NBSIR 73-liy

CITY 4

PLAYER'S

MANUAL

COM-74-10702-2

CITY GAMES

iffIS

Nationai Technic? Technical Information Serv'-

U.S. DEPARTMENT OF COMMERCF
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

PLAYER'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: February 1974

TABLE OF CONTENTS

Page

I. INTRODUCTION 1

II. MODEL PROCESSES 11

A. The Computer 11

B. The Game Board 12

C. The Three Sectors 13

1. The Economic Sector 13

2 . The Social Sector 14

3. The Government Sector 15

D. How to Begin a Play of City Model 15

E. The City Model Round 15

F. Organization of the Player's Manual 16

III. THE ECONOMIC SECTOR 17

A. The Economic Decision-Maker 17

B. Economic Land Uses 17

C. Common Characteristics of Economic Land Uses 18

1. Development Level 18

2. Land Requirements 19

3. Value Ratio (VR) and Quality Index (QI) 19

4 . Depreciation 20

5. Maintenance and Normal Operationa 20

6 . Utility Requirements 24

7 . Employment Requirements 25

8. Taxes 27

9. Capacity 29

iii
Page

F . Construction Industry 33

1 . Income 33

2. Expenditures 35

G. Commercial Establishments 38

1. Buyers and Sellers 38

2. The Commercial Process 38

3. Boycott 38

4. Income 40

5. Expenditures 40

H. Residences 41

1 . Income 41

2. Expenditures 42

I. Economic Sector Decisions 42

1. Bid on and/or Purchase Land or Developments ($PU) 42

' '

: '

. ' 2. Change Rents , Prices, Salaries, and

Maintenance Level ($CVPT) 43

3. Transfer Cash ($CASH) 43

^ 4. Lend, Borrow , and Invest ($OTHER) 44

5. Build, Upgrade, or Demolish

? / ^ Developments ($BUILD or $OUBLD) 44

IV. THE SOCIAL SECTOR 48

A. Population 48

1 . Income 48

2. Expenditures 48

B. Dissatisfaction 50

C. Migration 51

' 1. Internal Migration 51

2. Out-Migration 51

3, In-Migration 51

. . iv
Page

D. Types of Decisions 52

1. Voting ($VOTE) 52

2. Boycotting ($BYCT) 52

3. Time Allocation ($TIME) 53

4. Setting the Dollar Value of Time ($VALUE) 58

V. THE GOVERNMENT SECTOR 60

A. The Chairman and Council (CH) 60

B. Chairman Decisions 60

1. Appropriate Funds ($CASH) 61

2. Distribute Subsidies ($CASH) 61

3. Transfer Cash ($CASH) 61

4. Set Tax Rates ($TAXES) 61

5. Set Welfare Payments ($OTHER) 62

6. Float Bonds ($OTHER) 63

C. The Bureaucracy 64

1 . Common Characteristics 64

2. Source of Income 65

D. Assessment Department 66

1 . Assessment Rate 66

2 . Market Value 66

3. Assessed Value 68

E. Assessment Department Decisions 68

F. School Department 70

1. Employment and Capacity 70

2. School Assignments 71

3. Adult Education 72

4. Revenues 72

5. Expenditures 73

G. School Department Decisions 74

1. Purchase Land ($PU) 74

2. Change Employment ($CVPT) 74

3. Change Maintenance Level ($CVPT) 75

4. Award Contracts ($CVPT) 75

5. Change District Boundaries ($REDIST) 75

V
Page

6. Transfer Cash ($CASH) 75

7. Change Salaries ($OTHER) 75

8. Build Schools ($BUILD or $OUBLD) 76

9. Request Federal/State Aid ($FSA) 76

10. Adult Education ($OTHER) 76

H. Municipal Services Department (MS) 76

1. Employment and Capacity 77

2. Drain on Municipal Services 77

3. Revenues 79

4. Expenditures 80

I. Municipal Services Decisions 81

1. Purchase Land ($PU] 81

2. Change Employment ($CVPT) 81

3. Change Maintenance Level ($CVPT) 81

4. Award Contracts ($CVPT) 81

5. Change District Boundaries ($REDIST} 82

6. Transfer Cash ($CASH) 82

7. Change Salaries ($OTHER) 82

8. Build, Upgrade or Demolish MS Plants

($BUILD or $OUBLD) 82

J. Highway Department (HY) 82

1. Highways 82

2. Terminals 83

3. Revenues 84

4. Expenditures 84

K . Highway Department Decision 85

1. Purchase Land ($PU) 86

2. Transfer Cash ($CASH) 86

3. Change Maintenance Level ($CVPT) 86

4. Build Highways and Terminals ($BUILD or $OUBLD) 86

5. Request Federal/State Aid ($FSA) 87

L. Planning and Zoning Department (PZ) 87

1 . Zoning 87

2 . Parkland and Public Institutional Land 87

3. Revenues 88

4. Expenditures 88

vi
Page

M. Planning and Zoning Department (PZ) 88

1. Purchase Land ($PU) 89

2. Change Zoning ($CVPT) 89

3. Transfer Cash ($CASH) 90

4. Request Federal/State Aid ($FSA) 90

5. Create or Demolish Public Institutional Land Uses

($CVPT) 90

N. Utility Department (UT) 90

1. Installation of Service 90

2. Revenues 92

3. Expenditures 94

O. Utility Department Decisions 95

1. Purchase Land ($PU) 95

2. Change Level of Utility Service ($CVPT) 95

3. Transfer Cash ($CASH) 96

4. Change Prices ($OTHER) 96

5. Build and Demolish Utility Plants ($OUBLD) 96

P. Bus and, Rail Companies (BUS , RAIL) 96

1. Capacity 96

2. Equipment 97

3 , Depreciation and Maintenance 97

4. Employment 97

5. Passenger Assignments 98

6 . Routes 98

7. Land Requirements 100

8. Revenues 100

9 . Expenditures 100

Q. Bus and Railroad Company Decisions 102

1. Change Level of Service ($ROUT) 102

2. Purchase or Sell Rolling Stock ($OTHER) 102

3. Set Fares ($OTHER) 103

4. Change Salaries ($OTHER) 103

5. Change Maintenance Level {$OTHER) 103

6. Transfer Cash ($CASH) 103

7. Purchase Land ($PU) 103

8. Build Rail Lines and Stations ($RAIL) 103

vii
Page

VI. COMPUTER OUTPUT 104

A. Status Maps 104

1. Economic Status Map 104

2. Government Status Map 109

3. Social Decision-Maker Map 110

4. Preempted and Public Institutional Land Map 110

5. Demographic Map 115

B. Land and Building Value Maps 115

1. Auction Asking Price Map 115

2. Market Value Map 115

3. Assessed Value Map 120

4. Farm Assessed and Market Value Map 120

5. Farm Map 120

C. Employment Detail 124

1. Part-Time Work Allocation 124

2. Employment Selection Information 124

3. Employment Summary 124

D. Commercial Detail 128

1. Personal Goods Allocation Summary 128

2. Personal Goods Allocation Map 128

3. Personal Services Allocation Summary 131

4. Personal Services Allocation Map 131

5. Business Goods Allocation Summary 131

6. Business Services Allocation Summary 131

7. Business Commercial Map 131

8. The Terminal Usage 131

9. The Terminal Allocation Map 131

E. Migration Detail 141

1. Migration Detail 141

F. Summary Information 141

1. Demographic and Economic Statistics 141

2. Transactions with the National Economy 141

G. Economic Decision-Maker Output 145

1. Financial Summary 145

2. Loan Statement 147

3. Land Summary 147

4. New Construction Table 150

5. Economic Boycott 150

6. Residence Detail 153

7. Basic Industry Detail 156

8. Commercial Establishment Detail 160

9. Farming Activity Detail 164
Page

H. Social Decision-Maker Output 164

1. Population Detail 164

2 . Boycott Status 167

I. Government Output 167

1 . Government Financial Summary

(Chairman S Council) 167

2. Tax Summary (Chairman 5 Council) 167

3. Financial Summary 172

4. Assessment Factors 172

5. School Department Detail 172

6. School Map 178

7. Municipal Services Map 178

8. Municipal Services Detail 178

9. Highway Department Detail 184

10. Highway Map 184

11. Total Planning and Zoning Land and

Institutional Land Map 184

12. Parkland Usage Map 184

13. Zoning Code Table 190

14. Planning and Zoning Detail 190

15. Utility Map 190

16 . . Utility Department Detail 193

17. Bus Company Report 193

18. Rail Company Report 198

19. Transportation Network Maps 198

VII. INPUT PROCEDURES 201

A. Using Forms 201

1 . Decision-Code 201

2. Decision-Maker 203

3 . Additional Information 203

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Page

VIII. MASTER SHEETS 229

Master Table for Economic Teams 230

Master Table for Industrial Establishments 232

Master Sheet for the Construction Industry 236

Master Table for Commercial Establishments 238

Master Table for Residences 240

Farm Master Table 243

Planning Master Table 244

Master Tables for Social Teams, Population Unit 245

Quality of Life Factors for Population Units 249

Master Sheet for the School Department 251

Master Sheet for the Chairman 253

Master Sheet for Municipal Services Department 254

Master Table for the Highway Department 255

Planning Master Table 256

Operation of Federal/State Aid 257

Planning Master Table 258

Zoning Master Table 259

Parks Master Table 260

Planning Master Table 261

Master Sheet for the Utility Department 262

Utility Department Master Table 263

Characteristics of Outflow Treatment Plants 264

Master Sheet for Bus Company and Rail Company 265

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 im.plement them as well. They receive a feedback from their actions and see the effects from other forces that

are constantly at work altering the effectiveness of the players' decisions.

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

environment. The round-by- round play gives the players the necessary ex- perience in selecting the type of analysis to m.ove 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 leam to increase their involvement in the management of the en- vironment while at the same time learning more about the relationships

between business and society.

One of the primary' purposes of the Game is to inprove 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 unenploment 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 problem^s of housing, unenployment , education, health,

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

and institutions to his original land-use problem of zoning. Hence, many

of the outputs of this particular gaming model (e.g., land use maps,

economic indicator tables, etc.) are designed in such a fashion that the

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

and disparate parts.

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

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

decision makers can best be described as rather conserv^ative and cautious

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

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

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

most decisions in the early rounds are not made in a systematic fashion or developed in a coordinated manner. In later rounds, many decisions are made as the result of actions taken in earlier rounds. For example, an

1
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

conplete 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 the 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

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

anplified. Both sectors begin to realize that they cannot perform their objectives independently and the learning process begins. As an exanple of this

learning process, consider the micro-level analysis of shopping centers which

2
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 ex- pensive not only to the developers but to the coimunity as a whole, so it

becomes evident that it pays to have an improved analysis of the problems

of managing the environment in order to achieve public objectives, whatever they may be.

The Players manual is designed to be a reference manual for game

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

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

Manual. It is assumed that players will be given 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 whp is familiar with the Game in detail begins the Game with

a classroom type lecture devoted to the discussion of the major decisionroles 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 task

force on transportation policy might include a sociologist, political

scientist, geographer, planner, engineer and an economist).

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

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

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

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

approach, each player or group of players must:

3
1. Define his general Goal which 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 educational experience to the City's population.

Objective #1

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

Program #1

Using the population growth projections, determine future

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

optimum mix, to meet this demand.

Program #2

Redistrict school boundaries to better utilize existing

City resources.

Program #5

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

Objective #2

Keep unmet demand for adult education at less than 10%

of the total demand.

Program #1

Use the population growth projections, determine future student

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

mix, to meet this demand.

It can be seen that the School Department has

:

1. A definite goal (to be the best)

2. Identified meaningful standards of performance (student/teacher

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

3. Determined approaches to achieve these standards (population

projections, new construction, redis trieting, etc.)

4
The previous example of the School Departments (see page 59)

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 m.ost competent teachers available is

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

that other government department have their dreams and all departments

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

the government sector (see page 48) must consider the problems of budgeting,

taxation, assessment and bonding (see page 48), highways (see page 75), fire

and police protection (see page 65) , planning and zoning (see page 76)

,

utilities and bus and rail transportation (see page 91) . Departments make

decisions which include allocating capital and current funds , changing

salaries and maintenance levels, requesting Federal-state aid, changing

district boundaries, constructing or demolishing public buildings and

changing levels of service.

In the game, all of the above roles are 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 insured by the elective process which, of course, is

determined by the same tax payers who are continually demanding more

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

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

must assume roles in the 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, business goods and services, purchases for operating

exigencies, boycotts of commercial firms, acquisition of long and short

term loans, and constructing, improving and demolishing businesses.

The commercial activities (see page 9) are subdivide within the

game into Basic Industries, Construction Industries, Commercial Activities

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

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

business goods and business services, utilities, a labor force, transportation

and above all taxes. The Construction Industry (see page 22) builds and/or

demolishes other developments and firms from outside of the local area

may also perform construction work. Commercial activities spend money

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

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

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

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

residing in their housing units (see page 29)

5
The social sector (see page 36) is concerned with the income and

expenditures o£ the population (see page 36) , the dissatisfaction

(see page 38) o£ the population in terms o£ housing, personal situation

in the community, employment, and the amount o£ leisure time they can

a££ord. Migration (see page 39) considers the movements o£ population

in and out o£ the city. Finally the social sector members vote (see

page 40) , Boycotts (see page 41) , allocates their time £or work and play

(see page 41) and sets the dollar value on their tiirie (see page 46)

.

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

may be the player's own city. The model enploys a grid board (see page 2)

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

one square mile o£ 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 residences, this parcel would be designated as such even

though there could be a few commercial businesses within the square mile.

The only requirement to assigning parcels is that the assignment typify

the most representative land use. In a similar manner highways and roads

are represented along the boundaries of the parcels. If you imagine a parcel as represented by a square, then a road is described as one or

more sides of the square.

Once the representations are made, there remains the task of 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 v;ith zoning

classifications, cash availabilities, government expenditures, taxes road

configurations and utilities and the election of city officials. These

inputs along with the parcel classifications describe the starting city.

The files of this starting city are stored in the computer and can be

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

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

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 con- suming for the players and finally act as a bookkeeper (see Conputer

Operator's Manual).

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

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

problems, establishes objectives and develops strategies. Various groups

will then gather for informal sessions for the purposes of bargaining,

trade-offs and consumating deals. Eventually each group arrives at final

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

6
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

o£ data representing the changed city.

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

way with a minimum of player interaction early in the game. Players

tend to feel that most interrelations should be avoided for the sake of

secrecy. Most players use the guise of ignorance when talking to their

peers early in the game and their contacts are limited to attempts at

acquiring knowledge. As the player's command over the technical content

increases, so does his awareness of the necessity for a properly functioning system. The player realizes that his economic aspirations will not be

achieved unless his public counterpart can create a suitable "service- rich"

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

emerge quickly with an extensive grasp of the system and its technical con- tent and assume the role of educator. In a fashion similar to the old ward

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

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

Needless to say, it is then a sirple 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 o\m 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 becom.e 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 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 t>'pical 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 1 7
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

formatting and coding in addition to being knowledgeable about Urban

problems. The Director designs the initial city conditions for the start

of a game. The manual provides initial conditions for a typical city and

specific computer commands for altering these conditions.

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

and not a text book. The 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 m.emorizing 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 write Job Control Language Programs, use

System Utility Programs and Access Data Management Facilities. 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 the existing JCL and

File Management Programs and error messages. It is not required

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

only to be knowledgeable in operating the computer.

In general, the game should be played with at least 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 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 other words , the paper presents the overview and the

8
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.

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 enployment (total), employment distribution by industry, un- employment rates and income distribution are available and in a usable

form in the City's output. Here again a PPBS format would guide the

player in assembling the pertinent facts and disregard peripheral information.

Housing market analysis becom.es 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

am.ount of m.oney they will pay for transportation and a variety of ex- periments 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.

9
The above are only examples of types of game play because each time

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

group of players . Players can be richly rewarded with a learning experitfnL '''^ ^E^^"^^ ^° ^^^^ ^^^>^ problems. The variety and co^ina- tions of gaming situations are endless just as in a real city The players themselves insure that no two games are identical because individual player's are not identical. In this sense. City IV is a teaching game that portrays the abilities of the particular players to manage a city. ^

ci/^i^

10
II. MODEL PROCESSES

A. The Computer

The computer performs several major functions in the City Model.

First, it stores all the relevant economic, social and governmental

statistics for the area; updates data when changes are made; and prints

out yearly reports.

Second, the conputer acts as an outside system, simulating

decision-makers, influences and markets that are outside the local

metropolitan area. For example, the computer simulates both a national

business cycle and the probabilities of federal/state aid. It also

determines interest rates on most loans and rates of return on speculative and conservative investments made by players.

Third, the computer performs certain routine functions or processes

that would be time-consuming if the players themselves were to perform

them. For example, the computer assigns workers to jobs under the assumption

that workers v/ill attempt to earn as much money as possible. Other processes

include assessing all property, assigning buyers of goods and services

to shop at particular commercial establishments, assigning children to

public or private schools based upon the capacity and quality of the

public schools, and assigning population units to residences based on

their desirability. The computer also simulates the migration cycle

which moves population units into, out of, and within the metropolitan

area in response to the attractive and/or unattractive features of the

area.

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

transactions of players, deducts their expenditures and adds their

incom.es to their financial accounts.

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

write their decisions or questions in a language developed specifically

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

computer can accept and act on. For example, when decision-maker A

representing the economic sector wants to change a salary or rental

figure, he will write $CVPT/#A/S for salary or $CVPT/#A/R for rent

instead of the entire word. In addition to using this coded language,

all information must be fed into the computer in a certain order. This

format must be followed when sending information to the computer or in

asking questions of it. It generally requires that a player fill in

certain blanks on the input decision form before the information is put

into the computer.

11
B. The Game Board

The City Model's metropolitan area is represented on a game board

consisting of 625 squares. Each square represents one square mile of

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

of play. Unowned parcels may be purchased and developed by decision

makers during the course of the game. As players continue to play

City over the course of several rounds, the physical changes inherent

in all cities will be visible on the playing board.

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

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

its coordinates. Horizontal coordinates range from 70 to 118 and

vertical coordinates range from 12 to 60. Intersections are identified

by odd numbered coordinates and highways are identified by even odd

(east-west) or odd even (north-south) coordinates. In all cases, the

horizontal coordinate (i.e., the large number) is identified first.

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

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

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

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

at 7317.

12

70 72 74 76 78 80 82 .... 118

—.——

14

•

16

1 : ; 1 1

18

1 ZZZZQ ZZZZ^ZZZZZ^ZZZZZ' '

X

20

X

X

V

i \

•

•

60

;

1

• > ii '

j (

i \

i ]

12
C. The Three Sectors

As already stated the City Model contains three basic decision

making sectors: economic, social and government. Every city contains

these three vital sectors whose interactions cause the city to either grow

and prosper or stagnate and decay. Decisions made by one group ultimately

affect others and one group often works against another group to achieve its

goals. For example, proposed commercial developments by an economic group

in a predominantly residential area can be blocked by residents of that area just as proposed changes by the government sector can be opposed by

those participants in the economic or social sector. In light of this,

the City Model has the facility for such social reaction strategies as strikes, boycotts, and voting and economic pressures such as bribes.

1. The Economic Sector

The activity in the economic sector is that which gives any city one of the basic reasons for existence. Economic decision makers are those

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

decision makers review their economic status and make decisions for the

present round. The various economic activities in City IV have the following characteristics:

a. Basic Industry

Heavy Industry (HI), Light Industry (LI) and National Services (NS)

spend money for business goods and business services, utilities, a labor

force, transportation, and taxes. The HI and LI types of Basic Industry

are further classified into seven SIC for HI and four for LI. Tne HI

categories are as follows:

HI - Heavy Industry

FL - Furniture and lumber LI - Li^jht Industry

SG - Stone, clay and glass FO - Food

MP - Primary metals TL - Textile, apparel

MF - Fabricated metals and leather

NL - Non-electrical PA - Paper

EL - Electrical machinery CR - Chemicals, plastics.

TE - Transportation equipment rubber

In order to influence the production of industrial output to be sold to

the national business conditions (the computer) , owners of basic industries

can make a wide variety of decisions. These decisions include purchasing

land, changing salaries or maintenance levels, boycotting business goods

and business services establishments, acquiring loans, building new

businesses, upgrading existing businesses, or demolishing old ones.

13
b. Construction Industry

A CI can build, upgrade and demolish any economic development (except

a CI) in addition to schools, municipal service plants and highways in the

goverranent sector. The owner of the CI specifies the price at which a job

will be performed on the basis of the equipment, materials, labor and transportation required for that job.

In some cases the game will be played without the construction industry,

and firms from outside of the local area will perfom all construction.

c. Commercial Establishments

Business goods (BG) and business services (BS) , personal goods (PG)

and personal services (PS) spend money on many of the same items as basic

industry in order to maintain a level of service capacity. This service

capacity is consumed or partially consumed by local customers which include

Heavy Industry (HI) , Light Industry (LI) , National Services (NS) , other

commercial establishments and the population units (Pi's) who live in the

city. Owners of the commercial establisliments may make most of the decisions

that owners of basic industries make in addition to setting prices for their

products

.

d. Residences

Single family (RA) , townhouse (RB) , and highrise (RC) residence

units spend money on personal goods and personal services, utilities,

and taxes , and earn income based on rent charged and the number and

type of occupants residing in their housing units. Owners of residences

may make the same types of decisions made by owners of basic industry in

addition to setting the rent paid by their tenants.

2. The Social Sector

Decision makers in the social sector represent the citizens who

live and work in City. People are simulated in terms of population units

(Pi's). Each population unit represents 500 people. However, population

units are divided into three socio-economic groups; high income (PH)

,

middle incom.e (PM)and low income (PL). Because each class possesses

its own expectations and behavioral patterns , each will prefer different

types of residence, job, and schooling, etc. Social decisionmakers

can vote on behalf of the Pi's which they represent. Voting power is

dependent upon the number of population units controlled, the number of

registered votes in each, and their socio-economic class. Social decision

makers can also direct the population units under their control to boycott

places of employment (HI, LI, NS, BG, BS, PG, PS, Schools, Muiicipal Services) or shop (PG) , PS) locations. Social decision makers can also allocate leisure

time of their population units to be spent in any of four basic activities:

extra work, adult education, politics, and recreation. The amount of

time spent on each of these activities has an effect on the socio-economic

status and/or the dissatisfaction index of people living within the city.

Social decision-makers also set a dollar value for the time which they

spend traveling to and from work. This affects the mode of transportation

to which they will be assigned by the computer.

14
3. The Government Sector

In the City ^fodel the govemment sector deals with the problems of

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

and bus and rail transportation. The government sector is divided into two

basic components. The first component includes elected officials: the

Chaimian and the Council. These officials are elected by the social decision

makers representing the people who live in each jurisdiction. The Chairman

and his council set tajc rates, approve budgets, grant subsidies and appropria

tions, and make appointments. Appointed officials named by the Chairman

are heads of these live governmental departments : Schools (SC) , Municipal

Services (MS] , Highways (HY) , Planning and Zoning (PZ) , and Utilities (UT)

.

The Bus and Railroad Companies are semiprivate organizations which also may

be appointed by the Chairman. Players representing these departments make

decisions vvliich include allocating capital and current funds, changing

salaries and maintenance levels, requesting federal/state aid, changing

district boundaries, constructing or demolishing public buildings, upgrading public buildings, changing levels of service, and transferring

cash between accounts

.

D. How to Begin a Play of the City Nfodel

At the beginning of the City ^fodel game, participants will be divided

into social and economic decision-makers. These decision-makers will

then nominate candidates for the offices of Chairman and Council. Social

decision-makers will then vote. Whether an election by simple majority

or plurality is at the discretion of the players. The victorious chairman then appoints his bureaucratic officials to make up the rest of the

govemment sector. Players will then receive output which explains the

status of their various functions. Upon receiving output, players may

then begin to interpret it and think of decisions and courses of action

that may solve their problems

.

E. The City Model Round

In the City ^bdel, a round represents a year of change in the life

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

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

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

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

simultaneously reviewing their computer output and attempting to organize

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

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

land from other participants. They may attempt to secure loans from local

or outside sources, apply for zoning changes, request utility expansions,

and increased highway access. At the same time, social decision-makers

might be bargaining for higher wages , requesting inprovements in local

schools and municipal services , and trying to proirote those politicians

who are for a favorable platform in the upcoming elections

.

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

from the econoiiuc and social decis ion -makers to lower taxes, improve schools,

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

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

needs and dividing appropriations among the many local departments, all of

which have attempted to justify their expanding budgets.

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

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

staying in office. Departments must plan to operate with less funds than | they had requested. Low income representatives begin to make their political

power felt. High-income representatives attempt to maintain their status. ! Businessmen begin to look for short-cuts to reduce their losses and increase

their activity and profit-making ventures.

As the round approaches a conclusion, the participants formalize the

bargains they have made, continue to feed their decisions into the computer,

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

carry on their boycotts and complete any other possible actions. When • the round ends , participants campaign and carry out new elections , hold I town meetings, debrief their actions, and develop new strategies while ! the computer is performing its functions and preparing new output on the

status of the simulated city.

F. Organization of the Player's Manual

Chapters III, IV and V of this manual are organized to present basic i information for each decision-making sector. This information includes

the numerical parameters for each sector as well as a description of the

types of decisions that may be made.

Chapters VI, VII and VIII represent the "cookbook" sections of the

manual. The "cookbook" sections are designed primarily for easy reference

during the course of a round when players need additional information.

Chapter VI describes the computer output with w^hich the players will be

dealing. Chapter VI considers the mechanics of filling out input decision | fonns so that decisions may be accepted by the computer in the proper manner.

Chapter VII includes the Master Sheets which summarize all the numerical

parameters of the City Model.

16
III. THE ECONOMIC SECTOR

A. The Economic Decision-Maker

The Economic Sector of the City Model represents the private and

entrepreneurial functions of an urban system. An economic decision-maker

(represented by A, B, C, etc.), is distinguished from other sector participants of the City Model by the fact that he owns things. He owns land, for

example. Some of this land is developed and some is undeveloped. His

ownership of developed land gives the economic decision-maker the responsibility of operating the developments which are built there. Another asset

of the economic decision-maker is cash. Each economic decision-maker begins

playing the City Model with a cash balance. He may use this balance to

acquire new land, build another new business, upgrade old ones, invest

in venture capital and others. In a sense, the city's economic activity

provides a rationale for its existence and its dynamic growth and future

development. In the City Model, therefore, the economic decision-maker

is not only an individual concerned with maximizing his own profit, but

he is also a person whose decisions, biases and judgments will greatly

influence and change the simulated area.

B. Economic Land Uses

There are eleven types of economic land uses in the City Model, Each

of these land uses represents a development which is owned and operated

by an economic decision-maker. These land uses are divided among basic

industry, construction industry, commercial establishments and residences.

They include:

Basic Industry

HI - Heavy Industry LI - Light Industry

FL - Furniture and Lumber FO - Food

SG - Stone, Clay and Glass TA - Textiles and Apparel

MP - Primary Metals PA - Paper

MF - Fabricated Metals CR - Chemicals, Plastics

NL - Non- electric Machinery and Rubber

EL - Electric Machinery

TE - Transportation Equipment

NS - National Services

insurance, consulting, etc.

Construction Industry*

CI - Construction

building, upgrading, demolition

-

As noted earlier, in some plays of the game the construction industry will

not be used.

17
Commercial Establishments

BG - Business Goods

intermediate products, raw materials, etc.

BS - Business Services

computer, accounting, legal, etc.

PG -

T~v PersonalTOTGoods

food, drugs, appliances, etcPS - Personal Services

banking, restaurants, etc.

Residences

RA - Single family housing

RB - Townhouses, garden apartments

RC - High-rise apartment buildings

C. Common Characteristics of Economic Land Uses

All economic land uses share certain common characteristics. These

characteristics are development level, land requirements, value ratio,

depreciation, maintenance level, and utility requirements.

1. Development Level

The development level for a particular land use represents the size

and the number of buildings which make up a certain industrial, commercial

or residential development. Development levels range from 1 to n for all

land uses. The integer number, n is the ratio of total % of land available

for development usually 100% to the percent of land required for one

level of development of a particular land use., i.e. for all residential

land use 2% of the land is required for a level one development. Hence,

maximum level of development is 100 ^ ^q- On the parcel notations,

development level appears as the number to the right of the land use abbreviation. For example, an FL3 is a heaA/y industry, furniture

and lumber plant of the third level of development.

Development level is included as the characteristic of economic

land uses because the number representing a development level is a multiplier by which to determine other numbers throughout the book.

For example, you will discover that an FLl occupies 28% of a square

mile parcel. To determine how much land an FL3 occupies, you merely

multiply 28% times 3. The same holds true for other numbers, such as those representing employees required, typical construction costs,

purchases of goods and services, design capacity, etc.

18
2. Land Requirements

All economic establisPiments occupy a given amount of land on a square mile parcel. The amount of land required for a particular

establishment varies by its type and level of development. Land re- quirements for the eleven land uses in City Model are listed below:

Land Use Land Requirements

(Percent of Square Mile Parcel)

FLl 28%

SGI 40%

MPl 48%

MFl 20%

NLl 15%

ELI 12%

TEl ^ 12%

FOl 20%

TAl 6%

PAl 16%

CRl 28%

NSl 12%

CIl 20%

BGl 12%

BSl • 10%

PGl 12%

PSl 12%

RAl 2%

RBI 2%

RCl 2%

3. Value Ratio (VR) and Quality Index (QI)

Value ratio is a measurement of the physical condition of a building.

It ranges from a high of 100 (a newly constructed or restored building)

to a low of 0 (a completely deteriorated structure -- worse than a slum). W is defined as the ratio of the present value of a development to its

original value. Value ratio affects the output or capacity of a business,

i.e., a value ratio of 50 means that output or capacity will be 50 percent

of v;hat it would be otherwise.

VR applies to all buildings except residences. The physical condition

of residences is measured by a quality index (QI) . Like VR it also ranges

from 0-100 but new residences may be built at one of seven different QI's

(40, 50, 60, 70, 80, 90, 100). All other developments must be constructed

at a VT of 100.

