1 24 5.1 1,05 1.04 1.03 6.1 8.9

2 1 5.2 1.08 1.07 1.05 6.3 9.2

3 2 5.7 1.07 1.07 1.06 6.2 4.7

4 3 5.3 1.03 1.04 1 . 03 6.1 8.7

5 4 5.1 . 99 1 .00 1 . 01 5 .

4.0

6 5 4.8 . 93 .97 . 98 b . 4 -1.5

7 6 5.0 .95 .98 1.00 6 .

6.3

8 7 5.2 1.00 1.02 1.02 6.1 8.5

9 8 5.5 1.02 1.03 1.04 6.3 7.0

10 9 .5.9 1.06 1.04 1.05 6.7 1.0

11 10 6.2 1.07 1.04 1.04 6.5 8.5

12 11 6.1 1.02 1.01 1.02 6.0 3.9

13 12 5.4 .98 .99 .99 5.7 -1.0

14 13 5.0 .94 .96 .97 5.8 5.9

15 14 4.7 .90 .93 .95 5.1 7.0

16 15 5.1 .97 .98 .99 6.0 9.3

17 16 5.4 1.01 1.02 1.01 6.3 6.5

18 17 5.9 1.07 1.07 1.05 6.7 2.1

19 18 5.8 1.12 1.10 1.05 6.4 4.9

20 19 6.0 1.10 1.08 1.04 6.5 8.3

21 20 5.3 1.02 1.05 1.01 7.0 7.5

22 21 4.7 .97 1.00 1.02 6.5 9.5

23 22 4.3 .95 .97 .99 5.4 7.3

24 23 5.1 1.00 .99 1.01 6.0 6.4

The mean interest rate on government bonds is 2 percent below the mean

outside loan rate in a given round

139
TABLE A

Random Number Value to be Added to Mean

1 -

.5

2-11 - .4

12 - 56 - .3

57 - 176 - .2

177 - 386 - .1 387 - 638 0

639 - 848 + .1 849 - 968 + .2 969 - 1013 + .3

1U14 - 1023 + A

1024 + .5 The interest rate on government bonds is determined in the same

fashion, except that the average is 2% less than the average outside loan

interest rate and the values associated with the random numbers are half of the

loan values

Because the round number is incremented during output, all interest

rates calculated during the EDIT routine will use a different average from those

calculated during output. This difference is apparent only for the interest rates

on government bonds. For example, capital bonds which are floated as inputs to round 3 have an average interest rate of 3.7%. A current bond floated during

the simulation executed to produce Round 3 to cover a department deficit would have

an average interest rate of 3.3%. (See Figure 1.)

Return on Conservative and Speculative Investments - The average

return on conservative and speculative investments is the same for each team in

a given round, but a standard value (described in the Players' Manual) is

applied to that average for each team . The standard value applied is derived from

a table similar to, but with wider diversity than, Table A above. For example,

in round 2 one owner of conservative stocks may have the value of his investments

increased by 6.3 percent (the average) but another owner may have his increased

by 8 . 0 percnet.

b . Federal-State Aid

Two government departments (SC and MS) receive federal-state

aid automatically for certain current programs. The School Department

receives two federal-state aid dollars for every local dollar spent on welfare,

up to the limit

140
Three government departments (SC, HY , and PZ) may request

and receive federal-state aid for capital projects. These departments must

match the federal-state aid received with specified amounts of their own

funds. Each aid request for a capital project has a specified probability

of being funded in a given round. These conditions are summarized below:

Department

SC

HY

Project

Build or Upgrade

Schools

Build HYl

Build HY2

Build HY3

Maximum

Number

of

Requests

30 road

segment^ , in total —

Matching

Ratio (F-S

to Local

1:1

1: 9

1:1

2:

Probability

.60 for first request

.40 for second request^,

. 30 for third request -

.80

.50

.30

PZ Purchase 3 N/A .15-^

a/- The probability increases as the jurisdiction public school

enrollment averages more than 18,000 per school, and decreases as the average

enrollment is less than 18,000.

— Or five separate Federal-State aid requests, whichever comes first,

c/— The probability decreases with the amount requested and as the

population per square mile of parkland exceeds 100 ,000 persons.

141
A department that receives federal-state aid may spend that aid

in the following round or any round thereafter. In other words, the aid

is granted and the department can spend the aid whenever it pleases.

In the case of SC and HY , the aid must be spent on the specific construction project for which it was requested. For example, if the proposed

SCI at 10842 received the federal-state aid, the aid can only be used for that

specific proposed school. The federal-state aid for PZ is not tied to a particular location . Therefore , it can be used to purchase parkland or PI anywhere

in the system

The game director may at his own initiative or in response to

player requests , develop any new federal-state aid program by using his

$CASH prerogatives, i.e. , he can input cash to any economic or government

account. This option has been used on many occasions to simulate such federal

programs as Model Cities, Urban Renewal, Low Cost Housing Support, Mass

Transit Demonstration Grants, Small Business Administration, Labor

Department Training Grants, etc.

c. Federal-State Taxes

Federal - Federal personal and business income taxes are paid by

local system population units and businesses. The federal income tax

rates are:

Taxpayer Rate

PH 12% of employment income

PM 6% of employment income

PL 3% of employment income

Businesses

Of first $25 ,000 net income 22%

Of remainder of net income

over $25,000 48%

These federal tax rates do not change during the play.

State - State sales taxes are paid by all private purchasers of

goods and services whether the selling establishment is in the local or Outside System. The state sales tax is fixed at 3% of total expenditures

for goods and services.

142
d. Migration

The game director has the option both of choosing one of two

methods of migrating Pi's and of directly affecting migration results

by specifying the number of in-migrants by class. The details of the

migration module are explained in section J of this Appendix. With

respect to the Outside System, however, it is important to recognize

that the people moving in and out of the local system also operate

within a larger national system . That is , to the extent that the

local system attracts on the net migrants from the Outside it will

grow at a faster rate than natural population growth alone would allow

Conversely , if local conditions are such that there is a net out-migration

from the local system to the Outside System , then the local population will

stabilize or decrease depending upon the extent of the out-migration.

e. Auction and Bids

Local system decision-makers are dealing with the Outside

System any time they make a bid to purchase a piece of land that is

not owned by someone in the local system . The value of the land owned

by the Outside System is calculated by using a formula that takes into

account the location of the land with respect to terminals , residences

employment and road access. The formula also takes into account the

zoning of the parcel and whether or not it has utility services. More

specifically , the value of a computer-owned parcel is calculated so that:

Each round , six outside-owned parcels are selected randomly

to be auctioned to the highest bidder . The value of outside-owned land is

determined each round from:

which equals the full market value of an

outside-owned parcel

which equals the average for 100% value for

100% of privately owned and undeveloped

parcels (a minimum of $64,000)

which equals the sum of the parcel's points

as described below

, . , , value X points value which equals ^ +

50 15

For each parcel, points are calculated on the following scale:

Distance to nearest terminal (miles) :

Distance 0 1 2 3 4 5 6+

Points 45 40 35 30 25 20 5

PRICE

VALUE

POINTS

PRICE

143
Distance to nearest residence (miles)

' " Distance 0 1 2 3 4 5 6+

Points 18 15 12 9 6 3 0

Distance to nearest employment (miles) :

Distance 0 1 2 3 4 5+

Points 25 20 15 10 5 0

Utilities : 20 points if present; 0 if not

Zoning Classification :

Zoning Code lO's 20's 30's 40's 51 52 53 60's

25 20 20 15 3 6 12 0

Road Access :

For each road whch enters an intersection at a corner of the parcel

but does not border the parcel (a maximum of 8 roads) . Road Level 12 3

Points 12 3

The probability of a bid being accepted depends upon the amount

of the bid in relation to the value of the land as calculated by the land value

formula , competing bids , and the type of bid (an auctioned parcel or an

unsolicited bid) . The probabilities and computer procedures for land bids

are described in the CITY IV Players' Manual.

f. Construction Industry

The game director controls the construction module in that he may

determine whether or not local construction industries will be employed in

a play. Use of local CI's also means that a year time lag for construction

is in effect and that the cost of outside construction becomes 130 percent

of normal construction costs.

Several land uses can be constructed only by outside firms.

These are:

CI = $120 m Surface Rail Track = $4 m/mile

UT Plant = $ 30 m Underground

Rail Station = $ 1 m Rail Track = $14 m/mile

144
The remainder of the land uses may be constructed by either local or outside construction firms. When CITY IV is being played without local CI's,

development costs for outside construction are equal to typical costs. When

local CI's are being employed, then outside construction costs are 130 percent

of typical costs

g . Suppliers of Goods and Services

Some goods and services are purchased only from the outside:

1. BG and BS requirements (regular plus maintenance)

2. Bus and rail rolling stock (purchase and maintenance)

3 . Highway maintenance

4. Utility service to parcels and (operating costs)

5. All transportation and terminal expenses

The purchase of other goods and services are made either from

local firms or from the outside depending upon the capacity, prices and

location of local establishments; boycotts on the part of the consumers;

transportation access; and contractual shopping agreements.

Since Outside System prices are fixed (at 130 percent of typical

inside prices) , the Outside firms offer an effective upper limit on the

price that can be charged by local monopoly or colluding firms. Whereas

all local firms have finite capacities to sell goods and services , the Outside System has an infinite capacity in so far as the demands of the local

system are concerned

145
X. BUSINESS PROFITABILITY

The Master Sheets for economic developments show profitability

(typical rates of return and breakeven points) for the various land uses. These are provided so that economic decision-makers will have some

idea of the annual return that is possible from different investment

decisions . The rate of return is the percent of development cost that is

earned each round (net income by a development assuming certain

conditions. The break-even point is the capacity at which a commercial

development must operate in order to cover the fixed and variable costs

of staying in business.

Basic Industry

In calculating estimated net incomes , many simplifying assumptions

were made . "Typical" prices for the output of the three basic industries

were: HIl - $190 ,000 per CU; LI; -$115,000; and NSl - $110 , 000

assuming a value ratio of 100 and satisfactory employment requirements.

The wage bill, purchases from BG and BS , and utility charges were

assumed to be at typical prices.

Transportation , depreciation , taxes , and amortization

payments can vary over a wide range. To obtain estimates of this

group of annual expenditures , the following assumptions were made:

that the travel distance was two miles to the assigned terminal and BG

and three to the BS , using per mile travel costs for an HY2; that a municipal service plant with a use index of 110 was used to account for

the effect of municipal service quality on depreciation; that the entire

construciton cost (a "typical" figure) was entirely financed by a loan at an interest rate of 5% to calculate the amortization payment;

that the assessment ratio was 50%, the property tax 3% and the corporate

income tax 50%.

With these assumptions , the rates of return obtained were 26% for

HI, LI, and NS . These rates represent a sort of "typical average maximum

rate of return" . That is , it is a rate of return a businessman could expect

if all prices were at their typical values , the business cycle was at its

average value, and all other variables were at their typical, average

or normal value

Commercial Business

For commercial enterprises other simplifying assumptions

were necessary. Typical prices per CU of output were assumed: BG

and BS = $100,000 and PG and PS = $10,000. Each enterprise was

assumed to be operating at 80% of design capacity. In terms of CU's

sold this is: BG = 4000 , BS = 1200 , PG = 12 , 800 , and PS = 6400 . Costs

such as the wage bill and utility charges are constant for industries;

146
whereas purchases of goods and services vary with output, but the

relationship is a linear one and therefore easily calculated. The

same assumptions were made for commercial enterprises as for basic

industry with regard to transportation , depreciation , amortization

payments and taxes. The rates of return obtained were: BG = 29%,

BS = 41%, PG = 29% and PS = 37%. In this case the rates represent some

sort of typical return under fairly ideal circumstances . The variability

of the rate of return for BS and PS is considerably greater than for BG

and PG (as a function of CU's sold) . The breakeven point in terms of

CU's sold, for each business type (on the above assumptions) was:

BG = 2800 (56%) , BS = 1065 (71%) , PG = 9050 (57%) , and PS = 5600 (68%) .

Construction Industry

For the construction industry the assumptions above hold except

that the wage bill is not constant; rather , it varies proportionately with

the amount of capacity used. The construction industry pays the costs

of transporting equipment to the building site, in addition to the transportation cost to BG and BS . The average distance from construction industry

to building site was assumed to be 5 miles . With the construction industry

operating at 80% capacity, the rate of return was calculated to be 22%,

and the breakeven point was 250 capacity units (25 percent capacity)

under fairly ideal circumstances.

Residences

With regard to residences , the relevant assumptions are

that the residences are occupied at design capacity. Typical assumed

rents paid by the three income classes are: high - $330,000, middle - $200,000 and low - $140,000 per population unit. Construction cost

of residences at QI of 100 are set at: RA - $1 million, RB - $6 million and

RC - $25 million. Construction costs do not, however, decrease proportionately to the QI; rather they decrease half as fast (see note in

Master Sheets for Residence) . Rates of return vary depending on the

income class for which the residence is built (assuming that the

desired income class actually becomes the resident income class) .

147
XI. THE MIGRATION PROCESS

1 . Summary

Unlike the employment process , the migration process

operates on all three classes at once. First, a percentage of the

unemployed and underemployed Pi's are moved out of the local system

thus vacating their local housing. Then, for any housing which remains

over 120% occupied (such would be the case if a fully occupied residence

unit were partically or totally demolished) , enough Pi's are removed

to reduce the occupancy to 120%. A percentage of the total population,

selected randomly from each class , also vacates its housing . Another

10% of the local population is selected to vacate its housing due to dissatisfaction .

After all of the local movers have been selected and have

vacated their housing , they , together with inmigrants and natural

population growth, seek housing in the local system. Those who do

not find housing leave the local system

2. Index Calculations

The diagram on the next page shows the components of

each index which contributes to the Quality of Life Index

The Environmental Index is a characteristic of a parcel;

the Personal Index is a characteristic of people.

a. Environmental Index

(1) Pollution Index

If a parcel has surface water , the pollution

index is: .

(W-3.5)^

where W is the surface water quality rating this year.

If a parcel does not have surface water but does border

(on at least one full side) a parcel which has surface water, its pollution

index is half of the average pollution indexes of those parcels which it borders and which have surface water.

148
COMPONENTS OF THE QUALITY OF LIFE INDEX

Pollution Index

(Pollution Dissatisfaction)

Dependent upon

• Water Quality Rating

Neighborhood Index

(Neighborhood Dissatisfaction)

Dependent Upon

e Housing Quality a Rent Charged

e School Quality

• MS Quality • Tax Rates or Welfare Payment

Environmental Index

(Environmental

Dissatisfaction)

Health Index

(Health Dissatisfaction)

Dependent Upon

• Coliform Count

• Residential Crowding

o MS Quality

1

Quality of Life

Index (Total

Dissatisfaction)

Personal Index

(Personal

Dissatisfaction)

Time Index

(Dissatisfaction with

Time Allocation)

Dependent Upon

• Involuntary Time

• Transportation Time

• Recreation Time

149
(2) Neighborhood Index (No components of the

Neighborhood Index can be negative)

(a) Residence Quality : G-Q

where Q is the residence quality index this year and C is a constant

which varies by class (for low, C-7Q; for middle, C=90; for high, C=100)

(b) Residence Rent :

(R-T) * D

where R is the rent charged per space unit at the residence this year

and T is the typical rent charged to the class (a loaded data base

parameter)

and D is a constant which varies by class (for low, D=3; for middle, D=2;

for high, D=l)

(c) MS Use Index:

MS-lOO

where MS is last year's use index of the MS now serving the parcel.

(d) School Use Index :

SC-100

where SC is last year's use index of the school now serving the parcel.

(e) Tax Rates (for PM and PH only)

1/4 point for each mil resident income, services, and

goods tax rate and 1/8 point for each mil land and developments tax rate in

the jurisdiction this year.

(f) Welfare Rates (for PL only) :

(2000-W)/25

where W is the welfare payment per unemployed worker in the

jurisdiction this year.

150
(3) Personal Index

(a) Health Index (No components of the Health

Index can be negative)

MS: (MS-100)/4

where MS is last year's use index of the MS unit now serving the parcel.

Residential Crowding :

(P-100)/.8

where P is the percent occupancy of the residence last year.

Coliform :

If the parcel has surface water , the coliform

component of its Health Index is:

C/4

where C is the coliform parts/MG in the surface water at the time that the

surface water is assigned its quality rating this year

If a parcel does not have surface water but adjoins (touches at least a corner) a surface water parcel, its coliform component is that of the adjoin

ing parcel having the highest coliform component.

This component has a maximum value of 50.