19
4. Depreciation

The value o£ all economic developments decreases during each round o£

play o£ City. The rate at which a development depreciates is determined

by (a) the normal annual depreciation rate (i.e., time), plus (b) the , / amount of depreciation caused by the quality of the municipal servicesserving the parcel on which the development is located, and (c) for

commercial establishments only, the depreciation caused by overuse. Another optional factor of depreciation is flooding which can be initiated

by the game director i.e., the outside system. See Master Tables. The

following table (page 21) shows depreciation for the land uses in City

Model

.

5. Maintenance and Normal Operation

Since developments depreciate at a rate which is specified as a percent of their original value, the most striking result is a decreasing

value ratio (or quality index) . The owner of building may maintain it at a specified value ratio (or quality index) by specifying the maintenance

level (0-100) at which he wants the development to remain. The costs of

maintaining the value ratio of a building at a specified level are automatically deducted from the balance of the economic decis ion -maker by

the computer. Tlie costs of maintenance of a development involve purchases

of goods and services. Basic Industry, Construction and Commercial Establishments all buy business goods and business services. HI, LI, NS, and CI can buy these goods and services at competitive prices from BG and BS

establishments within the system or from the Outside System at fixed

prices of $130,000 per unit of BC or BS. BG and BS establishments,

however, cannot buy goods and services from themselves. Their maintenance

costs are, therefore, taken up in purchase at fixed costs from the Outside

System, and RA, RB and RC do not require business goods and services either

from PG and PS establishments within the system or from the Outside System

at fixed prices of $13,000 per unit of $13,000 per unit of PG or PS.

BG, BS and PG, PS requirements for 1% maintenance or renovation (of

original value ratio or quality index) are summarized in the table on page 22.

icipal Services (MS) is a governmental department in City Model.

Its main function is to provide services such as police and fire protection

to the community. The quality of services which the MS department provides

influences the rate at which the value ratio of a development declines

over time.

20
DEPRECIATION FOR THE LAND USES IN CITY MODEL

Annual Rate of

Depreciation

(percent of

original ^ value „ . . r ^ Plus Function Plus Function

Land Use ratio or quality index) of MS Quality of Use

FLl 3.0 3.0 Q* None

SGI 2.0 2.0 Q* None

MPl 4.0 4.0 Q* None

MFl 3.5 - 3.5 Q* None

NLl 3.0 3.0 Q* None

ELI 4.0 . 4.0 Q* None

TEl 5.0 5.0 Q* None

FOl 2.0 2.0 Q* None

TAl 1.5 2.0 Q* None

PAl 1.5 2.0 Q* None

CRl 3.0 3.0 Q* None

NSl 3.0 3.0 Q* None

CIl None None 4.0

(equipment)

BGl 1.5 2.5 Q 1.5 C**

BSl 2.0 3.0 Q 2.0 C

PGl 1.6 2.6 Q 1.6 C

PSl 2.2 3.2 Q 2.2 C

RAl 2.0 2.0 Q None

RBI 3.0 3.0 Q None

RCl 4.0 3.0 Q None

* ^ MS Use Index - 100

Q IS

100

** C is (actual use of commercial establishment/design capacity of

commercial establishment)

Q and C have no effect if negative

21
REQUIREMENTS FOR MAINTENANCE OR RENOVATION

Land Use Maintenance Requirements; Purchases from:

BG BS Outside

FLl 10 units 2 units

SGI 8 units 1 unit

IvIPl 10 units 4 units

MFl 8 units 4 units

NLl 8 units 4 units

ECl 6 units 4 units

TEl 10 units 6 units

FOl 5 units 2 units

TAX 4 units 2 units

PAl 4 units 2 units

CRl 4 units 5 units

NSl 1 unit 4.0 units

CIl 10.5 units 1.5 units

BGl

BSl

PGl 2 units 1 unit

PSl .75 unit .25 unit

$250,000 (fixed cost)

$100,000 (fixed cost)

PG PS

RAl

RBI

RCl

. 7 unit

4.0 units

17.0 units

. 3 unit

2.0 units

8.0 units

22
Now for an example. Let us suppose that economic dec is ion -maker

A owns an HI with a value ratio of 90. Suppose it depreciates at 5%

(remember, depreciation is expressed as a percent of original value ratio.

The original value ratio of a HI has to be 100 -- it cannot be built below

that). If A has specified a maintenance level of 90, the value ratio of

the HI which he owns will remain 90 in the next round. The requirements

for maintaining it at 90 would be 45 units (BG) and 7.5 units (BS) . In

effect, economic decis ion -maker A is countering the natural effects of

depreciation, which, had he not specified a maintenance level of 90, would

have forced the value ratio to have fallen to 85.

All land uses except residences also require BG and BS for normal

operation. These BG and BS can be purchased either form local BG and BS

establishments at competitive prices or from the Outside System at a fixed

cost of $130,00 per unit. The BG and BS requirements for normal operation,

level one developments, are summarized below.

Land Use Requirements for Normal Operation : Purchases From : BG BS Outside

FLl 400 units 120 units

SGI 200 units 40 units

MPl 140 units 35 units

MFl 300 units 180 units

NLl 100 units 54 units

ELI ' 400 units 246 units

TEl 200 units 174 units

FOl 30 units 10 units

TAl 20 units 10 units

PAl 100 units 44 units

CRl 150 units 50 units

NSl 60 units 23 units

CIl (Material requirem.ents vary by job)

BGl $83,000* (fixed cost)

BSl $58,000* (fixed cost)

PGl .037 unit* .017 unit*

PSl .03 unit* .01 unit

* These costs and requirements are per CU of output .

23
6. Utility Requirements

All economic land uses (except CI) require utilities such as water,

gas, electricity and sewerage. These services are provided by the Utility

Department, which may be public or private. The amount o£ utility units

consumed and the minimum level of utility service required by the

various economic land uses o£ the first level of development are summarized below.

Utility Consumption Minimum

Land Use Requirements (units) Utility

FLl 50 1

obi 1 r\r\ lUU ^1

MPl 700 7

MFl 100 1

NLl 100 1

ELI 200 2 ibl ZUU z FOl 300 3

TAl 100 1

PAl 300 3

CRl 400 4

NSl 76 1

BGl 112 2

BSl 71 1

PGl 99 1

PSl 77 1

RAl 4 1

RBI 26 1

RCl 117 2

The "typical" price of Utility Service is $10,000 per unit but this

price may be changed at the discretion of the Utility Department.

24
7. Employment Requirements

Employees are essential to the functioning of all non- residential

land uses (HI, LI, NS, BG, BS, PG, PS) in City. These employees are hired from the population units (1 population unit = 500 persons)

which inhabit the simulated area. The number of workers in a given

population unit is related to the population unit's class (high,

middle, or low). Socio-economic class also determines the salary

range which is paid to a worker. Information summarizing typical

salaries and number of workers per population unit is given below:

Class

High

Middle

Low

Number of

Workers per

Population Unit

120

160 , 200

Typical

Annual Salary

Per Worker

$10,000

5,000

2,500

Typical Annual

Salary Per

Population Unit

$1,200,000

800,000

500,000

Each commercial (BG, BS, PG, PS) and industrial (HI, LI, NS)

land use has a different employment requirement which describes

the number and socio-economic mix of full-time and part-time employees

necessary to produce the maximum amount of output (for industry) or capacity units (for commercial estbalishments)

.

The optimum mix is summarized on page 26, along with the typical

wage bill which is paid if these requirements are met. The parttime requirements, in full-time units, are in parentheses.*

Social decision-makers allocate time for part-time employment. 80

time units fulfill one full-time job requirement. For further

information, see "Time Allocation", page 47.

25
OPTIMUM MIX

Land Use Employment Requirements Typical Vvage Bill

m m PL

FLl 8(0) 8(1) 35(3) $35,800,000

SGI 14(1) 18(2) 23(2) 46,500,000

MPl 19(1) 18(2) 18(4) 51,000,000

MFl 24(1) 18(2) 17(2) 55,500,000

NLl 21(1) 20(1) 18(2) 53,200,000

ELI 30(1) 18(1) 17(1) 61,400 ,000

TEl 25(1) 22(1) 15(1) 57,600,000

FOl 15(0) 19(1) 24(1) v. J 46,500,000

TAl 15(0) 10(0) 30(3) 42,500,000

PAl 23(1) 17(0) 20(2) 53,400,000

CRl 24(1) 24(1) 14(1) 57,500,000

NSl 23(1) 9(0) 9(0) 40,500,000

(Hires by job only)

B(51 14(1) 7(0) 8(C) 27,600,000

BSl 20(1) 9(0) 9(0) 36,900,000

PGl 8(0) 13(1) 22(2) 32,800,000

PSl 6(0) 11(1) 16(2) 25,800,000

26
Economic decision-makers do not actually hire and fire employees

in City. Each round, the computer assigns population units to work

locations by means of the employment process. Essentially, the computer

optimizes employment by assigning people to work at places where their

net salary is majcimized (i.e., base salary minus transportation costs to

work). Employers in City include HI, LI, NS, CI, BG, BS, PG, PS in

the economic sector and the School Department, >4micipal Service Department

and Bus and Rapid Rail Departments in the governmental sector. (See Figure

A.)

In general, the employment process will assign PH workers to highincome jobs, PM workers to middle -income jobs, and PL workers to lowincome jobs. However, if there are shortages of jobs for any of the

respective classes, population units may become employed at lower class

levels. For example, if there are not enough high-income positions

available, PH workers will be the first selected to fill middle-income

positions and receive middle-income salaries. There is also a built-in

bias for workers to continue to work at previous places of employment.

8. Taxes

All economic decision-makers pay local and federal-state taxes.

These taxes are collected automiatically by the computer and paid to the

local government or the Outside System.

There are two types of local taxes which the Chairman can levy

on the economic sector. These include property taxes and sales taxes.

Property taxes are applied to all privately- o\\'ned land as well as to

developments. Sales taxes are applied to all purchases of goods (from

BG, PG) and all purchases of servdces (from BS, PS) by a particular

development.* All local tax rates are variable and are set by the

Chairman.

The federal -state tax rates are fixed. There are two types of

federal/state taxes: business income and sales. These taxes are applied

to developments owned by an economic decision-maker. The rates for these

taxes are summarized below:

Business Income (State) 5% of (gross income minus salaries, minus goods

and service payments , minus maintenance payments

,

minus state sales tax and local sales tax and

minus property tax)

Business Income (Federal) 221 of first $25,000 of (gross income minus

salaries, minus goods and servdces 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)

.

5? For further information for determining local tax payments, see page 54, 55.

27
EMPLOYMENT FBOC

GOAL:

r

lilGH-INCOME

POPULATION

UNITS

MAXIMIZE MET SAIAFY, WHir- EOUALS C-'ROS^' SALARY yiV.'CS T? AN ?PO?TATIOr; COSTS.

A POPULATION UNIT WILL NOT FILL A JOB

VAOANCY WHEPF NET SALAPY IS NPrATIVE.

TPANSPORTATION

COSTS DEPEND

ON HI CHWAYS

(DEVEL. LEVEL,

MAI NT. LEVEL,

ROUTE ALIGN.)

CRITERIA:

HIGP-l-INCOME POPULATION UNITS MAY

TAKE MIDDLE-INCOME JOBS BUT NOT

LOW-INCOME JOBS.

D

0

0

POTENTIAL,

BOYCOTT 0^

ANY E^'PLOYEi

LOCATIO.N'S SEAPCHETl

i JOBS

RE'^UIPFD FOP

KIGH-INCOME

POPULATION

U'-'ITS

0

LESS

TRANS

COST

EOLS.

JET

SAL.

E>^PLOYF^ SCREEN'S

BY SEN'TOFITY AND

EDUCATION LEVFL

^3ae:ies& oesaaufs €ssmsa» maxaxiBa ti^a^BaasFfi «r:a£am» ctaMgim

MI DOLE- IN COME

POPULATION

UNITS

(SAME PROCESS AS ABOVE)

CRITERIA:

MIDDLE-INCOME POPULATION U^!TTS ''AY TAKE LOW-INCOME JOBS.

r7

•uiASOR fiwoiia eaas9» cdannaa GsceasBa ii£Sis:aaa -jtimrim t-aajsua cstma

^ (SAME PROCESS AS ABOVE)

CRITERIA:

LOW- IN CO'^E

POPULATION

UN' ITS LOW-I!JCC'-'E POPULATION "^'JTS MAY TAKE

ONL'^ LOW-INCO^'E JOBS.

mmta^ caowa f^vtstmi mmMsmt ^oucsa

FULL-TIME JOBS

ARE FILLED 0

?EPE;T PROCESS TO FILL pART-TI'-'E JOBS

( rrsRE-'^Ar rir.'c peak lioup c^vrnsTic;

)

Figure A

28
Sales Tax (State) 3^ o£ the total purchases from BG and BS

or PG and PS establishments.

9 . Capacity

In City Model, all non- residential land uses have design and

effective capacities. In the case of basic industry, capacity may be

thought of as capacity units (CD's) of output that can be produced and

sold to the Outside System. The capacity of a construction industry

is determined by its level, the value ratio of its equipment, and the

labor actually hired. For commercial establishments capacity may be

thought of as units (CU's) of goods and/or services supplied to customers

in the local system at prices determined by the owner of a particular

establishment. The design capacity for the various economic land use

types is summarized below:

Land Use Design

Type Capacity

HIl * 1000 units

LIl * 1000 units

NSl 1000 units

CIl 1000 units

BGl 5000 units

BSl 1500 units

PGl 16,000 units

PSl 8000 units

There are two influences in City Model which reduce design capacity

to form effective capacity. When an industrial or commercial establishment

does not meet its employment requirements, its design capacity is reduced

in the following manner:

Pi's actually Capacity due to

employed X Design Capacity = Employment Mix

PI ' s required

For example, to produce design capacity (output) an HIl needs to

employ a total of 21 PH's, 30 PM's and 9PL's (including part-time workers).

Suppose the computer assigns the necessary number of PH's and PL's, but

because a competitive salary is not offered to middle-income workers, it

assigns only 6 PM's. In reducing design capacity the computer would

perform the following operation:

36

X 1000 = 600 capacity units of output.

* HI 1 and LI 1 are here symbolic of the seven HI and four LI land uses in the model

.

29
Value ratio also acts in conjunction with employment mix to

determine effective capacity. In this case, capacity due to employment

mix is multiplied by VR/IOO. In other words, if the HIl in the example

above has a VR of 80, its effective capacity would be 480 (600 x 80/100).

In some cases, a BG, BS, PG or PS may sell more capacity units

than its effective capacity. In such a case, the demand for goods and

services is greater than the supply. If the actual number of units sold

by a commercial establishment is greater than its effective capacity, it

will depreciate at a faster rate due to overuse.

D. Effects of the Outside System on the Economic Sector

The Outside System should be thought of as the outside influences,

primarily economic, on the local system. It is the source of all money

which enters the local economy from the outside as well as the destination

of all money leaving the local economy. The primary influences of the

Outside System on the local economy include the business cycle, federalstate taxes and aid, and migration.

Essentially, the business cycle is the barometer of how the economy

outside the local area is faring. Consequently, it indicates the probability

of success in economic ventures and investments. In City Model, the business

cycle plays an inportant role in determining the price paid for basic industry

(HI, LI, NS) output. The price per unit of output varies directly with the

business cycle. During periods of prosperity, prices are higher, and during

periods of recession prices are lower. Like all other outside influences,

the fluctuations of the business cycle are handled entirely by the computer.

The business cycle also affects the interest rates on loans from the

Outside System and rates of return on speculative and conservative investments .

Federal/state taxes are also paid to the Outside System at fixed

rates. There are three types of federal/state taxes: Business Income,

Personal Income, and Sales. Federal/state aid is available to several

government departments for certain current and capital expenses.

The remainder of this section will deal in greater detail with the

specific characteristics of the various economic land uses in City Model,

liiese characteristics differ according to the classification of the land

use into the following categories: Basic Industry, Construction Industry,

Commercial Establishments and Residences.

30
E. Basic Industry

1 . Income

Each of the three types of basic industry in City Model (HI,

LI, NS) sells its output to the Outside System. The income to the

local systems for these sales is primary input for local economic

activity. The maximum output for an HIl, LIl, or NSl is 1000 units.

The average price per unit of output is determined by the Outside

System. The average prices per unit, of output are $184,000 for HI,

$154,000 for LI, and $110,000 for nsi' These prices will change

somewhat depending on outside economic conditions. The price paid

for HI output is the most variable and the prices paid for NS output

is the least variable in the business cycle.

2 . Expenditures

Expenditures for basic industry are for maintenance and normal

operations, utilities, salaries, transportation and taxes. Maintenance and normal operation, utilities and salaries were discussed

earlier (see page 12)

.

Transportation costs are incurred by HI , LI and NS when acquiring goods and services from BG and BS necessary for maintenance and

normal operation, and (except for NS) for shipping finished goods

to terminals from which they are distributed to the Outside System.

These costs vary according to type of road, user, and destination.

—'^Detail prices for each of the seven HI types and four LI types are given in the Master Table for Industrial Establishments.

31
TRANSPORTATION COSTS

Transportation Costs Per Mile-on HY3* per CU

User To BG To BS To Terminal** Terminal U

FL 2500 1500 2500 1000

SG 6000 1500 2000 10000

MP 7000 1500 2000 6000

MF 2700 1500 1500 2000

NL 7000 1500 1000 1000

EL 1000 1500 500 1000

TE 2500 1500 1500 2000

FO 1000 1500 1000 3000

TA 5000 1500 50 1000

PA 2000 1500 1500 3000

CR 2000 1500 1000 3000

NS 1250 NA NA NA

A HY3 is the largest road and therefore the least expensive for

transportation. Costs are double on a HY2 and triple on a HYl.

BG and BS and terminal users pay an additional charge that is

equal to one mile of travel along a HY3. NA means Not Applicable.

32
F. Construction Industry

1. Income

a. Prices

A construction industry (CI) earns income by charging prices for

the construction, upgrading, and demolition of economic and governmental

land uses in the City Model, The prices that A CI charges are not fixed;

they depend upon the costs to the CI and the outcome of negotiations

between it and a player. The typical prices charged are listed on page

34. These prices assume that typical salaries are paid to CI workers, that

the distance to the building site is five miles, that the distance to BG and

BS (for purchase of materials) is two liiiles and that the CI is operating at

80% of capacity. Further, these figures include a rate of return of 11% .

A first approximation of what it would cost the construction company

to build a particular land use can be obtained by calculating: the number

of workers required and the wages that would have to be paid tliem, the

number of equipment units required, and the purchase from BG and BS of

the material needed to build a structure given the specified number of

equipment and material units and labor units. For example, an NSI requires

250 units of equipment and material units and labor units. For example, an NSI requires 250 units of equipment and materials and 250 units of labor.

This means it will require five population units of workers from each of

the three income, classes, yielding a typical wage bill of $12,500,000.

Two hundred and fifty material units from business goods and business

services would yield approximately $11,000,000 worth of BG purchases and

$1,500,000 worth of BS purchases. A construction industry owner could

then estimate transportation costs and taxes, mark up this figure for

the desired profit, and use the result as an offer price in negotiations

with the client.

Players, both government and economic, negotiate contracts with the

construction industry for new construction, upgrading and demolition.

The contract is filled by the construction industry with the assistance

of the player for construction. Owners of proposed construction sites

are responsible for checking on land and zonging requirements, utilities,

and money (their cash balance on the computer printout) before submitting

the contract. These requirements must be met before the contract is accepted

by the computer. The construction contractor is paid in the round when the

contract is classified by the computer output as "pending"; the construction

industry's employees and BG and BS are also paid at this time. The new

building becomes operative after the round of construction time.

The contract will not be accepted by the computer if tlie above

requirements are not met.

b. Contracts

33
TYPICAL PRICES CHARGED

Typical Construction Typical Demolition

Development Price Charged'^ Price Charged

Economic Sector

FLl $ 300,000,000 $ 60,000,000

SGI 240,000,000 48,000,000

MPl 240,000,000 48,000,000

MFl 320,000,000 64,000,000

NLl 150,000,000 30,000,000

ELI 140,000,000 28,000,000

TEl 180,000,000 36,000,000

FOl 230,000,000 46,000,000

TAl 120,000,000 24,000,000

. PAl 250,000,000 50,000,000

CRl 250,000,000 50,000,000

NSl 50,000,000 10,000,000

BGl 25,000,000 5,000,000

BSl 10,000,000 2,000,000

PGl 30,000,000 6,000,000

PSl 10,000,000 2,000,000

CIl 120,000,000** 60,000,000***

RAl 1,000,000 200,000

RBI 6,000,000 1,200,000

RCl 25,000,000 5,000,000

Governmental Sector

SCI 27,000,000 5,400,000

MSI 30,000,000 6,000,000

HYl 800,000 160,000

mi 14,000,000 2,800,000

* If the construction industry is not being used in a game, all

construction prices are "typical".

* The construction cost of a CI is paid to the Outside System. A CI

cannot build a CI

.

* The owner of a CIl receives this amount for equipment sold (i.e.,

demolition)

.

34
2 . Expenditures

A CI spends money for employment, equipment and materials, maintenance, transportation and taxes. Maintenance and taxes were discussed

earlier (see page 20)

a. Employment

A CI employs equal numbers of workers from population units

of each socio-economic class but allocates the workers to construction

sites in smaller units. This is because most construction jobs do not

require labor in even multiples of the number of workers in a population

unit. A particular construction job will require a number of units of

labor. One population unit from each of the three classes supplies 50

units of labor. Units of labor required to build depends on type of

land use. No labor is required for demolition.

To determine the full-time employment request in each class for

a CI, the computer divides by 50 the total number of labor units required

to perform all of the CI's contracts. The remainder is half of the parttime employment needed in each class. For example, suppose a CIl had

a contract to build a PGl (150 labor units) and a BGl (125 labor units)

The full-time employment request is 5 PH, 5 PM, and 5 PL (275 ^ 50 = 5 and 25/50). The part-time request is 50 times units PH, 50 units PM,

and 50 units PL (25 x 2).

b. Equipment and Ivlaterials

Construction also requires equipment and materials. Equipment

is a capital investment and is purchased from the Outside System in

the process of forming a CI . The amount of equipment owned by A CI

is a function of its level of development, i.e., a CIl has 1000 units,

a CI2 has 2000 units and a CI3 has 3000 units of equipment.

Materials are purchased either form local BG and BS establishments

at competitive "prices" or from the Outside System at fixed costs of

$130,000 per unit of BG or BS.

For a CI, one unit of material is the equivalent of .44 BG units

and .06 units of BS.

Labor, equipment and material requirements for the various land

uses are summarized on page 36.

As for other businesses, a CI's employment and value ratio affect

its capacity. The computer accepts contracts requiring a sum of equipment

units up to 1000 times the CI's level. Later, after each CI has received

its employees, the computer determines the status of each CI's new contracts.

The number of equipment units which can be used is value ratio/100 times

design capacity. If the number of euqipment units required for new contracts

exceeds that amount, the computer will defer contracts, starting with the last

accepted, until the number of equipment units required is less than value

ratio/100 times design capacity.

35
EQUIPMEKT AND MATERIAL REQUIREMENTS

Construction

Units Demolition

Units of Units of of Units of Units of

Land Use Equipment Material Labor Equipment Material

Economic Sector

HI •JS2S^ «^ S25 *J525U 1 05 3'iQ

T T tml *J •J325•J %J325Li U 65 Li777LdU NS 250 250 250 50 171

BG 125 125 125 25 86

BS SO 50 50 1

0

34

STyJ J.D\J J. D\J

PS 50 50 50 10 34

RA 5* 5* 5* 1 3

RB 30* 30* 30* 6 21

RC 125* 125* 125* 25 86

/emmental Sector

SCI 135 135 135 27 92

MSI 150 150 150 30 103

HYl 4 4 4 1 3

IMl 70 70 70 14 42

These requirements of equipment, materials and labor are for residential

construction at QI= 100. 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 build a residence at QI = 100

and R is the units required to build the same type of residence at QI = X.

36
For example, suppose the computer accepted contracts for

a CIl for an HIl (525 equipment units) and an LIl (325 equipment

units. The CI has a value of 80. It can therefore handle 800

equipment units of construction. (80/100 * 1000). Since

the contracts require 850 equipment units, the last submitted

must be deferred.

A CI's capacity for contracts requiring employment (all non- demolition contracts) is value ratio/100 times employees

hired/employees requested times design capacity. Only

construction contracts are deferred if there is an employment shortage at a CI

Deferred contracts are the first in the "accepted" list

next round and have the least chance of being deferred next

round. A CI with deferred contracts can accept fewer new

contracts (in terms of equipment units) than a CI with the same

level and value ratio but no deferred contracts.

c. Transportation

A CI incurs transportation costs when traveling to BG and

BS establishments to purchase material and when going to a building

site. Transportation costs are $220 (to BG) and $30 (to BS) per

mile on HY3, per unit of materials purchased, and to a building

site, $60 per mile on HY3 per unit of equipment. A CI can travel

to a building site on a road under construction. Further, a CI

can travel on road beds (all parcel boundaries where there is not

a developed road) at 4 times the cost to travel on a ITk'3. When

a CI is building a highway, the transportation costs are calculated on the basis of the distance to the nearest intersection

at the end of each individual road segment, i.e., each segment

is treated separately.*

J

NOTE: A CI builds a road starting from its northern-most

or western-most point.

37
G. Commercial Establishments

1. Buyers and Sellers

The commercial land uses in City (BG, BS, PG, PS) trade with

each other, with other establishments in the economic sector and with

the government and social sectors. The buyer-seller relationships with

commercial establishments is best summarized in the following tables.

Sellers Buvers

Economic

Sector

Governmental

Sector

Social

Sector

BG HI, LI, NS,

CI, PG, PS

SC, MS

BS HI, LI, NS,

CI, PG, PS

SC, MS

PG RA, RB, RC PH, PM, PL

PS RA, RB, RC PH, PM, PL

Economic and social decision-makers who purchase goods and services

from commercial establishments do not make contracts with individual BG, BS,

PG and PS establishments. Rather, economic and social customers are assigned to BG, BS, PG, and PS establishments by the Commercial Process . The government departments requiring goods and services for their operation

and maintenance, however, do make contracts with individual BG and BS

establishments. In effect, government decision-makers must perform the

commercial process themselves if they want to acquire goods and services

at the least cost. Governments do not pay transportation costs for goods

and services.

2. The Commercial Process

In the commercial process, economic and social sector purchasers

of goods and services are assigned by the computer to commercial establishments on the basis of least total price (i.e., price charged plus transportation costs). In the commercial process there is a built-in bias

for buyers to shop at the same establishment as in the previous round.

Further, there is also a bias against shopping in overcrowded establishments.

(See Figure B.)

3. Boycott

Economic and social decision-makers may boycott commercial establishments. When a boycott occurs, under no circumstances will a boycotting

customer buy from the specified commercial establishment.

38
GOAL; MINIMIZE TOTAL COST OF rOODS SEPVICFS

a,

u,o

u

cu

H

<,c

<

(X

00c

BUYERS BY TYPE

A) POP. UMIT OP BASIC INPUSTPY

B) COMMEPCIAL ESTABLI SflMENTS

C) CCVERNMENTAL SECTOR

» PECISIOM TO BOYCOTT

LIMITS POTENTIAL

SELLERS

FIXED

AMOUNTS

• MATCHED BY

COMPUTER

OPTIMIZE?

VARIABLE

AMOUNTS

OACCORPING

TO TIME

ALLOCATION

MAINTENANCE

-NOT

AFFECTED

BY TPAl^SPORTATION

COSTS

TPANSPORTATION COSTS

CO

PCJ

00

©SET PRICES OF

GOODS AND SERVICES

fpPTCE TOO Hlf^M

OR, NO CAPACITY

!op, BOYCOTT

.J

CREATE CAPACITY OF COMM. ESTAB.

©DEVELOPMENT LEVEL

©MAINTENANCE LEVEL

ACCE'^TABLE ©EMPLOYMENT LEVEL

(VIA WAGES SET)

^ I i £ j OUTSIDE I

' SYSTEM 1

I AT 120% i CO , I < I I

ASSIGM'^'ENT TO ^ARTICULAR SELLER

• PLAYER DECISION ^OINTS

Figure B

39
4 . Income

Commercial establishments earn income from the sale of their

goods and services . The amount of goods and services sold depends upon

the capacity at which a particular establishment is operating. The maximum

capacity (units produced) is 5,000 for a BGl, 1,500 for a BSl, 16,000

for a PGl, and 8,000 for a PSl. The maximum capacity, of course, can be

reduced by insufficient employment and by the value ratio of less than

100. Prices charged per capacity unit are determined by the owner of

the individual establishments. Capacity and typical prices are summarized:

Maximum Capacity

Land Use (Units) Typical Price/Unit*

BGl 5,000 $100,000

BSl 1,500 100,000

PGl 16,000 10,000

. PSl 8,000 10,000

5. Expenditures

Commercial establishments, like industrial land uses, spend

money for maintenance and normal operation, utilities, enployment and

taxes. These expenditures were discussed earlier (See page 20).

In addition, all businesses except BS incur transportation costs.

BG incurs costs for receiving goods from the Outside System at a terminal and PC and PS incur costs for purchasing goods and services

from within the system. These costs are:

Transportation Costs per Capacity Unit of Output

Per Mile Along HYS'^*

Land Use To Terminal To BG To BS

BGl $400

BSl

PGl -- $17 $8

PSl -- 15 5

An owner may charge above or below this figure, but he must remember

that a buyer can purchase BG, BS, PC and PS units from the Outside

System at $130,000 per unit of BG and BS or $13,000 per unit of PG

and PS with no transportation costs to the purchaser.

** A HY3 is the largest road and, therefore, the least expensive to travel on. Costs are double on HY2 and triple on HYl. A journey of one mile on an HY3

is added to the actual distance traveled.