(b) Time Index :

Involuntary Time :

1 point for each time unit in involuntary

activity last year.

Transportation Time:

5 points for each average time spent in

transportation last year.

Recreation Time :

Subtract 1 point for each time unit spent in

recreation last year. For each point over 100 of last year's use index

of the park with the highest use index within a 3-parcel radius of the

parcel, the time subtracted here is decreased by 1 percent.

151
3. Outmigration due to unemployment and underemployment

Of those Pi's who are unemployed or underemployed, 33% of PH , 25%

of PM, and 15% of PL automatically out-migrate and vacate their housing.

4 . Selection of those seeking housing

a . Displaced due to overcrowding

After the outmigrating Pi's described in 3 above are removed from their housing, percent occupancy is recalculated. Pi's are then selected to move out of overcrowded housing (housing over

120% occupied) . Usually, overcrowded conditions exist only when

residences have been demolished. However, the director may have

loaded a city with cases of over 120% occupancy. When more than one class

lives on an overcrowded parcel, the displaced Pi's are removed in proportion

to the number living there in each class.

b . Most Dissatisfied in the System

A randomly selected half of the 20% of each class's (Pi's with the

highest Quality of Life Indexes) move out of their housing. The total number

of Pi's used here includes those unemployed and underemployed who automatically outmigrate

c . Randomly Chosen in the System

Of the other 80%, a random 1% of Pi's , 5% of PM's and

7% of PH's cacate their current housing.

d. In-Migrants*

The number of in-migrants from the Outside System in any class

is 1% of the number in the class in the local system plus one PI for each job which

is vacant at the beginning of this round (in HI, LI, NS , BG, BS , PG, PS, CI,

Bus, Rail, SC , and MS) . The number of jobs previously filled but which have

been eliminated due to demolition or cutbacks are subtracted from the vacancies

counted.

e. Natural Population Growth*

1 - 1/2% of the total population of each class is added to the

number of in-migrants in order to represent the natural population growth.

The director may use his control over the absolute number of in-migrating

population units by class to override the calculations of number of in-migrants

and natural population growth.

152
5 . Housing Placement

The list of Pi's looking for housing is randomly ordered.

Each PI takes the best (lowest Environmental Index) acceptable*

available housing. If the best housing would be over 120% crowded

if the PI were to move in , the PI looks at the second best acceptable

housing. (A residence's Environmental Index is raised 1 point for every

1% over 100% occupancy.)

Those who vacated their housing for reasons of dissatisfaction or random selection who cannot find acceptable local system housing with

an Environmental Index below their previous Environmental Index will

out-migrate. The other types of housing seekers outmigrate only if they

cannot find acceptable housing

Within a single migration cycle, a PI which vacates its housing

for any reason cannot move back into that housing

When a PI moves into a residence , its education level and voter

registration are averaged with those of the inhabitants in its class and it takes the same preferred time allocation as the previous residents. If a PI

moves into a residence which was previously unoccupied by its class, its

characteristics and preferred time allocation are the same as they were at

its previous residence location , or , in the case of new in-migrants , the

characteristics and preferred time allocations shown in the table below.

Class

Time Allocation Units

Extra job

Free Education

Pay Education

Politics

Recreation

PL

40

20

0

10

20

PM

30

30

5

20

10

PH

20

0

20

40

10

Characteristics

Education Level

Voter Registration

Previous Savings

15

100

0

55

40

0

85

200

0

Acceptable housing is housing with a QI ranging from 20 to 70 for

low, 40 to 100 for middle, and 71 to 100 for high.

153
If more than one PI moves into a housing unit previously

unoccupied by that class and the Pi's have different characteristics

(time allocation , education level , voter registration , and previous

savings) , the characteristics of the first PI group to choose the housing

are assumed for all the Pi's.

A PI which moves from one place in the loca system to another

keeps its previous job location. Although its previous job may not turn out

to be its best job after the move , there is still the bias toward retaining the

previous job

154
XII. OPERATING PROGRAMS OF THE CITY MODEL: 360 VERSION

MIGRAT - main migration driver

.

HSDSST - calculate and stores dissatisfaction indices for all

Pi's on board

.

GETCUT - determines what personal dissatisfaction constitutes

a 20% cutoff point for each class.

MOOUT - determines how many Pi's of each class on each

residence working at each employment location will

move out for reasons of 1) unemployment, 2) underemployment, 3) mobility, or 4) dissatisfaction.

UNCRWD - calculates percent occupancy of each residence and

determines how many Pi's of each class on each residence must move out as a result of overcrowding

.

DISPLC - determines how many Pi's of each class on each

residence working at each employment location will

move out in order to move out enough to satisfy

UNCRWD's requirements.

INMIG - determines how many immigrants will move in and

how much population growth there will be

.

SETUP - determines where Pi's will move into, using

PICKRS - finds best available acceptable housing.

MOIN - does actual moving in of Pi's as determined by SETUP

.

JANOUT - prints migration detail

.

MIGSUM - prints migration summary

.

KLEAR - tidies up after demolitions

.

155
2. GAILMN - calculates water usage, pollution, water quality.

3. EDORD - orders Pi's of each class according to education level.

4. DEPREC - depreciates private developments, retaining what VR was

after depreciation , then set VR to maintenance level if higher

than VR

5. ASVSET - determines assessed values of private properties depending

on assessment input and land and building market value.

6. EMP - employment optimizer - determines full time employment

locations for all Pi's - uses transportation.

7. TRTRC - full time employment transportation route trace - uses

transportation to determine and print out employment

transportation routes and costs.

TRTRC reiterates using

CONGES - determines road and rapid transit congestion

after each iteration of TRTRC

8 . EMPRT - part-time employment optimizer - uses transportation - prints part-time work allocation.

9. SETCAP - determines capacity of businesses based on employment

and value ration

10. EMPSUM - prints out employment summary.

11. LOADMS - determines load on MS's - depreciates and renovates MS's.

12. MSQUAL - stores use index of MS serving each residence and business

13. LOADS C

- determines which Pi's will go to school outside system - determines load on schools - depreciates and renovates

schools

14. NSPACK - determines available and requested adult education - allocates time for adult education.

15. TMALC - determines allocation of time - how much time goes into

involuntary - modifies voter registration in accordance with

politics time and time and education level in accordance with

adult education time - allocates Pi's to parks and determines

park use indices.

156
16. ONAC - does construction contracts accounting - alters status

of contracts based on CI capacities and transfers funds

for contracts.

17. PRCSET - determines prices industries will get for output - determines

maintenance costs for BG and BS - determines property taxes

for businesses and residences.

18. SETCOM - determines commercial requirements for Pi's businesses,

and residences.

19. OPCM - commercial optimizer - uses transportation.

20 . COMDIG - prints commercial diagnostics

.

21 . TERMS - terminal optimizer

.

OUTPUT SECTIONS

22

.

PRYMAN - private output driver

23

.

WRYOU - social output.

24

.

WRRES - residential

.

25. WBUSS - business

.

26. ECBOY - economic boycott.

27. LANDO - land summary

.

28. CONIN - CI contracts.

29. FLSTA - financial statement.

30. LOSTA - loan statement.

31. UTS - utility

32. PWS - municipal services.

33. PZ - planning and zoning

.

34. SCHOUT - school

35. HYWAY - highway

.

157
36. BSRROT - bus and rail.

37. CHIO - chairman.

38. GOVMNT - government summary

39. IDEMEC - summary statistics.

158
APPENDIX H

OPTIONAL GAME FORMATS AND SUGGESTIONS
APPENDIX H: Optional Game Formats and Suggestions

As described in Chapter II there are a number of areas for variability in

the game format of CITY MODEL. This appendix will serve as a further extension

of those formats. It should be emphasized that these role descriptions are guidelines intended as an exemplary framework from which the game director can focus

specific issues and applications relevant to a particular group or play.

1 . Mass Media ,

.

This role performs a communication function presently absent in the

formal structure of the model. In a gameroom context the mass media would

control and use blackboards , a public address system or podium , copying

machines for leaflets, etc. Responsibility for this role is analogous to that of a newspaper, radio station, or television station in the community. Indeed, depending on the size of the group playing CITY MODEL , it may be desirable to have competing newspapers and television stations that vie for credibility and

support from the game players, while exerting influence through advertizing,

public notices, announcements, editorials and campaign speeches.

The mass media may be established in one of several ways . An open auction or closed bid , conducted by the game director , could award the mass media to the

highest bidder. In this case , a bidder must have available cash to pay the auction

bid price. Payment for the mass media would be accomplished by a cash transfer of

funds from the successful bidder's account to the outside system. Since social

decision-makers have no cash transfer capability, they would have to propose

imaginative arrangements to bring about a consortium of roles to manage the

mass media. Another way to establish the mass media would be simply through

designation by the game director. The mass media sets its own charges for

for "air time" and "newspaper space." These charges to users would be

accomplished by cash transfer decisions.

2. Federal-State Aid Controller

This role performs a channeling and dispensing function for financial aid,

presently handled in a probabilistic manner in the model. Responsibility in this

role is analogous to that of a Federal or State agency lending funds and granting

assistance to municipalities on a shared or matched basis. Since most funding

for the municipal departments in the CITY MODEL is accomplished through the

computer , this role could function as a "pork barrel" of federal funds to be

distributed at the discretion of the F-S controller. These funds could be in

addition to those requested via computer decisions. One basis upon which the

departments would be eligible for funds could be through an application proposal

to the F-S controller. Such applications, stating the need, objectives, and

intended use of requested funds , could be reviewed by the F-S controller and

funds could be allocated in accordance with a pre-determined goal or priority

,

or at the direction of the controller

.

160
The F-S controller may be selected by the game director , voted in by

the social sector, or hired from a series of applicants by the municipalities.

Funds are made available for this role via cash transfers from the Outside

System. Annual funds should reflect the status of the National Business Cycle,

(i.e. , upswing or downswing) ; or the game director may replicate stodgy

congressional appropriations with funding cut-offs in certain areas, (i.e. , no

money for education , only for crime prevention through MS department) . The

game director should specify an upper limit for the F-S controller each round.

3 . Data and Information Consultant

This role allows advice and information retrieval to be profitable for an economic decision-maker or government department that chooses to accept the

responsibility. With control of the employment and shopping diagnostics, along

with land values, and summary data, this role has a "corner" on information

useful but not essential to other game players. Thus, this role is analogous

to an economic or social survey consultant offering analytical information

(at a price) to government and business interests.

The Data and Information Consultant may be established through a bid

or auction procedure similar to that described in the mass media. Once designated , the D & I consultant is able to charge his own rates for consultation on

data. These charges would be accomplished by cash transfer decisions, except

in the social sector where information might be available free or for a non-cash

charge such as traded votes, etc.

4 . Alternative Forms of Government

There are numerous variations on a chief executive/elected council

that are available as a governmental form. The structure of the model easily

accommodates an elected mayor with no council, an elected payor with council,

an appointed city manager with or without council, or finally a council alone.

Obviously , group executive decision-making has its drawbacks , but the council

option may provide a useful lesson . When configuration of more than one jurisdiction is used, exeuctive decision-making may be combined and coordinated,

but departmental decisions remain bounded by jurisdictional lines.

This does not preclude an executive body similar to a Metropolitan

Council of Governments with advisory and policy-making powers that affect

member jurisdictions.

The chief executive (Chairman) in CITY MODEL can be elected for a term of variable length, while the terms of councilmen may either coincide

or overlap . Overlapping terms insures some continuity in the executive

process which is useful in a gaming situation where players are initially

unfamiliar with many roles.

161
Since the chief executive in CITY MODEL is elected by the population , he

must run on a platform that appeals to a majority of voters. This platform can

represent a spectrum of ideology from socialism to dictatorship

5. , Legal System

The CITY MODEL format can operate without a legal system , and does so on a default basis with the game director providing regulations as needed.

However , over a number of rounds of play , it may be desirable to establish

a formal set of regulation and laws (rules) by which the game players carry

out their activities. Such a set of regulations may be termed the "Legal System."

The legal system acts as the vehicle to enforce laws and regulations established

by the council, and/or chairman through a judiciary and penal code.

A judge (or judges) may be either elected at large from the group of game

players , or be appointed by the chairman or game director for a specified term

(minimum of 3 rounds is suggested) . A penal code can be drawn up during the

first round (or pre-determined and ratified by the population units as a referendum) . Thereafter, amendments may be drawn up by the judiciary, and approved

by the council and/or chairman.

6. Insurgency

This activity, at the discretion of the game director, could be performed

by any player willing to accept the potential consequence of punishment via

the penal code. For instance, a player may decide to "blow-up" an industry which

he and others are striking against for higher wages. The effects of this action will

be borne out in future rounds for everyone to observe: loss of potential jobs,

reduction of tax base, loss of investment, surplus of labor, lowered wages

elsewhere, etc. "blowing up" a development can be accomplished by submitting

a demolish decision. The player (s) responsible for this decision must identify

themselves to the judiciary and their subsequent escape or arrest will be determine

on a random basis proportional to typical crime statistics, (i.e. , rolling dice four

times to obtain four 6's might mean escape , while failure to do so would subject

the player (s) to the penal code.

The penal code might call for player "imprisonment" for 3 rounds with loss

of 1/2 of his assets and all decision-making power. In the case of Social Sector

players , there might be loss of voting rights, loss of jobs , and loss of decisonmaking ability. (Loss of jobs could be accomplished by submitting boycott

decisions against primary employers in the system.)

7 . Holding Corporations

This technique is fairly common in the business world, and allows several

economic decision-makers to divide or combine assets for specific purposes. For

instance, one economic decision-maker may "buy out" another and use the "bought"

162
role as a finance company for making loans to other players; or perhaps all

highrise housing may be combined , operated , and maintained under one

"umbrella" corporation. Such a technique could demonstrate the effectiveness

of "single purpose" corporations to the game players. Holding corporations can

be set up by simply transferring assets and holdings to a vacant decision-making

role

8 . Building Inspector

This role allows for a checking and inspection process of all developed

facilities, especially dwelling units. Likewise all new construction might be

reviewed and approved through the Building Inspector to insure that proposed

projects meet minimum standards as expressed in value ratio, maintenance levels,

conformance to master plan , etc

The Building Inspector could be appointed by the game director or Chairman, or a member of the Planning and Zoning department could serve

as Building Inspector in an ex-officio capacity.

9 . Citizen Commissions

There are several bodies of representative citizens that may be implemented

to focus on specific functions during play of CITY MODEL

a. A Planning Commission, composed of citizen representatives elected

from (pre-defined) wards , would serve a deliberative appeal and approval

function , while the Planning and Zoning Department would serve as a staff

function . Issues and policies would be directed from the Commission to

be articulated in plan terms by the Department staff. The commission would be

directly responsible to the population, while the department would be responsible to the commission, and to the Chairman. Ex-officio members could then be

added at the discretion of the game director.

b. A School Board, composed of citizen representatives elected from each

of the School Districts , whose functions would be analogous to those of the Planning

Commission, but focused on matters of educational policy.

c. A Transit Commission, composed of citizen representatives elected

at large , whose functions would be analogous to those of the Planning Commission

but focused on matters of transportation policy dealing with the Bus, Rapid Rail,

and Highway Departments

d. A Model Cities Commission, composed of citizen representatives elected

from a designated neighborhood area. This commission would be a deliberative

and action group responsible for attaining and implementing special funds

made available for their "Model Cities Neighborhood." These funds would be

in addition to the normal municipal funding via government departments , and

could be available from the Federal-State Aid Controller

163
10 . Citizen Interest Groups

Informally, players may choose to organize the population units they

represent in a number of ways to make their voices heard more effectively.

a. Ad Hoc Committees to focus on specific issues such as school quality,

overpricing, housing quality, etc. , could be made up of those decision-makers

concerned enough about an issue to mobilize and act as a coalition.

b . Pressure groups might consist of decision-makers or population

units with common goals and interests such as land-owners, people on welfare,

purchasers of Business Services, etc. Such groups could develop a residual

attitude and policy which would represent an identifiable force in the political

process.

c . Unions might consist of low and middle income population units working

at an HI plant, or perhaps a white collar union of high income workers at an NS

establishement . These organizations could articulate the goals and desires

of their constituency and be compsed of a representative hierarchy

d. Political parties could be formed by social decision-makers who

would register their population units at the beginning of play based on a given

philosophy for each party. Such a structure might encourage patronage in the

Government departments along party lines and party ideology.