40
H. Residences

1 . Income

Economic decision-makers own 3 types of residences (RA, RB, RC)

in the City Nbdel. Like owners of commercial establishments, owners of

residences earn income by charging prices (i.e., rents). The number

of population units which can live in a given residence depends on its

type and its level of development. The quality index for residences

indicates the physical conditions of the housing; the higher the QI

(0-100), the better the conditions. Further, the QI and the amount of

overcrowding will determine whether or not a particular socio-economic

class will move into a given residence. The Table below summarizes the

number of occupants which the 3 types of residences (level 1) can accommo- date in addition to indicating the minimum QI requirements for each socioeconomic class:

Population Class Design Capacity Minimum QI

- Population Units

(Occupants per

Housing Unit)

RAl RBI RCl

1 6 25 70

1.5 9 37.5 40

2 12 50 20

High (PH)

Middle (PM)

Low (PL)

Owners of residences specify rents on the basis of the rent which

they would charge low- income population units. Middle- income renters

pay 1.33 times as much and high- income renters pay 2 times as much.

The principal criteria for determining rents is the quality index. An

economic decision-maker cannot expect people to live in his housing with

a QI of 50 when they can find housing with a QI of 85 and comparable

other features. (See "Migration," in Chapter V: The Social Sector .)

The typical rents that can be charged to tenants of each class are summarized below.

Residential Type Typical Rents

PH B4 PL

RA $330,000 $200,000 $140,000

RB 330,000 200,000 140,000

RC 330,000 200,000 140,000

The maximum rent which can be charged is $210,000 per PLl.

Total income from operating a residence is, therefore, determined

by multiplying the number of occupants from each class times the rent

charged to each class. For example, suppose economic decision-maker B

41
owns an RA2 with 6 PH's and 9 PM's living there. He charges a rent of

$160,000 per PL. His income from that residence is $3,835,200 (($160,000

X 1.33 X 9) + ($160,000 x 2 x 6)). Typical income, assuming that the

unit is occupied at design capacity by one class and typical rents are charged, is below:

Residential Type Income from Typical Rent

PH PM PL

RA $ 330,000 $ 300,000 $ 280,000

RB 1,980,000 1,800,000 1,680,000

RC 8,250,000 7,500,000 7,000,000

2. Expenditures

Owners of residences spend money chiefly for maintenance, utilities

and taxes. These expenditures were discussed earlier (see page 20).

I. Economic Sector Decisions

An economic decision-maker in City can make any or all of the

following decisions during a round of play: invest in or sell stocks;

borrow and lend money; bid on or purchase land; change rents, prices,

salaries, and maintenance levels; transfer cash; boycott; construct and

demolish developments.

1. Bid on and/or Purchase Land or Developments ($PU)

An economic decision-maker may purchase land from either of two

sources: another player or the computer. When purchasing land from

another player, the terms of the purchase are settled upon by mutual

agreement. When purchasing a parcel of land, an economic decision-maker

must purchase all of the parcel that is not owned by the government or in

preenpt uses. A participant in the economic sector may also purchase land from

outside interests represented by the computer. When bidding on outside

land, one must determine the fair market value. It is suggested that

one use the volumes shown on the Auction Asking Price Map to determine

the value of conputer- owned parcels. Each round the computer selects

some outside-owned land to be auctioned. The Auction Asking Price Map

shows these parcels. Other outside-owned land may also be bid for, but

the chances of acceptance are much less. Factors to consider when bidding

on land are proximity to other developments , access by roads , zoning and

availability of utilities. There is a charge of 1% of the bid price on

any bid on land owned by the computer, regardless of the bid's success or failure.

42
2. Change Rents, Prices, Salaries, and Maintenance Levels ($CVPT)

Owners of all residences may specify the rents which they charge

to their tenants. In City rents are specified in terms of the rent

charged to one low- income (PL) population unit in thousands of dollars

(Rent/PL1/$1000)

Owners of BG, BS, PC, PS can set the price paid for one capacity

unit (CU) of goods and/or services produced. When setting prices, an economic decision-maker must realize that customers can boycott BG, BS,

PG and PS establishment or go to the Outside System and purchase goods

and services at $130,000 per unit (BG, BS) and $13,000 per ijnit (PG, PS)

Owners of HI, LI, NS, BG, BS. ?G, PS, f . CI alx employ workeis.

They set the salary which they pay their wc. ;rs at each establishment

which they own. Typical salaries per worker and per population unit of

the socio-economic classes are summarized be3ow:

Class

High (PH)

Middle (PM)

Low (PL)

Number of

Workers per PI

120

160

200

Typical Salary

Per Worker

$10,000

5,000

2,500

Typical Salary

Per PI

$1,200,000

800,000

500,000

Finally, economic decision-makers can also set the maintenance

level of their buildings. The maintenance level indicates the minimum

value ratio at which a particular land use is to be maintained. In

effect, this allows a decision-maker to counteract the effects of

depreciation (i.e., a declining value ratio). Owners of residences

can not raise the maintenance level of an RA, RB, or RC more than 20

points above the lowest value ratio which the building has ever had.

In renovating or maintaining a land use, it is necessary to

purchase goods and services from either within the local system or from the Outside System. The requirements of goods and services for

maintainence and renovation were given earlier (see page 21)

3. Transfer Case ($CASH)

Economic and social custom.ers are assigned to BG, BS, PG, and PS

locations by the commercial process. In this process, the canputer

assigns customers on the basis of least total cost (i.e., prices charged

plus transportation costs). Further, there is a built-in bias for buyers

to shop at the same establishments as in the previous round. Economic

decision-makers, however, can boycott commercial establishment from

which they buy goods and/or services for normal operation of their

buildings and/or maintenance. In doing this, they specify which of their

developments will not purchase goods and/or services from certain PG, PS,

BG, and BS establishments in the city. A boycott remains in effect until

it is stopped. If a boycott occurs, the customers will be assigned to

other shop locations or to the Outside System at fixed costs of $130,000

per unit of BG or BS and $13,000 per unit or PG or PS.

43
4. Lend, Borrow, and Invest ($OrriER)

An economic decision-maker may lend money to or borrow

money from another decision-maker. In such a case, the interest

rate is set by mutual agreement but the term of the loan must

be either 2 or 25 years. An economic decision-maker may also

borrow money from the Outside System (OU) . When doing such,

the term of the loan is specified by the borrower but the interest

rate is set by the Outside System (i.e., the computer). No economic

decision-maker may have more than 80% of his total assets in outstanding principal for loans in the Outside System at one time.

Economic decision-makers may also invest in conservative

oi speculative stocks. The returns of these investments are determined by the Outside System and range from -1% to 10%

for speculative investments and from 51 to 1% for conservative investments.

5. Build, Upgrade, or Demolish Developments ($BUILD or $OUBLD)

Economic decision-makers may build new developments or upgrade (i.e., add an additional level of development) or demolish

existing ones. In the City Model all construction can be

accomplished either through contracts with a local construction industry or by the Outside System at 1.3 times the typical

construction costs. Demolition costs by the Outside System

are one-fifth of the Outside System construction costs. The

typical construction costs for local firms are summarized

on the table appearing on page 45.

44
TYPICAL CONSTRUCTION COSTS - LOCAL FIRMS

Land Use Type Construction Costs Typical Demolition Costs

FLl $ 300,000,000 $ 60,000,000

SGI 240,000,000 48,000,000

MPl 240,000,000 48,000,000

MFl 320,000,000 64,000,000

NLl 150,000,000 30,000,000

ELI 140,000,000 28,000,000

TEl 180,000,000 36,000,000

FDl 97;n ,uuu nnn ,uuu nnn 46,000,000

TAl 120,000,000 24,000,000

PAl 250,000,000 50,000,000

CRl 250,000,000 50,000,000

NSl 50,000,000 10,000,000

CIl 120,000,000 60,000,000*

BGl 25,000,000 5,000,000

T3C1 10,000,000 2,000,000

PGl 30,000,000 6,000,000

PSl 10,000,000 2,000,000

RAl 1,000,000** 280,000**

RBI 6,000,000** 1,200,000**

RCl 25,000,000** 5,000,000**

Value Ratio Typical Construction Costs

RA RB RC

40 $ 700,000 $ 4,200,000 $ 17,500,000

50 750,000 4,500,000 18,750,000

60 800,000 4,800,000 20,000,000

70 850,000 5,100,000 21,250,000

80 900,000 5,400,000 22,500,000

90 950,000 5,700,000 23,750,000

*The owner of a CIl receives this amount for equipment sold (i.e..

demolition)

.

These figures are for building residences when value ratio = 100.

For building residences at other value ratios, see the table below.

45
When building or upgrading developments, players should check

to see that the proper level of utility service is installed at the

construction site. In no case will construction be completed when

there are insufficient utility units provided. The utility requirements for economic land uses are:

Land Use Utility Units Minimum Level of

Type Required Utility Service

FLl 50 1

SGI 100 1

MPl 700 7

MFl 100 1

NLl 100 1

ELI 200 2

TEl 200 2 FOl 300 3

TAl 100 1

PAl 300 3

CRl 400 4

NSl 76 1

BGl 112 2 BSl 71 1

PGl 99 1

PSl 77 1

RAl 4 1

RBI 26 1

RCl 117 2

Proposed construction will also be rejected unless it conforms to

zoning codes established by the Planning and Zoning Department. These

codes are:

Any Use 00

Any Business 10

Any Manufacturing 20

HI* 21

LI* 22

CI 23

* HI and LI are symbolic of the eleven sub categories of industrial land use.

46
Any Non-Manufacturing 30

31

32

33

34

35

40

41

42

43

50

NS

BG

BS

PG

PS

Any Residential

RA

RB

RC

Parkland

In the City ^todel, there can be only one type of economic land

use on a parcel. Furthermore, if accepted, all construction is completed

one full round after the contract is submitted to the computer, unless

the (Jl does not acquire sufficient labor, it a Ci has a labor shortage,

some contracts are deferred until the next round. Note that if the

construction is to be done by the outside system and there is no

CI in the city, then the construction is completed in the round

after the decision to construct is submitted.

47
IV. Tl,^ .SOCIAL SECTOR

Social decision-makers in City MDdel (identified) as AA, BB, CC,

etc.) represent people who live and work in the simulated area. These

people perform several different activities: they vote, they boycott,

they save and spend money, and they allocate time to such activities as extra education, part-time enployment, politics, and recreation. These

activities are the chief assets of the social decision-maker. With

these assets, he can exert a powerful social voice in the community and

subsequently influence the decision-making process in the economic and

government sectors of the City ^fodel.

A. Population

People in the City ^bdel are divided into population units (Pi's)

of 500 persons each. In addition, population units are divided into

three socio-economic classes : High (PH) , Middle (PM) , and Low (PL)

.

Population units share certain characteristics , which are summarized

below:

Number of Number of Normal Registered

Class ' Workers Students Voters

PH 120 130 200

PM 160 140 140

PL 200 100 100

1 . Income

Population units in the City Nfodel can earn incom.e by working

full or part-time for employers in either the economic (HI, LI, NS,

CI, BG, BS, PG, PS) or government (SC*, MS, BUS, RAIL) sectors. The

typical salaries for full-time employment are $10,000 per PH worker,

$5,000 per PM worker, and $2,500 per PL worker. These salaries are

set by individual employers (i.e., economic and governmental decisionmakers) .

Unemployed population units can earn income from welfare payments

which are determined by the chairman.

NOTE: Only the School Department hires part-time workers in the

government sector.

48
2 . Expenditures

Each round, population units spend money for certain required

items: personal goods (PG) and personal services (PS); rent; transportation (to PG and PS establishments and to work) ; private adult

education (i£ time is allocated) ; private education (if sufficient

public education is not supplied by the School Department) ; recreation

(if time is allocated); and taxes. These requirements are summarized

below

PH PM PL

PG Requirements 34 units 28 units 21 units

PS Requirements 16 units 11 units 7 units

(NOTE: Population units can purchase goods and services from local PG

and PS establishments at competitive prices (the typical price is $10,000

per unit of PG or PS) or from the Outside System (if a boycott of a PG

or PS is in effect or if local supply is insufficient) at a fixed price

of $13,000 per unit.)

Typical Rent $330,000 $200,000 $140,000

(NOTE: Rents are set by individual landlords, i.e., econom.ic decisionmakers who own residences. Actual rents may vary above or below these

typical figures.)

To Work* PH PM PL

Base: $210/wwker $190/worker $140/worker

Plus HYl

HY2

HY3

60/wrorker/mi

50 /worker/mi

40 /worker/mi

55/worker/mi

45/worker/mi

35/worker/mi

50/worker/mi

40/worker/mi

30/worker/mi

To PG

To PS

Base: $50 per unit

HY3 : 5C/unit/mi

Base: $50 per unit

HY3 : 50/unit/mi

$50 per unit

50/unit/mi

$50 per unit

50/unit/mi

$50 per unit

50/unit/mi

$50 per unit

50/unit/mi

(NOTE: There are three types of highways in City Nfodel: HYl, HY2, and

HY3. An HY3 is the largest highway and, therefore, the least expensive

to travel.)

it Costs are for uncongested roads. If a road is overcrowded by 201, it

will take a PI 201 longer to travel on it and cost 20% more than the

nonnal cost.

49
Transportation Charges by Bus

- Rates are set by the Bus Company -

Tra . jortation Chciiges by Pai^

- Rates are set by the Rail Company -

Private t E ition . A PM PL

(cost per time unit) $370'00 $3,UIT0 $y^00

Recreation

(consumption units per time unit)

PC .1 .05 .025

PS .075 .05 .0

(NOTR: T^ese costs for adult education and recreation are fixed per unit

of time ::t is allot 'ated. Cost for recreation involve purchase of PC

and PS and are added to normal expenditures for PC and PS.)

Private Education per PI (children)

(if sufficient public education is ^ot supplied)

$37,500 $25,000 $12,000

Taxes PH PM PL

Local

Income

Salef Local tax rates are set by Chairman

: Automobile

Federal -State

Income 12% (of wages) 6% (of wages) 3% (of wages)

Sales 3% of total purchase of PC and PS

B. Dissatisfaction

The people in the simulate,! area will react to any decisions which

affect them. The computer calculates the amount of dissatisfaction which

a population unit experiences. Dissatisfaction is measured in terms oi

a population unit's dissatisfaction with its residence (liousing dissatisfaction) and its personal situation in the community. Housing

dissatisfaction is determinea by quality index, school quality, municipal

service quality, taxes, and rent. Personal dissatisfaction is determined

by the employment status of tb.e population units involved, in addition to

the amount of time which they are not able to spend in an activity which

it was allocated ^or (i.e., involuntary time). Thi se population units

who have the hig^iest dissatisfaction index v^ill be i he m t likely to

migrate.

50
C. Migration

Migration is a phenomenon inherent to all urban areas. People are continually nDving within, into or out of a city. In City Model population units may migrate in three ways: internally, out o£ the system,

and into the system.. Migration is calculated by the computer based upon

local conditions reflecting the actions of the players.

The con^uter will pick a certain percentage of the local population

units with the highest total dissatisfaction indexes and select these

population units to migrate. In addition, the computer will randomly

select 71 of the High, 5% of the Middle, and 1% of the Low income

population units from the local system to move, regardless of their

dissatisfaction indexes.

1. Internal Migration

Each of these population units which has been chosen to migrate

looks for vacant housing within the city with a lower housing dissatisfaction index than the housing vacated. If the population unit can find one or several residences with a lower housing dissatisfaction

index, it moves into the residence which has the lowest housing dissatisfaction index.

2. Out-Migration

In each round there will be certain number of migrating population

units unable to find better housing. This group generally comes from

the population units selected at random by the computer form the city's

population as a whole. Population units which are unable to find better

housing will out-migrate, leaving the city for the outside system.

3. In-Migration

In each round population units move into the simulated urban

system. These people are called in-migrants. The total number of

in-migrants will average 5% of the total local population plus or minus

the effect of the attractive or repulsive qualities of the system as a whole. The computer moves people into the system on the basis of the

attractiveness of the area as measured by the relative salary, available

housing, job opening, overall school and municipal services conditions

and tax rates.

Migration is a real factor in any city. If people can afford

it, they are apt to move away from poorly maintained housing in bad

neighborhoods which miay be tying them to second-rate jobs. By the same

token, there is a certain percentage of any population which will grow

tired of a particular location and leave for no apparent reason. There

will also be poeple from other areas who have found jobs in the city who

will move into the system. These are the migratory patterns that City ^fodel

takes into account.

51
The players can exercise only indirect control over migration by

minimizing the causes of dissatisfaction and increasing the attractive

features of the city as a whole or particular neighborhoods . A player

must always remember that migration is mostly a response to player

decisions in all sectors.

D. Types of Decisions

There are various types of decisions which a social decision-maker

can make for the population units which he represents. These decisions

include voting, boycotting, allocating time, and setting the dollar value

of time spent traveling to and from work.

1. Voting ($VOTE)

Social decision-makers vote on behalf of those population units

they represent in a particular jurisdiction. All elections of Chairman

and Councilmen or opinion polls or measurement of government performance

are decided by a popular majority.

The number of votes which can be cast by a social decision-maker

is determined by the number of registered voters which he controls. When

voting by computer, there is a random probability factor which determines

how many of those voters will go to the polls

.

In terms of determining the course of action in the city, voting

is an important instrument. Politicians, if they expect to be elected,

must have the support of a number of social decision-makers representing

at least a popular majority. Support can be gained in many ways.

Candidates can be bound to certain principles and programs before a social decision-maker will throw his votes behind a candidate. This

represents the political process in the City Model with all the coalitions,

factions, and political trade-offs also found in a real city.

2. Boycotting ($BYCT)

The boycott or strike is the second tool which a social decisionmaker has at his disposal. A social decision-maker can direct the

population units of any class under his control to strike a place of

work (HI, LI, NS, CI, EG, BS, PC, PS, MS, SC, RAIL, and BUS) and/or

boycott the places where they shop (PC, PS) , and/or boycott a mode of

public transportation (BUS and RAIL)

.

If a social decis ion -maker boycotts or strikes a particular work

or shop location, the computer, through the commercial and enployment

processes will not assign those population units to work or shop at the

specified parcel. Social decision-makers can increase the effectiveness

of their boycott or strike by combining their boycotts. In such a manner,

pressure groups can have a significant effect on the decisions and actions

of employers and commercial establishments.

52
3. Time Allocation ($TIME)

Social decision-makers are able to allocate the leisure time for

population units in each jurisdiction of the simulated metropolitan

area. There are no hours or minutes in City hbdel. Rather, time is

stimulated in terms of units. Tliere are 100 units of leisure time

available to workers in each population unit. However, this leisure time

is decreased by the amount of time which it takes workers to travel to

and from their place of employment. Therefore, the actual amount of time

which can be allocated by social decision -makers is 100 units minus time

spent traveling to and from. work.

The number of time units consumed in traveling to and from work

varies according to road types, transportation modes, and congestion,

and distance traveled. The table below shows the amount of time units

consum.ed according to various modes of transportation (on uncongested

roads)

Time Consumption for Travel to and from Work

On HYl On HY2 On HY3 Waiting

Automobile (units/mi.) 3 2 1 0

Bus (units/mi .

)

4 3 2 1

Rail Rail Rail Waiting

Rapid Rail (units/mi.) 1 1 1 1

Walk (a journey to work at an adjoining parcel) requires 1 time unit.

Highway congestion affects travel by automobile to work only.

The degree to which congestion increases the time spent traveling to

work is in direct proportion to the amount of congestion which occurs

For example, if a road is overcrowded by 20^, it will take a PI 20%

longer to travel on it.*

Leisure time is further reduced if a population unit lives on a parcel

having a high health index, which is a function of the pollution index,

residential over-crowding and the use index of the municipal service plant

serving the parcel. The rest of leisure time is called allocatable time

and it could be spent on extra part-time work, adulr education, political

activity and recreation.

a. Extra Work

Extra work is part-time work. Social dec is ion -makers specify

time units for workers to spend in extra work. Extra employment is

offered in two areas : teachers in adult education and certain parttime positions offered by other enployers in the economic sectors. A

full-time job is equivalent to 80 time units. Therefore, a half-time

'Bus congestion (in terms of the numher of Pi's on the bus when it

arrives at an intersection where a PI is waiting) affects a Pi's waiting

time in direct proportion to the amount of overcrowding.

53
MIORATION CYCLE

IN-MIGRANT POPULATION UNITS CHOOSE

RESIDENCE BASED ON LOW DISSAT. INDEX

RESULTANT EFFECTS OF THE SYSTEM

ON POPULATION UNITS

RESIDENTIAL DISSATISFACTION, INCL.

• OUALITV IMDEy »5CH00L O^Al I TY

•TAX INDEX ©MUN. SERV. OUALITY

•WELFARE INDEX •RENT LEVEL

PERSONAL DISSATISFACTION, INCL.:

•EMPLOVMEMT •SALARY LEVEL

STATUS •TIME ALLOCATION

SUMMATION OF

RES. DISSAT.

£ PERS. DISSAT,

TOTAL

BISSAT.

14% ± OF POPULATION

UNITS TO MOVE

DURING ONE POUND

INTERNAL

MIGRATION

POPULATION

UNITS

RELOCATED TO

RESIDENCES

NATURAL INCREASE

DISPLACEMENT

OUT-MIGRATION

1

NATURAL POPULATION GROWTH

DISPLACED POPULATION

UNITS

NO UNITS

AVAILABLE

o

OUTSIDE THE SYSTEM

* NEW IN-MIGRANTS

Figure C

54
job is equivalent to 40 time units. Workers are paid in proportion to

the percentage o£ a full-time job they fill. If they fill half of a fulltime job, they are paid half the salary of a full-time worker in the particular income class. The salary per time unit in extra work is determined by

dividing the typical salary of a population unit by 80 time units (the

equivalent of a full-time job).

For example, suppose you have allocated 30 units of time to a PH

for extra work. The typical salary for a PH is 1.2 million. The salary

per time unit in extra work ($1.2m/80) is therefore $15,000. Finally,

the total salary earned for that PH for working 30 time units extra is

$450,000 (30 x $15,000). This information is summarized in the following

table.

Time Allocation - Part-time Employment

PH B1 PL

IMits of time for full-time job 80 80 80

Typical salary per time unit* $15,000 $10,000 $6,450

l\Tien allocating time to part-time employment, social decisionmakers should make sure that such employment is available. If it is

not, the time which would have been spent in part-time jobs will become

involuntary time. Involuntary time contributes to personal dissatisfaction.

b . Education

Social sector decision-makers may also allocate time to be spent

in education. In City Model each population unit has an educational

level. The range of an educational level for a population unit is

determined by its socio-economic class.

Educational Level

PH m PL

Minimum 70 40 0

Maximum 99 69 39

Since the educational level of a population unit will affect the

ability of that unit to become employed in better jobs, it is the option

of social decision-makers whether or not to attempt to maintain educational

levels at their present value, increase them, or let them decrease each

round by a factor of 10% of the difference between the current level

and the minimum level for the population unit of that class . In order

to compensate for this decrease in educational level and maintain a maximum level, a population unit should spend time in adult education

each round.

Typical salary per time unit = T>^ical Salary to PI

80

55
The amount of time which must be allocated to maintain a certain

education level is summarized below:

Number o£ Time Units Required

Education Level to Maintain Education Level

PH PM PL

0 0

10 - 7 20 13

30 - 20

39 - 27

50 - 7

DU - 13

69 20

80 9

90 18

99 26

There are two types of adult education in City Model, public and

private. Adult education can be obtained for free only if the government

sector supplies it. In a situation when time is allocated for free

education and there is not enough available, the computer will total the

demand with the supply and allocate time units equally on the basis of the

demand- supply ratio. Social decision-makers may not allocate time in free

education to high income population units . The characteristics of time

allocation for adult education are summarized below.

Time Allocation Adult Education

Educational Range

Annual time units required

to Maintain Maximum

Education Level

Cost per unit (private)

per PI

PL

0-39

27

$3,000

m

40-69

20

$3,000

PH

70-99

26

$3,000

56
When allocating time to public adult education, social decisionmakers should make sure t?iat the School Department is supplying it.

If not, the time which would have been spent in education will become

involuntary time. Involuntary time contributes to personal dissatisfaction,

c. Politics

Workers can also spend up to 60 units of leisure time in politics.

Time spent in politics will increase the political power of a population

unit by increasing its voter registration in a given round. The relationship between time spent in politics and increased voter registration is

described below.

m m PL

Units of time for 7% increase* 10 10 10

in voters registered

Units of time for 10% increase

in voters registered 50 50 50

Units of time for 15% increase

in voters registered 60 60 60

d. Recreation

Leisure time can also be spent in recreation. Population units

who spend time in recreation must buy from PG and PS. The units of

PG and PS required per time unit in recreation are given below:

Time Allocation Recreation

PH m PL

Units of PG per unit of

time in recreation .1 .05 .025

Units of PS per unit of

time in recreation .075 .05 0

Refers to increase above normal voter registration per income class of

population units. Any increase is for one round only.

57
The most important thing to remember about time allocation is that

it is a kind of debit -credit operation. You start with 100 units of

time to assign for population units of each class for each jurisdiction.

You may estimate that 15 mits of time are going to be consumed in traveling

to and from work for your PL units; you have only 85 units of time left.

In studying the computer output for your PL units, you may discover that

they are not receiving enough income, so you allocate 40 units to extra

work. Further, the educational level of these PL's is extremely low, so you allocate 25 units for adult education. You now have only 20 units

left for politics and recreation. Suppose you split t?iem evenly between

these two activities . You then may discover that you guessed wrong when

estimating time consumed in traveling to and from work. Because of

congestion and an inefficient Highway Department, it takes 30 units of

time rather than 15. You allocated 15 units of time too few for travel

to and from work and 15 units too many for other activities. Since these

are arranged in order of priority, the computer will require these 15

units for transportation from recreation first and then politics . Your

PL units will end up spending no time in recreation and only 5 units of

time in politics. The result will be that the high- income classes will

have a higher rate of registration and hence a greater political voice.

These are just some of the problems with which you will be faced.

Remember that you are controlling people represented in units of 500

persons each. Time allocation is a powerful instrument that can greatly

affect the balance of social problems and hence the eoncomic and governmental decisions within the simulated city.

4. Setting the Dollar Value of Time ($VALUE)

The computer assigns all population units to modes of transportation to and from work on the basis of least cost. Least cost includes

transportation charges per mile (which differ according to m.ode of

transportation, type of road and amount of congestion) as well as the

dollar value of time spent traveling. The social decision-maker is able

to indicate the dollar value of one time unit consumed traveling to and

from work for each of the classes which he represents . The typical

dollar values of a time unit spent traveling to and from v/ork are $25 (PL)

,

$50 (PM), $100 (PH).* As the dollar value of a time unit spent traveling

increases, the chances are that the computer will assign a more expensive

but quicker mode of transportation to work (i.e., via automobile in almost

all cases) . The following example will demonstrate how the computer

considers the dollar value of time.

Let us say the transportation costs for one worker is $150 per year

to get to work by bus and $230 to get to work by auto. It also requires

an extra 4 time units to travel by bus instead of auto.

These values assume typical salaries of $2,500 per PL worker, $5,000

per PM worker, and $10,000 per PH worker.
If the dollar value of time for that population unit was set

at $40 (dollar value) or $310 to get to work by bus. To take auto it

costs $320 (no extra time units consumed). Therefore, the computer would

assign the population unit the BUS mode to travel to work (i.e., $310

is less than $320)

In the same case, suppose the dollar value of time was set to

$50. Then the total bus cost would be $150 plus 4 time units times $50

(dollar value) or $350. Auto would cost only $320. Therefore, the

computer would assign these population units the auto mode to work

(i.e., $320 is less than $350).

59
V. THE GOVERNMENT SECTOR

Players in the Government Sector of City Model are the public

officials of the simulated city. They make public officials of the

simulated city. They make public policy, provide public services and

raise and disperse funds. Essentially, the Government Sector consists

of two components: the elected officials from each jurisdiction

(Chairman and Councilmen) and the appointed officials who represent the

bureaucracy. The bureaucracy includes at least five departments:

Assessment, Schools, Municipal Services, Highway, and Planning and

Zoning. It may also include a Utility Department, a Bus Company and a Railroad Company, though these operations can be privately owned and

operated.

A. The Chairman and Council (CH)

There is one Chairman and at least one Councilman from each

political jurisdiction in City are elected at the beginning of each

round by the social decision-makers who cast votes for the population

units which they represent. The Chairman and Councilmen have control

over the following aspects of governmental decision-making: appointments,

budgets, taxes, subsidies and welfare. Tlie extent to which they share

this power is an option which is open to the players themselves. Whether

they want to govern informally, or formally, accept bribes or extort

with government funds is subject to their own judgment. They must

remember, however, that they are responsible to the people and that

their behavior will be judged at the next election.

The Chairman and Councilmen must appoint players to serve as decision-makers in the bureaucratic departments. These appointments

may be made on the basis of any criteria. Nevertheless, it must be

noted that the representatives of each department will be responsible

to the Chairman and Councilm.en, The greater extent to which these

departments are willing to cooperate with the elected representatives

of the people, the greater are the chances that they will get the funds

they need to operate their departments and therefore provide quality

services to the public.

B. Chairman Decisions

The Chairman of the city can make any or all of the following

decisions during a given round: appropriate funds, distribute

subsidies, change tax rates, set welfare payments, and float bonds.

The Chairman has a current account only; all tax revenues and expenditures

are through that account. Any unspent departm.ent funds remain in the

department's treasury; they do not revert to the Chairman's account.

60
1. Appropriate Funds ($CASH)

The Chairman and Council in every Jurisdiction are responsible for

formulating the budget for the operation of the government departments.

Basically, the budgetary process involves the allocation of appropriations

to the various departments. Departments which receive appropriations are:

Schools, Mmicipal Services, Highways, and Planning and Zoning. The

Utility Department, Bus and Rail Companies receive income from user

charges and fares; therefore, they do not receive direct appropriations.

There is no formal manner in which players representing the various

departments are expected to file appropriations requests with the

Chairman.