164
APPENDIX I

SCENARIOS FOR THE FIVE CITY MODEL CONFIGURATIONS

BIG CITY

TRI-CITY

MORAY COUNTY

DUNBEATH

LOTHIAN
1. BIG CITY SCENARIO

The city of PORTMOUTH is approximately 133 square miles in area with a population of about 1 .03 million. The surrounding NAIRN

COUNTY area (which encompasses 492 square miles) has a population of

about 513,000 persons.

PORTMOUTH 's downtown core, bisected by a bay inlet, is a concentration of commercial and industrial activity nearly a hundred

years old.

Until 25 years ago, the downtown area was the focus of employment as well as residential and cultural activities . With its relatively slow

population growth, it easily provided room for residential development

close to downtown

However , with the construction of the two rapid rail links extending

to the north and northwest as well as a beltway and bay tunnel, a tremendous

outward growth ensued. Lower density residential development blossomed

on the fringes of the core area, particularly in the suburban NAIRN COUNTY.

Now , the metropolitan area has two satellite industrial centers

one to the north and one to the west of PORTMOUTH , in addition to an

older commercial center in the county.

These suburbs have developed where two major highways cross

one of which has direct access to downtown core of PORTMOUTH . These

"lifelines" of commuter traffic, more than adequate a few years ago, are choked with traffic and congestion. This condition has given the suburbs

further incentive to develop , in hopes of attracting a further incentive to develop, in hopes of attracting a greater portion of the city's work force

and consumer market. Even though they are all within the same county

jurisdiction, each of these satellite centers is distinctly different.

166
"Netherly," to the north, is a relatively high income, high quality

suburb, with good residential service facilities and an industrial park.

"Wick," to the west, is a medium income, mediocre quality suburb

with a good employment base but inadequate residential service facilities.

"Swordale," to the south, is a relatively low-income, low quality

suburb with adequate residential service facilities , but with no employment

base and relatively poor access to PORTMOUTH downtown core.

Although PORTMOUTH , with its central core of commerce and

industry , has comparatively more job opportunities within its boundaries

than many cities of similar size, an unemployment problem exists. Nearly

23% of its low-income workers are unemployed , while the county suburbs

enjoy full employment.

In addition , the suburbs are growing more rapidly industrially

and commercially than the city; jobs are moving outward with population.

This poses additional problems to those workers in the city who cannot

afford to commute to suburban employment of shopping

.

Several recent actions by the city residents have set the tone for

political relations between PORTMOUTH and NAIRN COUNTY.

Significantly, they voted to create a metropolitan transit commission.

This transit commission, made up of representatives from both PORTMOUTH

and NAIRN COUNTY , reviews the development and operation of the Rapid

Rail and Bus Systems. The actual appropriations and funding responsibilities

remain within the governments of each of the jurisdictions, however.

The rapid rail system , which presently offers fast economical

access from "Netherly" to downtown has helped to maintain the livelihood

of downtown businesses. But, the rapid rail is merely a linear connection

between several points and not an efficient transportation network. The

existing bus routes run largely independent of the rapid rail schedules.

Thus , the appeal and effectiveness of public transportation is offset by

lengthy rides to destinations. Even "close-in" PORTMOUTH residents

drive to suburban shopping and employment centers to reduce frustration

and travel time

.

However , it was the hope of PORTMOUTH politicians , as well

as many of its residents , that the further development of a coordinated

and balanced transit system would reduce some of the intolerable automobile

congestion and cause consumers to start shopping downtown again.

167
Another significant event was the defeat of a referendum to establish

a county-wide joint school system. PORTMOUTH residents passed it overwhelmingly, but it lost by a wide margin in the county. The coalition of

liberal upper class suburbanites and inner city residents expended their

"political ammunition" on this campaign and felt that the climate for consideration of this issue would not become favorable again for many years.

The county's schools are in very good condition. They have high

quality teachers at good salaries , and low student-teacher ratios which

afford individual attention to each student. Their physical facilities are almost unsurpassed , since they are the beneficiary of recent advances in

construction and educational technology

PORTMOUTH's schools, on the other hand, are generally in poor

condition . The old dilapidated facilities are difficult to modify and costly

to improve , creating an atmosphere in which it is difficult to retain teachers

or students . A high percentage of the students in PORTMOUTH attending

costly private schools are an indication of the problem. On top of these

problems, the PORTMOUTH school year, and Ad Hoc Citizens Committee

for Improved School circulated a petition calling for increased funding of

school improvements. Sixty-six percent of the city's voting population

endorsed the petition and it was on the mayor's desk two weeks before the

primary election. His inaction on the petition proved to be his downfall

in the primary where his opponent made an issue of school spending. He

is now completing his term as a "lame duck" mayor, with the upcoming

election to decide who will lead PORTMOUTH over the next several years.

168
2. TRI-CITY SCENARIO

Three separate cities comprise the tri-city area: AVIEMORE to

the west, BO/NESS to the northeast, and CUMBERNAULD to the southeast.

The three cities are interdependent to the extent that workers and goods

flow between them , but they are independent as political entities

AVIEMORE has a concentration of heavy industry, 60% of the

total in the entire tri-city area. Its population of 200,000 people of primarily

lower-income classes has a relatively high density (5300/sq. mi.) for a city

of its size . Its industrial structures are dilapidated and one of its square

mile parcels contains the worst slum in the area , whose inhabitants are among the poorest educated in the region. Even housing inhabited by

middle and high-income groups is inferior to the housing available in the

other two cities

BO 'NESS is an elite high-income town with only two light industries

and two business establishments. Its population of 150,000 people has a relatively low density of 3600/sq. mi. . Many high-income class workers

take the commuter rail into CUMBERNAULD to work at the industrial and

commercial enterprises located there. In the past there has also been

some reverse commuter traffic of low-income workers from CUMBERNAULD

to BO 'NESS to work in the personal service firms there.

CUMBERNAULD is basically a middle-income community with a fairly even balance of heavy and light industry , and national services

and a sufficient component of local businesses. Its population of 250,000

people has a medium density of 4500/sq. mi. .

Businessmen in AVIEMORE have been unwilling to hire local

low-income workers because of their extremely low level of education.

Instead, businessmen hire most of their low-income workers from

CUMBERNAULD who travel upwards of 20 miles to their jobs. Consequently, there is extensive low-income unemployment in AVIEMORE and

even though the welfare payment per worker is only $600 per annum,

the municipal services department is saddled with extremely large

welfare expenditures.

169
A commuter rail line running into BO 'NESS from the northeast

and continuing on directly south into and out of CUMBERNAULD running

parallel to the main highway connects these two cities , which are 19

miles apart. There are also main highways connecting AVIEMORE 24 miles to

CUMBERNAULD , and 32 miles to BO 'NESS . A regional airport lies on the

northern outskirts of CUMBERNAULD .

In addition to the 135 privately owned developed or partially

developed square mile parcels overall, there are also a large number of

privately -owned , undeveloped parcels. Of particular note are the 16

square miles of completely vacant land (owned by local businessmen)

lying between the three cities.

The quality of schools and other public services vary greatly

among the cities. BO'NESS has provided its residents with exceptionally

good schools and a large amount of parkland relative to the number of

people served. Although there is no bus service, BO'NESS has maintained

excellence among the remaining municipally supplied services.

CUMBERNAULD has generally maintained high quality public

services, except for the section adjacent to and south of the industrial area. Here both the schools and municipal services have dilapidated physical

structures and insufficient employees to fulfill the demands placed upon

them . The amount of parkland has kept pace with the population growth

and bus service is quite good.

In AVIEMORE the municipal government has shown itself incapable

of meeting local demands. Even the schools and municipal services in

higher income neighborhoods are inferior and many high and middle income

parents find it necessary to send their children to private schools. Bus

service does exist , but the buses are old and break down so often there is

never a full contingent on the road. The amount of new parkland provided

has lagged behind population growth.

Together , the three cities of AVIEMORE , BO'NESS and CUMBERNAULD

exhibit diverse settings, each with different sets of problems. Thus, appropriate remedies for each of the cities problems are not necessarily the same and

very well may conflict with one another

170
3. MORAY COUNTY SCENARIO

MORAY is a rural county with a population of 11,500, over half of

whom are low-income class people . The only urbanized development is

located at the intersection of two county trunk roads , one running northsouth, and the other running east-west. About 2500 people make their

residence near this intersection, while the remainder of the population

is spread out along the two county trunk roads.

There are no ongoing businesses of any kind in MORAY COUNTY,

nor are there any industries. The only employers within the county are

a municipal services plant and a school. Additional employment is available

in two nearby cities, beyond the borders of MORAY COUNTY, one to the

north and the other to the west. These two cities are separate jurisdictions

over which local decision-makers have no control. Thus, the present

capacity of the government facilities to employ the residents of MORAY

COUNTY is limited to the capacity of schools and municipal service plants

in the county and the two adjacent cities. Future employment capacity will

depend on MORAY COUNTY'S ability to stimulate growth and development,

success in gaining federal funds , and the extent of growth and expansion

of the two adjacent cities. (It is suggested that the game director or a select group of players could operate the economic activities of the two

adjacent cities via cash transfers from the Outside.)

171
4. DUNBEATH SCENARIO

DUNBEATH is a medium sized city of 290,000 population encompassing a developed area of 42 square miles. There is, however, a large

amount of privately owned undeveloped land within the core area as well

as on the fringe , where zoning was recently obtained for a new industrial

park.

The industrial and commercial area is centered within a two to three mile radius of the terminal , which is a focal point in the city . The

low-income residential section of DUNBEATH extends into the northeast

which contains a garden apartment complex at parcel 10026 comprising

the worst slum in the city. The remaining low-income housing is of

mediocre quality and generally overcrowded. The public facilities

serving the northeast section of town are all inferior to those in the

other parts of town. The school in the northeast is overcrowded, with a poor student-teacher ratio of 25-1 and a low value ratio of 65, compared

to student teacher ratios of 15-1 or less and significantly higher value ratios

in the other schools . The municipal services department is uniformly bad

throughout the city as police and fire stations and hiring policies have

continually lagged behind DUNBEATH's recent rapid growth. Likewise,

the road system in the northeast has been allowed to deteriorate significantly . In addition , the bus service that exists does not serve the low

income people of northeast. Finally, the planning and zoning department

has failed to provide any parkland at all in the northeast residential

area, while providing abundant parkland in the south and northwest.

172
The southwest section of DUNBEATH is a high-income residential

area where all public services , except municipal services , are plentiful

and of high quality. The northwest neighborhoods and the few residential

developments in the southeast are largely middle income with some higher

income people

The growth pattern of DUNBEATH has been a mad rush of land

speculation and almost unrestricted development , with the municipal

planning agency nothing more than a tool of the economic interests

granting all zoning changes requested. For this reason new developments

have leapfrogged large tracts of undeveloped land to build housing on

cheaper land further from the center city. This has resulted in a very

uneconomic land use pattern with large totally vacant areas in and near

the center of the city , particularly in the northern half of the city . With

the election of a new mayor the question now arises whether such policies

will continue and scattered development be the inevitable result

173
5. LOTHIAN SCENARIO

LOTHIAN is a medium sized town of 50,000 people. This city

is distributed over an area of 1/9 sq. mile parcels at a relatively low

density of about 1 ,000/sq. mile. Thus , since LOTHIAN urban development

occupies most of the board, this scenario will draw attention to intra-city

aspects

The west side is the older section of town and has deteriorated

to a low-income residential area. The two heavy industries and the business goods firm have also deteriorated over the years to a point where they

are operating at only about 70% of their peak efficiency. A swampy area winds its way from the terminal in a south-westerly direction. The

municipal government has periodically proclaimed its determination to

drain the swamp to make space available for new homes and parkland,

but has not followed through on its promise

LOTHIAN has grown toward the west along the main highway

running east and west, because a new north-south interstate highway was

built slightly less than two miles to the east of the older industrial complex

The principal commercial firms are located at the intersection of these two

highways, comprising what is essentially the new downtown area. A new

light industrial complex has grown up further to the east and the surrounding

area has become the high-income neighborhood.

The Deveron River runs through the northeast section adding an

appeal for wealthier families because of the scenic and recreational

opportunities it offers.

174
As might be expected , the schools and other public services are

better in the newer upper class section of the town than in either the lower

or middle class residential sections. The student-teacher ratio and educational program, as well as the physical condition of the structures are

all excellent in the northeastern school district. To the west the middle

and low-income class areas have relatively poor quality of schooling

The school district in the far western section is inferior to all other

districts

Deteriorated conditions also exist in the case of municipal

services . In addition , there is much more parkland in the eastern

half of the town, particularly bordering the river, than in the west.

The road network provides equally good access for all sections of the

town, although the roads are better maintained in the eastern portion.

The Bus Department actually serves the low and middle income areas

better than the high income areas. LOTHIAN is currently experiencing extremely high unemployment due to the slackening of new construction. But, it is expected that

new construction starts will pick up shortly and the rate of unemployment

will fall to no more than ^-6%. The housing vacancy rate is approximately

4% spread fairly evenly throughout the town

175
APPENDIX J

DEFINITION OF LAND USE TYPES
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178
APPENDIX K

CITY MODEL — SMALL SCALE
1. MASTER SHEET FOR BASIC INDUSTRY*

HIl LIl NSl

Land Development

Typical Construction Cost

Land Requirement

Depreciation and

Maintenance Rates

Annual Normal (%)

As a Result of

MS Quality (%)

$10,500,000

28%

3.1

3.1Q

$6,500,000

24%

2.6

2.6Q

$5,000,000

20%

3.0

3.0Q

(Note: Q

MS Use Index - 100

100

Income

Maximum Output

(design capacity)

Average Price per Unit

(set by "Outside System")

Expenditures

Employment Requirements

PH - 12 workers

PM - 16 workers

PL - 20 workers

1000 units

$19,000,000

21(0)

29(1)

9(0)

1000 units

$11,500,000

15(0)

11(1)

11(1)

1000 units

$11,000,000

23(1)

9(0)

9(0)

(Note : Numbers in parentheses indicate part-time employment units.)

Typical Wage Bill

(if at full employment and typical

salaries of $10,000, $5,000 and

2,500 are offered) $5,370,000 $3,360,000 $4,050,000

BG and BS Requirements

For 1% Maintenance

and/or Renovation

BG:

BS:

9 units

1 . 5 units

4 units

2 . 5 units

1 unit

4 units

Note that the Basic Industries are divided into eleven SIC categories which can be

developed in this small scale simulation.

180
Master Sheet for Basic Industry - (continued)

HIl LIl NSl

for Normal Operations

BG

BS

420 units

60 units

190 units

100 units

60 units

230 units

(Note : BG and BS can be purchased either from local BG and BS establishments

at competitive prices or from the outside system at a fixed price of $13,000 per

unit.)

(Note : The price for utility service is set by the Utility Department. The "typical"

price is $1,000 per unit.)

Transportation

Charges per distance unit

Along

HY3 to: BG $16/CU $16/CU $16/CU

BS $16/CU $16/CU $16/CU

Terminal $28,000 $8,500

(Note : An HY3 is the least expensive road. Charges are double on an HY2 and

triple on an HYl .

)

Utility Requirements 402 units 135 units 76 units

Taxes

Local

Property

Sales

Local tax rates are set by the Chairman

Federal and State

Business Income (State) 5% of (gross income minus salaries, minus

goods and services payments , minus maintenance

payments , minus state sales tax and local sales

tax , and minus property tax) .

Business Income (Federal) 22% of first $25,000 of (gross income minus

salaries, minus goods and services payments,

minus maintenance payments , minus state

sales tax , minus local sales tax , minus property

tax, minus state income tax) plus 48% of rest

(minus the same deductions) .

Sales Tax (State) 3% of the total purchases of BG and BS .

181
2 . MASTER SHEET FOR THE CONSTRUCTION INDUSTRY

CIl

Land Development

Development Cost (equipment units)

Land Requirement

Depreciation (equipment)

As a Function of Use '

Capacity (equipment units)

Expenditures

Employment Requirements

Typical Wage Bill

(if typical salaries of $10 ,000 , $5,000 and $2,500 are offered)

Per unit of Equipment

BG

BS

$12,000,000

20%

.04C*

1000

1 population unit of

each class per 50 units

of labor

$250 ,000 per 50

units of labor

. 44 units

06 units

(Note : BG and BS may be purchased either from local BG and BS

establishments at competitive prices or from the "Outside System" at "fixed cost" of $13,000 per unit.)

Transportation Charges per distance

unit along HY3 per CU of construction

to BG:

to BS

to Build Site

$7

12

(Note : A HY3 is the least expensive road to travel. Costs are double on

a HY2 and triple on a HYl .