The Chairman must be sure to indicate whether he is appropriating

money to the capital or current account of a given department or both.

For example, when appropriating money for purpose of constructing new

facilities or purchasing land, that money must go to a capital account.

On the other hand, funds for the normal operation or maintenance of a department should be appropriated to the current account of that department.

All appropriations will automatically continue at previous rates unless

an input change is issued in subsequent rounds .

2. Distribute Subsidies ($CASH)

Subsidies may be given to the Utility Department, the Bus Company,

the Rail Company, or to any economic decision-maker. It is only necessary

to specify the account (capital or current) to which the money is being

subsidized. A subsidy is granted for one round only, unlike an appropriation.

3. Transfer Case ($CASH)

The Chairman may transfer cash to any government department or

to an economic decision-maker. A cash transfer shows up in the

receiver's account as "miscellaneous" income or revenue. Like

a subsidy, a cash transfer occurs only for one round. Cash transfer

is the only method by which the Chairman can grant funds to a department

in another jurisdiction.

4. Set Tax Rates ($TAXES)

Taxes constitute the chief source of revenue for the operation

of the urban government in City Nfodel. There are four types of local

taxes in City Model: Property, income, automobile, and sales. The

Chairman may specify the rate at which these taxes are to be levied

and the computer will automatically collect the tax revenue. If the

Chairman does not set tax rates for a given roijnd, the computer will

collect taxes at the previous rate. The methods by which the taxes

are calculated by the computer differ for each type of tax.

61
a. Property Taxes

There are two types of property taxes : land arid developments

.

Land tax is applied to all privately owned land. The tax paid is

determined by multiplying the percent of a parcel privately owned

times the assessed value of the parcel (set by the assessment department) times land tax rate. Development tax is applied to the economic

land use on a given parcel. The tax payment is determined by multiplying the assessed value of development of a parcel times development

tax rate.

b. Personal Income Taxes

A political jurisdiction may tax the personal income of either the

people who live there or the people who work there. A resident income

tax is paid by a population unit and is determined by multiplying the

resident income tax rate times gross wages of people who live in a jurisdiction.

Employee income tax is determined by multiplying the employee

income tax rate times gross income of the people who work in the

jurisdiction.

c. Automobile Taxes

Automobile taxes are also levied by a particular jurisdiction

on the people who live there and the people who work there. Automobile

resident tax is determined by multiplying the automobile resident

tax rate times the travel cost to work by automobile of the people

who live in the jurisdiction. Automobile employee tax is determined by

multiplying the automobile employee tax rate times the travel cost to

work of the people who work in the jurisdiction.

d. Sales Taxes

Sales taxes are levied on all purchasers of business goods and

business services and personal goods and personal services. There

are separate tax rates for goods and services. The tax is determined

by multiplying the sales tax rate on goods /services in the jurisdiction

in which the seller is located times the amount of purchase of goods/

services at each seller.

5. Set Welfare Payments ($OTHER)

Welfare payments are the equivalent of subsidies to the social

sector. The Chairman may set the welfare payment per unemployed worker.

The payments are distributed from the current account of the municipal

services department and the Chairman should appropriate the necessary

funds for these payments to the current account of that department.

62
Current federal/state aid is available to the municipal services

department for welfare payments . It is granted automatically (by

the computer) on the basis of two federal/state dollars for each local

dollar up to a maximum equivalent to $35 per resident of the jurisdiction.

6. Float Bonds ($OTHER)

Bonds can be defined as loans to the government sector and

are an additional source of revenue in City IV. There are two types

of bonds available : current and capital . Current bonds are automatically floated by the computer when a department's expenditures exceed its revenues. If the Chairman grants more in appropriations, subsidies and miscellaneous expenditures than he receives in

tax revenues, the computer floats a current bond for the ChairiRan

regardless of whether the departments actually spent the money.

A current bond has a term of two rounds and its payments are automatically deducted from the finances of the department or the

Chairman in equal installments beginning in the round after the bond

is floated. Capital bonds are available to the various departments to

finance capital projects. A capital bond has a term of 25 rounds and

must be floated by the Chairm.an. Interest rates on all bonds are determined by the Outside System (the computer) . No department

m.ay have more than 22 bonds outstanding at one time. All bond

payments are made, through current accounts (except Planning and

Zoning, which has only a capital account).

Further, the total allowable government debt is 15% of the

total assessed value of all land and buildings in the jurisdiction.

The debt limit for the various departments is 20% (Schools, Highways,

Chairman, Utilities) , 15% (Municipal Services) and 5% (Planning and

Zoning) of the total allowable government debt.

The Bus Company has a total allowable debt of 3% of the total

assessed value of all land and buildings on the board and the Rail

Company has a total allowable debt of 5% of the total assessed

value of land and buildings on the board.

63
C. The Bureaucracy

1. Common Characteristics

All government departments (except Assessment and Planning

and Zoning) share certain characteristics with economic sector land

uses. These characteristics are:

a. Development Level

Development level indicates the size of a development. Development

level ranges from 1 to 3 for all government land uses. Developnent level

is also a multiplier which affects land requirements, capacity, employment,

etc. (i.e., an SCI requires 16% of a square mile and an SC 2 requires

32% of a square mile)

.

b. Land Requirements

The land requirement is the amount of land required for a building

of the first level of development.

c. Value Ratio

The value ratio is the ratio of present value of a development to

its original value, times 100. Value ratio ranges from 0 to 100 and

indicates the physical condition of a development.

d. Depreciation

Depreciation is the rate at which a value ratio of a development

declines each year. This rate is applied to the original value ratio

of a development or equipment (i.e., 100).

e. Maintenance Level

The maintenance level is the level at which the value ratio is

to be maintained. Maintaining a development at a specific value

ratio involves purchases of business goods (BG) and business services

(BS) either from the Outside System or from local BG and BS establishments. The costs of maintenance are automatically deducted by the

conputer.

64
The common characteristics of the government land uses are summarized below;

Depart

ment

Schools

(SC)

Development Land

Level Requirements

1-3

Highways

(HY) 1-3

8% (HYl)*

121 (TMl)*

Value Depreciation Maintenance

Ratio (per annum) Level

0-100

0-100

2.0% 0-100

5.0Z** 0-100

Municipal

Services

(MS)

Utilities

(UT)

1-3

1-3

Rapid Rail

(PAIL) 1

Bus

(BUS)

121

20?

NA

41 surface

tracks

none

0-100

0-100

0-100

0-100

3.31

3.3"^

0-100

0-100

3.5^

(equipment) 0-100

3.5%

(equipment) 0-100

2. Source of Income

Aside from appropriations and bonding (previously discussed)

,

there are two other sources of revenue for most governmental departments

.

These sources are federal/state aid and miscellaneous income.

Federal/state aid is available to Schools, Highways, and Planning

and Zoning for capital expenses on federally- approved projects. School

and highway aid is for construction at approved sites; Planning and

Zoning is for purchases of parkland and is not restricted to specific

locations. If capital aid is granted to Schools or Highways, it is in

the form of a fixed ratio of aid to local funds spent. Current federal/

state aid is also available to the School and Mmicipal Services Departments.

Aid, once granted, is available until spent, limited only to whatever

location and level restrictions are imposed. This is explained in more

detail in the descriptions of the specific departments.

HY2 requires 12% and HY'3 requires 16%. TM2 requires 16% and TM3

requires 20%

Z is the actual use of a road segment divided by the effective

capacity of a road segment.

65
All public departments may receive income from miscellaneous

sources, such as the sale of land they own or cash transfers from

other departments or decision-makers in other sectors. Sources

of revenue such as this have great potential for varied uses. Cash

transfers can often be a gift (or in more realistic terms, a bribe)

to insure that a particular decision in the game goes a player's

way.

The remainder of this section will deal with the individual

departments and the specific characteristics relating to their

operation.

D. Assessment Department

The Assessment Department for each jurisdiction makes decisions

relating to the taxation of privately owned property (land and

developments) represented in the model. This department has the

opportunity to operate selectively on the property tax rates.

Whereas the Chairman sets the tax rates for land and developments

,

the Assessment Department controls the assessment rates on all

property.

1. Assessment Rate

The assessment rate is the rate at which land and developments

are valued in relation to their real market values for tax purposes.

For example, a land assessment rate of .50 means that the base to which

the land tax is applied is one half (50 percent) of the market value of

the land. The development assessment rate is applied to developments

owned by economic decision-makers and the land assessment rate is

applied only to the percent of privately owned land on a parcel owned by

an economic decision-maker.

2. Market Value

a. Land

The market value of all owned land is printed on the Fair Market

Value of Land Map. The market value of land will change for either

of two reasons

(1) After construction of a new development or an additional level of development on a parcel.

(2) After the purchase of a parcel by an economic

decision maker. The model assumes that the market

value of a parcel is always updated by the actual

purchase price of a parcel when an economic decisionmaker buys a parcel, as long as that price is not

less than the previously existing marxet value !

66
The market value of imov/ned land (i.e., owned by the Outside

System) is calculated but not printed until it is purchased -- on the basis of existing values of surrounding parcels and characteristics such as proximity to highways, terminals, erployment, residences

and the existence of utilities and zoning.

b . Developments

The market value of developments is determined by multiplying the

New Development Value times development level* times value ratio/100.

The New Development Values for the various land uses are given below:

Land Use New Development Value

FL $ 300,000,000

SG 240,000,000

MP 240,000,000

^IF 320,000,000

NL 150,000,000

EL 140,000,000

IE 180,000,000

FO 230,000,000

TA 120,000,000

PA 250,000,000

CR 250,000,000

NS 50,000,000

CI 120,000,000

BG 25,000,000

BS 10,000,000

PG 30,000,000

PS 10,000,000

RA 1,000,000

RB 6,000,000

RC 25,000,000

For exan^le, an FL2 with a value ratio of 90 would have a market value of $500,000,000 times 2 times .90 or $540,000,000.

Development level indicates the size and capacity of a building.

There are 3 possible development levels for all land uses except

residences, which have fifty.

67
Once a new development appears on a parcel, the market value of land

increases as a function of the Ratio of Land /Development Value. The minimum Ratio of Land/Development Value is summarized for all economic land uses

on page 69.

To determine the market value of land with a new development on it, the

computer multiplies the New Development Value times the development level times

the value ratio/100* times the Ratio of Land/Development Value.

For example, if an HIl (value ratio = 100) is upgraded to an HI2 (value

ratio = 100), the market value of land for the parcel would be $105,000,000

times 2 times 1 tiems .30 or $63,000,000.

There is one exception to this procedure . If the market value of the parcel

as determined by the above method is not greater than the previous market value,

the higher value will remain.

3. Assessed Value -

;

The assessed value of land and development is determined by multiplying

the assessment rate (set by assessment department) tiems the market value of

land or development. In the case of land, it must be remembered that the assess- ment rate is applied only to the market value of the portion of land which is

privately owned . For example, suppose economic decision-maker A owns 88% of

parcel 9228 and it has a market value of $500,000,000. The market value would

be .88 times $500,000,000 or $400,000,000. If the assessment rate is .50,

the assessed value of the privately owned land would be $220,000,000. The

land tax rate (determined by Chairman) would then be multiplied by that figure

to determine the amount of land tax to be paid.

E. Assessment Department Decisions

The Assessment Department may make any or all of the following decisions

duimg a round or play:

1. Change Development Assessment Rates (D) for all Land Uses

Jurisdiction-Wide .

;

2. Change Development Assessment Rates for particular land uses only

(DHI, DLI, DNS, DC I, DBG, DBS, DPG, DPS, DRA, DRB, DRC) . This means that

certain developments will have different assessment rates from others.

3. Change Land Assessment Rates (L) for all privately owned parcels

Jurisdiction- Wide .

4. Change Land Assessment Rates for parcel with particular land uses

( LHI , LLI , LNS , LCI , LBG , LBS, LPG, LPS, LRA, LRB, LRC) . This means that

parcels with a particular land use on them may be assessed at a different rate

rate from other parcels.

5. Define Special Zones. Different development assessment rates; development assessment rates for a particular land use; land assessment rates, or

land assessment rates for parcels with a particular land use may be in effect

in a special zone. Special zones are one or more parcels where any of these four

assessment rates may be applied differently from the rest of the jurisdiction.

Special zones are in effect for one round only, and if they are to remain in

subsequent rounds, they must be redefined.

68
MINIMUM RATIO OF LAND/DEVELOPMENT VALUE

Land Use New Development Value*

Minimum Ratio of

Land/Deve1 opment

Value

FL $ 300,000,000 30.0%

SG 240,000,000 30.0%

MP 240,000,000 30.0%

MF 320,000,000 30.0%

NL 150,000,000 30.0%

EL 140,000,000 30.0%

TE 180,000,000 30.0%

FO 230,000,000 30.0%

TA 120,000,000 30.0%

PA 250,000,000 30.0%

CR 250,000,000 30.0%

NS 50,000,000 30.0%

CI 120,000,000 30.0%

BG 25,000,000 25.0%

BS 10,000,000 25.0%

PG 30,000,000 25.0%

PS 10,000,000 25.0%

RA 1,000,000 20.0%

RB 6,000,000 10.0%

RC 25,000,000 5.0%

*These figures assume a value ratio (or quality index for residences) of

100. Value ratio and quality index indicate the physical condition of a building. For example, a BG with a value ratio of 75 has depreciated by a factor of 25% of its original development value.

69
6. Make Special Assessments for individual parcels. In this

case the Assessment Department may override the existing value and

input its own assessed value for a particular parcel of land or a particular development.

When making decisions and coding them on the input decision

form, the decision-maker representing the Assessment Department must

be careful to observe a certain order. All jurisdiction-wide assess- ment decisions must be made first. After these decisions are made,

special zones may be defined. The special rates which are to be in

effect in a special zone must follow immediately after that particular

zone is defined; otherwise, the computer will impose the same rates

as have been previously specified on a jurisdiction-wide basis. Finally,

only special assessments for a particular parcel may be made after

special zone rates are specified. To summarize the order of assess- ment decisions:

1. Change assessment rates jurisdiction-wide.

2. Define special zones

3. Specify assessment rates for the special zone just

defined.

4. Make special assessments

All assessment decisions are in effect for one round only .

F. School Department (SC)

1. Enployment and Capacity

The School Department hires teachers from the high (PH) and

middle (PM) income population units only. There are 120 teachers

in a PH and 160 teachers in a PM.

Schools have an optimal employment mix. This mix, however,

does not determine output, but rather the number of students which a school can serve (i.e., design capacity).

This relationship is given below for an SCI

Design Capacity (students) as a Function of Enployment Mix

PM Units 0 1 2 3 4 5 6

PH Units

0 2,520 4,140 6,840 9,900 12,240 13,140

70
The relationship given for an SCI continues below:

Design Capacity (students) as a Function of Employment Mix

PM Units 0 1 2 3 4 5 6

PH Units

1 3,600 5,910 8,460 11,200 13,320 15,300 17,100

2 7,200 9,900 12,600 15,500 17,460 19,440 21,240

3 10,800 14,040 16,920 20,000 21,960 23,760 25,560

4 13,140 17,460 21,060 23,400 25,200 27,000 28,620

5 17,100 20,700 23,400 26,640 28,440 30,000 31,500

6 19,800 23,850 26,820 29,880 31,320 32,850 34,200

The optimal employment mix of an SCI is 3 PM teachers and 3PH

teachers. This mix creates a design capacity of 20,000 students.

The per student cost (In salaries) increases.*

The value ratio also affects capacity. For example, the

design capacity of an SCI with 2 PH teachers and 4 PM teachers is

17,460 students, but its effective capacity is determined by multiplying

its design capacity times value ratio/100. Therefore, the effective

capacity of the SCI with a value ratio of 80 would be:

17460 X -12. = 13,968 students

100

The use index of a school is determined by dividing its use by its effective capacity and multiplying the result by 100. If

the use index is greater than 100, the school is overcrowded.

Overcrowded schools contribute to dissatisfaction and thus to migration in the social sector.

2. School Assignments

Students are assigned to schools by the computer Middle and

high income families have certain criteria for the school in their

district. If the school fails to meet these criteria, these students

will be assigned by the computer to private schools at the expense of

the population unit they represent. For high income students the

school must have (1) a student/ teacher ratio of at least one teacher

per 18 students, (2) a value ratio above 80, and (3) at least 1 PH

teacher unit for every PM teacher unit. Middle income students will

not attend public school unless there is (1) a student/teacher ratio

Development levels indicate the size of a building and are multiples

for other factors as well. For example, a SC2 with 6 PH teachers and

6 PM teachers has a design capacity of 40,000 students.

71
no greater than 21-1 (2) a value ratio o£ 60 and (3) at least 3 PH teacher

units to every 4 PM teacher units. Students of the low socio-economic

class go to the public school in their district regardless of the high

and middle class criteria, unless their residence location is excluded

from a district. The costs of private education are $37,500 per PH

(130 Students), $25,000 per PM (140 Students), and $12,500 per PL

(100 Students).

3. Adult Education

The School Department can offer courses in adult education on a jurisdiction-wide basis. Thus, adult education is not tied to a particular location or school. The number of population units hired from the

PH and PM classes on part-time basis determines the capacity of the adult

education program to serve population units who allocate time for free

adult education.

All adult education teachers are part-time workers. The department

indicates the number of time units to be hired from the high and/or

middle population classes. One part-time employment unit of middle

income teachers supplies one adult teacher unit while one part-time

en^loyment unit of high income teachers supplies one-and-one-half

adult teacher units. One adult teacher unit provides 10 units of

adult education. Adult education teachers are paid the same way all

part-time workers are paid; on a percent basis of the full-time job

they fill. (See Social Sector: Time Allocation).

The requirements for part-time education are summarized below:

Typical Cost of One Units of Adult Education

Teachers Part-Time Teacher Unit Per Part-Time Teacher Unit

PH $15,000 15

PM $10,000 10

4, Revenues

The School Department receives revenue to its current and capital

accounts from various sources. These include:

a. Appropriations . These are funds distributed to the

current and/or capital account of the department by the chairman.

b. Federal/State Aid . Current federal/state aid is automatically

granted to the department in the amount of $225 for each student enrolled

in public schools in the jurisdiction. Capital federal/state aid may be

applied to the construction of new schools

.

72
c. Bonds. Current bonds are automatically floated by the

computer if the current expenditures of the department exceed its current

revenue. Current bonds have a duration of two years and the interest rate

is set by the computer. Capital bonds may be floated for a department

by the Chairman, subject to a referendum by the social sector. Capital

bonds have a duration of 25 years and interest rate is set by the computer.

d. Miscellaneous . These revenues include such items as cash

transfers to the capital or current accounts of the department and income

from the sale of land (capital account only)

.

5 . Expenditures

The School Department spends money on the following items

:

a. Goods and Services . The School Department must purchase

business goods (BG) and business" services (BS) for the normal operation

of its schools and for the maintenance and/or renovation of its schools.

BG and BS may be purchased either from establishments owned by local

economic decision-makers (competitive prices usually range around $100,000

per unit) or from the Outside System (i.e., the computer) at fixed prices

of $130,000 per unit. Goods and services are purchased locally only if

contracts are made.

The goods and services requirements of a level one school (SCI) are outlined below:.

BG BS

For Renovation and/or Maintenance 2 units .7 units

For Normal Operation of an SCI 8 units 3 units

b. Full-Time Salaries . The typical salary for a PH worker is

$10,000, and the typical salary for a PM worker is $5,000. There are 120

workers (teachers) in a PH and 160 workers (teachers) in a PM.

c. Miscellaneous . These expenditures include cash transfers

from the capital or current accounts of the department to an economic

or government decision-maker, or from one account to another account.

d. Bond Payments . These include payments on interest and

principal of outstanding capital bonds and current bonds floated by

the department.

e. Adult Education . These are salaries for part-time

workers for adult education. On PH part-time teacher unit costs

$15,000 and supplies 15 units of adult education. One PM part-time

teacher unit costs $10,000 and supplies 10 units of adult education.

73
f . School Construction . This includes funds expended for the

construction of a new school, the up-grading of an old one, or the

demolition of a school. The "typical" cost of an SCI is $27,000,000.

If a local construction industry (CI) does not offer a fair price, a school can be constructed by the Outside System at a fixed cost of

$35,100,000. The "typical" demolition cost for an SCI is $5,400,000.

The fixed demolition cost (Outside System) is $7,020,000.

g. Land Purchase . This includes expenditures for the

purchase of land from government or economic decision-malcers or the

Outside System.

G. School Department Decisions

The School Department is responsible for providing educational

facilities to the residents of the simulated area. In order to accon^lish

this, the School Department may make any or all of the following decisions

purchase land, change employment, change maintenance level, make contracts

for BG and BS purchases, change district boundaries, transfer cash, change

salaries, build schools, request federal/state aid, and provide adult

education.

1. Purchase Land ($PU)

The School Department may purchase land from either of two sources

another decision-maker who owns the parcel or the Outside System (i.e.,

the computer). „- :;

VJhen purchasing land from another decision-maker the department must

buy undeveloped land in portions of 4% of a square mile (i.e., 4, 6, 12,

16, ... 92, 96, 100%) and the terms of the purchase are arrived at by

mutual agreement. When bidding on land owned by the computer, the

department must also purchase lots in portions of 4%. The bidding price

may be determined from the Fair Market Value Map or from other sources

at the disposal of the department.

2. Change Employment ($aTT)

The School Department has an employment mix which describes its

capacity of students. Further, the ratio of PH to PM teachers affects

what classes of students will attend a particular school. The School

Department can request a different employment mix at any school and

if there are PH and PM workers available and fair salaries are offered,

the coir^uter will assign new teachers to that school.

74
3. Change Maintenance Level C$CVPT)

Each school has a value ratio which describes the quality of the

building, affects capacity, and determines the type of students who will

attend that school. School buildings depreciate at a constant rate of

21 per round. Decision-makers in the School Department can counter the

effects of depreciation (i.e., a declining value ratio] by specifying

a maintenance level at which the value ratio of a school is to be maintained. Maintenance and/or renovation (i.e., raising the maintenance

level above value ratio) involves purchases of business goods and

business services either from local BG and BS establishments or from

the Outside System.

4. Award Contracts C$CVPT)

The School Department purchases business goods (BG) and business

services (BS) for the maintenance and normal operation of each of its

schools. The department may contract to buy from local BG and BS

establishments owned by economic decis ion -makers (competitive prices

ususally range around $100,000 per unit), or it will automatically buy

from the Outside System at $130,000 per unit of BG or BS.

5. Change District Boundaries ($REDIST)

Each school serves a school district and there must be only one school per district. The original districts are printed on first

round computer maps. The decision-maker representing the School

Department may alter district boundaries at any time. This allows him

to do such things as relieve overcrowding in one district if there is

an under-crowded school in an adjacent district. Two districts may not

overlap (i.e., serve same parcel), nor can they be discontinuous.

The parcel on which a school is located is automatically in its

district.

6. Transfer Cash ($CASH)

The School Department may transfer cash between its own capital

or current accounts, to the capital or current accounts of other

departments or to the Chairman, or to an economic decision-maker.

7. Change Salaries ($OTHER)

The School Department is in competition with establishments in

the economic sector for PH and PM workers to fill teaching positions.

The typical salary for a PH worker is $10,000, and the typical salary

for a PM worker is $5,000. The School Department may change salaries

at any time, but when doing so, the changes go into effect for all

teachers and not just those at a given school.

75
8. Build Schools ($BUILD or $OUBLD)

The School Department may build new schools, upgrade (i.e., add

an additional level of development), or demolish old ones. Construction

may be accomplished either by the local CI or by the Outside System

at 1.3 times the typical cost. The typical construction cost of an

SCI is $27,000,000 and the demolition cost is $5,400,000 by a CI.

Schools may be located on any parcel, but only one school can be on a parcel. All construction requires one full round to complete. An SCI

requires 16% of a square mile.

9. Request Federal/State Aid ($FSA)

Schools are eligible for two types of Federal/state aid:

current and capital. The School Department automatically receives aid

for current expenditures in the amount of $225 for each student enrolled

in the system.

Decision-makers must request Federal/state aid for capital expenditures

(i.e., the construction of new facilities). If granted, it must be matched

dollar for dollar by local funds . Aid for construction and upgrading

on a maximum of 3 schools, if the city is under 1,000,000 in population,

and for two more schools for each additional million of population in

the city may be requested each round. If aid is approved for a construction site, the aid is available for only that location and only up to

the approved development level. Hiere is a 60% chance of acceptance of

the first request if the ratio of students per school (first level of

development) is about 18,000/1. The chances increase slightly as the

ratio increases. The second request has a 40% chance of acceptance,

which varies with the same criteria. All other requests have a 30%

chance. Aid should be requested one round before construction is

intended

.

10. Request Teachers for Adult Education ($OTHER)

The School Department can provide adult education by specifying

the number of high and middle income units in adult education requested.

These units will be provided if sufficient part-time teachers are available .

H. Municipal Services Department (MS)

The function of the Municipal Services Department is to provide

the equivalent of fire, police and sanitary service to the simulated

area. This service is expressed in terms of IE units.
1. Employment and Capacity

The Niinicipal Services Department employs from the middle (PM)

and low (PL) income population units only. There are 160 workers in

a PM and 200 workers in a PL unit. Like schools, the design capacity of

an MS plant is determined by its employment mix. This relationship is

summarized below for a level one plant (MSI)

Design Capacity (MS units) as a Function of Employment Mix

PL Worker

Units 0 1 2 3 4 5 6

PM Worker

Units

0 140 230 380 500 680 730

1 200 330 470 620 740 850 950

2 400 550 700 860 970 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

1,670

1,590

5 950 1,150 1,300 1,480 1,580

1,740

1,750

6 1,100 1,325 1,490 1,660 1,825 1,900

The optimal employment mix of an MSI is 3 PM workers and 3 PL

workers. This mix creates a design capacity of 1,100 MS units. The

per unit cost (in salaries) of operating an MSI is least at this mix.

At any other employment mix the per unit cost (in salaries) increases.*

Value ratio also affects the capacity of an MS plant. For example, an MSI with 4 PL workers and 2 PM workers has a design capacity of 970

MS units. The effective capacity of an MS plant is determined by multiplying its design capacity times the value ratio/100. Suppose that the

value ratio was 80, the effective capacity would be:

970 X^ = 776 MS units

100

2. Drain on Municipal Services

As in a real city, all private developments require municipal services.

The drain (or "loading") of MS units by the various land uses at the first

level of development is summarized on the next page.

Development levels indicate the size of a building and are multiples

for other factors as well. For example, an MS2 with 6 PM workers and

6 PL workers has a design capacity of 2,200 MS units.

77
DRAIN OF MS UNITS BY LAND USES

Land Use

FLl

SGI

IvIPl MFl

NLl

ELI

TEl

FOX

TAl

PAl

CRl

NSl

BGl

BSl

PGl

PSl

RAl

RBI

RCl

Drain (MS Units)

150

50

200

150

100

150

200

250

150

200

300

50

25

10

30

10

10

60

250

78
The quality of MS service affects depreciation of economic land uses and social sector dissatisfaction. Quality of service deteriorates when

effective capacity. The factor by which land uses served by an MS

plant depreciate is expressed in terms of the MS Use Index.

j^jg Use Index = Actual Number of MS Units Drained x 100

iiftective Capacity ot MS Plant

(Note: An MS Use Index will never be computed above 200.)

In other words, an MS plant with a Use Index greater than 100

is being overused and depreciation and dissatisfaction will be increased.

3 . Revenues

The Municipal Services Department receives income for its current

and capital accounts from various sources . These include

a. Appropriations . These are funds distributed to the

current and/or capital accounts of the department by the Chairman.

b. Federal/State Aid . Current federal/state aid is automatically granted to the department for welfare payments. Aid is

granted to the department for welfare payments. Aid is granted on the

basis of two federal/state dollars for each local dollar up to a maximum

equivalent to $35 per resident of a jurisdiction. The Municipal Services

Department is not eligible for capital federal/state aid.

c. Miscellaneous . This income includes such items as cash

transfers to the capital or current account of the department and income

from the sale of land (capital account only)

d. Bonds . Current bonds are automatically floated by the

conputer if the current expenditures of the department exceed its

current revenue. Current bonds have a duration of two years and the

interest rate is set by the computer. Capital bonds may be floated

for a department by the chairman, subject to a referendum by the social

sector. Capital bonds have a duration of 25 years and the interest rate

is set by the computer.

79
4 . Expenditures

The Municipal Services Department spends money in the following items

a. Welfare Payments . Welfare payments for unemployed workers

are specified by the Chairman but distributed from the current accounts

of the Municipal Services Department.

b. Goods and Services . The Mmicipal Services Department must

purcliase business goods (BG) and business services (BS) for the normal

operation of its plants and for the maintenance and/or renovation of its

plants. BG and BS may be purchased from either local establishments

owned by economic decis ion- makers (competitive prices usually range

around $100,000 per unit) or from the Outside System (i.e., the computer)

at fixed prices of $130,000 per unit. Contracts must be made if purchases

are to be from local establishments.

The goods and services requirements of a level one plant (MSI) are outlined below:

BG BS

For 1% Renovation and/or Maintenance 2 units 1 unit

For Normal Operation of an MSI 7 units 3 units

c. Miscellaneous . These expenditures include cash transfers

from the capital or current accounts of the department to another government or economic decision-maker, or from one account to another account.

d. Salaries . The typical salary for one PM worker is

$5,000, and the typical salary for one PL worker is $2,500. There

are 160 workers in a PM and 200 workers in a PL unit.

e. Bond Payments . These include payments on interest and

principal of outstanding capital and current bonds floated by the

department

.

f. Construction . This includes funds expended for the

construction of a new MS plant or the demolition of an old one. The "typical" cost of an MSI is $30,000,000. If a local construction

industry (CI) does not offer a fair price, an MS plant can be constructed

by the Outside System at a fixed cost of $39,000,000. The "typical"

local demolition cost is $6,000,000 and the fixed demolition cost

(Outside System) is $7,800,000.

g. Land Purchase . This includes expenditures for the

purchase of land either from a government or economic decision -maker or from the Outside System.