)

*^ _ equipment units used

design capacity

182
Master Sheet for the Construction Industry - (continued)

CIl

Taxes

Local

Property Sales

Federal and State

Business Income

(State)

Business Income

(Federal)

Local Tax Rates are set by the Chairman

5% of (gross income minus salaries , minus

goods and services payments, minus

maintenance payments , minus state

sales tax and local sales tax , and minus

property tax) .

22% of first $25,000 of (gross income minus

salaries, minus goods and services

payments, minus maintenance payments,

minus local sales tax, minus state sales

tax , minus property tax , minus state

income tax) plus 48% of rest (minus

the same deductions) .

Sales Tax

(State) 3% of the total purchases of BG and BS

183
CONSTRUCTION CAPACITY REQUIREMENTS

Land Use

Basic Industry

HIl

LIl

NSl

Construction

Units of

Equipment

525

325

250

Units of

Material

525

325

250

Units Demolition

of Units of Units of

Labor Equipment Material

525 105 359

325 65 222

250 50 171

Local Service

Industry

BGl

BSl

PGl

PSl

135

50

150

50

125

50

150

50

125

50

150

50

25

10

30

10

86

34

103

34

Residences*

RAl

RBI

RCl

530

125

30

125

5

30

125

16

25

3

21

86

Public Structures

SCI 135

MSI 150

HYl 4

TMl 70

135

150

4

70

135

150

4

70

27

30

1 14

92

103

3

42

*These requirements of equipment , materials , and labor are for residence

construction at QI = 100. But, new housing can be built at a lower quality

index (as low as QI = 40) . Requirements diminish according to the equation:

R = 1/200 S (100 + X) where S is the units of equipment and material or

the units of labor required to the same type of residence at QI = X.

Using an RCl as an example, the requirements at QI = 80 are 113, at QI = 60 are 100, and at QI = 40 are 80.

184
3 . MASTER SHEET FOR COMMERCIAL ESTABLISHMENTS

BGl BSl PGl PSl

Land Development

Typical Construction

Cost Land $2,500,000 $1,000,000 $3,000,000 $1,000,000

Requirements 24% 20% 16% 12%

Depreciation and

Maintenance

Depreciation Rates

Annual Normal (%) 1.5 2.0 1.6 2.2

As Result of MS

Quality (%) J.5Q* 3.0Q 2.6Q 3.2Q

As Result of Use .015C** .02C .016C .022C

MS Use Index - 100

(Note: *Q = 100

_ (Actual Use of Commercial Establishment)

(Effective Capacity of Commercial Establishment)

-1

Income

Design Capacity • (units) 5,000 1,500 16,000 8,000

Typical Price

per unit $10,000 $10,000 $1,000 $1,000

Typical Maximum

Income $50,000,000 $15,000,000 $16,000,000 $8,000,000

Expenditures

Employment

Requirements

PH - 12 workers: 14(1) 20(1) 8(0) 6(0)

PM - 16 workers: 7(0) 9(0) 13(1) 11(1)

PL - 20 workers: 8(0) 9(0) 22(2) 16(2)

(Note : Numbers in parentheses indicate part-time employment units.)

Typical Wage Bill

(If at full employment and

typical salaries of $10,000;

$5,000 and $2,500 are

offered.) $2,760,000 $3,690,000 $3,280,000 $2,580,000

185
Master Sheet for Commercial Establishments - (continued)

BGl BSl

BG and BS Requirements

per unit of output

For normal operation

outside $8,300 $5,800

(fixed cost) (fixed cost)

PGl PSl

BG

BS

037 units

017 units

03 units

01 units

For 1% Renovation

S Maintenance

Outside

BG

BS

$25,000

(fixed cost)

$10,000

(fixed cost)

2 units

1 unit

75 units

, 25 units

(Note : BG and BS can be purchased from either local BG and BS establishments

(except for BG and BS establishments which cannot purchase from themselves)

at competitive prices or from the "Outside System" at a fixed cost of

$13,000 per unit.)

Utility Requirements 112 units 71 units 99 units 77 units

(Note : The price for utility service is set by the Utility Department. The

"typical" price is $1,000 per unit.)

Transportation Charges

Per unit of output

Per distance unit on HY3

from terminal $13.3

to BG .57 .50

to BS .27 .17

(Note: An HY3 is the least expensive road. Costs are double on an HY2 and

triple on an HYl .

)

Taxes

Local

Property Local tax rates are set by the Chairman

Sales

186
Master Sheet for Commercial Establishments - (continued)

Federal and State

Business Income

(State)

Business Income

(Federal)

5% of (gross income minus salaries minus goods and

services payments , minus maintenance payments

minus state sales tax and local sales tax , and

minus property tax) .

22% of first $25,000 of (gross income minus salaries,

minus goods and services payments, minus

maintenance payments, minus state sales tax,

minus local sales tax, minus property tax,

minus state income tax)

Sales Tax

(State)

3% of the total purchases of BG and BS .

187
4. MASTER SHEET FOR RESIDENCES

Land Development

Typical Construction Cost

(at VR = 100)

Land Requirement

Depreciation and Maintenance

Depreciation Rates

Annual Normal (%) • Result of MS Quality (%)

RAl

$100,000

12%

2

IQ

RBI

$600,000

12%

3

IQ

RCl

$2,500,000

12%

4

IQ

^ ^ MS Use Index - 100, ^

= loo ^

Design Capacity

PH

PM

PL

11.5

2

6

9

12

25

37.5

50

Rent

Typical Rents/PLl

PH tenants

PM tenants

PL tenants

$16,500

15,000

14,000

$16,500

15,000

14,000

$16,500

15,000

14,000

Income Typical Rent at Design Capacity

PH 33,000 198,000 825,000

PM 30,000 180,000 750,000

PL 28,000 168,000 700,000

Expenditures

PG and PS requirements

For 1% renovation or maintenance

PG .7 units 4 units 17 units

PS .3 units 2 units 8 units

(Note : PG and PS may be purchased either from local PG and PS establishments

or from the "Outside System" at a fixed price of $1 ,300 per unit.)

Utility Requirements 4 units 26 units 117 units

(Note : Prices for utility service are set by the Utility Department. The "typical"

price for a unit of service is $1,000.)

188
Master Sheet for Residences - (continued)

Taxes

Local

Property Local tax rates are set by the Chairman

Sales

Federal and State

Business Income 5% of (gross income minus salaries,

(State) minus goods and services payments,

minus maintenance payments , minus state

sales tax and local sales tax , and

minus property tax) .

22% of first $25,000 of (gross income

minus salaries , minus goods and services

payments, minus maintenance payments,

minus state sales tax , minus local sales

tax , minus property tax , minus state

income tax) , plus 48% of rest (minus the

same deductions) 3% of the total purchases

of PG and PS .

Sales Tax 3% of the total purchases of PG and PS . (State)

Business Income

(Federal)

189
5. MASTER SHEET FOR SOCIAL SECTOR

PH PM PL

Population Characteristics

Number of People

Number of Workers

Number of Students

Normal Number of

Registered Voters

Educational Range

Economic Characteristics

Typical Salary per Worker

Typical Salary per

Population Unit

PG and PS requirements

PG

PS

High

50

12

13

20

70-99

$10,000

$120,000

34 units

16 units

Middle

50

16

14

14

40-69

$5,000

$80,000

28 units

11 units

Low

50

20

10

10

0-39

$2,500

$50,000

21 units

7 units

(Note : PG and PS may be bought from local PG and PS establishments at competitive prices (about $1,000 per unit) or from the "Outside System"

at a fixed price of $1,300 per unit.)

Typical Rents $33,000 $20 ,000 $14,000

(Note : Rents are set by economic decision-makers. Actual rents may

range above or below these figures.)

Transportation Charges

Travel to Work by Auto

Base Cost

+ Distance Unit Cost on

HYl

HY2

HY3

$210/worker $190/worker $140/worker

$20/worker/DU $18/worker/DU $16/worker/DU

$16/worker/DU $15/worker/DU $13/worker/DU

$13/worker/DU $12/worker/DU $10/worker/DU

Travel to Work by Bus Rates set by Bus Company

Travel to PG

by Auto

Cost per Distance Unit

on HY3: $2 per Unit $2 per Unit $2 per Unit

consumed consumed consumed

190
Master Sheet for the Social Sector - (continued)

PH PM PL

Travel to PS by Auto

Cost per Distance Unit $2 per Unit $2 per Unit

on HYConsumed Consumed Consumed

Cost of Private Education

Taxes

Local

Sales

Income

Federal-State

Sales

Income

Social Characteristics

Units of Time to Allocate

Time Consumption

Travel to Work per.

Distance Unit on

Uncongested

HYl

HY2

HY3

By Bus Per Distance Unit on

HYl

HY2

HY3

Waiting

Walk

$2 per Unit

$3,750 $2,500 $1,250

Local tax rates set by Chairman

3% of total purchase of PG/PS

12% (wages) 6% (wages) 3% (wages)

100 time units 100 time units 100 time units

1 time unit

. 67 time units

.33 time unit

1 . 3 time units

1 time unit

. 67 time units

1 time unit

. 33 time unit

1 time unit

. 67 time units

. 33 time unit

1 . 3 time units

1 time unit

. 67 time unit

1 time unit

. 33 time unit

1 time unit

. 67 time units

. 33 time unit

1 . 3 time units

1 time unit

.67 time unit

1 time unit

. 33 time unit

(Note : Highway congestion (for auto or bus) increases time consumption

in direct proportion to the amount of congestion that occurs.)

191
Master Sheet for the Social Sector

Extra Work

Units of Time for

Full-Time Job

Typical Salary

per time unit

Adult Education

Annual Time Units

required to maintain

maximum education level

Cost per Time Unit for

private adult education

Politics

Units of Time for 7% increase

in voters

Units of time for 15%

increase in voters

Recreation

Units of PG per unit of time

Units of PS per unit of time

- (continued

PH PM PL

80 80 80

$1,500 $1,000 $625

27 20 26

$300 $300 $300

10 10 10

60 60 60

.1 .05 .025

.075 .05 0

192
6. MASTER SHEET FOR THE SCHOOL DEPARTMENT

General Characteristics

Land Development

Typical Construction Cost

Land Requirement

Depreciation and Maintenance

Annual Depreciation Rate

BG and BS Requirements

For 1% Renovation or Maintenance

BG

BS

For Normal Operation

BG

BS

Federal-State Aid

Capital

Current (automatic)

SCI

$2,700,000

16%

2%

2 units

7 units

8 units

3 units

$1 for every local $1

$225 per student

Design Capacity (students) as a Function of Employment Mix

PM Teacher

Units

PH Teacher

Units

0 252 414 684 990 1,224 1,314

1 360 591 846 1 ,120 1,332 1 ,530 1,710

2 720 990 1 ,260 1,550 1 ,746 1,944 2,124

3 1,080 1 ,404 1 ,692 2,000* 2,196 2,376 2,556

4 1,314 1 ,746 2,106 2,340 2,520 2,700 2,862

5 1 ,710 2,070 2,340 2,664 2,844 3,000 3,150

6 1,980 2,385 2,682 2,988 3,132 3,285 3,420

The least cost design capacity of an SCI.

(Note: There are 12 teachers in a PH and 16 teachers in a PM.)

193
Master Sheet for the School Department - (continued)

Population Unit Characteristics

Characteristics PH PM PL

Number of students

Criteria for Refusal to attend Public Schools

Value Ratio (Min.)

Student-Teacher Ratio (Max.)

Ratio of High to Middle Teachers

(Maximum)

Ratio of High to Middle Teachers

(Minimum)

13

80

18: 1

1:1

14

60

22:

3: 4

10

Cost of Private Education

(for students) $3,750 $2,500 $1,250

Capital Federal-State Aid

1st Request: 60% chance of acceptance when students/school = 1 ,800

2nd Request: 40% chance of acceptance when students/school = 1 ,800

3rd Request: 30% chance of acceptance when students/school = 1 ,800

194
7. MASTER SHEET FOR MUNICIPAL SERVICES DEPARTMENT

General Characteristics

Land Development

Typical Construction Cost

Land Requirement

Depreciation and Maintenance

Annual Depreciation Rate

BG and BS Requirements

For 1% Renovation or Maintenance

BG

BS

For Normal Operation

BG

BS

MSI

$3,000,000

12%

3.3%

2 units

1 unit

7 units

3 units

Design Capacity (MS units) as a Function of Employment Mix

PL Worker 0 1 2 3 4 5 6

Units

PM Worker

Units

0 140 230 380 500 680 730

1 200 330 470 620 740 850 950

2 400 550 770 860 970 1 ,080 1,180

3 600 780 940 1 .100* 1,220 1,320 1,420

4 730 970 1 ,170 1,300 1 ,400 1,500 1,590

5 950 1 ,150 1 ,300 1 ,580 1,580 1,670 1,750

6 1,100 1 ,325 1 ,490 1 ,660 1,740 1,825 1,900

(Note: There are 16 workers in a PM and 20 workers in a PL .)

The least cost design capacity of MSI.

Drain on Municipal Services

Land Use

HIl

LIl

NSl

Drain of MS Units

105

65

50

195
Master Sheet for Municipal Services Department - (continued)

Drain on Municipal Services (continued)

Land Use

BGl

BSl

PGl

PSl

RAl

RBI

RCl

Drain of MS Units

25

10

30

10

10

60

250

196
8 . MASTER SHEET FOR THE HIGHWAY DEPARTMENT

General Characteristics

Land Development

Typical Construction Costs

Land Requirements

HYl

$26,600

8% from

2 sides

TMl

$1 ,400,000

12% from

4 sides

(Note : Land requirements for HY2 are 12% and for HY3 are 16% (from both

sides of roadbed) and for TM2 are 16% and TM3 are 20% (from all four corners] .)

Depreciation and Maintenance

Depreciation due to Use 5 . OZ None

(Note : Z = actual use /effective capacity; it is not applicable unless Z 0)

BG and BS Requirements

For 1% Renovation or Maintenance

BG $233/distance

unit (fixed cost)

BS $33/distance unit

(fixed cost)

Design Capacity 500 units per 10,000 units

distance unit

Road Unit Consumption per

Distance Unit

To Work by Auto 10 units per

population unit

To Work by Bus

Level 1 Level 2

Level 3

50 units

100 units

150 units

Terminal Unit Consumption by:

HIl 3000 units

LIl 1000 units

BGl 1 unit per CU sold

Federal-State Aid

(for approved construction projects)

HYl $1 for every

local $9

HY3 $1 for every

local $1

197
9 . MASTER SHEET FOR PLANNING AND ZONING

Zoning Classification

Land Use Classification

Any Use 00 or —

Any Business 10

Any Manufacturing 20

HI 21

LI 22

CI 23

Any Commercial 30

NS 31

BG .. 32

BS 33

PG 34

PS _ 35

Any Residential 40

RA 41

RB 42

RC 43

Parkland 50

Federal-State Aid is available for purchase of land with the probability

that aid will be granted increasing as the amount of the request decreases

and existing ratio of population/square mile of parkland increases.

198
10. MASTER SHEET FOR THE UTILITY DEPARTMENT

General Characteristics

Level inbLd.lid.llOn iviaxirniiiTi /\inou

nf VjUbLb J[JdiLl 1 utiiny uniis

oex viCyc fr^ 111 1 to 1 <H Q lU wLllblQc insLaiiea

z9nnuu , nnn u u

u

1 nn

T o\ro} 9 i-i c V cl Z lUU , uuu 9nn

j-io V ci o qnnU U , nnn u U U ouu Level 4 600,000 400

Level 5 800,000 500

t^pvpI XJ ^ V OX Ru 1 100 000

Level 7 1 ,400,000 700

Level 8 1 800 000 900

Level 9 2,800,000 1 ,300

nfUl aCL TTT1 LJ X X

TTtilitTT- U LlllLy TTnitc; VJillLo "PdV xcx TTTTit* uxiiL r~^T^C3 V-Z^c n CT X a Liiig X ULdX V_*ptJX d LlXlg

OCl V cLi <_;U b Lo LjUb Lb

vjUU 49 nnn ipuuu <tRnn , nnn uuu DUU Rnn ouu , nnn uuu

Qfin RRR ODD , RRR DDD

1

1 ^uu 9nn 777 III aoo , <jij<j

J. o u u *RRR uuu 1X , nnn uuu , nnn uuu 1800 740 1 ,333,333

2100 793 1 ,666 ,666

2200 808 1 ,777,777

2500 844 2,111,111

2800 873 2 ,444,444

The least cost design capacity of a UTl.

Utility Units Consumed

Land Use

Basic Industries

HU

LIl

NSl

Commercial Establishments

BGl

BSl

PGl

PSl

Consumption

402

135

76

112

71

99

77

199
MASTER SHEET FOR THE UTILITY DEPARTMENT - (continued)

Utility Units Consumed (continued)

Land Use Consumption

Residences

RAl 4

RBI • 26

RCl 117

Note : Typical price for utility service is $10,000 per unit.

The construction cost of a utiltiy plant is $12,000,000.

Utility plants must be built by the Outside

.

200
11. MASTER SHEET FOR BUS COMPANY

General Characteristics

Operating Expenses

Fixed Cost of equipment per distance unit $13,000 (13 units)

Employment

Typical cost of labor per distance unit 1 ,300

Units of labor required per distance unit 16

NOTE: Bus hires middle income (PM) workers only. There are 16

workers in aPM. The typical salary per worker is $5,000.

One PM supplies 1000 units of labor and 50 units of labor are required to operate a bus (level 1) for one distance unit.

Depreciation and maintenance of equipment

Average rate (annual) 3.5%

BG and BS requirements for 1% renovation

or maintenance

BG $4/unit of equipment

BS $6 /unit of equipment

Passenger Capacity (people)

When value ratio = 100

Level 1 Route , 300

Level 2 Route 600

Level 3 Route 900

201
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224
APPENDIX L

DESIGNING A NEW STARTING POINT (LOAD)

TO THE CITY MODEL
APPENDIX L: Designing a New Starting Point (Load) to the City Model

Two approaches can be taken in designing a new starting load.

One is to base the design using existing data for an actual city covering

as many parameters as possible. The other is to base the design on some

specific combination of situations which may or may not be represented

by any particulat city . The main difference lies in the search for data

necessary in the former , as the sequence of steps remain the same either

way.

This description will begin with a discussion of the non-real

data approach and follow that with a discussion pointing out the differences

involved in fitting real data to the load.

Steps in Designing

First, the list below outlines and suggests an order to be taken

in designing a new starting load and will be followed by a more detailed

description of each step

First Phase

1 . Decide on the target population (not more than

3 million large scale and 300 thousand small scale) .

2. Determine the number of employers of each type of

business

3 . Determine the breakdown of total population into

the three income class components

4 . Determine an initial unemployment rate per income class

5. Decide on the general layout of the city (or cities) .

6 . Determine the number of residence units of each type

7 . Locate the terminals , businesses and residences

on the board

8. Place population units in the residences.

9 . Decide on the number of public facilities and public

unused land.

226
10. Locate all municipal land uses and preempt land.

11. Specify all bus and rail routes.

12. Specify all municipal service, school, utility and

ward districts.

13. Assign economic decision-makers.

14. Assign social decision-makers.

Second Phase

15. Assign quality indices and value ratios.

16. Specify rents, salaries and prices.

17. Assign education levels

18. Specify zoning

19. Specify time allocation.

20. Specify the initial amount of cash and bonding for

each economic team.

21. Specify the dollar value of time.

Third Phase

22 . Specify municipal department salaries , initial

bonding and appropriations

23. Specify tax rates and assessment ratios.

24. Specify BG/BS contracts of various government

departments, boycotts and the welfare subsidy.

Steps Explained

1 . Deciding on the target population is merely a matter of personal

preference. Then convert this target figure into an equivalent number of

population units.* The precise target figure may not be the final figure as adjustments often occur in subsequent steps.

In a normal scale city, a PI is equivalent to 500 people, and in a small

city PI is equivalent to 50 people

227
2. Determining the number of employers should be done by choosing

a desired mix of levels of Hi's , Li's , and NS's so that their summed employment

requests in population units is about 50% of the target population in population

units. Then, as a first approximation, add one level each of a BG , PG, and

PS for each 250,000 people and one level of a BS for each 350,000 people.

A rule of thumb for the construction industry is to choose one level of CI for

up to 400,000 people, two levels of CI's for 400,000 - 1,000,000 people and

three levels of CI's for 1 ,000 ,000 and over. The number of levels of SC can be approximated by estimating the

total number of students. Assuming a 35-35-30 percentage breakdown among

high, middle, and low income population units and a ratio of 130, 140 and

100 student per high, middle and low income population unit, the number of

schools is obtained by dividing the number of students by the average number

of students per school desired.

Example: ' a

Given: 200 population units - 3000 students/SCI

70 high income units (35%)

Approximately 70 middle income units (35%)

60 low income units (30%)

Yielding: 9100 high income students (70 x 130)

9170 middle income students (70 x 140)

6000 low income students (60 x 100)

24270 students

. 24270 students „ , Therefore 3^^^ students/SCl " ^ °^

Assume the same number of levels of MS's as number of levels of SC's.

With the list of employer types , calculate the total employment request

in terms of population units. If this calculated figure understates the target

figure by more than 2.5%, then adjustments need to be made. Disagreement

between the two figures can be remedied by adding or subtracting one or more

levels of business of the desired type (s) until a match is attained.

Determining the breakdown of total population into the three income

class components is accomplished by considering the employee requests of

each employer, business and public, by income class. The resulting figure for

each income class is the employed number of population units for that class.

Levels of development of each business activity can be represented in CITY

MODEL either by individual level one developments (e.g. , 6, HIl's) or aggregations of levels onto fewer developed parcels (e.g. , 2 HI3's) .

228
4. Determining an initial unemployment rate per income class , which can be real world figure or of the designer's creation, translates into

the number of population units for each class and yields the total population in

each class when considered in conjunction with #3 above.

5. Deciding on the general layout of the city (or cities) involves

several separate tasks . Locational determinants such as terminals and

roads must be placed on the board, at least in a general fashion, and the

approximate specified. The type of land use pattern, whether concentrated

or spread out must be decided upon as well as the general pattern of population

distribution by class throughout the area. The general shape of the city (or

cities) should be considered in conjunction with the road pattern: a long , narrow shape with one main road, several principal corridors radiating

outward from the center, or a circular ring idea are all possibilities.

Finally, locate the businesses on the board in at least a preliminary fashion.

6. Determining the number of residence units of each type must be

accomplished before they can be located on the board and the final form of the

city is established. Initially assume that all residence units are of type RA.

Since the total number of population units in each class is known from #3 and

#4 , the high income class population units are equivalents of the low and

middle income population units for residence placement purposes. Under

uncrowded circumstances , two low income population units , one high income

population unit, or one and one-half middle income population units will live

in an PLAl . Therefore , the high income class population unit equivalent is

one half the low income population unit and the middle income population

units equivalent is three-fourths , or a division of 2 and 1.5 into the high

income population equivalent respectively.

Next, one adds the low and middle equivalents to the number of

actual high income population units to arrive at one number; call it A.

This number is also the number of levels of RA's needed if there are to be no net vacancies or no net overcrowding . To the extent that net vacancies

are desured, then the number of levels or RA's needed will be A + V where

V is the number of net high income class equivalent population unit vacancies.

.

, IS the vacancy rate .

229
The last step, considering that an RBI is equivalent to

six RAl's and an RCl is equivalent to 25 RAl's , is to convert as many

RA's as desired into RB's and RC's until one arrives at the desired mix

among RA's , RB's , and RC's .

Example:

Given: 70 high income population units (PH)

60 middle income population units (PM)

30 low income population units (PL)

Coversion to PH;

70 PH = 70 PH

60 PM = 60 PM - = 40 PH

2 PT

30 PL = 30 PL - =15PH

Total = 125 PH

Vacancies desired:

V = 5 PH units

V = 5=3.8% vacancy rate

A + V 130

Mix of RA , RB and RC:

1 RA = 1 RA

= 6 RB

= 25 RC

Therefore, a possible mix is:

20 RA = 20 RA

10 RB = 60 RA

2 RC = 50 RA

130 RA for 130 PH equivalents

7 . Locating the terminals , businesses and residences on the

board can then be done according to the general layout in #5 and the designer

decides where the more dense housing should be located (RC's and to a lesser extent RB's) , and where the intensive versus the sparse residential

development should be located (many residential units on a parcel versus

few such units, independent of residence type) , Most likely, the dense

230
and intense development will occur near the center of employment and shopping

,

but some designers may have other preferences

8 . Placing population units in a residence is also done on the

basis of the general pattern determined in #5 above. The residence units

on some parcels may be intentionally overcrowded while others will have

vacancies. Using the fact 1 PH = 1.5 PM = 2 PL for purposes of residential

space consumption and the constraint that PH's and PL's will not live in the

same residential complex (the same parcel) , the designer should place

population units in residences until all are located. Then a re-calibration

process will probably be necessary to adjust many of the vacancy rates,

by marginally relocating a few population units

9. Establishing the number of utility plants will complete the

number of public facilities at this point , as this has already been done

for schools and municipal services in #2.

10. Locating all municipal land uses and preempt land can

then be accomplished. This involves location of schools, municipal

services plants , utility plants , parkland and public institutional (developed

parkland) ; the precise specification of roads , also assuring that all parcels

have road access to all other parcels by however circuitous a route; the

precise location of surface rail lines and the location of preempt land.

If the designer so desires , he may also allocate vacant land to some or

all departments . *

11. Specifying all bus and rail routes follows because the highway

and rail systems are now known , and the centers of concentration of trip

origins and destinations can be estimated from the placement of population

units and location of businesses.

*Note: When locating private or public land uses as in $5, #7 and #9,

the designer should continually be aware of the amount of available

land remaining after a particular land use has been located so that not

more than 100% of any parcel is consumed.

231
12. Specifying all municipal services , school, utility (and,

if desired , ward) districts can be done here . When the general layout

of the city was determined, the areas of good and poor public services were

also in general, delineated. The designer should: Calculate the number of

students requiring education from each parcel and the municipal and utility

drains of each parcel; define the districts; taking into account the general

layout of #5 , the level of the particular public facility , and thereby as approximation of its capacity , and the demands originating from each parcel

and as a final tuning procedure for schools and municipal services plants,

set the employment mix to indicate an exact figure for capacity , studentteacher ratio and ratio of high-to-middle income teachers. As for wards,

they can be gerrymandered in any way desired , or specified on some other

rational basis , but are only useful if a city council will be used during the

play of the game

13. Assigning economic decision-makers to the desired parcels

can be done in any of a number of ways . One should first specify the

number of economic decision-makers (and thereby the number of social

decision-makers as well) . Among the approaches are: entirely random

assignments to assure an even mix of holdings on the part of each economic

team, and start out each economic team with different specialized interests.

Only the designer's imagination limits the number of possibiUties

14. Assigning one of the three income classes on a particular parce

to a social decision-maker is done so that if a population of any class moves

to any parcel on the baord, there will be a specific social decision-maker

who controls it. Social decision-makers are assigned to every parcel for

all three income classes.

This can be done in any one of many ways , as in #13 above. It is usually advisable to assure that any one social decision-maker controls

population units from no more than two different income classes because

it becomes impossible for him to define his identity if he must be concerned

with the interests of all three income classes. Further, some social sector

teams should have only one income class under their control.

Second Phase

15. Assigning Quality Indexes to all the residences and Value

Ratios to all the businesses and public structures (where applicable) is the

first step in the second phase of starting position design. For business and

232
public structures , the Value Ratio is an indication of physical efficiency and

state of repair or maintenance on a scale from 0 to 100. Those enterprises

deemed efficient or new would have value ratios close to 100 and those

deemed inefficient and dilapidated would have lower value ratios . The

Quality Index refers to housing and indicates the cost of construction and

the "classiness" of the housing unit. A Quality Index of 35 does not mean

bad housing, merely low income housing. Thus, quality indices are assigned according to the resident income classes.

16. Specifying rents, salaries and prices must be done for

each residence parcel (rents) , each business (salaries) and each

commercial enterprise (prices) . These values are set at or near the

typical values; or above or below depending on the class of resident,

the Quality Index, the section of town for rents; and, similarly, the Value

Ratio and location for prices and salaries.

17. Assigning education levels to all the residential parcels for

each income class that is initially resident there involves assigning the

highest education levels (within a given class) to the population units on

the parcels which the designer feels would have the highest skill levels

and be the more desirable employees.

18. Specifying the zoning for all parcels where desirable, can

be done at any point after all private land uses have been located. Some

parcels may be zoned differently than the existing land use to show some

non-conforming land uses , Some undeveloped parcels may also be zoned

in order to limit the type of development on the fringe , or give impetus

to certain types of developments

19. Specifying the time allocation for each social decision-maker

by income class . The designer may use any of the existing theories on the

way people in different income classes spend their leisure time, as this

relates to the four categories in the CITY MODEL: part-time work,

adult education, political activity and recreation. For instance, the

designer might feel that low income people tend to place more emphasis on

an extra job, while middle income individuals would emphasize adult education and the high income class, poUtical activity or recreation. However,

this is only one possible approach of many,

20 . Specifying the initial amount of cash and bonding for each

economic team should depend on the purposes of the group (s) that will

play the CITY MODEL. For longer plays or classroom use, a more realistic

cash and bonding structure should be specified. That is, no team should

have over $100,000,000 in cash ($10,000,000 if the smaller scale is intended) , For areas with a population of around 400 ,000 (or 40,000) , the median cash

holding might be $30,000,000 (or $3,000,000) while for an area with a population of 1 ,000,000 or more (in large scale city only) , the median might

be around $50,000,000. If, on the other hand, shorter plays are intended,

a more developmental approach would probably be desirable. In such a

situation higher starting cash holdings might be desirable.

233
In either case , realistic bond holdings should be specified. A

rule of thumb might be that outstanding debt should equal between forty

and fifty percent of an economic team's real assets (land plus developments) . The debt should, of course , be a long term of about 20 years.

21. Specifying the dollar value of time of each class of population

unit for each social decision-maker should be done with several things in

mind. One is that the dollar value of time is the mechanism by which population units trade-off more time consuming but lower cost public transit with

quicker but more expensive private automobile travel. Another is that

high income population units tend to have higher values than middle income

and so on

Third Phase

22. Specifying municipal department salaries, initial bonding and

appropriations is the first step of the third and last phase in designing a starting point. Department salaries should be set in relation to the intended

fiscal soundness of the municipal government and the qulaity of service of

the particular department. Initial bonding can be a rather arbitrary

specification, the important thing being that each department have some

bonded indebtedness. The best way to approach appropriations is to

set them at zero initially , obtain a round zero output with all the other

load specifications and from the departmental outputs determine how much

appropriations are needed.

23. Specifying tax rates and assessment ratios go hand in hand.

For the property tax higher assessment ratios permit lower tax rates and

vice versa in order to obtain a given revenue. For other taxes, there is no

control over the tax base only the rate. The base for these taxes is determined

entirely within the model. The designer has a wide variety of taxes from which

to choose for his intital configuration and is encouraged to use imagination

in the combination upon which he decides.

24. Specifying BG/BS (business goods /business services)

contracts of the Municipal Services and School Departments by jurisdiction,

boycotts and the welfare subsidy, complete the load specifications. If the Municipal Services or School Department do not have a contract with

a local BG and BS firm (s) specified in the load, they will buy all the

goods and services they require from the outside system. However, as play begins , these departments can change or make their own contracts.

It is usually fruitful to start the play with boycotts if there is a reason initially designed in the starting city, i.e. , very low salaries or very high prices at a particular business. The welfare subsidy should be

set at some figure below $2500 (the typical low income class salary) , the

specific amount depending on a number of factors including municipal

revenues and extent of unemployment

234
Loading Real-World Data

The previous discussion has treated the load design when no intent

was made to represent an actual urban (or rural) area. In the case where

real-world data will be used as the basis for the load, a great deal of

data collection and manipulation is necessary as well as some reordering

of the 24 steps described above

.

1 . The designer is given a target population — the actual

population of the area to be simulated

.

2 . From a census of manufacturing and a census of business

for the area in question , derive the employment in each two-digit SIC

cateogry. These two-digit categories can then be aggregated into the

business types as they exist in the model* — heavy industry , light

industry , national service , business goods , business services , personal

goods , personal services , and construction . Some discretion must be

exercised in this aggregation process because there are some SIC

categories which do not fit conveniently into one of the CITY MODEL

business categories . For such SIC categories , their employment figures

must be arbitrarily partitioned with a portion allocated to each relevant

CITY MODEL category. After all the employment of the area under consideration has been allocated by dividing the eight figures arrived at above

by the number of employees per level one of each business type . For

instance, if the metropolitan region under consideration had 16,000 workers

in light industry type employment (an LIl employs 5760 full-time workers) , 16,000 divided by 5760 equals 2.783. Thus, three levels of light industry

should be loaded. Rounding is necessary and the final sum of the employment requests for each of the eight business types should be as close to

the actual total employment figure as possible

.