80
I. Municipal Services Decision

In order to provide adequate services to the city, the Minicipal

Services Department may make any or all of the following decisions

during a round of play: Purchase land, change employment, change maintenance level, make contracts for BG and BS purchases, change district

boundaries, transfer cash, change salaries, build, upgrade or demolish

MS plants.

1. Purchase Land ($PU)

The Minicipal Services Department may purchase land from either

of two sources: another decision-maker who owns land or the Outside

System (i.e., the computer). When purchasing land from another decisionmaker, the department must buy undeveloped land in portions of 4% of a square mile (i.e., 4, 8, 12, 16, ... 92, 96, 100%) and the terms of the

purchase are arrived at by mutual agreement. When bidding on land owned

by the Outside System, the department must also purchase lots in portions

of 4%. The bidding price may be determined from the Auction Asking Price

Map.

2. Change Employment ($CVPT)

Like the School Department, the Minicipal Services Department has an employment mix which describes its capacity to produce MS service (i.e.,

MS units) to the community. The Minicipal Services Department can request

a different employment mix at any MS plant, and if there are PM and PL

workers available and adequate salaries are offered, the computer will

assign new workers to that plant.

3. Change Maintenance Level ($CVPT)

Each MS plant has a value ratio which describes the quality of

the building and affects the ability of that plant to produce at its

design capacity. MS plants depreciate at a constant rate of 3.3% per

round. Decision-makers in the Minicipal Services Department can counter

the natural effects of depreciation (i.e., a declining value ratio) by

specifying a maintenance level at which the value ratio of an MS plant

is to be maintained. Maintenance and/or renovation (i.e., raising the

maintenance level above the value ratio) involves purchases of business

goods and business services either from local BG and BS establishments

or from the Outside System.

4. Award Contracts ($CVPT)

The Minicipal Services Department purchases business goods (BG) and

business services (BS) for the maintenance and normal operation of each

of its plants. BG and BS may be purchased either from local BG and BS

establishjients as the result of a contract agreement (the competitive price

usually ranges around $100,000 per unit) or from the Outside System at a fixed price of $130,000 per unit.

81
When awarding contracts for BG or BS, the department must specify

the location of the BG or BS establishment, the percentage of its total

purchases which it will buy there, as well as the priority which it

awards to each establishment.

5. Change District Boundaries C$REDIST)

Each plant must serve an MS district and there must only be one MS plant per district. The original districts are printed on first round

conputer maps. The decision-maker representing the ^imicipal Services

Department may alter district boundaries at any time. This allows an alternative course of action to building a new plant or upgrading or renovating an old one which is operating over capacity when the plant

in an adjacent district may be under capacity. Two districts may not

overlap (i.e., serve the same parcel), nor can a district be discontinuous. The parcel on which an is located is automatically in its district.

6. Transfer Cash ($CASH)

The Municipal Services Department may transfer cash between its own

capital and current accounts, to the capital or current accounts of other

departments or the Chairman, or to an economic decision-maker.

7. Change Salaries ($OTHER)

The Monicipal Services Department is in competition with business

establishments in the economic sector for PM and PL workers to fill

jobs. The typical salary per PM worker is $5,000 and the typical salary

per PL worker is $2,500.

8. Build, Upgrade or Demolish MS plants ($BUILD or $01JBLD)

The Minicipal Services Department may build new MS plants , upgrade

(i.e., add an additional level of development) or demolish old ones. Construction may be accomplished either by the local CI or by the Outside

System at 1.3 times the typical cost. The typical construction cost of an

MSI is $30,000,000 and the typical demolition cost is $6,000,000. An MSI

can be built by the Outside System at a fixed cost of $39,000,000 and demolished at a fixed cost of $7,800,000. MS plants may be located on any

parcel, but only one MS can be on a parcel. All construction requires one full round to conplete. An MSI requires 12% of a square mile.

J. Highway Department (HY)

The Highway Departm.ent is concerned with two types of developments

highways and terminals.

1. Highways

a. Types . There are three types of highways in City IV:

HYl, HY2, and HY3. An HY3 is the largest road and it requires 16% of

82
land from each side of the road. An HY2 requires 12% from each side

and an HYl requires 8% from each side. The type of highway (i.e., its

"size") determines its design capacity. The design capacity of the three

types of highways are 500 road units (HYl) ; 1000 road units (HY2) ; and

1500 road units (HY3) per mile segment.

The value ratio of a segment of highway will reduce its design

capacity by a function of VR/lOO times design capacity; the product is

equivalent to effective capacity.

Roads are used by population units to travel to and from employment

and shop locations and by basic industry (HI, LI, NS) and commercial

establishments (BG, PG, PS) to transport products to terminals and to

purchase the necessary goods and services for maintenance and normal

operations. Population units travel to work during peak-hour travel

only. A population unit consumes 10 road units per mile when traveling

to and from work by automobile. Buses also consume road units during

peak-hour. A bus (level 1) requires 50 units per mile; a bus (level 2)

requires 100 units per mile, and a bus (level 3) requires 150 units per

mile.

b. Depreciation . Highways depreciate as a function of use. The annual depreciation rate of a mile segment of highway is 5.0Z where

Z is the actual number of road units consumed divided by effective

capacity of the road segment.

c. Congestion . Congestion occurs when the use index

((Actual Use/Effective Capacity) x 100) of a highway is greater than

100. Congestion is recorded only during peak-hour travel. When

congestion occurs, it takes additional time for population units to

travel on highways in the city. The amount of additional time is

directly proportional to the amount of congestion on the highway.

For example, if the peak-hour congestion is 110%, the time to travel

a road is 10% greater than otherwise. Time consumed in transportation

to and from work affects the allocation of leisure time in the social

sector.

2 . Terminals

Terminals (TM) are used by HI, LI, and BG. HI and LI use terminals

to ship output to national demanders and BG receives goods from national

suppliers. A TMl supplies 10,000 capacity units; a TM 2 supplies 20,000

capacity units; and a TM3 supplies 30,000 capacity units. The consumption

requirements of TM users are summarized on the following page.

83
Land Use

Terminal Capacity Units

Consumed

HI 3,000

LI 1,000

BG 1 per unit sold

A terminal can only be in an intersection. Land requirements

for terminals are 12% (ThR) ; 16% (Tb2) ; and 20% (TM3) from each of four

comers

.

3. Revenues

The Highway Department receives income to its current and capital

accounts from various sources. These include:

a. Appropriations . These are funds distributed to the

current and/or capital accounts of the department by the Chairman.

b. Federal/State Aid . The Highway Department is eligible

for capital federal/state aid for the construction of new highways or the

upgrading of existing ones. Aid must be requested from the computer.

Tlie chances of a request being accepted are 80% for type 1 construction,

S0% for type 2 construction, and 50% for type 3 construction. The matching

ratio of federal/state funds to local funds for a HYl is 1 federal/state

dollar to 9 local dollars; for a HY2, 1:1; and for a HY3, 2:1.

c. Bonds . Current bonds are automatically floated by the

computer if the current expenditures of the department exceed its current

revenue. Current bonds have a duration of two years and the interest rate

is set by the computer. Capital bonds may be floated for the department

by the Chairman subject to a referendum by the social sector. Capital

bonds have a duration of 25 years and the interest rate is set by the

computer.

d. Miscellaneous . This income includes such items as cash

transfers to the capital or current account of the department and incomiC

from the sale of land (capital account only)

.

4. Expenditures

The Highway Department spends money on the following items

a. Road Maintenance . The Highway Department must purchase

business goods (BG) and business services (BS) for the maintenance and/or

renovation of its roads. BG and BS are purchased by the Higliway Department

84
at fixed costs from the Outside System. The goods and services

costs per mile maintained for 1% renovation and/or maintenance are outlined below:

Road Type BG BS

HYl $ 7,000 $1,000

HY2 14,000 2,000

HY3 21,000 3,000

b. Bond Payments . These include payments on interest and

principal of outstanding capital and current bonds floated by the

department

c. Miscellaneous . These expenditures involve cash transfers

from the capital or current accounts of the department to an economic

or govermnental decision-maker, or from one account to another account.

d. Ro ad and Terminal Cons t ruet i on . The Highway Department can

build, upgrade or demolish highways and terminals. The "typical" cost of

a HYl is $800,000 per mile, and the "typical" demolition costs of $160,000

per m.ile and $2,800,000, respectively. If a local construction industry

(CI) does not offer a fair price, building can be done by the Outside

System at fixed prices of $1,040,000 per mile of HYl and $18,200,000

for a TMl. Outside System demolition costs are $208,000 per mile for a HYl and $3,640,000 for a BE.

e. Land Purchase . This includes expenditures for tlie purchase

of land either from a governmental or economic decision-maker or from

the Outside System.

f . Miscellaneous . These expenditures involve cash transfers

from the capital or current accounts of the department to another government or economic decision-maker, or from one account to another account.

K. Highway Department Decisions

The Highway Department is responsible for all roads and terminals

in the simulated city. The Highway Department may make any or all of the

following decisions during a round of play: purchase land, transfer cash,

change maintenance levels , build highways and terminals , request

federal/state aid.

Although an HY2 does not require twice as much land as an HYl , its

construction cost is double that of an HYl. Likewise, an HY3 costs three

times that of an HYl. A TM2 costs twice as much and a TM3 three times as much as a TMl.

85
1. Purchase Land ($PU)

The Highway Department may purchase land from either of two sources

another decision-maker or the Outside System (i.e., the computer). l\'hen

purcliasing land from another decision-maker, the department must buy

undeveloped land in portions of 4% of a square mile (i.e., 4, 8, 12, 16

... 92, 96, 100%) and the terms of the purchase are arrived at by mutual

agreement. When bidding on land owned by the Outside System, the department must also purchase land in portions of 4%. The bidding price may be

determined from the Fair Market Value Map or from other sources available

to the department.

When purchasing land for the purpose of building highways, it is

important to remember that highways require land form both sides of the

road. These requirements are S% from each side for HYl, 12% from each side

for HY2 and 16% from each side for HY3. Terminals require land from all

four comers of an intersection. These requirements are 12% from each

comer for a TMl, 16% from eacli comer for a TM2 and 20% from each comer

for mz.

2. Transfer Cash ($CASH)

The Highway Department may transfer cash between its own capital and

current accounts , to the capital or current accounts of other departments

or the Chairman or to an economic decision-maker.

3. Change Maintenance Level ($CVPT)

Each type of highway (HYl, HY2 , HY3) has a value ratio which describes

the quality of the road and affects its capacity. Highways depreciate

at a yearly rate of .05Z and where Z is the actual number of road units

consumed divided by the effective capacity of the road. Dec is ion-makers

in the Highway Department can counter the effects of depreciation (i.e.,

a declining value ratio) by specifying a m.aintenance level at which the

value ratio of each type of highway is to be maintained. Maintenance

and/or renovation (i.e., a declining value ratio) by specifying a maintenance level at which the value ratio of each type of highway is to be

maintained. Maintenance and/or renovation (i.e., raising the maintenance

level above the value ratio) involves purchases of business goods (BG)

and business services (BS) at fixed costs from the Outside System.

4. Build Highways and Teminals ($BUILD or SOlimD)

The Highway Department may build new highways or terminals , upgrade

(i.e., add an additional level of developmental or demolish old ones. Construction may be accomplished by either a local CI or the Outside

System at 1.3 times the typical cost. Typical construction costs are $800,000 per mile for an HYl and $14,000,000 for a ThR. Demolition costs

are $160,000 for an HYl and $2,800,000 for a Ba. Highways and terminals

86
can also be built and/or demolished by the Outside System at fixed costs.

Construction costs are $1,040,000 (HYl) and $18,200,000 (TMl). Demolition

costs are $208,000 (HYl) and $3,640,000 (TML). Terminals must be located

on intersections and road units located on road beds (i.e., vertical and

horizontal coordinates). All construction requires one full round to

coniplete.

5. Request Federal/State Aid ($FSA)

The Highway Department is eligible for capital federal/state aid

for the construction of new highways and the upgrading of highways at

specified locations. The chances of a request being granted are about

80% for construction of level one highways, 501 for construction of level

two highways, and 30% for construction of level three highways. The

matching ratio of federal/state funds to local funds for one level of

construction is 1:9; for two levels of construction, 1:1; and for three

levels of construction, 2:1.

L. Planning and Zoning Department (PZ)

The Planning and Zoning Department is responsible for zoning, the

acquisition of parkland and the creation and demolition of public

institutional land.

1 . Zoning

As the name of the department implies, the powers of this department

go somewhat beyond zoning. Tliis department has the powers at its disposal

to develop a master plan for the city for future redevelopment. It may

regulate at its discretion the location of all private construction by

enforcing zoning codes to which private developers must conform. The

implication of this power is that the players can exercise control over

the type of development built in the city. They have the ability to zone areas for suburban residential development, industrial parks, recreation

areas, etc., at their own discretion. The amount of planning which would

be instituted is up to the individual players representing the Planning

and Zoning Department.

2. Parkland and Public Institutional Land

The Planning and Zoning Department has responsibility for two types

of public land uses: parkland and public institutional land. Parkland

is equivalent to open space recreational areas and is used by the social

sector when they allocate time to recreation. Public institutional land

is equivalent to parkland with developments and represents such things

as museums, zoos, libraries and public golf courses. Public institutional

land can be created on a parkland at a cost of $1,000,000 per 4% of a parcel. Demolition costs per 4% are $200,000. All costs are paid to the

Outside System.

87
3 . Revenues

The Planning and Zoning Department receives income to its capital

account (it has no current account) from various sources. These include:

a. Appropriations . These are funds distributed to the department by the Chairman.

b. Bonds . Capital bonds may be floated for the department

by the Chairman subject to the approval of the social sector. Capital

bonds have a duration of 25 years and the interest rate is set by the

conputer.

c. Federal/State Aid . The Planning and Zoning Department is

eligible for capital federal/state aid for the purchase of parkland,

which may later be developed as public institutional land use.

d. Miscellaneous . This income includes such items as cash

transfers to the capital account of the department and income from the

sale of land.

4 . Expenditures

The Planning and Zoning Department spends money on the following

items

a. Bond Payments . This includes payments on interest and

principal of outstanding capital bonds floated by the department.

b. Land Purchase . This involves purchases of undeveloped

land from a goverranental or economic decision-maker or the Outside System

for the purpose of providing parkland.

c. Public Institutional . This is an expenditure for the

development of parkland into public institutional use. Demolition of

public institutional uses is included in this item.

d. Miscellaneous . These expenditures involve cash transfers

from the capital account of the department to an economic or governmental

decision-maker.

M. Planning and Zoning Department Decisions

In order to accomplish its objectives, the Planning and Zoning

Department may make any or all of the following decisions during a round

of play: purchase land, change zoning, transfer cash, request federal/state

aid, and create or demolish institutional land uses.

88
1. Purchase Land C$PU)

The Planning and Zoning Department may purchase land from either

of two sources: another decision-maker or the Outside System (i.e.,

the computer). l\lien purchasing land from another decision-maker, the

department must buy undeveloped land in portions of 4% of a square mile

(i.e., 4, 8, 12, 16, ... 92, 96, 100%) and the terms of the purchase

are arrived at by mutual agreement. When bidding on land owned by the

Outside System, the department must also purchase land in portions of

4%. The bidding price may be determined from the Fair Market Value Map

or from other sources available to the department.

Any undeveloped land owned by the Planning and Zoning Department is

parkland (unless developed in public institutional use) and is used by

population units for recreation. One square mile of parkland provides

recreational space for 120,000 time units of time allocated for recreation.

2. Change Zoning ($CVPT)

The Planning and Zoning Department may change the zoning of any

parcel at any time. The various zoning codes in City IV are:

Land Use Classification

My Use 00 or -

Any Business 10

Any Manufacturing 20

HI * 21

LI * 22

CI 23

All Non-Manufacturing 30

NS 31

BG 32

BS 33

PC 34

PS 35

Any Residential 40

RA 41

RB 42

RC 43

Parkland 50

*NOTE: HI and LI refer to the eleven SIC categories.

89
The original zoning for the simulated area is printed on first

round con^uter maps. If the zoning for a parcel with an economic land

use on it is changed to a code prohibiting that land use, it means that

no further increments (levels of development) of that land use can be

built there.

3. Transfer Cash ($CASH)

The Planning and Zoning Department may transfer cash to the capital

or current accounts of other departments or to the Chairman, or to an economic decision-maker.

4. Request Federal/State Aid ($FSA)

The Planning and Zoning Department may file up to 3 requests

per round for capital federal/state aid for the purchase of parkland.

Aid for parkland does not need to be specified for specific locations

.

The chances of a request being granted are about 15%, but the probability

of acceptance increases as the amount of request decreases and the existing

ratio of population/square mile of parkland increases.

5. Create or Demolish Public Institutional Land Uses ($CVPT)

The department may develop parkland into public institutional

uses at a cost of $1,000,000 per 4% of a parcel (demolition costs

$200,000 per A% of a parcel). All costs are paid to the outside

economy. One square mile of public institutional land can serve

100,000 people on the national average.

N. Utility Departnent (UT)

The Utility Department is responsible for providing utilities

such as gas , water and electric power to economic developments . Units

of utility service are provided by utility plants. Utility plants have

three possible development levels. A UTl requires 20% of a square mile.

1. Installation of Service

WTien providing service to a parcel, the Utility Department installs

levels of service.* There may not be more than nine levels of service

on a parcel. Each level of service provides a certain number of utility

units. At least as many units must be provided as an economic activity

requires for operaiton. Once supplied service may not be talcen away from

a parcel. The installation costs for providing levels of service are fixed and deducted from the financial accounts of the department by the

con^uter. This information is summarized on the following page.

Levels of Service installed on a parcel (1 through 9) should not be

confused with the development level (1 through 3) of a utility plant.

90
Levels of

Service

Installation

Costs

Utility Units

Installed

1 $ 2,000,000 100

2 4,000,000 200

3 5,000,000 300

4 6,000,000 400

5 8,000,000 500

6 11,000,000 600

7 14,000,000 700

8 18,000,000 900

9 28,000,000 1,300

There is no design capacity of a utility plant. In terms of

operating cost, however, a UTl has a least cost (per unit) capacity

of 1500 units. The variable cost function of a UTl is given below:

Utility Per Unit Total

Units Served Operating Cost Operating Cost

300 $20,000 $ 6,000,000

600 13,333 8,000,000

900 9,629 8,666,667

1,200 7,777 9,333,333

1,500 6,667 10,000,000

1,800 7,407 13,333,333

2,100 7,936 16,666,667

2,200 8,080 17,777,778

2,500 8,444 21,111,111

2,800 8,730 24,444,444

(NOTE: If 1500 units is the least cost capacity of a UTl, this means

that if the per unit operating cost is above $6,667, the plant is not

operating at its optimum productivity level. Maximum profit also occurs at 1500 units served.)

35 Levels of Service installed on a parcel (1 through 9) should not be

confused with the development level (1 through 3) of a utility

plant.

91
Tlie units which a utility plant serves are the equivalent

o£ the drain o£ utility units by the land uses which require

utility service. The utility requirements of the various land

uses are given on page 93.

2 . Revenues

Unlike other departments, the Utility Department is a quasi-private company and cannot receive income to its current

or capital accounts from direct appropriations from the Chairman.

The department can, however, receive income from any of the

following sources:

a. Subsidies . These are public subsidies granted

by the Chairman to the current or capital accounts of the

department

.

b. Bonds. Current bonds are automatically floated

by the computer if the current expenditures of the department

exceed its revenues. Current bonds have a duration of two

years and the interest rate is set by the computer. Capital

bonds may be floated for the department by the Chaiman, subject to a referendum by the social sector. Capital bonds have

a duration of 25 years and the interest rate is determined

by the computer.

c. Miscellaneous . These revenues include such items

as cash transfers to the capital or current accounts of the department and income from the sales of land (capital account only)

.

d. Income from Users . Since the Utility Department

can set a price for its service, it earns income for every unit

of service which is consumed by the economic sector land uses. The "typical" price charged all utility charges from the accounts

of the economic activities and credits income to the Utility

Department

.

92
UTILITY REQUIRMENTS OF VARIOUS LAND USES

Land Use Type

FLl

SGI

MPl

MFl

NLl

ELI

TEl

FOl

TAl

PAl

CRl

NSl

BGl

BSl

PGl

PSl

RAl

RBI

RCl

Utility Requirements (Units)

50

100

700

100

100

200

200

300

100

300

400

76

112

71

99

77

4

26

117

^Development level is a multiple for determining utility requirements.

For example, a PG3 would require 297 utility units.

93
3 . Expenditures

The Utility Department spends money on the following items

a. Operating Costs . Total operating costs were discussed

earlier. Operating costs increase with the number of utility units

served; but the per unit operating cost is least at 1500 units.

The methods for determining operating costs are outlined below:

Let X = the number of utility units drained if X - 600,

Cost = ^^^"^Q^^"^ W + $4,000,000

if 600 < X - 1,500,

Cost = lli5°^^M(X - 600) + $8,000, 000

if X > 1,500,

Cost = (x - i500)+ $10,000,000

b. Miscellaneous . These expenditures include cash transfers

from the capital or current accounts of the department to an economic or

governmental decision-maker, or from one account to another account.

c. Bond Payments . These include payments on interest and

principal of any outstanding capital or current bonds floated by the

department

.

d. Plant Construction . This includes funds expended for the

construction of a new utiltiy plant, the upgrading of an old one, or

the demolition of an existing one. Utility plants must be constructed

by the Outside System. A UTl has a fixed construction cost of $30,000,000

and a fixed demolition cost of $6,000,000.

e. Extension of Service . These costs include installation

costs for levels of service and redistricting costs. The costs of

supplying utility service to a parcel are listed on the following

page.

94
Levels of Service Installation Costs

1

2

3

4

5

6

7

8

9

$2,000,000

4,000,000

5,000,000

6,000,000

8,000,000

11,000,000

1 ,000,000

18,000,000

28,000,000

There is also a fixed cost of $1,000,000 for redistricting one parcel already being served by a plant to another plant.

f. Land Purchase , This includes expenditures for the

purchase of land either from governmental or economic decision-makers

or from the Outside System.

0. Utility Department Decisions

In order to provide service and improve its operations, the

Utility Department may make any or all of the following decisions during

a round of play: purchase land, change level of utility service, transfer

cash change prices , and build utility plants

1. Purchase Land C$PU)

The Utility Department may purchase land from either of two sources:

another decision-maker or the Outside System (i.e., the computer). When

purchasing land from another decision-maker, the department must buy

undeveloped land in portions of 41 of a square mile (i.e., 4, 8, 12,

16 ... 92, 96, 100%) and the terms of the purchase are arrived at by

mutual agreement. l\'hen bidding on land owned by the Outside System,

the department m^ust also purchase land in portions of 41. The bidding

price may be determined from the Fair Market Value map or from other

sources available to the department.

2. Change Level of Utility Service ($CVPT)

In response to demands for increased utiltiy service, the Utility

Department can install additional levels of service to each parcel in the

simulated area or change the utility plant serving a parcel. The costs

of installing additional service were explained earlier When installing

service, the departm.ent mnast make sure that the new area being served

is contingent to a parcel v/hich already has at least one level of service

installed by the same plant. There is a fixed cost of $1,000,000 for

changing service at a parcel from one utility plant to another.

95
3. Transfer Cash (SCASH)

The Utility Department may transfer cash betu'een its own capital

and current accounts, to the capital or current accounts of other

departments or the Qiairman, or to an economic decision-maker.

4. Qiange Prices ($OTHER)

The Utility Department can change the prices which it charges per

unit of utility service. The "typical" price of utility service is

$10,000 per unit.

5. Build and Demolish Utility Plants ($OUBLD)

The Utility Department may build new plants or upgrade and demolish

existing ones. The fixed construction cost of a UTl is $30,000,000.

Construction is completed in the same round that the contract is submitted to the computer.

A utility plant which is serving no parcels may be demolished at

a cost of $6,000,000. All parcels which were previously served by such

a plant must be allocated to other plants before the computer will accept

the demiolition. Also, any economic developments on the same parcel as the plant must be demolished before the plant.

P. Bus and Rapid Rail Coirpanies

Although the Bus and Rapid Rail Companies are separate quasi

private departments, they will be treated in the same section due to

the similarities between the two. Neither is limited to a single jurisdiction; both have interjurisdictional authority.

The Bus Company and Rapid Rail Conpany provide additional modes

of transportation, (besides automobile) to the population units who

live and work in the simulated area. Population units take bus or

rail to work only ; they do not use either mode of transportation

for shopping.

1 . Capacity

The Bus and Rapid Rail Companies own rolling stock with three

possible levels of service (1, 2, and 3). Level of service indicates

the actual number of buses or railroad cars which may serve a particular

route

.

The number of passengers (capacity that can be effectively

served by a rail or bus route) is determined by its level of service.

A bus route with a level of service of 1 has a design capacity of

3,000 passengers and a rail route with a level of service of 1 has a

96
design capacity o£ 6,000 passengers.* Like highways, the design capacity

o£ a bus or rail route is not necessarily its effective capacity. Effective

capactiy is determined by multiplying the value ratio of equipment divided

by 100 times the design capacity. For example, if the value ratio of

equipment for the Bus Company is 85, the effective capacity of a level

2 bus route is 5100. Effective capacity can be further reduced by

employment. If the Bus or Rapid Rail Company receives only 75% of

the employees which it requested, the actual effective capacity of that

route is 751 (i.e., in the previous example .75 x 5100 = 3825).

It must be noted, however, that effective capacity does not refer

to the number of people who actually use a bus or rail. A bus or rail

route may serve less or more people than its effective capacity. For

example, the bus service with an effective capacity of 3825 may actually

be used by 6,000 people. In such a case the computer has decided for

these people (see "The Employment Process") that, despite the overcrov/ding, it is still cheaper in terms of time and money to take a bus

rather than another mode of transportation.

2 . Equipment

The Bus and Rapid Rail Companies do not buy individual pieces of

rolling stock. Rather, they purchase units of equipment for each mile

of service. One unit of equipment costs $10,000. Forty units of

equipment are required to operate a bus (level of service =1) for

one mile and 80 units of equipment are required to operate a rail

(level of service = 1) for one mile. Equipment is purchased from the

Outside System and its costs are automatically deducted by the computer.

3. Depreciation and Maintenance

Bus and rail equipment which is used depreciates at an average rate

of 3.5% per annum. Goods and services for maintenance are automatically

purchased from the Outside System (i.e., the computer) at fixed prices.

The costs of 1% maintenance or renovation are $40 per equipment unit

(goods) and $60 per equipment unit (services)

.

4 . Employment

The Bus and Rail Companies employ workers from middle income population

units (PM) only. They obtain their workers through the usual employment

process handled by the computer. One PM (160 workers) supplies 1,000

units of labor and 50 units of labor are required to operate a bus (level

of service = 1) or rail (level of service = 1) for one mile. One PM of

workers therefore serves 20 miles of a BUSl or RAILl.

Levels of service are multiples of other factors. For example, a rail

with three levels of service has a design capacity of 18,000 passengers,

three times as much equipment and three times as many employees as a rail at the one level of service.

97
5. Passenger Assignments

Passengers are assigned to travel to work by bus and/or rail by the

coiiputer. The basis upon which a population unit may or may not be

assigned to bus or rail transportation is the dollar value of their time.

This value is assigned by social decision-makers. The normal dollar value

of a time unit (based on typical salaries of $2,500 per low income (PL)

worker, $5,000 per middle income (PM) worker, and $10,000 per high income

(PH) worker is $25 for a PL, $50 for a PM and $100 for a PH.

Those population units with the lowest dollar value of time will

take the cheapest but probably the longest route of transportation to

work. Those population units with a high dollar value of time will

take a more expensive but quicker mode of transportation to work.

The following example will demonstrate how the computer considers

the dollar value of time. Let us say the transportation costs of a population unit are $150 per year to get to work by bus and by auto.

It also requires an extra 4 time units to travel by bus instead of auto.

If the dollar value of time for that population unit was set at $40,

it would cost them $150 plus 4 units times $40 (dollar value) or $310

to get to work by bus. To take auto, it costs $320 (no extra time units

consumed). Therefore, the conputer would assign the population unit the

bus mode to travel to work (i.e., $310 < $320).

In the same case, suppose the dollar value of time was set to $50.

Then, the total bus cost would be $150 plus 4 time units times $50 (dollar

value) or $350. Auto would cost only $320. Therefore, the computer would

assign these population units the auto mode to vv'ork (i.e., $320 < $350).

6. Routes

Buses travel along roads and trains go along tracks . The Bus

Con^any must therefore specify routes only on existing highways, while

the Rail Department can have routes wherever they build tracks , including

on the diagonal across parcels and either overground or underground.

Routes must begin and end at intersections. Further, although bus and

rail transport workers to and from their place of employment, the direction

of the route is specified in order to meet residence to work demands. For

example, assume that people live in the parcels above the line 15 and that

most employment locations are at parcels 7018, 7020 and 7220.

The routes that should be specified are the morning routes that

bring people to work. In this instance they are 7113 to 7119 (for bus)

and 7713 to 7119 (for rail) . A bus stops at every intersection but a rail will stop only where there are stations and there can only be

stations at intersections. In the example (page 90) therefore, the

rail has three stops: 7713, 7515, and 7119, In planning routes

decision-makers for bus and rail will often discover that a key element

involves the proximity of stops to parcels where the greatest number of

people work and/or live.

98
70 72 74 76 78 80 82 84 86

M

1 . r

L

1 L ;1

; L L L L

wi

h

W = Work Area = Rail Routes

L = Living Areas = Bus Routes

• = Railroad Station

99
7. Land Requirements

Although buses do not require land (they operate on highways),

surface rail tracks require 4% o£ land (on either side) per mile. In

the case of a diagonal track, it requires 4% of the land from each parcel

which it crosses. All land must be purchased by the company prior to

the construction of tracks. Underground rail tracks do not require land.