3 . Using the census of population , derive the breakdown of area population into the three income class cateogries . The income

intervals are $0 - $3999 for low-income, $4000 - $6999 for middle income

and $7000 - above for high income. These three population figures should

then be converted in their population unit equivalents.

4 . Add more population units , distributed among the three

classes, to account for the unemployed people in the area, using the

actual rate of unemployment as the guide.

5 - 8 . Use any land use and population density data available

,

particularly in map form , and census of population and housing data for

the breakdown of area housing among the three types.

9. Same.

*See Appendix J

.

235
10. If no better data is available, use detailed road map.

11. Municipalities will have maps showing all bus and rail routes

12. Make municipal service and school districts correspond

as much as possible to the actual neighborhoods , as well as can be

determined . Wards , if they exist , are defined and can be obtained from

a political party representative

13-14. Same

15-17. The designer may have to depend on a feel of the area for these values, as only general outlines of higher or lower than

average may be available .

18. There are zoning maps available, but the codes usually do

not coincide with the CITY MODEL codes. Zoning is often plot by plot so

that the square mile grid (except for the small scale city) makes transferrance very difficult. Zone intuitively.

19. It is doubtful that there will be any data for such specification

20. The designer can use his ingenuity to find some source of

data which might help in specifying the overall private liquid reserves

and indebtedness of the particular area. If not, use intuition again.

21 . There are studies relating to this matter , but only in

general not for a particular area.

22 - 23. Data is available at the municipal government.

24. Same

Note : An attempt should be made to insure that the data used is dated on or about 1960 as all of the CITY MODEL parameters are based on the 1960 Censu

Considerable inequities would result if current municipal salaries were

used, for example.

236
APPENDIX M

FORMATS FOR LOADING A DATA BASE
APPENDIX M: Formats for Loading a Data Base

The load program sets up the initial data base for the model's data

files . Various city configurations can be created with the initial data set-up

.

Specifying all the information required for a city description can be lengthy

and involved. Particular attention should be paid to the order of the cards

and the card field descriptions. The following points should be noted:

1 . All data is right justified within a field. Data fills the

extreme right hand column of a field and all necessary columns to the left.

Any blank columns in a field will be to the left of the data.

Example:

Cols Description

1-5 '1' if outflow point

Card

2. Card groups are numbered in the order they loaded. That

order is the same as the order in which they re processed.

3 . Where a card group is of variable length , a blank card ends

the group

.

4. When there is no information to enter for a card category

,

insert a blank card.

5. If no number or character is punched, the program will

read that column as '0' (zero) .

6 . If there are no instructions for a column or columns , leave

them blank. ,

7 . When information in the load format description appears

between apostrophes in a description , punch that specific information on the

card.

Example:

Cols Description

1-2 'UT'

Card fo T

12 3

238
8. If a column number is followed by an asterisk (*) in the following

format description, then the information in those columns for that Card Group

cannot be changed after a data base has been loaded.

Card Group Cols

1 District Cards 1

Descriptions

Code for function being districted

1 -jurisdiction*

2- school

3-municipal service

4 - utility

5-ward*

6- river basin*

7-flood susceptibility

9-10 District number for associated parcels

11-18 Up to 7 pairs of diagonally opposite parcel locations

which define a rectangle to be assigned that district

number. Either pair of corners in any order may

be given. If only one location is given, that parcel

is assigned the district number.

2 Number of

Social 1-2* Number of social decision-maker teams

DecisionMakers

3a Option Cards

3b Round

Number 5

Headings

4 Active

Jurisdictions

5 Social

DecisionMakers

* (See "notes on the Load Program.)

1-5* Round number (should start at 0)

6-77 Game heading for print-out (any alpha-numeric

characters)

1* Put a 1 if jurisdiction 1 is in existence

2* Put a 1 if jurisdiction 2 is in existence

3* Put a 1 if jurisdiction 3 is in existence

1-5 Pair of diagonally opposite parcel locations

6-10 defining a rectangular area of control;

Cols. 1-5 contain the upper left hand corner

Cols. 6-10 contain the lower right hand corner.

239
Card Group Cols Descriptions

5 Social 11-12 Team letter of social team controlling

Decision-Makers high income residents on the parcels

13-14 Team letter of controlling team for

middle income

15-16 Team letter of controlling team for

low income

Qg^j-jj^* **********

6 Land Parcel Cards 1-5 Parcel coordinate location

7-8 Team letter of owner

10-11 Two-letter economic activity code

(O=undeveloped)

12-14 Constructed level of economic activity

15-17 Zoning

18-21 Value ratio or quality index

22-25 Maintenance level

30-33 Number of PH's residing on parcel

34-36 Number of PM's residing on parcel

37-39 Number of PL's residing on parcel

There can be at most two income classes

on a parcel. PH's and PL's may not be

on the same parcel.

40-43 Salary offered PH's/$100 if non-residential or rent per space unit if residential

44-46 Salary offered PM's/$100 if non-residential or rent per space unit if residential

47-49 Salary offered PL's/$100 if non-residential

54-56 Level of utilities installed

60-67 Price/CU in $100 if commercial establishment

68-75 Assessed Value of land/$100 , 000 for 100

percent of parcel

240

/
Card Group Cols Descriptions

6 Land Parcel Cards 11-1% If basic industry on parcel, two-letter

code for effluent treatment type

80 Treatment plant level

7 Time Allocations 1-2 Team letter of social decision-maker

4 Social class (1-low; 2-middle; 3-high)

Time allocation percents for:

6-8 Part-time work

9-11 Public education

12-14 Politics

15- 17 Recreation

18-20 Pay Education

8 Utility Cards 1-2 'UT'

3 Jurisdiction number

11-15 Parcel location of plant (0 if no plant,

only undeveloped land)

16- 17 Level of plant (0 if no plant, only

undeveloped land)

18-20 Percent of parcel (developed plus

undeveloped) owned by the Utility

Department

Repeat format as in (11-20) for up to 6 more plants in cols. (21-30) , (31-40) , (41-50) , (51-60) , (61-70) , (71-80) . Use as many cards as required to designate

all plants in all jurisdictions. NOTE: Utility land for only one jurisdiction can appear on a single card.

241
Card Group Cols Description

9 School Cards 1-2 'SC

3 Jurisdiction number

11-15 Parcel location of School

16-17 Level of school (0 if no school, only

undeveloped land)

18-20 Percent owned by department

(developed plus undeveloped)

^. ;^ : r..; 21-23 Value ratio

24-26 Maintenance level

27-29 Number of PM teachers requested in (Pi's)

30-32 Number of PH teachers requested (in Pi's)

Repeat format as in (11-32) for up to 2 more schools in Cols. (33-54) and (55-76) . NOTE: School land for only one jurisdiction can appear on a single card.

10 Terminal Cards 1-2 'TM'

3 jurisdiction

.r ; V : 11-15 intersection coordinate

16-17 level of terminal

18-20 ; ; percent of land used by terminal on each

. ; of the four parcels surrounding the

:/ : ? ; :

' intersoction

Repeat format as in (11-20) for up to 6 more terminals in Cols (21-30) , (31-40) .... (71-80)

11 Park and Pubhc 1-2 'PZ; or 'PI' Institutional Land

3 jurisdiction -

11-15 parcel containing parkland

242
Card Group Cols Description

16-20 Percent of land in park or public

institutional use

Repeat format as in (11-20) for up to 6 more parcels in Cols. (21-30) . . . (71-80) . Land for park use and land for public institutional use cannot be

included on the same card. Park or PI land for only one jurisdiction can appear

on a single card

12 Municipal Services 1-2 'MS'

3 jurisdiction

11-15 parcel location of plant

16-17 level of plant (0 if no MS , only

undeveloped land)

18-20 Percent of land owned by department

(developed plus undeveloped)

21-23 value ratio

24-26 maintenance level

27-29 number of PL workers requested (in Pi's)

30-32 number of PM workers requested (in Pi's)

Repeat format as in (11-32) for up to 2 more plants in cols. (33-54) and

(55-76) . NOTE: MS land for only one jurisdiction can appear on a single card.

Only one of the two following road card formats may be used in a single load

deck. Which of the two is to be used is determined by the Option Card

(Card Group 3a) for road formats . The first format allows road value ratios

to be different for individual road segments . The second does not have this

provision for differentiation but simplifies the coding and punching required

for loading roads

13a Road Cards 1-2 'RD' -

3 jurisdiction

11-15 intersection where road segment begins

16 direction of road segment (E for east or S for south)

243
Card Group Cols Description

19 road type

23-25 value ratio of road segment

Repeat format as in (11-25) for up to 3 more road segments in cols.

(26-40), (41-55) , and (56-70) . NOTE: Roads in only one jurisdiction

can appear on a single card.

13b Road Cards 1-2 two-digit row number of intersection

3 blank

4 for intersection of column 69 with row;

road type going south

5 For same intersection , road type

going east

Repeat as in cols. (3-5) for each intersection in the row in order of left to

right across the board.

For each intersection in row, whether or not roads emanate from the

intersection, use three digits; first digit blank, second with road type

going south, third with road type going east. For example, intersection

of column 71 with a row has column 6 blank and road types in 7 and 8.

Intersection with 73 uses columns 9-11. Intersection with 75 uses columns

12-14. There are 25 columns of intersections , or 75 card columns required

(col. 3 to col. 77) . A road on a jurisdiction boundary is assigned to the lower-number jurisdiction. The road value ratios are set to the maintenance levels specified

in Card Group 32.

****** ** Qg;^(^* ******** ***

14 Undeveloped

Highway Land

1-2 >: 'HY"

3 jurisdiction

11-15 parcel location

16-20 percent of land owned but

undeveloped

Repeat format as in (11-20) for up to 6 more parcels in cols. (21-30) , (31-40) ... (71-80). NOTE: Undeveloped Highway land for only one

jurisdiction can appear on a single card.

244
Card Group Cols Description

15 Team Cash 1-2* team letter

(one for each

economic team) 11-20 previous cash balance/$1000

21-30 number of loans for which this team

is the borrower

31-40 dollar value of time for PH

41-50 dollar value of time for PM

51-60 dollar value of time for PL

61-70 cash balance

(A team's loan cards follow each team cash card if there are any loans

outstanding. One loan per card.)

Loans 1-3* team letter of team lending (OU for outside)

4-6* remaining term

7-9* interest rate in mils (.1 percent)

10* '0' if loan was originally short term

(2 rounds) or '1' if the loan was

originally long term (25 rounds)

11-20* amount of loan/$l 0,000

5jc sf; 5|c sjc sj: j^Qj-j^J^ ^ jr ^ ^tc 5(c :^

16 Municipal 1-5 salary offered a low-income worker

Services Salaries (in $100's) in jurisdiction 1

6-10 salary offered a middle-income worker

(in $100's in jurisdiction 1

Repeat as in (1-10) for jurisdictions 2 and 3 in cols. (11-20) and (21-30)

respectively.

245
Card Group Cols Description

17 School 1-5 salary offered a middle-income worker

Salaries (in $100's) in jurisdiction 1

6-10 salary offered a high-income worker

(in $100's) in jurisdiction 1

11- 15 middle-class part-time units requested

in jurisdiction 1 for adult education

employment

16-20 high-class part-time units requested

in jurisdiction 1 for adult education

employment

Repeat as in (1-20) for jurisdiction 2 and 3 cols. (21-40) and (41-60) respectivel;

18 Bus Salaries 1-5 salary offered by bus company /$100

6-1 salary offered by rail company/$100

1-2* department name (HY , UT , MS, SC,

PZ , BU , RR)

3* jurisdiction (1 , 2 or 3) - blank if BU or

4-5* interest rate in 1/10 percent

6- 7* remaining term

8* "0" if current bond (originally 2 year ter "1" if capital bond (originally 25 year tei

9-14* amount of bond/$10 ,000

Repeat as in cols. (1-15) for up to 5 bonds in cols. (16-30) , (31-45) , (45-60) , (61-75) . Use as many cards as necessary.

******** **g]^g^j|J^ Qg^j-jj^**********

20 Taxes, Land 1 jurisdiction

Bid and Outside

Construction Charges 2-6 land tax rate

7- 11 building tax rate

12- 16 resident income tax

246
Card Group Cols

20 Taxes . Land Bid 17-21

and Outside

Construction Charges 22-26

27-31

32-36

37-41

42-46*

47-51*

Description

employee income tax

resident auto tax

employee auto tax

personal goods tax

personal services tax

percent of bid price charged for

land bid

percent above value for outside

construction if local CI is being used

[See Option Cards, Card Group 3a)

Note: All rates are in .1 percent

Note: The last two items on this card should appear on one card only

.

since thosegparameters do not vary by jurisdiction.

jgj^j^ Q-^Yd* *********

1 Assessment Ratio blank

2 Appropriations

Must be in the order of HY , UT . MS . SC . and PZ . BU , and RR . 1 card per

department type. Although UT , BU , and RR cannot receive appropriations,

their cards must be included, e.g. , UT followed by 78 blanks.

1-2 department (HY . UT . MS. SC.

PZ . BU . RR)

3-12 current appropriation-Jurisdiction 1

13-22 capital appropriation-Jurisdiction 1

Repeat in (12-42) , (43-62) as in (3-22) for Jurisdictions 2 and 3.

23 Rents (8 residences 1-5 location

per card)

6-10 rent per space unit

Repeat in (11-20) , (21-30) . (31-40) . (41-50) . (51-60) , (61-70) , (71-80) , as in (1-10) for up to 7 more parcels per card.

247
Card Group Cols Description

24 Bus Routes (one card for each route's general information and after it,

one or more cards for detailed stop and turn information for that route)

I-3 level of service

5 "1" for Bus

6-10 route number

II- 15 number of turns (exclusive of start

and end points of route)

(detailed route information)

I- 5 starting point of route

6-10 location of turn or end point

Repeat in (11-15), (16-20), (21-25) .... (76-80) as in (6-10) until

end of route

.

25 Rail Stations 1-5 'RLSTA'

6-10 number of stations on the board

II- 15* intersection where rail station is

located

Repeat in cols. (16-20), (21-25) . . . (76-80) and also on additional

cards from (11-15) if needed for all the stations.

26 Unused Rail Land 1-5 'RLLND' -

6-10 twice the number of parcels on this card

11-15 parcel location

16-20 percent of land owned by BR department

but not used

Repeat in (21-30) , (31-40) . . . (71-80) and on additional cards from (11-20)

for as many parcels as needed.

248
Card Group Cols Description

27 Track Segments 1-5 'RLTRK'

6-10* intersection pair which defines track

11-15* segment

16-20 location of parcel over which any part

of track segment is above ground

Repeat as in (16-20) in (21-25) up to (71-75) for up to 11 more parcels.

Use as many cards as is necessary to indicate all track segments. Use

one card per track segment,

28 Rail Routes (one card for each route's general information plus one or more cards for detailed stop and turn information for that route)

1-3 level of service

5 '0' for rail

6-10 route number

11-15 number of turns and/or stops

including start and end points

(additional cards for each route)

1-5 intersection of stop and/or turn

10 0 - if stop or stop and turn

1 - if turn only

Repeat in (11-20), (21-30) . . . (71-80) until last stop

29 BG/BS Contracts -- (2-7 cards per department)

Card 1 1-2 department ('MS' or 'SC')

3 jurisdiction of department

4-8 number of contracts (up to 6)

249
Card Group Cols Description

Card 2-7 (up to 6 contracts , a maximum of 3 for BG and 3 for BS per

department)

I- 2 "BG" for BG contracts

6-7 "BS" for BS contracts

12 team owning BG or BS

13-17 location of BG or BS facility

18-20 percent of total business to be given to this establishment

30 Boycotts 1-2 team boycotting

(economic or social)

3 land use boycotting

4 class boycotting (1-low, 2-middle, 3-high)

5 function boycotted (0-shopping,

. . 1-employment)

6-10 location boycotted

Either class or land use should be given; not both.

31 Bus/Rail Fares 5 1-for rail; 2-for bus base fare

6-10 base fare in cents

16-20 fare increment per mile

21-25 value ratio of equipment

26-30 maintenance level of equipment

32 Highway 1-5 maintenance level road type 1 Maintenance Levels Jurisdiction 1

6-10 maintenance level road type 2 Jurisdiction 1

II- 15 maintenance level road type 3

Jurisdiction 1

250
Card Group Cols Description

33 Education Level

(1 card per residence)

Repeat in cols. (16-30) and (31-45) for jurisdictions 2 and 3 respectively.