8 . Revenues

Like the Utility Department, the Bus and Rapid Rail Companies

are quasi-private departments and therefore do not receive direct

appropriations from the Chairman. Both conpanies, however, can receive

income from any of the follov;ing sources

;

a. Subsidies . These are public subsidies granted by the

Chairman to the current or capital accounts of either company.

b. Bonds . Current bonds are automatically floated by the

computer if the current expenditures of either company exceed current

revenues. Current bonds have a duration of two years and the interest

rate is set by the computer. Capital bonds may be floated for either

company by the Chairman subject to a referendum by the social sector.

Capital bonds have a duration of 25 years and the interest rate is

determined by the computer.

c. Fares . The primary source of income for the Bus Company

and Rail Company is the fares which they charge to passengers who use

their service. Fares are deducted by the computer from the accounts of

population units represented by social decision-makers on the basis of

250 trips to work and 250 trips from work each year (round)

.

d. Miscellaneous . These revenues include such items as cash transfers to the capital or current accounts of either company and

income from the sale of land (capital account of Rail Company only)

.

9. Expenditures

The Bus and the Rail Companies spend money on the following items

a. Vehicle Maintenance . This includes the cost of maintenance

and renovation costs of vehicles owned by the companies. It involves

purchases of goods and services at fixed prices from the Outside System

(i.e., the computer). The costs of 1% renovation or maintenance are

$40 (goods) and $60 (services) per equipment unit.

b. Salaries . Since both companies hire middle income (PM)

workers, they must offer competitive salaries. The "typical" salary

per PM worker is $5,000. There are 160 workers in a PM.

100
c. Bond Payments . These include payments on interest and

principal of any outstanding capital or current bonds floated by either

company

.

d. Miscellaneous . These expenditures include cash transfers

from the capital or current accounts of the company to an economic

or governmental decis ion -maker , or from one account to another account.

e. Vehicle Purchase . This is a capital expenditure for

the purchase of rolling stock. One unit of equipment (either bus or

rail) has a fixed cost of $10,000. If any stock is sold, this item

will subtract the selling price of stock and may indicate a negative

number which will be credited to the capital account of the company.

The selling price of a unit of equipment is defined as: .50 times

value ratio of equipment/100 times $10,000.

f. Station Construction . (Rail Company only). This includes

expenditures for building stations. All stations are built by the

Outside System and have a fixed construction cost of $1,000,000

and a demolition cost of $200,000.

g. Track Construction . (Rail Company only) . This includes

expenditures for the construction or upgrading of rail tracks. All

tracks are built by the Outside System^ and have a fixed construction

cost of $4,000,000 per mile (surface tracks) and $14,000,000 per mile

(underground tracks). Demolition costs are $800,000 per mile (surface

tracks) and $2,800,000 per mile (underground tracks). The cost of

diagonal tracks is a function of the hypotenuse of the triangle formed

by the rail segment. This relationship is explained below:

Distance for Diagonal Rapid Rail Segments

Horizontal Distance Between Stations

1 1.414 2.236 3.162 4.123 5.090

Vertical distance 2 2.236 2.828 3.606 4.472 5.385

between stations 3 3.162 3.606 4.243 5.000 5.831

4 4.123 4.472 5.000 5.657 6.403

5 5.099 5.385 5.831 6.403 7.071

In other words, a segment of surface track crossing a single (one

square mile) parcel diagonally does not cost $4,000,000, but 1.414

times 4,000,000 or $5,656,000.

h. Land Purchase . (Rail Conpany only). This item includes

expenditures for land purchased from the governmental or economic sectors or from, the Outside System (i.e., the computer).

101
Q. Bus and Rapid Rail Company Decisions

In order to operate efficient modes of transportation, the Bus and

Rail Companies may make any or all of the following decisions during

a round of play: change level of service, change routes, transfer

cash, purchase or sell stock, set fares, change salary, chaage maintenance level, purchase land and build rail lines and stations.

1. Change Level of Service ($ROljT)

The Bus and Rail Company may increase or decrease the level

of service on a particular route. There are three possible levels of

service for each mode of transportation. The design capacity (i.e.,

number of passengers that can be served) of each level of service is

Level of Service Design Capacity (Passengers)

Bus Rail

1 3,000 6,000

2 6,000 12,000

3 9,000 18,000

When changing levels of service, the Bus and Railroad Companies

should make sure that they have purchased sufficient equipment for

servicing the routes . The equipment requirements are

Level of Service Equipment Requirements (Units)

Bus Rail

1 40 per mile 80 per mile

2 80 per mile 160 per mile

3 120 per mile 240 per mile

(Note : The Bus Company can form a new route merely by adding at

least 1 level of service to a previously non-existent route. The

Railroad Company, however, must purchase land and construct tracks

in order to form a new route.)

2. Purchase or Sell Rolling Stock ($OTHER)

Tlie Bus and Rail departments may purchase new units of equipment

or sell old equipment. One equipment unit costs $10,000. The price

received for used equipment (sold to the Outside System.) is defined as:

.50 times value ratio of equipment/100 times $10,000.

102
3. Set Fares C$OTHER)

The Bus and Rail Companies may set the base and per miles fares

to be paid by passengers. Fares are automatically collected from the

accounts of population units represented as social decision -makers by

the computer. Fares are computed on the basis of 250 trips to work

and 250 trips from work per year (round)

4. Oiange Salary C$OTHER)

The Bus and Rail Company may specify the salary to be paid to its

middle income (PN!) workers. The typical salary per PM worker is $5,000.

There are 160 workers in a PM.

5. Change Maintenance Level C$OTHER)

In order to counter depreciation, the Bus and Rail Companies may

specify the level at which the average value ratio of rolling stock is to

be maintained. Maintenance involves purchases of goods and services from

the Outside System at fixed costs of $40 (goods) and $60 (services) per

equipment unit per 1% maintenance.

6. Transfer Cash ($CASH)

The Bus and Rail Companies may transfer cash between their own

capital and current accounts, to the capital or current account of

another department, or to an economic decision-maker.

7. Purchase Land ($PU)

The Rail Company only purchased land. Land may be purchased from

another decision-maker or from the Outside System. A rail requires ^%

of a square mile (from either side) for surface tracks, regardless of

the level of service.

8. Build Pail Lines and Stations ($RAIL)

The Rail Company may construct rail lines or stations. The fixed

costs of a rail line are $14,000,000 per mile for underground and

$4,000,000 per mile for surface tracks. A station costs $1,000,000.

All construction costs are paid to the Outside System. Tracks and

stations may not be demolished.

103
VI. COMPUTER OUTPUT

The computer output is one o£ the most important com.ponents of the

City Model operation. It portrays the economic, social and government

status of the simulated area at a given point in tim.e. Players make

decisions and feed them to the computer. New output is printed which

describes the changes that have occurred.

Since all output contains a lot of numbers, it is most important

that participants understand the numerical parameters in the City Model.

These numbers are discussed in the chapters for each sector and summarized

in the Master Sheets (Chapter VII) . It is recommended that participants

refer often to the Master Sheets when analyzing their output

.

There are two types of output in the City Model . General output

,

Sections A through F, is for use by all participants; it is important

to all three sectors. All other output is distributed to a particular

decision-maker in the economic, social or governmental sector. Furthermore, the decision -maker for which this output is intended is identified

on the heading of the output.

An explanation and samples of the output for the various sectors follow

A. Status Maps

1. Economic Status Map (Figure 1)

This map shows all of the roads and terminals and at most five

things for all privately owned parcels of land:

a. Ovmership - which economic decision-maker owns a particular

parcel. (Upper left hand comer)

b. Zoning - the zoning classification of a particular parcel.

(Upper right hand comer)

The zoning codes (set by the Planning and Zoning Department) are:

Land Use Code

Any Use 00

Any Business (includes HI, LI, NS, CI, 10

BG, BS, PC, PS)

Any Manufacturing 20

HI 21

LI 22

CI 23

104
The zoning codes set by the Planning and Zoning Department

continue below:

Land Use

Any Non-manufacturing

NS

BG

BS

PG

PS

Any Residential

RA

RB

RC

Parkland

HI includes FL, SG, MP, MF, NL, EL, TE

LI includes FO, TA, PA, CR

105

Code

30

31

32

33

34

35

40

41

42

43

50
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23 FI 4? 08

... _ . . _„ . — — 30 n^tRc. ns.PG.PS 43 or

31 NS 50 PARKlANn

1
c. Land Use Type and Level of Development - the kind

of land use which exists on a particular parcel and its level of

development (Center)

.

There are eleven economic uses . They are

Basic Industry

HI Heavy Industry:

FL - Furniture and Lumber

SG - Stone, Clay and Glass

MP - Primary Metals

MF - Fabricated Metals

NL - Nonelectric Machinery

EL - Electric Machinery

TE - Transportation Equipment

LI Light Industry

FO - Food

TA - Textiles and Apparel

PA - Paper

CR - Chemicals, Plastics

and Rubber

NS National Services:

insurance, consulting, etc.

Construction Industry

CI ... Construction:

building upgrading, demolition

Commercial Establishments

BG Business Goods:

intermediate products, raw

materials, etc.

BS Business Services:

computer, accounting,

legal, etc.

PG Personal Goods

food, drugs, appliances, etc.

PS Personal Services:

banking, restaurants, etc.

Residences

RA . Single family housing

RB Townhouses, garden apartments

RC Highrise apartment buildings

107
Development level ranges from 1 to h for all uses. The

integer number, h, is the ratio o£ the total. Percent of land

available for development (usually 1001) to the percent of land

required for one level of development of a particular land use. Development level indicates the size of the building and is a multiplier which determines capacity, land requirements, employment requirements, etc.

d. Percent of Undeveloped Land - the amount of land

which is privately owned but undeveloped on a given parcel.

(Lower right hand corner.)

All economic land uses require a percentage of the parcel for

development. The land requirements of economic land uses at the

first level of development are:

Land Use % of Square Mile

28

40

48

20

15

12

12

20

6

16

28

12

20

12

20

10

12

2

2

2

If an economic dec is ion-maker does not own 100% of a parcel, it is

because there may be government land uses on that parcel (i.e., a road,

utility plant, school, municipal service plant, terminal, parkland) or the land may be preempted from local use. To determine the location

of government land uses, see Government Status Map . Preempted land is

shown on Preempted Land Map .

FLl

SGI

MPl

MFl

NLl

ELI

TEl

FOl

TAl

PAl

CRl

NSl

Gil

BGl

BSl

PGl

PSl

RAl

RBI

RCl

108
Land uses at other levels o£ development require land in direct

proportion to the level. For example, an FL2 requires 56% of a square

mile, and an RB6 requires 12% of a square mile.

e. Level of Utility Service - the level of utility service

made available by the utility plant serving that parcel. (Lower left

hand corner.)

The utility requirements for the various economic land uses (at the

first level of development) are:

Utility Units Minimum

Land Use Required Level of Service

FLl 50 1

SGI 100 1 MPl 700 7 MFl 100 1

NLl 100 1 ELI 200 2 TEl 200 2 FOl 300 3

TAl 100 1

PAl 300 3

CRl 400 4

NS 76 1

BGl 112 2 BSl 71 1

PGl 99 1

PSl 77 1

RAl 4 1

RBI 26 1

RCl 117 2

2. Government Status Map (Figure 2)

This map shows the location of the following government land

uses

a. Schools - the location and development level of all

schools. (Indicated by "S" in upper right comer).

b. Percent of Parcel in Parkland - the location and amount

of all parkland. The amount of parkland is given in percentages of

the square mile parcel, (indicated by number in center).

109
c. Utility Plant - the location and level of development

of all utility plants. (Indicated by "U" in the lower right comer.)

d. Municipal Services Plants - the location and development level of all MS plants. (Indicated by "M" in the lower left

comer .

)

3- Social Decision-Maker Map (Figure 3a)

a. Social Decision-Maker Map - indicates which social

players make decisions for the low, middle, and high income population

units on parcels. The top letter on a given parcel represents the

social decision-makers for that parcel appear on this map.

b. Socio-Economic Distribution Map (Figure 3b)- this

map relates the economic activity of residence to population distribution

It provides the user with residence types and levels, number of Pi's

of each clan, road types terminal levels and jurisdiction boundaries.

The migration process allocates people to housing and the population

density that results is shown in Figure 5, the Demographic Map.

4. Topographical Restriction Map (Figure 4)

This map shows the percent of a parcel that may not be purchased

or developed by any local decision-makers. Land that is topographically

undevelopable includes mountains, rock outcrops, and swamps. None

of the area consumed by water bodies represented in the local system

(lakes and rivers) is shown on this map. The map also shows jurisdictional boundaries, the road network and the location of terminals.

110
BCU\0 I FIGURE 2

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111
FIGURE 3a

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113
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I

soict ion pouhoary
5. Demographic Map (See Figure 5)

This map shows the population (scaled in 100 's) on each residential

parcel in the simulated area and its percent occupancy. The quality index

of a residence and the value ratio of a business are shown after depreciation but before maintenance is performed.

B. Land and Building Value Maps

1. Auction Asking Price Map (Figure 6)

Economic and government teams may purchase or attempt to purchase land

that is presently unowned (actually it is owned by small farmers and

outside-the -system landowners whose interests are represented by the

computer)

.

Teams may attempt to purchase land that is up for auction or make

an unsolicited bid for an unowned parcel. Economic teams must purchase

all the land on an unowned parcel that is not already owned by a government

department or consumed by topographical constraints. Government departments

(SC, MS, UT, HY, RAIL, and PZ) may purchase or attempt to purchase any

amount of the unowned and unconstrained land that they wish in multiples

of 41. All private and public bids on unowned land cost the bidder 2% of

the offered price, whether the bid is successful or not.

Each round a number of parcels of unowned land are auctioned by the

computer. The Auction Asking Price Map shows the market value of those

parcels (in $l,000's). Each bid for an auctioned parcel of land is

assigned a probability of success according to the curve in the figure

below. Note that a bid that is 62% or more than the auction asking price

has a 1001 chance of being accepted. If several teams bid more than 62%

of the asking price, but less than 1001 of the asking price, the highest

bid wins. In fact, all bids that are less than 1001 of the asking price

are considered by the computer in order of the highest bids first. If

there are one or more bids that are 100% or more of the auction asking

price, then the first bid submitted to the computer purchases the land.

2. Market Value Map (Figure 7)

The value of outside-owned parcels not up for auction can be estimated

from the Market Value ivlap and the Auction Asking Price Listing. The

Market Value Map shows the total value (100%) of parcels owned by economic

decision-makers. The value of an unowned parcel is affected by the value

of surrounding parcels, the availability of roads, whether the parcel has

utilities, and what the parcel's zoning classification is.

115
FIGURE 5

7n T> 74 76 7B RO 97! fl* 86 88 <>0 9? 94 96 99 100 107 10* 106 108 110 II? 11* 116 118

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116
FIGURE 6

BLU£C

Auction

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FIGURE 7

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118
Teams may make as many unsolicited bids as they wish in a round.

Each unsolicited bid is assigned a probability of success according to

the appropriate curve in the figure above. Note that no unsolicited

bid can have more than a 90% chance of success despite the amount of the

bid. Note also that when an unsolicited bid is equal to the market

value of a parcel, there is a 50% chance of success.

119
Besides jurisdictions and highway systems this map displays

the non-farm parcels of land that are owned by local decisionmakers, with the market value information.

The top row of each parcel indicates the market value, for

100% of the land. This value allows comparisons to be made from one parcel to another without having to take into consideration what

percentage of each parcel is privately owned. Since there is usually

a small percent of public land on each parcel the actual market value

is less.

The middle number is the value of the development on each parcel.

The bottom number is the value of the privately owned land plus the

development value on the land.

3. Assessed Value Map (Figure 8)

This map provides the assessed value of non-farm land in much

the same manner that the Market-Value Map presented it.

Top number is the assessed land value for 100% of land,

middle is the assessed value of the development i.e. the building

itself and the bottom number is total assessed value of privately

owned land and building.

4. Farm Assessed and Market Value Map (Figure 9a)

This map presents the assessed value of the farmland in the

top number, the market value of the farmland and the percent of the

parcel in farmland in the bottom number.

; 5. Farm Map (Figure 9b)

A farm can contain more than one parcel. All of the parcels

belong to one owner. The map displays the owner, farm code number,

farm type, and fertilizer level. The amount of land in farm use depends on the amount of land in government use or topographically

unusable. Since farming is an economic activity as other economic

activity could take place on a farm parcel. A farm does not have to

be demolished and in fact when the land used for a farm changes ownership,

the farm activity automatically ceases, and it is up to the new owner to

reclassify the land as farm or change it to a new economic activity. A

farmer can make only two types of decisions, a) set the fertilizer level

for a farm and b) sell all or part of the farmland. By setting the

fertilizer level the farmer may change the farm yield. The levels are integer from 0 to 3. Coupled with the increased yield is the increase in

pollution in the water runoff resulting from each fertilizer factor.

120
. , , FIGURE 8

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FIGUEE 9b

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C. Employment Detail

1. Part-time Work Allocation (Figure 10)

This output indicates the location of all part-time employers

(ADED means teachers for adult education) , time units used (by

employees), and salary offered. This information is given for each

class

.

2. Employment Selection Information (Figure 11)

This output gives the following information about population units

living in the city: location of their residences; number of Pi's un- employed; employment location; number of Pi's working there; and the

salary offered to each worker. Next the output indicates the amount

of time spent traveling to and from work and the total costs of travel

to work by the various modes. It also shows the route and mode of

travel which these population units take to work. This is done by

listing the intersections passed, where a new mode is used, or where

travel stops. The route is traced from work to home. An intersection

is a four or five digit number, which may be preceded by a bus or rail

route number if the PI got off the bus or rail system at that intersection

This information is presented for each class of resident. Figure 11

shows the Low Income Class.

3. Employment Summary (Figure 12)

This output summarizes the employment in the entire city. It shows

employment by class and for all classes

.

a. Number of Residences - the number of different locations

at which a particular class lives in the city.

b. Pi's Employed at this Level - the numebr of population

units employed in a job at their socio-economic class.

c. Pi's Employed at Lower Level - the number of population

units employed in jobs below their socio-economic class.

d. Pi's Unemployed - the number of population units which

are not employed.

e. Total Population Units - the total numebr of Pi's of the

class on the board.

f. Part-Time Units Worked - the total number of part-time units

worked by the class.

g. Number of Jobs Still Available - the number of unfilled

jobs available to each class.

124
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126

D. Commercial Detail

The commercial diagnostics print in the following order:

Personal Goods Allocation Summary

Personal Services Allocation Maps

Business Goods Allocation Summary

Business Goods Allocation Map

Business Goods Government Contracts Allocation

Business Services Allocation Summary

Business Services Allocation Map

Business Services Government Contracts Allocation Summary

Terminal Allocation Summary

Terminal Allocation Map

Associated with these commercial activities are three maps which help

to display the detail activity in a summary format.

1. Personal Goods Allocation Summary (Figure 13a)

This tabular summary provides detail on where people are buying their

goods for normal consumption and recreation and where residences are buying

their goods for maintenance. The first section of the summary applies

to the PC's. It lists the code number of each PC, the last one being

the code number for the Outside system. The location, owner, level,

effective capacity, capacity used, price per unit, and gross income of

each PG is given. Outside has no owner, level or effective capacity

(the capacity is infinite). Its price per unit is always $13,000.

The second section provides detail on all purchasers of personal

goods. The first item of information is the code number of the PG

at which the purchaser is buying. The list is ordered by the code

numbers of the PC's, so those purchasing form the Outside are last on

the list. The location of the buyer, its class or residence type, the

social decision-maker controlling the class or the economic decisionmaker controlling the residence, the number of units consumed, the

transportation costs, the purchase cost, and the total cost are given.

The transportation cost printed for a residence is a dummy cost used

for allocation.

2. Personal Goods Allocation Map (Figure 13b)

This Map presents the same information given in the Allocation Summary

in a single page format. The top number gives the PI class and the PG

establishment serving them. Since there could be, at most, two classes

of residences on a parcel the other class is presented in the middle number

with the PG business they use. The economic decision maker who uses the

residence also purchases PG and the place of purchases, the PG establishment

is presented in the bottom number.

128
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FIGURE 13b

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PAOC^LS

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3. Personal Services Allocation Summary (Figure 14a)

The explanation is the same as that of the Personal Goods

Allocation Summary on page 130.

4. Personal Services Allocation Map (Figure 14b)

The presentation is the same as in the Personal Goods Allocation

Map described on page 130.

5. Business Goods Allocation Summary (Figure 15a)

Like the Personal Goods and Personal Services Allocation Summaries

the Business Goods allocations present the buyers o£ the goods.

In addition, the summary displays the Government contracts since the

government is also a buyer o£ Business Goods for the maintenance

to roads, plants and machinery that the Government owns.

6. Business Services Allocation Summary (Figure 15b)

The same information presented for the Business Goods is

presented for the Business Services in this output.

7. Business Commercial Map (Figure 15c)

The presentation in this map sums up the information in 5

and 6 above.

The land use of each parcel that buys Business Goods and Business

Services is presented in the top number. The middle and bottom numbers

display the Business Goods and Business Services establishment numbers

respectively. The establishment numbers refers to the numbers given

each Business Goods and Business Services business in the Allocation

Summaries of 5 and 6 above.

8. The Terminal Usage (Figure 16a)

Each Terminal user is listed with its drain in capacity units

shipped through the terminal. The location and level of terminal is

presented below.

9. The Terminal Allocation Map (Figure 16b)

The map shows the location of the terminals.

131
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140
E. Migration Detail

1. Migration Detail (Figure 17)

There are reasons other than dissatisfaction for which a population

unit might move out of its housing. A fixed percentage of all un- employed and under- employed population units automatically leave

their housing and move to the Outside System, i.e. they leave the

simulated urban region and disappear. In addition, PI, population

units may leave over crowded housing (housing over 120% occupied)

.

Those displaced and unable to find acceptable housing would join

those leaving to the Outside System. Another fixed percentage is

chosen randomly to seek better housing. If they are unable to find

housing of a better neighborhood index they too would leave the urban

region.

In addition to the types of out-migration explained above, there

is in-migration as a result of natural population growth and the

attractiveness of local employment opportunities . Local migration

is a result of any of the above reasons but in each case the mover

finds housing that is satisfactory within the local system. The

Migration Detail Output describes all of the above types of migration

in detail.

F. Summary Information

1. Demographic and Economic Statistics (Figure 18)

This output summarizes a wide variety of information for the

simulated area. It includes statistics on population, developed and

undeveloped land, assessed value of land and developments, dissatisfaction

levels, total registered voters, population units, public adult education,

average educational level, welfare, student/teacher ratio, school enrollment,

housing, employment, income and jobs. A final section "transactions with

the National Economy" summarizes income from and expenditures to the

outside system and indicates the condition of the National Economy

Business Cycle. (Note: The gross income rate of an industry indicates

the ratio of its present income to the typical income.)

2. Transactions with the National Economy. (Figure 19)

a. Income from the National Economy through Federal State Aid

and Sales to the National Economy are tabulated and a total presented.

b. Expenditures to the National Economy through Federal and

State Taxes and Goods brought from the National Economy are tabulated

and a total ])resented.

c. The National Economy Business Cycle for the particular

round is presented for each type of transaction.

141
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- FIGURE 18

nE»n(.«APHic A';n Econnxic staTistics

••«•«••••«•••««••••«•*••••*•••**•

TOTAL POPUlAIIriN LOW CLASS

WIIIDLE CLASS HIGH CLASS

PiTC-if CMA'IGC OVER POrvinilS YEAR

AvM'A^I I'lJPIJLAI ION Pti< PARCEL orvfLUPFO lAun iin parcels) DMirvEinPFn 1 A-jn IuIal land aiua ASSFSSm VALUt UF LANU

IN •UUIIimS

JUR ISUIC r 1 ON

I ••••«**••«

0 6)000 62000

JUP I '.U ICI lUN

1

1

ii','>n _

USDlCtlOW

I It

139

!l 604

625

7796.

2»e

796

iS'.FSsrn vAiijF OF dfvelophents

I J VILLluT,

Avrl'>AOF I.UALItV OF LIFL INUEX

NL-'HLa Of PciiisrrHEO vouks

NU. lU PUHLIC ADULT EUUCAIION

»VE°AGF FDIICAriONAL LEVEL _

LUW

fltiul E HIGH _

535. 1 IH.

255 ?'i8 88293 452H6

60760 20160

61 75 U 0 65 65

87 06

1? 317

329

397.

252

.0,

NO. OF WORKERS RFCEIVING WELFARE

STimf nr/IFACIIER RATIO

SCllOUL EN>inLL"ENI PUBLIC

PRI VAIE

Min)<;iNO u'lirs SlrnAE OfcELLINGS MULTIPLE OWELLlNi,S HIGH RISE APARTMENTS

VACANCY RATE (PERCEnTI NEGATIVE MEANS OVERCROWOEO

27

$'.60 2858014402

. ?0 758_

20

2

OF EMPLtlYEO WORKERS

LOW

MIDDLE

82680

26600

31 360 24720

350*0

O 20160

14ES0

47640

26600

11200_

9840

NUMBER EMPLOreO IN LIGHT INDUSTRY

HfAVT INIIUSIOY

NATIU'IAL SfRVICES

ClINSIRlJCT IDN INUUSTHY

iiiiSiNrss cniins BUSINESS SfRVICES

PERSONAL GOODS

PI RSONAL SERVICES MUNICIPAL SERVICES

Sr.ilDDLS _

RAIL BUS

FFOFRAL-'STATE NU-TFR OF UNEMPLOYED WORKERS

Li;w MIDDLE HIGH

37600

17800

00 2800

' 3840 _ 6060

5680 5120 J760

0

0 1000 2800

2800

00

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0

0

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2B00

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3.28 9.52

0.0 0.0

0.0 0.0

0.0 _0.0 _Pv0

0.0

' u.o

prurEril EARIU-jr, _ l-iPER ». 5,000 _ PERCENT FAKNING i5,000 TO tlO.OOO

PERCENT EARNING OVER tlCiOOO

36

3429

5 1 41

.58

21

19

-. 0
FIGURE 19

TR»NSACT IONS WITH THE NAFinNiL ECONOMY

INCOME FOllM THF N4II0NAL ECONOHr

R«L - SI4I t » 10 Rf CE ivtu SCHOOIS FOR SCHOOL CONSTRUCTION _ » 0_

"SCMOllLS fOR CURRENT E KPE NU I ruRE S * <.,46n,9S0 MUNICIPAL SERVICES FOR wtLfARE CATMtNTS » 5,232.500

MJGHHArS FOR^ ROAO CONST RUC I ION » 2.'.6h, 666

L > 12.368,116

SALES TO IHE NATIONAL ECONOMY

HEAVY INDUSTRY SSSS UNITS FOR $ 741.089,000

LIGHT INDUSIHY 1952 UNITS FOR % 379,580,000"

NATIONAL SERVICES 0 UNITS FOR 1 0 RAIL COMPANY _ EOUIPMENT HURTh > 0 BUS COMPANY " EQUIPMENT MORTH " '

" » 0 _TOTAL » 1,120,669,000

TOTAL INCOME FROM THE NATIONAL ECONOMY » 1.133,037,116

EXPtNDIIURES TO THE NATIONAL ECONOMY •••••*«•••••••«••«••••••••••••••«•••

FEDERAL - STATE TAXES

CORPORATE INCOME TAX t 3<>8, 55 3, 9e<, _STATf ^SALES TAX i 20,'i38,_5**_

_»_369,071,728_

GOODS BOUGHT FROM THE. NATIC BUSINESS GOODS SERVICE ANO MAINTENANCE » 81,428,000

_flUSINESS SERVICES SERVICE ANO MAINTENANCE 466 , 8 50,624_

RAIL COMPANY EQUIPMENT WORTH S C BUS COMPANY EQUIPMENT WORTH t 0

DUE TO LOCAL INSUFFICIENCY

PERSONAL GUUDS _ » 19,064,000

PERSONAL SERVICES ' I 9,997,000

BUSINESS GOUOS t I24,280,U00

BUSINESS SERVICES » 2,210,000

AUTOMOBILE EXPENDITURES % 1,249,2 75,556

LAND PURCHASES FROM OUTSIDE WORTH t O TOTAL t 1.453.885,180

TOTAlT EXPENOI TURES TO THE NATIONAL ECONOMY I'» l,972,"oi6~,398

. NATIU.iAL ECONOMY BUSINESS CYCLE

_CROSS INCOME RATE OF HEAVY INDUSTRY,

GROSS INCOME RATE OF LIGHT INDUSTRY GROSS INCOME RATE OF NATIONAL SERVICES 1.03 .AVERAGE OUTSIDE LOAN RATE 5.10_

AVERAGE RETURN ON CONSERVATIVE INVESTMENTS 6.10

AVERAGE RETURN ON SPECULATIVE INVESTMENTS 8.90

_#VEJ<AGE BONO.RATE 3.10_

ihk
G. Economic Decision-Maker Output

Each of the economic teams receives summary statistics at the

beginning of every round of play that describe the cash flow for the

previous year, a balance sheet showing net worth, loans made and re- ceived, construction in progress, boycotts in operation, and undeveloped

land holdings . The team may use any of its resources to achieve whatever objectives it desires.

1. Financial Summary (Figure 20)

a. Cash Flow Statement

A team's cash holdings can be used to purchase additional property,

construct any of the eleven types of land uses on property that it owns and which is properly zoned and served with utilities, demolish any

building it owns, pay off loans, grant a loan to another team, pay

taxes on undeveloped land, or spend it in some miscellaneous way

(cash transfer to another team and purchase of national stocks)

.

Additions to the new balance (i.e., cash) come from income derived

by selling property, receiving payment from loans, receiving loans,

earning net income from investment (developments) in the local economy,

receiving government subsidies, earning interest on savings, and from

miscellaneous sources (cash transfers from others and sale of national

stocks)

.