1-5 parcel location

6-8 education level - high class on parcel

9-11 education level - middle class on parcel

12-14 education level - low class on parcel

34 Welfare Payment 1 jurisdiction (1,2, or3)

2-6 welfare payment per unemployed

worker (in $100's)

35 Prices for

Outside Purchases

1-10* Price per CU for Outside PG or PS

(in lOO's)

11-20* price per CU for Outside EG or BS

(in lOO's)

21-30* price per MG for Outside water (in lOO's)

31-40* price per MG for Outside water for

residences with private utilities

(input by rows)

1-2 row number (12-60)

(6-8) 3 columns per board square for given

up to row (coordinate numbers: 70-118)

(78-80) containing percent of square which is

undevelopable

37 Government 1-10 Rail employment location

Employment Locations

Repeat format as in (1-10) in cols. (11-80) in order of BUS , MSI, SCI, MS2,

SC2, MS3, SC3.

36 Topographical

Restrictions and

Preempt Land

251
Card Group Cols Description

38 Federal-State 1-5 location

Employers

6-10 number of low-income PI job openings

11-15 number of middle-income PI job openings

16-20 number of high-income PI job openings

21-25 ' • salary offered low-income worker/100

26-30 salary offered middle-income worker/100

31-35 salary offered high-income worker/100

1 card per location : jc^i;.. .

********* *g Jqj^J^ Qq27cJ**********

39 Surface Water 1-5* location

Parcel Cards

6-10* volume in MOD

11-13* percent of land area consumed

14-15* rate of flow in parcels per day

16-20* location that water flows into (next parcel)

Repeat format as in columns 1-20 for up to three more parcels.

:jc*:t:*******g2g^j-j]^ Qg^j-jJ**********

40 Lake Parcels 1-5* location

6-10 water quality rating

Repeat format as in cols. 1-10 for up to 7 more parcels.

41 Individual Farms 1-2* code number of farm

4* owner (alphabetic code)

5-6* farm type (1-11)

252
Card Group Cols Description

41 Individual Farms 8 fertilizer factor (0-3)

(continued)

10- 14* normal (when fertilizer factor is 0)

net income before taxes per 1 percent

in farm (in $100's)

Repeat as in columns 1-15 for up to 4 more farms.

******** **g]^g^pjj^ Q^-^j-J**********

42 Individual Farm 1-2* code number of farm

Parcels

4-8* parcel location

13-18 assessed value of farmland on parcel

(in $100.000's)

20- 24* parcel on which farm parcel dumps

26-29* volume of water (in MOD) dumped by

farmland on parcel

Repeat as in columns 1-40 for one more farm parcel in columns 41-80.

43 Farm Types . 1-2* code number of farm type (1-11)

Normal Income

3-5* multiplier on normal income per

percent in farm for fertilizer

factor 1 (in percents)

6-10* same for fertilizer factor 2

11- 15* same for fertilizer factor 3

16-20* parts per million nutrients dumped

at fertilizer factor 0

21- 25* same for fertilizer factor 1

26-30* same for fertilizer factor 2

30-35* same for fertilizer factor 3

1 card per farm type

**********g2^J-^]^ Qqj-j^**********

253
Card Group Cols Description

44 Municipal 1-5 location

Treatment Plants

7-8 two-letter code for treatment code

(for outflow only)

9 level of treatment plant

10 0 if intake treatment, 1 if outflow treatment

Repeat format as in cols. 1-10 for up to 7 more treatment plants.

45 Intake and 1-5 point location

Outflow Points

6-10 location of UT plant serving district

15 0 if intake , 1 if outflow

Repeat format as in columns 1-20 for up to 3 more points

46 Sampling Stations 1-5 location (if M, location of UT district

which uses dumping point

6 P = business point source

A = ambient

M - municipal point source

E = all three kinds everywhere on the

board (no location is given in cols

1 - 5 in this case)

Repeat format as in columns 1-6 for up to 12 more stations

Note: For a municipal point source sampling station the location given should

be that of the parcel on which its outflow point is located.

47 Water Prices 1-2 jurisdiction

4-5 two-letter code for activity type (AL

for all and it supercedes any prices

in the jurisdiction input before it but

does not apply to any following) . Prices

can vary by class by residence type. The

first letter is the class (H , M, or L) and the

second letter is the residence type (A, B, or C)

254
Card Group

47 Water Prices

(continued)

Cols

6

7-10

Description

blank

price per MG

Repeat format as in cols. 4-10 for up to 10 more activities in the jurisdiction

48 Typical Rents 1-5*

and Salaries

49 Dam Priority

Effects

typical rent per space unit for

low-income PI (in $l,000's)

6- 10* same for middle-income PI

11-15* same for high-income PI

16-20* typical salary per low-income worker

(in lOO's)

21-25* same for middle-income worker

26-30* same for high-income worker

1-2* code numeber of river basin

3 priority (A, B, or C)

4-5* Major Recreation multiplier on

consumption for dam Priority A

(in tenths)

7- 8* same for dam priority B

10-11 same for dam priority C

13-14* flood severity multiplier for dam

priority A (in tenths)

16-17* same for dam priority B

19-20* same for dam priority C

22* number of water quality levels to be

subtracted from surface water quality

rating for dam priority A

24* same for dam priority B

255
Card Group

49 Dam Priority Effects

(continued)

Cols Description

26* same for dam priority C

31-35* location of dam in river basin

Repeat as in columns 31-35 in cols. 36-40, 41-45, etc. , for location of each

dam in river basin

1 card per river basin

^ ^t^ ^ ^ j^g^j-j^J^ ^ ^^ ^ ^i^

50 Major

Recreation Areas

. 1-5* parcel location

7* 1 , if the major recreation area is

affected by dam priorities in its

river basin

6-10* percent of parcel in major recreation

11-15* PG units consumed at water quality 1-3

16-20* PS units consumed at water quality 1-3

21-25* PG units consumed at water quality 4

26-30* PS units consumed at water quality 4

31-35* PG units consumed at water quality 5

36-40* PS units consumed at water quality 5

41-45* PG units consumed at water quality 6-9

46-50* PS units consumed at water quality 6-9

1 card per major recreation area

51 Economic and

Social Histories

This Card Group consists of two sections , each of which has a single card

identifying the section , followed by cards containing information regarding

previous years

256
Card Group Cols Description

Card one: 1-4 'fflST'

5-80 blank

Followed by:

1 card per economic team, in alphabetical order by team.

1-4 average rate of return on developments

for year t-4 (in tenths of percents)

5-8 same for t-3

9-12 same for t-2

13-16 same for t-1

20-23 networth (in millions of dollars)

in year t-4

24-27 same for t-3

28-31 same for t-2

32-35 same for t-1

Card one:

1-6 'SOCIAL'

Followed by:

One pair of cards per social team, in alphabetical order by team,

first card in pair:

1-3 average quality of life index for

low-income class in year t-4

4-6 same for t-3

7-9 same for t-2

10-12 same for t-1

13-15 average quality of life index for

middle-income class in year t-4

257
Card Group

second card in pair:

Cols

16-18

19-21

22-24

25- 27

28-30

31-33

34-36

1-5

6-10

11-15

16-20

21-25

26- 30

31-35

36-40

41-45

46-50

51-55

56-60

Description

same for t-3

same for t-2

same for t-1

average quality of life index for

high-income class in year t-4

same for year t-3

same for year t-2

same for year t-1

average salary earned by low-income

workers in year t-4

same for t-3

same for t-2

same for t-1

average salary earned by middleincome workers in year t-4

same for t-3

same for t-2

same for t-1

average salary earned by high-income

workers in year t-4

same for t-3

same for t-2

same for t-1

258
APPENDIX N

LOAD DECK INPUT CARD FORMATS
APPENDIX N: Load Deck Input Card Formats

I Boundary Cards (II, IX, 12, 1415)

II Number of Social Decision-Makers (12, 78X)

III Round Number and Heading (15 , 12A6)

IV Active Jurisdictions (13)

V Social Decision-Makers (215, 312)

VI Parcel Cards (15 , 13 , 12 , Al , 213 , 314 , 2 (14 , 213) , 4X , 13 , 3X , 18 , IB)

VII Time Allocation (212 . 513)

VIII Utility Card (A2, II, 7X, 7(15, 12, 13))

X Terminal Cards (A2 , II , 7X , 7 (15 , 12 , 13)

)

XI Parkland and Public Institutional Land (A2 , II, 7X, 1415)

XII Municipal Services (A2 , II, 7X, 3(15, 12, 513))

XIII RoadCards (A2 , II, 7X , 4(15, Al . 313))

XIV Unused Highway Land (A2 , II, 7X , 1415)

XV Team Cash (12, 7X, Al , 6110)

XVI Municipal Services Salaries (615)

XVII School Salaries (1215)

XVIII Bus/Rail Salaries (215)

XIX Bonds (AZ , II , 212 , II , 16)

XX Taxes (II, 1015)

XXI Assessment Ratio (6110)

XXII Appropriations (12, 6110)

XXIII Rents (1615)

XXIV Bus Routes Card 1: (13, 12, 215)

Card 2: (1615)

Rail Inputs:

260
XXV station (A5 , nI5 , mllO) n, m - variable

XXVI Land (A5 , 15, 7110)

XXVII Track (A5 , nI5, mllO)

XXVIII Rail Routes Card 1: (13, 12, 215)

Card 2: 7 (A2 , 315)

XXX Boycotts (12 , 311 , 15)

XXXI Bus/Rail Fares (415)

XXXII Maintenance level for raod types (915)

XXXIII Educational level (15, 313)

XXXIV Welfare Subsidy (II, 15)

XXXV Outside Price (A4 , 6X, 15)

XXXVI Topographic Restrictions (12, 2613)

261
APPENDIX O

NOTES ON THE LOAD PROGRAM
APPENDIX O: Notes on the Load Program

The City IV load program will load data bases configured for

the following models:

City II (1108 Version)

City III (1108 Version)

City III (360 Version)

City IV (360 Version without water system)

City IV (360 Version with water system)

The flexibility of the load program allows the user to load previously

developed data bases into the same operating model for which new data bases

may be configured.

The model user should be extremely careful when loading a new

data base into the model. Whereas the edit program which handles player

inputs has many checks against errors, both coding and substantive, the

load program makes very few checks on the data submitted to it; it merely

allocates the data to the appropriate files for storage according to the

card columns and groups in which the data appear. The coding, card

punching , design processes and design intentions should be rechecked

several times before a data base is loaded. Failure to do so almost always

results in many wasted man-hours and much wasted expensive computer

time. Even when a data base is completely accepted by the LOAD program,

many errors may appear in the first round of output as a result of loaded

data errors

.

e If the load program blows off the system , there is an

error in the data cards. All cards should be rechecked .

e Whenever the load program indicates a data error (which

it is programmed to detect for very few data items) , the data card should be fixed before the load program

is executed again .

e If an error appears in Round 1 output, the loaded data

should be checked for errors and omissions.

There are only two types of data errors w^hich do not have significant effects on the rest of the model , and the load program does note when

these occur . The first occurs when an economic activity is loaded on a parcel which has less utility service installed than the activity requires

in order to operate. If the error is not corrected, the activity will still

pay for the full amount of utility service which it requires , and the

Utility Department will receive the full revenue. However, the level of

utility service on the parcel remains at its loaded value until changed by a

Utility Department input.

263
The second type of data error occurs when the various land uses

on a parcel consume more than 100% of the land on the parcel. Before any

land uses are processed by the load program (i.e. , before Card Group

6 is processed) , the amount of land on each parcel is set to 100%. As

each type of land consumer is processed , the appropriate amount of land

is subtracted from the running total of the parcel's remaining land. If,

when the program attempts to decrement that running total , a parcel

would have less than zero remaining land, the program prints a message

to that effect, and does not decrement the running total, but does register

the land use as existing on the parcel. The land use is handled as usual,

except that it does not decrease the remaining land on the parcel. In effect, a parcel can be more than 100% used. If a card from card groups 8, 9, or

12 , indicates a land requirement greater than the remaining land on a parcel, any undeveloped land appearing on the card is not registered.

Only actual land uses can cause a parcel to be more than 100% used. When

the program encounters a land error , it prints:

NEGATIVE LAND ATTEMPT AT LOCATION - AMOUNT NEEDED - AMOUNT AVAILABLE

As data is fed to the load program and processed, the program prints

output indicating what errors it does detect and, in most cases, prints the

information which was on the data card. In the following notes concerning

the load program , the program checks on the data are noted as well as

the form of the printed output which the program produces for each Card

Group. Ramifications of some data errors are traced.

The listing which follows these notes are the data loaded for RAYWID

a large three-jurisdiction data base of 2,500,000 population, and TWOCITY , a two-jurisdiction data base of 300,000 population. RAYWID was developed new

for the water model; TWOCITY is a modification of a data base originally

developed for the 1108 version.

In order for the listing to fit on standard-size paper, cared

columns 73-76 have been deleted, leaving columns 1-72 and 77-80. The

listing is intended to be used as an example of a complete load deck, and

the missing columns are not essential to the example.

Superimposed on the listing is notation which groups cards

beloging to the same Card Group. The Card Group number is also noted.

264
Card Group Notes

1 If a number greater than 7 appears in column 1 , the program

prints: INVALID DISTRICT TYPE NUMBER. The RAYWID example

contains considerably more pairs of coordinates than are actually

required for the definition of the various districts. Note that when

one card does not have enough room for complete specification

of a district , more cards may be used

3a This section of the load deck allows the director to specify

how data is being loaded and to determine what model will be

run on the data base. These are the Option Cards. It is not

a required Card Group, so no blank card is necessary if no

director option cards are loaded.

Use one card per option. They may be loaded in any order. The

option code words should begin in column 6 , and the remainder of the

card to the right of the option code word should be blank. Some option

cards contain information to the left of column 6

1. WATER

This code indicates that the water-related data, card groups

39-50 are being loaded. If this card is not used, the load program assumes

that water is not being included in the model, and the water phase of the

model does not run. The water related maps do not print and Migration has

a different output format from the example shown in the Player's Manual.

2. NOCI

This specifies that the NOCI option is in effect. There must be

no CI's loaded. All construction is done by the Outside with no round lag.

If this card is not used, construction has a 1-year lag and CI's may be

built or loaded.

3. RDLENG

Columns 1-5 should contain, right justified, the length of the

side of a parcel in lOOths of a mile. If the number there is greater than

200, the rest of the programs use the water model land requirements. If the length is less than 200, the industries use the HI and LI land requirements

and all land uses have City 3 land requirements.

4. NEWFMT

This indicates that land is specified in 1% units. If NEWFMT is

not given, land is assumed to be in 4% units. This is significant for Card

Groups 8, 9, 10, 11, 12, 14 and 26, where land amounts are coded in 25ths

265
Card Group Notes

of parcels in the 1108 version. NEWFMT also indicates that Card Group 35,

Outside Prices , has the format shown for it in "Formats for Loading a Data Base" . If NEWFMT is not given, the format shown in the "Notes On

the Load Program" for Card Group 35 must be used.

5. NEWROAD

This indicates that the road format in Card Group 13b is being

used to load roads. If NEWROAD is not used, 13a is assumed to be the

road format

6. LOTRV

Columns 1-5 should contain, right justified, the maximum percent

of the salary offered at a job location which a low-income worker will pay

in order to get to the job. This percentage is used when a list of potential

employment locations is created for a worker. If LOTRV is not used, the

percentage is assumed to be 25.

7. MIDDTRV

This is the same as LOTRV except that it applies to middle-income

workers. If MIDDTRV is not used, the percentage is assumed to be 20.

8. HIGHTRV

This is the same as LOTRV except that it applies to high-income

workers. If HIGHTRV is not used, the percentage is assumed to be 15.

The standard option cards used in City IVwith water are: bbbbbWATER

bbbbbNOCI

bb250RDLENG

bbbbbNEWFMT

bbbbbNEWROAD

In the RAYWID example , NOCI does not appear as a loaded option

card. It must be input to the Round 0 or Round 1 data base. In TWOCITY , the

land is input in 4% units , since TWOCITY was originally developed for the

1108 version. Roads are in card group 13a format.

3b There are two reasons that the round number should start at zero. The round number is updated in CITY4. Before that point

two programs check the round number as a basis for deciding

266
Card Group Notes

whether to execute. One, migration, does not run if the round no.

is zero. Round 1 output thus has the same population as is

loaded into the data base . The other program runs only if the

round number is zero. It sets the utility price per unit to $10,000 in each jurisdiction. Note that utility prices are not

loaded. Neither can they be input to the Round 0 data base,

since when CITY4 is executed to produce Round 1 output, all

utility prices are set to $10,000.

4 A new jurisdiction cannot be created after the load program has

been executed. This card group indicates to the print programs

how many jurisdictions to print output for.

5 Team number (1=A, 2-B , etc.) is used instead of team letter in

data bases originally developed for use in the City II and City III 1108 versions. Either team letter or team number may be used here.

Note that in TWO CITY , the last three cards in this Card Group

repeat parcel locations for which social control has already been allocated

on previous cards . Control was reallocated after the data base was first

loaded, and rather than change several cards, the new data was loaded over

the old. The last card entered for a parcel is the one that counts.

6 Data bases developed for the 1108 version: team number is in

columns 7-8; column 10 is a one-digit land-use code (O=undeveloped

l=residence, 2=U , 3=HI , 4=NS , 5=CI , 6=BG , 7=BS , 8=PG , 9=PS)

column 11 is residence type (A, B or C) . Team number is used

for all team designations in the data bases originally developed

for the 1108 version. The TWOCITY example contains both 1108 and

360 formats for this Card Group.

Land parcel cards need be loaded only for parcels which have

local system economic owners. Parcels which do not have local owners are

automatically assigned to the Outside as owner

The only check on this card group is for valid parcel coordinates.

A card having invalid coordinates is entirely rejected.

The level of economic activity given in columns 12-14 assumed to be

its constructed level. If the director wishes to start an activity with a lower

operating level , he should m.ake that input to the Round 0 data base created

after the load program is executed.

267
Card Group Notes

Columns 40-43 (rent per space unit if non-residential) do not

require rents. Rents can be loaded in Card Group 23. Any rents appearing

in that card group override rents appearing in Card Group 6 . If all rents are in Card Group 6, Card Group 23 should contain only a blank card.

The data bases originally developed for 1108 versions of the

model have all rents in Card Group 23.

For any parcel which is loaded as having no economic team

owning it (including OU as an economic team) i.e. , all land is either

undevelopable or owned by the government, an assessed value should be

given lO it in the card group , even though the parcel card will show no

economic owner

7 If columns 9-11 are non-zero for PH , the program sets them to zero but does not print a message to that effect. High-income

cannot allocate time to free education. There is no check that

low-income does not allocate time to pay education.

There is no way to separate the time allocations of people

controlled by the same team and of the same class but living in different

jurisdictions. To make such a distinction before the beginning of a game,

the director should input new time allocations to the Round 0 data base.

If time allocations are not loaded for a class on a parcel, those

PL's take the time allocations of inmigrants of their class. The time allocations of inmigrants are: PL PM PH

Extra Job 40 30 20

Free education 20 30 20

Pay education 0 5 20

Politics 10 20 40

Recreation 20 10 10

8, 9, 10, Special care should be taken to make sure that the parcels

11, 12, designated as being owned by these departments are in fact

13a, 14 located within the jurisdictions to which they are assigned by

these cards. An error here can lead to many other types of

problems and contradictions when the model is run.

8,9, After the utility cards (Card Group 8) have been processed,

10, 12, the program prints a table showing some information about

13 what was on the cards. The table has the following headings:

268
Card Group Notes

LOG (location of parcel) , LVL (level of development of the

utility plant there) , LND (total amount of land owned by the

Utility Department there in 1% units) , SQ (the internal program

coordinates of the parcel) , LDN/UT (amount of land on the

parcel which is developed in utility plants) TTL GTV (a column

which is always blank) . The same format is used for Gard Groups

9 and 12. For Gard Group 10 (terminals) , there is one row for

each parcel from which a terminal takes land. For Card Group

12 (roads) , DIR (direction, E for east or S for south) is given

instead of LVL . There is one row for both parcels from which a road segment consumes land.

The program also prints the number of cards submitted in each

of these Gard Groups.

10 If columns 18-20 do not contain the correct amount of land for

the type of terminal being loaded, the terminal is rejected.

13 It is generally wise not to load roads all over the board or even on half of the roadbeds , since the transportation programs

consider all possible routes between parcels and will run for

extreme lengths of time if presented with a myriad of alternatives.

15 The program makes no checks on and prints no error messages

for this Gard Group . It merely prints the cards as they are processed. The cards must be in alphabetical order by team .

The only economic teams ever recognized by the program for

a game using a particular data base are those initially designated as in

existence by Card Group 15 during LOAD. If the director wishes to allow

for the creation of new economic sector teams during a game, those teams

must be included in this card group. For example, the director might

want to allow for the social sector's development of their own housing

complexes, industries, or investment in Outside businesses (stocks) . Such social action would have to be done through an economic team

The director could, by designating a few extra economic teams in this

card group , give the social sector those extra economic decision-maker

codes. Cash balances need not be loaded; a team letter is sufficient here

to create an economic team.

The social sector's initial dollar value of time is also loaded in

this card group , although there may be more or fewer social than economic

teams. The social teams allowed are designated in Card Group 2 and

Card Group 5. Gard group 2 gives the number of social teams , but Card

Group 5 allocates geographic control to those teams. If seven social teams

are specified in Card Group 2 but only six are given control in Card Group 5,

then only six social teams can ever control Pi's. If there are to be more

social than economic teams , then Card Group 15 should contain at least as

269
Card Group Notes

many team cards as there are social teams , or else those social teams which

are not included here have a dollar value of time of zero. Of course , the

director can input dollar values to the Round 0 data base.

18 If water is being used in the model, no card should be included

for Card Group 18. No blank card should be used either. If the director wishes to include Bus or Rail in the water model,

he must input their salary offers to the Round 0 data base

19 The only check on this Card Group is on whether there is an

invalid department name given on the data card. The program

prints the following message if there is an invalid name:

ILLEGAL DEPARTMENT

21 At one time during the model's development, assessment ratios

were loaded , but now they are set by the LOAD program . The

blank card is necessary here, however. The director can

change the initial assessment ratios for the game by an

input to the Round 0 data base

22 There is no program check that the departments which can

receive appropriations are the only ones given appropriations.

If Utilities , Bus , or Rail are given appropriations during

LOAD , they will continue to receive appropriations throughout

the game , although the appropriations will never appear itemized

as such on those departments' output. There is no way to cancel

a Utility , Bus , or Rail appropriation through EDIT .

If Planning and Zoning receives a current appropriation in

the load phase , it will never be able to spend that money , since the

input (edit) program does not acknowledge a current account for Planning

and Zoning . However , the Chairman will spend the amount of the appropriation every round.

23 See note for Card Group 6, columns 40-43. If Card Group 23

has some rents , and if there are more than one jurisdiction

(as indicated by Card Group 4) , then the rents in Card Group

23 are set to 92% of the value punched on the data card. When a two-jurisdiction data base was first loaded into the model, all

of the rents were too high. Rather than change all of the rent

cards, we changed the program to lower the rents loaded.

Card Group 6 is never affected by the number of jurisdictions.

If a rent is specified here for a parcel which does not contain a residence, there is no error message but the rent is ignored by the program.

RAYWID has all rents in Card Group 6; TWOCITY has all rents

in Card Group 23.

270
Card Group Notes

24 The program makes two checks; 1) that the coordinates

specified are in fact valid intersection coordinates , and

2) that all portions of a route travel along roads,

25, 27 The only program check here is that the intersection coordinates

are valid.

28 This Card Group should be coded very carefully because the

program does not check that there are stations or track segments

where routes are specified.

29 The program makes three types of checks on the data: 1) that

the department having the contract is SC or MS; 2) that no

more than three BG or three BS contracts are granted to a single department; 3) that the type of contract specified

is with BG (cols. 1-2) or BS (cols. 3-7) .

30 If on the same boycott card both a land use (col. 3) and a class (col. 4) are specified as boycotting, the program

rejects the boycott and prints: INCONSISTENT BOYCOTT

Note that a use (of bus or rail) boycott cannot be loaded.

If the director wishes to start the game with a use boycott in effect, he

must input the boycott to the Round 0 data base.

32 If the road format of Card Group 13b is used, then the road

value ratios are set to the maintenance levels specified here.

If no maintenance level is specified here , the value ratios are

set to 100, but the maintenance levels are 0.

If the road format of Card Group 13a is used, then the value

ratio of any road for which a value ratio is not specified in that Card Group

is set to the maintenance level specified here. If no maintenance level is

specified here, the value ratio of such a road is set to 100.

33 If the coordinates of the parcel are invalid or if the designated

parcel does not contain a residence, the program rejects the

data card and prints: ILLEGAL LOCATION

If educational levels are not loaded for a class on a parcel

those Pi's have the educational levels of inmigrants of their class

(PL- 15;PM-55; PH-85) .

35 If the NEWFMT option is not used (see notes on Card Group 3a) , then columns 1-4 should contain 'P/CU' and all other information

on the card should be shifted four columns to the right.

271
Card Group Notes

After this Card Group is processed, the program checks that

all economic activities have sufficient utility service and that all parcels

having utility service are in utility districts. Any discrepancies are noted

by printed messages, although the porgram does not reject or modify

discrepancies

36 Lake parcels should be included as parcels entirely topographically

restricted, since there is no check in $ BUILD to prevent construction on a lake parcel.

37, 38 The only checks are that the coordinates are valid. If a surface

water parcel dumps on a parcel that does not have surface water

the program prints: PARCEL DUMPS ON NON-RIVER PARCEL.

40 The program checks that the parcel coordinates are valid and

that the water quality is valid (1-9) . A parcel which is a lake parcel cannot have any land use on it.

42 The program checks that the farm parcel's code number matches

a farm code number loaded in Card Group 41.

44 The program checks that the coordinates are valid, that the

two-letter treatment type code is valid, that column 10 contains

only 0 or 1 , and that the treatment plant is in a utility district.

If a treatment plant of the same type has already been loaded

fer the utility district , (intake or outflow) the program takes

tHe latest plant, erases its record of the previously-loaded plant,

and prints a message that it has done so.

Note that in the sample data decks intake treatment plants have

two-letter type codes. Those codes are ignored by the program in the case

of intake treatment plants , which do not have type codes.

45 The program checks that the point location has water, that there

is a utility plant at the location specified in columns 6-10, and that

column 15 contains 0 or 1

47 The program checks that the two-letter activity type code is valid.

49 The program checks that the dam priority is only A, B, or C and

that there is surface water on each parcel designated as having a dam. If no dam priority values are loaded for a river basin, all of

the multipliers are assumed to be 1.0 and the water quality effect

is 0 , even if a dam is loaded in the river basin

51 Any columns to the right of those specifically designated as data

fields are ignored by the program. In the RAYWID and TWO CITY

examples , the letter of the team for which the data applies is

punched on each card. If the 'HIST' section is omitted from the load

deck, the program does not attempt to process any cards for 'SOCIAL'.

272
APPENDIX P

THE VOTE PROCEDURE
APPENDIX P: The Vote Procedure

Players submit input forms with votes for candidates for public

office, opinion polls, and measures of governmental performance. Each

of these categories fall under the VOTE option. However, none of the player

inputs are in the form acceptable to the computer program. Consequently,

the game director must recode the vote inputs based on the information from

all player vote inputs

.

As described in the Input Description Section, Social Sector, of

the Player's Manual, players (social decision-makers) submit their inputs

for each election or poll and identify the category and purpose of each vote

on the right-hand side of their input form . For each election or poll the

game director must assemble each decision-maker's votes and then order and

punch the voting inputs as described in the following pages.

VOTE As An Operating Program

The game director must coordinate the vote process with the game operator

(see CITY MODEL Operator's Guide) . These vote inputs cannot be run

(executed) by the EDIT program. VOTE is a separate program like EDIT

(input processing) , CITYIV (the simulation) , LOAD (prepare a new

configuration) , and MAPS (print extra copies of the status maps) . VOTE

must be executed following the execution of EDIT . Thus , the sequence of

computer cards beginning with @XQT EDIT is:

@XQT EDIT

:. $CVPT/#A/

$OTHER/#B/ ....

etc . (all player inputs except votes)

gXQT VOTE

All vote inputs and commands (to be explained)

(aXQT CITYIV (to run the simulation)

As is explained in the Operator's Guide, variations on the execution

of programs are possible. These variations are dictated by the game director

according to the purpose of a particular play. Subsequently, it is possible

for VOTE to be executed independently of any of the other programs

.

Detail on these options will not be presented except to note that the

same file reading procedures required to execute EDIT are required to execute

VOTE . VOTE , unlike EDIT , does not change any data so nothing is read out

to the data tape following the processing of all votes. Therefore, if VOTE is

run by itself, the "©FIN" card should immediately follow the final VOTE

input (a period) , thereby terminating this particular "job."

274
The Structure and Order of VOTE Inputs

Assemble all social decision-maker vote inputs by each vote

category which represents a separate vote:

1 . Election of slate or candidate for particular administration

or department for a particular jurisdiction.

2 . Measurement of government performance for a particular

jurisdiction

3 . Opinion poll on a particular issue .

Each item of information — either a command or vote — must be

put on a separate card.

The director should note the order of the separate vote categories and

for what purpose each vote is taken. The computer program does not distinguish

results according to individual categories; it merely tabulates total votes for

each letter. Of course, the letters represent slates, candidates, yes/no votes, or relative quality measures (excellent, adequate, etc.) . The director must

note the meaning of each letter for every vote.

The social decision-makers' votes need not be input in alphabetical

order.

On the following cards , all social decision-makers' inputs for the

particular vote are entered . Note that they may vote by class of population

units they control within the jurisdiction or for all their population units

in the particular jurisdiction. The format which must be followed is:

Zy/W

where Z is the social decision-maker's letter

y is either a number which represents socio-economic

class (1 for low; 2 for middle; 3 for high) or ignored

if the decision-maker elects to have all his classes vote

for the same "letter."

/ is a special character

W is the letter which represents the candidate, quality

measure, or yes/no response

275
The final card for each vote must be a period (" .") . For example: (one vote: an election of the chairman for jurisdiction 2 . Candidates A , B , C , and D are running ,

)

Card Image Explanation

2 jurisdiction

A/A all of A's Pi's in jurisdiction 2 vote for A

Bl/B B's low Pi's in jurisdiction 2 vote for B

B2/C B's middle Pi's in jurisdiction 2 vote for C

B3/D B's high Pi's in jurisdiction 2 vote for D

Cl/D C's low Pi's in jurisdiction 2 vote for D

C2/C C's middle Pi's in jurisdiction 2 vote for C

C3/D C's high Pi's in jurisdiction 2 vote for D

D/D all of D's Pi; s in jurisdiction 2 vote for D

E/B all of E's Pi's in jurisdiction 2 vote for B

Gl/C G's low Pi's in jurisdiction 2 vote for C

Note that none of F's population units nor G's middle and

high-income population units voted. It is possible that F controlled

no Pi's in that jurisdiction likewise for G) . The final card signifies the end of the entire voting process

(no more separate votes) . It must have a period in the first column.

Thus, at the end of the vote "deck" there should be two periods (one

each on separate cards) . The first signifies that there are no more

"ballots" for a particular vote; the second period terminates the vote

procedure

276
BIBLIOGRAPHIC DATA — h.

SHEET 1

3. Recipient's Accession No. .COM-/ 4-10702-1

4. Title and Subtitle Cin GAiffiS -

CITY h

^ ^ r. ' 1 U -K5. Report Date September 1973

6.

7. Authortsi 8. Performing Organization Rept. No.

9 Performing Orgar.."a- - Name and Addres>

National Bureau of Star.aaras

5285 Port Royal Road

Springfield, Virginia 22151

10. Project/Task/Work Unit No.

11. Contract/Grant No.

12. Sponsoring Organization .Name and Addrcs- 13. Type of Report & Period

Covered

Final

14.

15. iuppiemcotary .Note* This manual is normally used along with the CITY h Operator's

-ar.'ial oubliJhed unaer a separate title.

16. Aoscracts City U is an operational simulation game in viiich 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 h Director instructs the players in procedure and coordinates

the overall game play. This manual describes the details of

administering the gar. . the Director's point of view and presents

examples of decision c^^.., formats, and general information necessary

to direct the game.

17. f. - - . . I . . . cumene Analysis. l7o. Descript or

City; computer; director's; ec-:....-^; games government; metropolitan

players; sectors; simulation; social urban.

I7b. Ideneifiers/OpeifEiMded Terms

17e. COSATI Field Group

18. Availability Statement r^^^^ nanual is available only v/ith

the lease of CITY h Games system on magnetic tape,

COM-7U-10706.

19. Security Class (This

Report

)

UNCLASSIFIED

20. Security Class (This

Page

UNCLASSIFIED

21 . No. of Pages

286

22. Price

aw .4 T J. 1^ BE. F.SDORSED BY ANSI AND UNESCO. THIS FORM MAY BE REPRODUCED USCOMM-DC 8265-P74