If the team makes no decisions during a particular round, it is

still charged interest and principal payments on loans and taxes on undeveloped land. The team also automatically receives loan payments,

interst on savings, and net income. This latter figure, however, may

be a negative number if the developments of a given team are doing

poor business and expenses exceed income.

b. Investments

The second part of the financial summary output shows investments

in the national economy. A team may invest as much cash as it wishes

in either conservative or speculative national businesses. The national

business cycle generates the year by year rate of return for conservative

stocks and for speculative stocks. In upswings in the business cycle,

the rate of return on speculative stocks will always be larger. The

range for the rate of return on conservative stocks is 51 to 1%, and for

speculative stocks it is -\% to 10%. The return from national investments

is automatically used to purchase additional stock. A team must "disinvest" in order to transfer funds from the otuside investment.

145
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c. Balance Sheet

Current assets for a team are comprised of cash on hand, loans to

others, the value of investments in the national economy, and the value

of developments and land. Developments are valued at their typical

construction costs times their value ratio divided by 100. Thus,

developments that are not maintained decrease in value over time. Land

is valued at the fair market value.

Current liabilities is the sum of the principal on all loans from

others (indebtedness) . Net worth is the difference between current assets

and liabilities. Teams may borrow up to 80% of their total assets from

national bankers. There are no limits on the amount of debt that

teams may have among themselves.

2. Loan Statement (Figure 21)

The loans that a team has with national bankers (outside = OU) and

with other teams are shown in the loan statement. The loans received

from other sources are listed and their annual payments summarized, and

the loans granted to other teams are listed second. Note that the

interest rate may var>' by loan.

Loans between teams are made for any amount and at whatever

interest rate that is mutually agreeable. The only conditions on a loan internal to the system is that the period be specified as either

2 or 25 years, and that the lending team have sufficient cash to

cover the loan.

.An economic team may also borrow money from the outside system

for either a 2 or 25 year period. The interest rate is set by the

national bankers who take into consideration the national business

cycle. An economic team that has debts equalling 80% of its total

assets may not receive any further loans from the outside system.

3. Land Summary (Figure 22)

The land summary output shows the location by parcel coordinates

of all land owned by a team. It also shows the assessed value of the

parcel (assuming that 100% of the parcel is valued in the same proportion as the private part) , the publicly owned part (percent developed

and undeveloped), the undevelopable percent, the number of units of

utility service available to that parcel, and the actual amount of

utility units that are used.

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terms or from the computer on a bid submission basis. The computer

represents small farmers and otuside land holders who will sell if the

price is right. A team's bid will not be processed if it is less than

the fair market value of the land. An approximation of fair market value

for computer owned land can be made from the Fair Market Value Map. The

factors that affect the market value of a parcel of alnd are the location

with respect to terminals and residences, the zoning, highway access,

and utiltiy service.

The cost of making land bids on computer -owned properties is 1%

of the bid amount, regardless of the bid's success or failure,

4. New Construction Table (Figure 23)

The new construction output shows for an economic decision-maker

the location at which a new development or an additional level of

development is taking place. It also shows the type of development,

the old and new level, the location of the local construction industry

or 0-0 denoting an outside firm, the contract price, the rent per

PLl (if a residence) or the salary by class (if an employer)

,

the quality index (if housing) or the price per CU (if a store)

,

and the status. "Pending" means that the development will become

operational the next round. "Deferred" means that the CI does not

have the building capacity to finish on schedule so that the development will not become operational in the next round but at whatever

date the CI finishes the job. Deferred contracts have priority next

round. "Completed" means that the development became operational at

the beginning of the round just completed.

5. Economic Boycott (Figure 24)

Economic teams may boycott the purchase of goods or services from

local BG, BS, PG, and/or PS establishments, and their busineses can be

boycotted by the social sector as a place to work or shop. Boycotts have

effect for the full round, and they continue in operation for succeeding

tounds unless terminated by a decision input on the part of the boycotting

team. The boycott output shows the team boycotting, the income class or land use that is carrying out the boycott, and the function being boycotted

(work or shop).. The boycott output also shows the location and land use

being boycotted, and the team owning the boycotted business.

Thus, boycott information appears as part of an economic decisionmaker's output if he is doing the boycotting and/or if he is being

boycotted.

150
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6. Residence Detail (Figure 25)

The residence output shows the location, type and level of each

residential complex owned by a team. All residences in the model are described as rental units, although the rent on single family housing

could be viewed as a form of mortgage payment. Although the construction

and operation of housing is a player decision, the process that moves

population units into housing is performed by the computer and is

affected by player decision in the economic and governmental sectors.

The economic decision-maker directly controls the quality index

of housing (by changing the maintenance level) and the rent. Government

decision-makers affect the quality of municipal services and schools

serving each residence and the tax rate and welfare rate for the jurisdiction containing each residence. All of these factors are taken into

consideration by the computer when assigning population units to available housing.

a. The Quality Index and Maintenance Level

The quality index of a residence is a measure of the present value

of a development to the best possible value which a residence can have.

The social sector master table (page 231) shows the PH's require a quality index of at least 70, PM's a value of 40, and PL's a value

of 20. This does not mean, however, that all Pi's of a given class

automatically move out of housing when the quality index falls below the

minimum value. They just won't move in, and they tend to move out because

of increased dissatisfaction.

The quality index declines each year in response to time and the

quality of local municipal services, unless maintenance is performed on

the residence. The maintenance level indicates the lowest level the

owner of the residence will allow the quality index to fall before

incurring maintenance expenses. The quality index can be raised above

its present level by the player inputting a maintenance level that is

higher than the quality index. The quality index may not be raised

more than 20 points above the lowest level it has ever reached.

b. MS Serving and MS Use Index

As was mentioned in the preceding material, the quality of the municipal

services (as measured by the SlS use index) serving a residence has an effect

on the attractiveness of that residence to potential PI occupants and on the

rate of depreciation (decline in quality index) for that residence. The

residence output shows the number of the municipal service building. An

index value of 101 or mroe indicates over capacity and means that the

municipal services supplied are less than adequate. As the MS use index

increases above 101, the residences served by that MS building become

less and less attractive to Pi's and the residences also depreciate at

a faster and faster rate. For example, a use index of 150 is twice as bas as a use index of 125 and five times as bad as a use index of 110.

153
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c. Occupants, Percent Occupancy, and Rent

The residence output shows the number of Pi's of each class that

occupy every residence. Ph's and Pi's may never live together on the

same residence parcel. The percent of occupancy is determined by

taking the number of Pi's by class, multiplying times their residence

space consumption index (Social Sector Master Table) , and taking this

as a ratio of the total space units in the residence. For example,

assume an RA3 has one PH and two PMs occupying it. The PH has a space

consumption index of 2 and the two PMs together a space consumption

index of 2.66 (2 x 1.33). Thus, there are 4.66 space units being

occupied from an RA3 that has 6.00 space units of capacity. The

occupancy rate is therefore 4.66/6 = .78, or the building is 78

percent occupied.

Rents are always specified in terms of the rent paid per PL unit,

which is equivalent to a space unit. A PM pays 1.33 times the per

space unit rent, and a PH pays twice as much.

d. Income

The income earned by a residential unit is equal to the rent

per space unit times the total number of space unit occupied. In the

above exanple, 4.66 space units were occupied, therefore, at a rent

of $150,000 per space unit (per PL) the rental income would be $699,000

e. Expenditures

The owners of residences incur expenditures for maintenance,

utilities, property taxes, income taxes, and sales taxes. The amount

of money spent on maintenance is the product of the percent of maintenance times the original value of the building. Assume that the RA3

mentioned above depreciates in value 3% and that the maintenance level

was specified such as to offset any depreciation. The cost of maintenance would therefore be .03 x $3,000,000 (the original value of the

RA3) = $90,000.

The expenditure for utilities depends upon the number of utility

units consumed by type and level of residence (see the Economic Master

Table) and the cost per unit of utility service as established by the

Utility Department. The typical cost of utility service is $10,000

per unit, and an RA3 consumes 12 units per year, so its utility cost

would be $120,000.

Residences pay property tax on the assessed value of the building

and the land occupied by the building. The Assessment Department has

control over land and building assessments and the Chairman and Council

have control over the tax rates which are applied to the assessed value

155
Residences pay income taxes on the same basis as all other economic

businesses --a federal tax of 22% on the first $25,000 of net income

before taxes and of 48% on the rest of net income and state tax of

5% on net income (after federal income taxes)

Residences pay sales taxes on the purchases from PG and PS

for maintenance. The fixed state sales tax is 3% of PG and PS purchases

and the local sales tax is whatever rate has been determined by the local

sales tax authorities. Sales taxes accrue to the jurisdiction of the

commercial establishment and not to the jurisdiction of the residence.

State sales taxes are paid on purchases from the outside system as well as from local purchases.

f. Net Income

The final net income for residences is determined by subtracting

all of the listed expenditures from the income derived through rents.

The net income figure can be compared with the value of the residences

and the land they consume to arrive at an estimate of the annual rate

of return.

7. Basic Industry Detail (Figure 26)

The basic industry output shows the location, type and level of

each basic industry (HI, LI and NS) owned by a team. Basic industry

produces units of output that are sold at national markets for per

unit prices that are determined by the national business cycle.

Owners of basic industry should consult the section of the Demographic and Economic Statistics that show the status of the national

economy business cycle.

Basic industry has some characteristics in common with all of

the other economic developments. Hence, some of these characteristics

have already been described under the residence heading. Other characteristics are peculiar to businesses to basic industry as the following will

indicate.

a. Value Ratio and Maintenance Level

Whereas residence quality is represented by the quality index,

businesses have their quality represented by the value ratio. The

value ratio is the ratio of present value to original value. Businesses

depreciate every year in response to time and MS service quality. The

Economic Master Table shows the annual percent depreciation caused by

time and by MS quality. The way that businesses may overcome this

depreciation effect is to set the maintenance level at a point below

which they do not want the value ratio to fall. For example, if the

maintenance level is set at 100, then the business will make maintenance

expenditures every year to keep the building in "like new" shape. The

value ratio of a business may be raised above its present value (if

less than 100) by inputting a maintenance level that is higher than the

value ratio.

156
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157
b. MS Serving and MS Use Index

As for residences, the value ratio of basic industry is lowered by

poor JTtunicipal services as measured by an MS use index in excess of 100.

Basic industry output shows the number of the municipal service building

which serves the basic industry and the use index of the building. The

contribution of the MS use index to value ratio decline is directly proportional to the amount by which the use index exceeds 100. For example,

a use index of 150 has double the effect of a use index of 125 and five

times the effect of a use index of 110.

c . Salary

All businesses must hire employees in order to operate and earn

income. Employees' salaries are expressed in terms of wage per worker

and not per PI. The normal salary levels are $10,000 for PH, $5,000

forPM, and $2,500 for PL. Since the number of population units hired

by an employer is determined by the employment process which takes into

account location transportation educational level of workers salary

offered and supply of and demand for workers, it is important that

employers understand the local labor market situation before setting

salary levels.

d. Employees and Employment Effect

The number of population units required for a level one development

of all businesses is shown in the Economic Master Table. The number

actually hired is shown on the detail business output. Full-time

employees are shown in population units (Pi's) and part-time employees

are shown in time units, where 80 time units equal a PI.

If a basic industry hires all of the employees it requires, the

employment effect is 1000 per level of development. A value of less

than 1000 means that either some of the full or some of the part-time

employees required from some income class were not hired. It is useful

to check the Employment Summary and the Part-time Employment Statistics

if deficiency of employees exists. If a basic industry at level one hires only 80 percent of the Pi's it requires, then the employment

effect is 800 (i.e., 1000 x .80).

e. Units Produced

The maximum units produced by a basic industry is 1000 per level.

If the employment effect is less than 1000 and if the value ratio is

less than 100 then the units produced will not be at a maximum. The

units produced figure is obtained by multiplying the employment effect

by VR/100. Thus, if the enployment effect were 800 and the value

ratio were 90, then the units produced would be 720 (i.e., 800 x .90).

158
£. Price per Unit of Output and Income

The price per unit of output for basic industry is determined by the

national business cycle, and the normal price per unit for the industry

type. The actual price per unit of output is the normal price multiplied

by the business cycle factor. Income is the product of the price per unit

and the units produced. All sales of basic industry output are to the

national system.

g . Expenditures

Basic industry incurs expenses for business goods and business

services. A fixed amount of BG and BS units are purchased by basic

industry by type and level for normal operation. Basic industry also

purchases BG and BS units in direct proportion to the amount of maintenance performed, and these expenditures are listed separately under the

maintenance category.

The expenditure for utilities depends upon the number of utility

units consumed by basic industry by type and level (see the Economic

Master Table) and price per utility unit being charged by the Utility

Department. Typical utility prices are $10,000 per unit. At these

prices, an CRl would spend $4,000,000 on utilities per year.

Basic industry pays transportation to BG and BS if the industry

purchases these from the local system. The transportation charges are based on the type and level of industry and the least cost distances

along the various types of roads. HI and LI also incur transportation

costs to the terminal which represents the cost of shipping the units

produced to national markets. The transportation costs to BG, BS

and the terminal are independent of the number of units purchased

or produced. The costs are solely a function of type of industry,

level, distance travelled to destination and type of roads.

Salary costs by class are determined by multiplying the salary

per worker times the number of workers per PI times the number of

Pi's hired. The normal salaries are $1,200,000 for a PHI, $800,000

for a PMl, and $500,000 for a PLl, since the three classes of population have 120, 160 and 200 workers respectively per pi.

Businesses pay property tax on the assessed value of the development and the land occupied by the development. The Assessment Department

assesses the value of land and developments and the Chairman and Council

determine the tax rates to be applied to the assessed values of developments and of land.

159
Businesses pay income taxes in the same manner as residences -- a federal tax of 11% on the first $25,000 of net income before taxes, a federal tax of 48% on the remainder and a state tax of 5% on net income

after federal taxes have been deducted.

Businesses pay sales taxes on the purchases from BG and BS. There

is a fixed state sales tax of 31 and the local sales tax can be changed

by the local taxing authority. Sales tax revenue accrues to the jurisdiction of the seller rather than to the jurisdiction of they buyer. State

sales taxes are paid on purchases from the otuside system as well as on local

purchases

h. Income

Basic industry net income is obtained by subtracting all of the above

expenditures from the gross income. By conparing the net income of a basic

industry with the market value of its building and land, the owner may

develop an annual rate of return figure for the industry.

8. Commercial Establishment Detail (Figure 27)

The computer output for commercial establishments is slightly different

for business commercial (BG and BS) and for personal commercial (PG and PS)

The major difference is that BG and BS always purchase their needed supplies

from the outside system, whereas PG and PS are able to purchase their goods

and services from local BG and BS establishments.

The commercial output shows the location, type and level of development.

The interpretation of value ratio is the same as for basic industry, with the

addition that the number of customers served above a certain point contributes

to an increase in the depreciation. This depreciation due to use occurs when

the capacity use by the commercial establishment exceeds the effective capacity.

Maintenance level, MS serving, MS use index, salary, employees, and

employment effect have the same explanation for commercial establisliments

as for basic industry as described in the previous section.

a. Capacity Used and Effective Capacity

The effective capacity is calculated for commercial establishments

in the same way units produced are calculated for basic industry -- the

employment effect timve value ratio divided by 100. The effective capacity

indicates the numebr of capacity units (CU's) that the commercial establishment can supply to its customers without a strain on plant and equipment.

160
CMWoM * • • * • • • — •• ~i • ••* « • « * • • • * * • • •• • • * • • • •• • • • • * • * •* •* • • : • • • * * • • * •• • • • * * *• * *•• : • • * • *** • • * • • • * * »* • * * * • * 3 • *• » • < * * * o *• * * * • • 3: • • Zi • • o * • • • • • • • • • • • * • • UJ • • • * < • • i * • • • ;t • * o • * • • « « • * o • • UJ • • O • • > • • V— i_) • « o -r • o> I * • O *• * • • • • • • • • • • • • * • • • • • • • « • « • « * • • • « «» * -» **•*•»•*«* • < •*• • O

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Capacity used is the number of CU's that the commercial establishment

actually sold to customers in the local market as decided by the commercial

process. If the capacity used exceeds the effective capacity, then the

commercial establishment undergoes a strain on its plant and equipment that

is represented by increased depreciation of the physical facilities. BG

and BS establishments may sign contracts with local government departments

(Schools and Mjnicipal Services) to automatically supply these departments

with their needed goods and services. If these two government departments

do not make a contract with a local firm, they will purchase from the outside

system at greater than normal prices per unit. These government departments

can specify a contract with more than one local establishment by indicating

the percentage of purchases from each establishment and the priority (the one they most want to purchase from) to each establishment. Greater detail

on these contracts is given under the description of the government sector.

b. Price per Capacity Unit (CU)

Unlike basic industry which has its prices determined by the business

cycle, each commercial establishment sets its own price. Factors that must

be taken into account when setting the price are location in relation to

potential workers, buyers and sellers, competitive establishments, local

demand, boycotts, and the typical price. Typical prices are listed in the

Economic lister Table.

The Commercial Process assigns customers to commercial establishments

on the basis of least cost of the CU including the customer's transportation

cost to get to the commercial establishment. Customers also are given a bias

to shop where they shopped the previous year and a bias against shopping

at over-crowded establishments.

Owners of commercial establishments are encouraged to examine the

commercial allocation summary output to see which stores are serving which

customers. A detail description of this otuput can be found under the

General Output Section.

c. Income

Sales to private customers and sales to public customers are separated

for BG and BS, but not for PG and PS since the latter establishments only

sell to the private sector. Income is the product of capacity used and

price per CU.

162
d. Expenditures

BG and BS spend money for service charges which represent purchases from

the outside system. PG and PS spend money for business goods and services that

they require in order to operate. In both cases, the dollar amount of expenditures for goods and services (service charges) is directly related to the

number of capacity units sold. These relationships are shown in the Economic

Master Table.

Commercial establishments must pay annual maintenance if the value ratio

is to be prevented from declining. BG and BS pay their maintenance to the

outside system, whereas PG and PS purchase units of BG and BS for the

purposes of maintenance. These relationships are also shown in the Economic

Master Table along with the factors that cause depreciation. Remember

that overcrowding of commercial establishments causes the depreciation rate

to increase.

Commercial establishments purchase utilities based upon type and level

of development as indicated in the Economic Master Table. The typical price

per utility unit is $10,000, but this may vary in response to local Utility

Department circumstances.

PG and PS have transportation charges to BG and BS if they purchase

locally, BG has transportation to terminal to purchase goods from the outside

system, and BS has no transportation charges. The transportation costs by

type of road to the several destinations are given in the Economic Master

Table.

Salary payments are calculated for each income class on the same basis

as for basic industry -- the wage per worker times the number of workers per

PI times the number of Pi's employed. Likewise, taxes are calculated in the

same manner as for residences and basic industry. Sales taxes are paid to

the jurisdiction where the seller is located, and purchases from the outside

are taxed at the same state tax rate as local purchases.

e. Net Income

The net income of commercial establishments is calculated in the same fashion as for residences and basic industry -- income minus expenditures.

Net income for commercial establishments can be very volatile because of the

competitive aspect of the local market and the control over pricing, so the

calculation of rates of return by comparing net income with the value of

the development and land becomes even more important for these activities.

163
9. Farming Activity Detail (Figure 16)

Each farm with its group of parcels and the percent of land under farming

is listed with their individual fertilizer levels.

The incomes before and after fertilizing are shown as normal and actual

income before taxes for one percent of farm land. This is then multiplied

by the total number of percents in the farm to provide the actual gross income

of the farm. The total net income is the gross income less the land taxes.

H. Social Decision-Maker Output

1. Population Detail (Figure 29a)

This output summarizes the social and eocnomic status for each population

unit which a social decision-maker controls. The income class of the population units are indicated at the top of the form. The following items are indicated

a. Location - the location of the residence at which the population

units live. This residence is owned by an economic decision-maker.

(See Economic Status Map)

b. Number of Pi's - the number of population units of that

particular class living at the location. Remember, there are 500 people

in a population unit.

c. Education Level - ranges from 0-39 for PI, 40-69 for PM,

and 70-99 for PH and determines the ability of a PI to get a good job.

d. Voter Registration - number of voters registered for each

population unit of each class. Normal registered voters are 100 for PL,

140 for PM and 200 for PH.

e. Dissatisfaction Index - the total amount of dissatisfaction

resulting form residential and personal dissatisfaction. Pi's with the

highest dissatisfaction indices will migrate out of the city and seek

better jobs, housing, etc.

f. Previous Savings - total savings (i.e., unspent funds) from

preceding rounds.

g. Income - income form full-time employment, part-time

employment and (for unemployed) welfare payments specified by the Chairman.

h. Expenditures - total amount of expenditures for rent,

transportation (by auto, bus or rail), purchases of goods and services,

private schools and taxes.

I

164
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165
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166
i. Savings - amount of income not spent this round.

j . New Balance - current savings plus previous savings

.

k. Time Allocation ( requested) - in parentheses is the amount

of time units requested to be allocated to various activities, either jurisdiction-wide or for a particular parcel. In the columns is the amount of

time actually spent in these activities as listed, with the amount of time

spent traveling to and from work. Time spent traveling to and from work

cuts into time available for allocation.

1. Involuntary Time - the total number of time units which were

allocated for a particular activity but were unable to be spent in that

activity. Involuntary time affects dissatisfaction.

m. Dollar Value of Time Unit T^^aveling - the dollar value

(set by social decision-maker) of a population unit's time spent going

to and from work. Normal values are $25 for PL, $50 for PM, and $100

for PH. Dollar value of time is the criteria which the computer con- siders when assigning a mode of transportation (bus, rail, or auto) to

work.

2. Boycott Status (Figure 29b)

This output shows for the social decision-maker which of the population units

he controls are boycotting various work or shop locations and/or the bus

or rail modes of transportation. All boycotts remain in effect until a decision is made to stop them.

I. Government Output

1. Government Financial Summary (Chairman and Council) (Figure 30)

This output summarizes the current and capital expenditures of each

municipal department in the city in addition to providing a statement of

the Chairman and Council's total revenues (from taxes and bonds) and

expenditures (for appropriations to the department, subsidies and bond

payments)

.

2. Tax Summary (Chairman and Council) (Figure 31)

The tax summary indicates the revenue from various taxes in each

jurisdiction. It is given to the Chairman and provides a basis for

computing tax rates in future rounds.

167
*«

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Uj I 3 I O ( 3

UJ I ^ I O II Q I ^ I

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XI

168
FIGURE 30

KElFiRE P*T>'Ellf (>E« UHt-^LOliO KUaRER IS IJOO.

MUNICIPAL SERVICES

PKEViaUS C»Sm e»L4NCE

f VENUES •ppaspRuriONS

noNoiNC

MISC. INCOME

PKEVIJUS CASH BALANCE HtVENUES

APPROPB I AflONS FED/SIAfE AlO

MISC. INCOME

lOOOOOOU.

0. 8550000.

EIPFNOI lUBES CONSIRUCIIGN _

LAND PuOCHASE MISCELLANEOUS

600C000.

6000.

0.

EIPENOIIURES

BONO PSTMFNIS

(•OUOS » SERVICES MISCELLANEOUS

SALARIES

WELFARE PATMENlS

<! noaa.

1180000.

NEW CASH RALANCE

lOIAL

NEM CASH BALANCE 1920.

PREVIOUS CASH BALANCE REVENUES

APPR3PR Tat IONS BONDING

MISC. INCOME FEO/SIAIE AID

0.0. 150000000.

PREVIOUS CASH BALANCE 0. REVENUES APPROPRIAriONS 17000000; FED/SIAIE AlO 122B500. BONDING ^TTOOOOO^ MISC. INCOME 1600000.

EXPENDIIDRES CONSTRUCTION

LAND PURCHASE MISCELLANEOUS

EXPENDITURES

BOND PAYMENTS GOODS » SERVICES MISCELLANEOUS

SALARIES

AOULT EDUCATION

826013. 2500000.

14868000. A325*00.

NEM CASH BAL ANCE

TOTAL

NEW CASH BALANCE

_2251")<>n^

4087.

PREVIOUS CASH BALANCE REVENUES UPP^nPRISTIONS

eoNciNG

MISC. INCOME FED/STATE AIO

0. _ . 0. 250018000.

0.

PREVIOUS CASH BALANCE REVENUES

APPRCPR I AT lUNS _ BONDING . MISC. INCOME

50000).

_ 2?0000.

kOOOOOO.

E«PENOI IU5ES »0»0 CONSTRUCTION

TERM. CONSIRiJCIlON UNO PURCHASE

MI5C£LL»-ieQU5_ ^ _

0. 17000.

EXPENDITURES

M» INTESANCE BONO PATMEmS

. MISCELLANEOUS

J955557.

35'./66. AOOOOO.

TOIAL

NEM CASH balance"

AII0323.
FIGURE 30 Continued

PLAININC AND iaNINC

PREVIOUS CASH BALANCE .REVENUES _

APPBOPRiAIIUNS

80N0INC

MISC. INCOME

2000000.

0.0.

EXPENOIIURES

PUBLIC INSriTUIl LAND PURCHASE _

"bono PAtMENTS

Ml SCELLANf OUS

NEU CASH BALANCE

uriLiriES

CAPI lAL CURRENT

PREVIOUS CASH BALANCE 0. PREVIOUS CASH BALANCE 0. REVENUES RSVE'iUES SUBSIDIES 0. SUBSIDIES 0. OONDING 0. BUNDING 46B0000.

MISC. INCOME 270000000. MISC. INCUME 0. UTILITY USERS i3anooa.

WAIER USERS 2026979.

TOTAL 2T000OO00. .rpi«L __. 20577979.

EUPENOITURES EXPENDITURES UHLI IV PLANT Cn-IStR. 30000000. UMLIlr OPERATION I6SI1 1 10. TREAIMENf PLAN! CONSIR. TREATMENT OPERATION 2392742. MISCFLL4NE0US 0. SAMPLING STATIONS 700000. EXTENSION OP SERVICE 0. niSCELLANcOUS 0.

LAND PURCHASE 25000. BONO PAYMENTS 970366.

TOTAL 3'>62*'J99. TOTAL Z05T«2I8.

NEW CASH BALANCE 23037S001. NEW CASH BALANCE 3761.

CHAIRMAN'S ACCOUNTING

PREVIOUS CASH BALANCE REVENUES

TAXES NEM BONDING MISCELLANEOUS

51B69160.

0.

0.

EXPENDITURES

APPRl'PRIAIIUNS SUBSIDIES

_ VJiO PAYMf'lTS MISCELLANEOUS

74500000.

)0a.

0. lao.

TOTAL

NEW CASH BALANCE

2«500*80.

27}»BBaa.

THERE ARE NO QUTSTANOnO BONOS.

170
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171
3. Financial Summary (Public Information) (Figure 32)

A gross summary o£ the government accounts for the general public

is given for each department of each jurisdiction.

4. Assessment Factors (Figure 33)

The first portion of this output shows, for each jurisdiction, the

assessment rate for all land -- either developed or undeveloped (UL) -- and

the assessment rate for all developments. Assessment rates are applied to

the market value of land and developments.

The second section prints only if there were assessment decisions

during the previous round. This portion lists the assessment factors for

each zone and the location and value of any special assessments. Any

assessment input errors are also listed here.

•.l,^ 5. School Department Detail (Figure 34)

This output shows the status of the School Department for each

jurisdiction. It gives the following information:

a. School Units - the numerical designation, development level,

location, maintenance level, and value ratio of each school; the number of

students (by class) at each school; the number of teachers at each school

(by class); the student/teacher ratio at each school; and the use index of

each school. (Remember, as the use index increases above 100, the school

is being overused.)

b. Undeveloped land - indicates the amount and location of all

undeveloped land which the School Department owns.

c. Contracts - the location and owner of BG and BS establishments

with which the School Department has contracts. This section also indicates

the price paid per capacity unit of BG and BS, the amount of capacity units,

and the amount of goods and services bought from the outside system.

d. Bonds - the number, type, remaining term and annual payment

on bonds which the department has outstanding.

e. Adult Education - the amount of part-time employment requested

and obtained, the actual and used capacity, and unmet demand for adult

education.

f . Financial Accounting - the current and capital revenues and

expenditures of the department in addition to the amount of federal/state

aid available for construction. (Figure 35)

g. New Construction - this table appears only when a new school

is built in the current round. It provides information on the location,

price, levels of development and maintenance, the employment mix and the

builders. "Outside" indicates that an outside construction firm did the con- struction. (Figure 36)

172
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FIGURE 33

TWIJC I I T

»SSESS»ENI l>»riOS (PERCENI OF MARKET V»LUEI

L4N0 ON UNDEVCLOPFD PABCEIS 50.0

LANO. UN.OtVELOPEO FAKCbLS 3^.0

BUSINESS TYPEI

FARM rvPEI

RA 50.0

Rb 50.0

RC 50.0

LI 50.0

HI 50.0

NS 50.0

CI 10.0

RC 50.0

BS 50.0

PG 50.0

PS 50.0

Fl 15.0

F2 15.0 fi 15.0

e»CFPIIONS 10 JURISUICI lUN-M lOE RAIIOS LOCAIION __RAnO Hl^._

OewELOPMFNT: NONE

NON-FARM LANO: _ BB7? 30.0

FARM lANO: NONE

DOLLAR VALUE _ BUILDING: NONE

DOLLAR VALUE

LANOI

COLLAR VALUE

FARM:
FIGURE 3^+

" s c^H 0 0 1 u N I r s StUOEMIS rEACHE'S RfOUfiSIED SIUlltM/tEHCllt*

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i lo ^5 ?

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UNDEVELOPfD liliO LOcariNN AMuuNr " location amouni

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ISO 138

SCHUOL AGE PUPULATION IS 3*0*0 NUMBER OF STUDENTS ATTENDING LOCAL SCHOOLS 5*60 NUMBER OF STlinEMTS ATTENDING PHI VAT E SC HOOLS 2BS80 'salary OFFrneo high inciihe teachers losoo' SALARY OFFtPFO MIDDLE INCOME TEACHERS 5*00

1T5
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177
6. School Map (Figure 37)

This map shows the location of all schools in the city (indicated

by "SC") and the districts wLich each school serves marked by XXX) . For

each parcel with a residence on it, it also shows the number o£ students

(in 100 's) attending the school (upper number) and the number of students

(in 100 's) going to schools outside the system (lower number).

7. Municipal Services Map (Figure 33)

This map shows the location of all municipal service plants (the

parcels surrounded by asterisks) . The parcels that receive service from

these municipal services are identified with the number of the MS unit.

For example, a parcel with "1" on it is serviced by the number 1 MS unit

(the parcel surrounded by asterisks with the number "1" inside)

8. Municipal Services Detail (Figure 39)

This output summarizes the status of the Municipal Services Department

and shows the following items:

a. MS Characteristics - the numerical designation location,

development level, maintenance level and value ratio of each MS plant.

In addition, this section of output indicates the effective capacity of

service, the loading (actual service drained), the employment, and the

MS use index of each plant (use index will always be greater than 100

when loading is greater than effective capacity) , the salary paid each MS

worker, and the welfare payments to each unemployed worker in the jurisdiction.

b. Contracts - the owner, location and cost of BG and BS purchases

from within the local system as well as contracts (if any) for goods and

services from tht outside system.

c. Outstanding Bonds - the number of outstanding bonds, their

remaining term, the interest rate, annual payment and principal.

d. Financial Accounting - the current and capital expenditures

and revenues of the department. (Figure 40)

e. New constructions are also presented if the construction

occurred in the current round. (Figure 41)

178
FIGURE 37-

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no J1I0| S^tCT ION BnuNOARV

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FIGURE 38

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183
9. Highway Department Detail (Figure 42)

This output, which is distributed to the government decision-maker

representing the Highway Department, gives the basic information necessary

for the operation of the department.

a. Outstanding Bonds - the bonds which the department has

outstanding. This information includes the type of bonds, the number of

rounds left to pay off a bond, the original amount of the bond, and the

annual payment on the bond.

b. Financial Report - summary of the capital and current

expenditures and revenues for the round in addition to federal/state aid

available.

c. Maintenance - the road type, its maintenance level, the total

number of miles of that type in the jurisdiction, the average depreciation

rate of that road type before maintenance, and the number of goods and

services capacity units required to maintain that road.

d. Road Conditions - indicates value ratio of all roads with

value ratios of less than 90.

e. Terminals - the location of each terminal, its level, its

capacity, and the number of capacity units which are being used.

f . Undeveloped Land - indicates the amount and location of the

undeveloped land which the Highway Department owns.

10. Highway Map (Figure 43)

This map shows the location and types of all highways and terminals

in the city. In addition, it indicates the amount of peak-hour congestion

and the value ratio of each segment of road.

11. Total Planning and Zoning Land and Institutional Land Map (Figure 44)

This map shows in the top row the zoning that is in effect on each

parcel of land for whch the local jurisdiction has designated a zoning

code. New land uses are not forced to change as a result of new zoning

classification that are inconsistent. Parcels that have no zoning do not

have any construction limitations placed upon them. The land uses allowed

under each zoning classification are given in the zoning code table (section

13a page 190) . The map also shows the percent of each parcel devoted to

parkland and public institutional land in the middle and bottom row m^ibers

respectively.

184
12. Parkland Usage Map (Figure 45)

This map shows the location and amount o£ land devoted to parks. Each

parcel containing parkland has a number that indicates the percent of the

parcel in parks. A "park" is all the parkland in a single parcel regardless

of the percent of the parcel devoted to park use.

The middle and bottom rows indicate the local population use of the

park in hundreds of people and the use index of the parcel respectively.

Demand for park service is measured by the population of each parcel. The

demand for a park is satisfied if the park is within a 5 by 5 grid centered

by the specific residence parcel of the user. Each park within the grid

is assigned a share of the residents that is proportional to its size.

Once the residence demands have been met, the park use index is computed

by dividing the people served by 250 times the normalized percent of parkland

for each parcel. The normalized percent parkland is the percent in parkland

plus two times the percent in public institutional land.

The use index affects personal dissatisfaction by diminishing the positive

effect that recreational time has on it. Poor parks have use indices between

100 and 200 and a residence with no park service is served by a park with a use index of 200. When a residence is served by a park with use index equal

to or less than 100 the number of units of leisure time allocated by

social classes on that parcel (TR = time in recreation) are substracted from

the personal dissatisfaction index. If the park index is greater than 100,

the number of units substracted from the personal dissatisfaction index is

equal to the park use index less 100 times TR. Thus if the park use index is

worse than 200 the effect of local park service in personal dissatisfaction

index is zero. As a result, park service quality has only a one sided

effect on personal dissatisfaction.

185
I HOC I I V

t

FIGURE k2

• f Vf M'l S

"I sen H-iEOUS _ ?*C?1BC,''0. KISCU I. AM Mi

It j"r.iL cu'.sifnct ION PO<CH»St

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110)71.

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ORISINIL ReoAINING INfEBESI

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2?0000._ 3.2 35«T66._I1>310.

HlINTENtNCE

naiNTENtXCE j»VER»oe_pEP'>EC l»TI^ON_

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2.1 1.0 _O.JL

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K U k 0 CONDITIONS BEFOIIE MIINTENANCE

VALUE RAT 10 ROADS

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.

" 52 24 66 3* " 52 ' 10 * "35 68 26 14 13 11

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85 80 . 42>7 4*27

161 215

IHERE ARE. NO ROADS IN IHI S.JURISOICIIQN •IIH VAtUE RAHOS 8E10II_80_.

tFRMINALS

UNDEVELUPFO LANU lUCAIlUN AM0U4T LUCAIION AHUUNt lOCATION AWiUNT LOCATION AKrjl/rit _ LdCAI!ON_AHlJU-<T 86-22 8*-2»

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00 00 JU«ISOICT|CN anuNOARY 189
13. Zoning Code Table

This table shows the specific zoning classification for each zoned

parcel in the city. Parcels without numbers on them have not been

zoned by the zoning Department.

The zoning classifications are:

Classification

Anv Use ^C\ n-r - uU vJl Any Business 10

Any Industry 20

Heavy Industry 21

Light Industry 22

Construction Industry 23

Any Commercial 30

National Service 31

Business Goods 32

Business Services 33

Personal Goods 34

Personal Services 35

Any Residential 40

Single Family 41

Townhouse 42

Highrise 43

Parkland 50

14. Planning and Zoning Detail (Figure 4o)

This output indicates:

a. Population - total population of the specified jurisdiction.

b. Total Parkland - the amount of parkland owned by the Planning

and Zoning Department.

c. Outstanding Bonds - the types, remaining term, interest rate,

annual payment and principal of all bonds owed by the department.

d. Financial Accounting - the total current revenues and expenditures of the department.

15. Utility Map (Figure 47)

This map gives the location of each utility plant (the parcel is

surrounded by asterisks) ; the parcels served by each numerically designated

plant (upper number) ; and the level of utility service supplied to each parcel

(lower number)

190
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FIGURE hj

Tun r!Ty--HnwAPn UNIVFMSITY URftflN 'lYS^fH*; T NT, I NT p H f fjf, Pwrjr.PAM, UT II 1 ty •IP

TO T'i 7>. 7B flO g? a* 96 88 lO >)? 94 96 9n 100 10? 10* 106 lOH 110 11? U "i lift IIB

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12 12 12 (IN -100- 100 100 ion* 400

100 100 too 200 inoiia

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700 70n71 200S2 100

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TO 77 74 7*. 78 «0 (12 84 86 88 "O 92 94 96 98 100 102 104 106 108 110 112 114 116 118

"Aprri <; p*RCrt. fnr.FS

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.. . _ «•. UT ON PARCEI 192

UNITS ProniPtn UNITS RFCUIPFO

niSIC INOUSIRY- CnsxFRCUL

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RBI 26 CU . ttout aCl 117
16. Utility Department Detail [Figure 48)

This output shows the following things for the Utility Department

of each jurisdiction.

a. Units - the numerical designation, location, development

level, utility units installed, utility units served (provided), total

operating costs, operating costs per utility unit, and income for each

utility plant.

b. Charges to Customers - the price (determined by Utility

Departn^nt^' for one unit of utility service.

c. IMdeveloped Land - the aiuuunt ai.d locacion of undeveloped

land owned by the department.

d. Outstanding Bonds - the remaining term, interest rate, annual

payment and principal on all outstanding bonds owed by the department.

e. Financial Accounting - the current and capital expenditures

and revenues of the department.

17. Bus Company Report (Figure 49)

This output gives the basic information necessary for the operation

of the Bus Company and shows the current operating status of the bus routes

.

a. Financial Report - summary of the capital and current ex- penditures and revenues for the round.

b. Outstanding Bonds - the number, type, remaining term and

annual payment on bonds which the Bus Conpany has outstanding. Capital

bonds have a term of 25 years and are input by the player; current bonds

have a term of 2 years and are floated automatically by the computer when

current expenditures exceed current revenues; all interest rates are determined by the computer and payment begins in the round after the

bond is floated.

c. Employment - indicates the number of employees requested both

in number of workers and number of population units (BUS hires in increments

of PM's), the salary offered per worker, number of workers received (if salary

is too low the Bus Company may not obtain all of the employees requested)

,

and total salaries paid to all enployees.

d. Rolling Stock - indicates the number of units presently

owned, units in use, maintenance level, maintenance costs, average value

ratio, and serviceable units.

Units Owned x Value Ratio = Serviceable Units

Units in Use = Units Required (if Units in Use is equal

to or less than Units Owned)

.

193
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195
FIGURE h9

I HOC I rrBUS CO»MANr FINHNCeS

PREVIOUS n*L*NCE

RtVFUUE S sijnsiDiES NEW IIUNUINO

Ml SCELLANeOUS_

lOfAU KfVfNUE

3000000.

% 3000000.

PREVIOUS H*LANC6

REVENUr s SUhSIUIlS

Nf"M HUNUINi; FARES

HISCFLLA.NEOUS TOTAL REVHNUe

EXPENDI Tunc S VEHICLE PURCHASE STATION CriNSTRUCTION

" TKACK CONSTRUCT I UN LAND PURCHASE

Ml SCELLANFOUS

TOTAL EXPENDITURES

EXPENDI TURES VEHICLE MAINTENANCE

SALARIES

BUNU PAYHLNTS

Ml SCtLLA'>ltt)US TOTAL EXPENDITURES

NEW BALANCE NEW BALANCE

THERE.ARE Nil OUrSIANOING RONDS

EMPLOYMENT

E KPLOVEF S REouE srco SALARY OFFERED

EMPLOYEES RECEIVED SALARIES

PAID

0

0 UNITS AOLLINO STOCK

UNI TS OMNEUUN I r S IN USE MAINTENANCE

LEVEL MAINTENANCE COST OOOOS / SERVICES

AVERAOE

VALUE RAIIU' SERVICEABLE^UNl IS

0.0 TRANSIT SUMMARY

FARES

FARES HAVE BEEN SET AT 0 CENTS, PLUS 0 CENTS PER MILE.
TRANSIT S

r«iiES FIGLT£ 49 (Cont'd)

«»»t5 M««E etjN StT «T li CENTS. 'Lu» * CtNT! HI|.t.

pissEiacus

ROUTE tEvEL or LENfiTH RtRvO^NEt- UN|Tj TOTAL

lUHgER SEaylCE (MILES) •ciuI^EQ l*E9uI*E0 PASSENCCrI

AVtKACE TRIP INILESI

tot 102

103

10i«

40 too

210

120 120

l»20

0 2720

3.t

III

TOT/tL lit T20 • 720

ROUTES

aOuTE nuhSER Stops

III

113

«SJl —

>

0 720

.• tSJl

I2|0 0 •7Jl -->

0 •'B

720

0 »1D*

. »7J, ..>,.>-.,

1*0 I»o lOtO

»724 ..>

0 l«na 1327 ..>..>..>.. »S2T ..s UO 0 3S4O 11*0 0 lOlJl -•>-->..»-. Ttj,' ..1

0 0 0 0 c »537 •->--> fijs ..>

c 3*0 1*0 0 .no

21^0

•til —

>

0 1*0 lltO

»72? •-> —> —> 0 3*0 2iiO0

a.«>.

• till

1*0

->-->-- 727

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..>..>.. «73| -«>-.»-->.. fsJI

0 0 a 0 0 ..>..>.. »J3, ..>.•>..>.. *|}| ti*o 11*0 it*e it*o lito

loio 331 -->

120 320 12*0

• 27 --> —> —> 0 to 37*0. ^127 --> 3*0 320 3720

lCsenb; sssss. .->..>..,

rrrtr nn^nn r^^pp

SSS5S ,5 inTirsccticn op stop; • ir u*»t stop in zone PFPPP IS NUN8£» or PE0»tE seItIxs orr. wmnnh h numser op people settins on PPPPP is NUN|t« OP PtSsENIERS ON VEHICLE lETiEEN ITOpS

197 I
e. Transit Summary - indicates fares set by the Bus Company

on either a base cost or a base cost plus mileage basis. Also presents

information on each route as to level of service, length, personnel and

equipment required, total passengers (including transfer passengers),

and average length of trip.

f. Routes - indicates, by route, where BUS stops, how many

passengers got off at that stop, how many got on, and how many are riding

to the next stop.

18. Rail Company Report [Figure 50)

The first six sections of the RAIL output are nearly identical to BUS

output. There is, in addition^ a section of output following "Routes" entitled

"Undeveloped Land" which indicates the undeveloped land which is owned by the

Rail Company and which can be used for surface track construction (RAIL can

build track either on the surface or underground) . All land purchased by

RAIL and not used will be Isited here by parcel location and percent of

parcel owned.

19. Transportation Network Maps (Figure 51)

These maps summarize the three modes of transportation (bus, rail

and highway) in the city. They should be used by the transportation

decision-makers to plan their routes.

198
FIGURE 50

mEVIUUS BALANCE

«tVF MJl- S SURSlniES

NtU HIINUING

Ml SCrLLANEOUS

PReVIOUS Bftl 4NCE

Hf VEMUl S sut; IUIFS NLH fldtllJINr, FAKE S Ml SCtLL A'lEOUS "TOTAL REVENUE

'.ooooonoo.

<iOO0OOi)UO.

exPENoi ruKF

s

VEHICLE PURCHASE $ Sf AT I UN C'lN'iTRUCT I ON HACK CdN"; IRUC r 1 ON LAND PURCHASE MISCELLANEOUS

tOTAL EXPENDITURES »

EXPENDI ruRES VEHICLE MAINIENANCE

SALARIES

BOND PAYt<hNT-,

Ml SCELLANCniJS TOTAL EXPENDIIURES

NEW BALAftCE NEW BALANCE i <iOOOOOOOO.

fMCa£_»'»E HO CUTSTANOINj_BONOS

CXrtOTMEUT

EfPlUffFS RECUtSIEDSAL ARY OFEERFO

EMPLOYEE S RECEIVEDSALARIES

PAID

•«OlLIf«C STOCK

UNI TS OWNED

UNITS HAINrENANCE_

IN USE LEVEL MAINTENANCE COST GOODS / SERVICES _ AVERAGE S ERVICEABLE

VALUE RATIO UNITS

0.0 T««NSIT SUMMARY

FARES

FARES HAVE BEEN SET AT 0 CENTS. PLUS 0 CENTS PER MILE.

.NO UNDEVELOPED LAND

199
FIGURE 51

TRAfjSPOHTATloW NET'.VORK MAp ROUND I

R 0 n R w w R I R , tio < + f;00'''Df. nrs'*""'^---''" t R R R W W R R ,50

« 4 + - " ^ < •• .. „ ., 0 + « RIR R W||R R R R,52

<. * * * 4 + * o-- - <"--*"»-•! ( R I R R W H V/ R W R , 5'»

R R 4 R kV 1 W RIR R , 56

RIR R I R RIR , 5C

R R I R ,60

• . . > 0 <«.#..

p8 90 92 9'1 96 90iC0 102lo'il06,100 11Qll2mn6 ,

0 TRACK PA3SE5 THRC'JGH imeRStCTiON X STaTIOn AT INTERSECTION

-I TYPE I ROAD r.H T y ;> 2 RqAD fc h TYpE 3 R 0 D 0 BUS ROUTES

W WORK LOCATION R PESIDENtIAL LOcATION

LIsTOpTRACKSEGflENTS

11119 TO lJ317 I13I7 TO U5l5 To Il7l3

Mi:^3 TO 11125 iH25 TO Ill27 1!|27 Tq 11i29

111-"^!^ TO 11137 11137 TO Ill3? ni39 Tq 1 I 1

IU''7 TO lll't? Ill'l9 TO lllBl riVbl To 11153

1 1 1 f• TO 15 16 1

LIST OP S T A T I 0 ,S S

\ I'^l'r, IMI^ 11123 11127 !11'<3 lll'^9 ?llS5

LIST OP STaTIO.SS

200
VII. INPUr PROCEDURES

Since City ^fodel is a conputer-assisted model, it is necessary that

information be fed to the computer in a certain format. This format is

quite elementary and requires no knowledge of computer programming. It

merely involves filling out forms properly with the required information

for each decision.

A. Using Forms

In order to make a decision and feed it to the computer, participants

in the City Model game must complete an input decision form (See Figure 52)

with certain information. The information which is required on the input

decision form varies with the type of decision being implemented. The type

of information which is required is explained on the input explanation forms

(see pages

An input decision form has the following components: Decision Code,

Decision-Maker, and additional information. Each of these components

is explained below:

1. Decision Code

This indicates the type of decision that is being made. It is

usually an abbreviation preceded by a dollar sign ($) . Essentially,

the decision code describes the type of decision being made to the

conputer. They correspond to the codes listed in parentheses next to the

explanation of decisions in the preceding chapters of this manual. These

codes are summarized below for all decision-makers.

a. $CVPT - Change SC or MS en5)loyment; change zoning; establish

utility service level; change maintenance levels; change economic sector

rents, prices, salaries; award BG and BS contracts.

b. $PU - Bid and/or purchase land and developments from another

team or from the outside.

c. $OTHER - Set government salaries; float capital bonds;

change maintenance levels; lend or borrow money; buy or sell speculative or conservative stocks ; set welfare payments ; purchase or sell rail and bus

rolling stock; set utility prices.

d. $BUILD - Construct, upgrade or demolish a development

by the local Construction Industry.

e. $OUBLD - Construct, upgrade, or demolish a development by

the Outside System.

f . $CASH - Transfer cash between accounts of two decisionmakers; grant appropriations or subsidies.

201

2.

g. $BYCr - Boycott work or shop locations or use of BUS or

h. ITAXES - Set tax rates.

i. $FSA - Request capital federal/state aid.

j

.

$REDIST - Change school or municipal services districts

.

k. $YALUE - Set the dollar value of time unit traveling.

1. $TIME - Allocate time for population units

.

m. $ROUT - Change Bus or Rail rcuies.

n. $RAIL - Build rail lines and stations.

0. $ASMNT - Set assessment criteria.

Decision-Maker

This term identifies the decision-maker who is implementing a decision. The decision-maker codes for the economic sector are A, B, C,

etc. The decision-maker identification codes for the governmental sector

are: Ql (Chairman); AS (Assessment); SC (Schools); MS (Municipal Services);

HY (Highway); PZ (Plaiming and Zoning); UT (Utilities); RAIL (Rapid Rail);

and BUS (Bus). Governmental decision-makers (except BUS and RAIL) must

identify their jurisdiction when filling in the form. For example,

"CHI" indicates the Chairman in Jurisdiction 1.

3. Additional Information

Additional information concerning a decision is filled in the spaces

immediately following the decision-maker identification. These spaces

correspond to the columns marked (a), (b) , (c) , etc., on the input decision

form. The amount and type of additional information varies with the type

of decision being made.

To clarify this procedure, the reader should review the sample

decisions made in Figure 53 following

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228
VIII. MASTER SHEETS

The Master Sheets contained in this chapter summarize all the numerical

parameters necessary for participating in the game. It is hoped that once

players have familiarized themselves with the earlier portions of this

manual, they can use this and the preceding chapter as reference points

when finalizing their decisions.

229
MASTER TABLE FOR ECONOMIC TEAMS

LIMITATIONS ON DEBTS

MAXIMUM AMOUNT OF DEBT 80% OF NET WORTH

NORMAL RANGE OF OUTSIDE INTEREST RATES 4.3% to 6.2%

NORMAL RANGE OF RATES OF RETURN ON

SPECULATIVE STOCK

CONSERVATIVE STOCKS

NORMAL RANGE OF PRICE RELATIVES

HEAVY INDUSTRIES

LIGHT INDUSTRIES

NATIONAL SERVICES

DEVELOPMENTS (LEVEL ONE)

HEAVY INDUSTRY

SURFACE WATER USERS

MUNICIPAL WATER USERS

LIGHT INDUSTRY

SURFACE WATER USER

NATIONAL SERVICES

LOCAL COMMERCIAL

RESIDENCES (100 Quality Index)

Economic Boycotts*

1 to 10%

5 to 7%

.90 to 1.12

.93 to 1.10

.95 to 1.06

RANGE FOR RANGE FOR

CONSTRUCTION LAND

COSTS REQUIREMENT

(Millions of $) (Percent of a Parcel

240-300

140-320

28-48

12-40

120-250

50

20-45

1-25

6-28

12

10-12

2

Possible Boycotting Activities Activities that Can Be Boycotted

FL, SG, MP, MF, NL, EL, TE, FO

TA, PA, CR

NS, PC, PS BG, BS

RA, RB, RC PB, PS

*This does not include any social boycotts that might be directed against

economic teams. For example population units may boycott working at any

economic employment location or shopping at any PG or PS establishment.

230
ECONCMIC TEAMS

Outside System Taxes on all Developments

Income Taxes

State - 5% of gross income minus all expenses except

water, utilities, transportation, this tax

and federal income tax

Federal - 11% of first $25,000 and 48% of above

$25,000 on gross income minus all expenditures except water, utilities, transportation, and this tax

Sales Taxes

3% State sales tax applied against purchases of goods and

services (from BG, BS, PG and PS, and purchases from the

Outside by BG and BS)

231
MASTER TABLE FOR INDUSTRIAL ESTABLISHMENTS

(LEVEL ONE CHARACTERISTICS)

FL SG MP MF NL EL TE FO TA PA CR NS

LOCATION REOUIREMENTS

1. PERCENT OF PARCEL 28 40 48 20 15 12 12 20 6 16 28 12

(Maximum Possible

Levels) (3) (2) (2) (5) (6) (8) (8) (5) (16) (6) (3) (8)

2. ZONING REQUIRED

00 00 00 00 00 00 00 00 00 00 00 00

10 10 10 10 10 10 10 10 10 10 10 10

20 20 20 20 20 20 20 20 20 20 20 30

21 21 21 21 21 21 21 22 22 22 22 31

3. MINIMUM LEVEL OF 1 1 7 1 1 2 2 3 1 3 4 1

UTILITY SERVICE

4. ANNUAL UTILITY UNITS

CONSUMED 50 100 700 100 100 ZOO ZOO 1 r\r\ 3UU iOO 300 4UU /O

5. CONSTRUCTION COSTS 300 240 240 320 150 140 180 230 120 250 250 50

(Millions of Dollars)

DEPRECIATION

6. ANNUAL PERCENTAGE 3.0 2.0 4.0 3.5 3.0 4.0 5.0 2.0 1.5 1.5 3.0 3.0

(Due to Aging)

7. MS EFFECT 3.0 2.0 4.0 3.0 3.0 4.0 5.0 2.0 2.0 2.0 3.0 3.0

(Maximum Percentage)

8. FIRE 3.0 2.0 4.0 3.5 3.0 4.0 5.0 2.0 1.5 1.5 3.0 3.0

(Maximum Percentage)

9. FLOOD Depends upon amount input by director and location in flooc

FLOOD MULTIPLIER .6 .6 .6 .6 .6 .6 .6 .5 .5 .5 .5

10. WATER QUALITY 1.0 NA 1.0 NA NA NA NA 1.0 1.0 1.0 1.0

(Maximum)

WATER CHARACTERISTICS

11. SURFACE WATER USER X X X X X X

12. CONSUMPTION (MGD) 60 10 225 9 12 5 8 49 17 333 31 .19

13. DAYS IN OPERATION

PER YEAR

260 260 260 260 260 260 260 260 260 260 260 260

14. CONSUMPTION (MGY) 15860 2600 58500 2340 3120 1300 2080 12740 4420 86580 8060 46.8

232
MASTER TABLE FOR I>©USTRIAL ESTABLISHMENTS (LEVEL ONE CHARACTERISTICS) continued.

FL SG MP MF NL EL TE FO TA PA CR NS

15. RECYCLING

COST PER MG 200 NA 200 NA NA NA NA 200 200 200 200 NA

MAXBIUM PERCENT OF 100 NA 100 NA NA NA NA 1 00 1 nn 1 nn 1 nn MA

WATER .ABLE TO BE

REQ'CLED

16. EFFLUENT TREATNENT

CONSTRUCTION COST

PER LEVEL

(Millions of Dollars)

CL . 5 NA .8 NA NA NA NA .45 .2 1 .3 NA

PT 5 NA 8 NA NA NA NA 4.5 2 10 3 NA

ST 45 NA 72 NA NA NA NA 40.5 18 90 27 NA

BIPLO^'EES

17. FULL TIME POPULATION

UNITS (Pi's)

PH 8 14 19 24 21 30 25 15 15 23 24 23

PM 8 18 18 18 20 18 22 19 10 17 24 9

PL 35 23 18 17 18 17 15 24 30 20 14 9

18. PART TINE (Leisure

Time Units)

PH 0 80 80 80 80 80 80 0 0 80 80 80

PM 80 160 160 160 80 80 80 80 0 0 80 0

PL 240 160 320 160 160 160 80 80 240 160 80 0

CAPACm' NEASURES

19. MAXLMUM EMPLOYNENT 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

EFFECT

20. MAXIMUM UNITS 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

PRODUCED

INCC^E FACTORS

21. NORVIAL PRICE PER 196 155 176 232 147 200 184 148 100 183 185 100

UNIT SOLD (Thousands

of Dollars)

22. TYPICAL INCOME FROM 196 155 176 232 147 200 184 148 100 183 185 110

SALES (Millions of

Dollars)

233
MASTER TABLE FOR INDUSTRIAL ESTABLISHMENTS (LEVEL ONE CHARACTERISTICS) continued.

rJ-i MP MFI'll NT, EL TE FO TA PA PR

EXPENDITURES

23. BUSINESS GOODS 400 200 140 300 100 400 200 30 20 100 150 60 (Units)

24. BUSINESS SERVICES A n 1 fin 0'+ 1 74 1J- nw Lb (Units)

rUKUlAjOCO rcK 1-6 MAINTENANCE

BG UNITS Qo ^ 0 «(J 8u 6 10 4 4 4 11 BS UNITS 2 1 4 4 4 4 6 2 2 2 5 4

26. TYPICAL UTILITIES c

. D 7/ . nu J. . u 7 n 7 n 3 • yj X1 . nu J . nu 4f n. u

Ik COSTS (Millions

o£ Dollars)

27. WATER

(Millions of Dollars)

RECYCLING (Assuming o^17. 1 / NA 11.70 MA MA MA MA 7 Rc:

. 00 1 7 "^7 i . 01 MA 100% recycled)

INTAKE PROCESS 1.59 NA 5.85 NA NA NA NA 1 27 44 8 66 81 NA (Assuming Water

Oiial 1 tv nf 41

OUTFLOW TREATMENT

(Operating Costs)

CL ($1000) 397 NA 1463 NA NA NA NA 319 111 2165 302 NA PT 1588 NA 5852 NA MA NAMA MANA iZ /D /I /I /I 444 8660 808 MA ST 3176 NA 11704 NA MANA \I A NA XT A NA o r r o 2552 o o o 888 17320 1616 MANA TT 4764 NA 17556 NA MANA M A NA XT A NA 3828 1332 25980 2424 MANA

MUNICIPAL SUPPLY NA1.17 NA 1.05 1.40 .59 .94 NA NA NA NA .02 (Assuming water

costs of $450

per MG)

(Millions of Dollars)

28. TRANSPORTATION (Per

Unit of Output on

Type 3 Road)

TO BG 2500 6000 7000 2700 7000 1000 2500 1000 5000 2000 2000 1250 TO BS 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1250 TO TERMINAL 2500 2000 2000 1500 1000 500 1500 1000 500 1500 1000 NA TERMINAL UNITS 1000 10000 6000 2000 1000 1000 2000 3000 1000 3000 3000 NA

234
IjlASTER TABLE FOR INDUSTRIAL ESTABLISHMENTS (LEVEL ONE CHARACTERISTICS) continued.

FL SG MP MF NL EL TE FO TA PA CR NS

. SALARIES (Full

Employment) Depends upon Salary levels offered.

). TAXES

PROPERTY Local rate times assessed value

SALES Fixed state sales tax times purchases of goods and services

INCCME Federal -State tax plus local tax, if any

4 . RATE OF RETURN Net income divided by sum of business value and land value

. UNITS OF POLLUTION

PER MG

BOD (LBS/MG) 600 500 1000 500 400 800 500 6000 6000 3000 2000 100

CHLORIDES (LBS/MG) 100 100 170 150 150 200 180 400 130 380 600 0

NUTRIENTS (LBS/MG) 1000 1000 500 700 100 200 100 10000 4000 3000 800 0

COLIFORM (Parts/MG) 20 10 20 30 20 20 30 300 20 150 50 20

TEMPERATURE DEVIATION 9 0 6 0 0 0 0 9 18 16 4 0

OIL 5 FLOATING SOLIDS 1 0 1 1 0 0 0 1 1 1 1 0

HIGH LEVEL WASTES 0 0 0 0 0 0 0 0 1 1 1 0

HAKE TREATMENT COSTS

:R MG (dollars)

QUALm' OF WATER

1 10 NA 20 NA NA NA NA 50 20 20 30 NA

2 60 NA 60 NA NA NA NA 60 60 60 60 NA

3 80 NA 80 NA NA NA NA 80 80 80 80 NA

4 100 NA 100 NA NA NA NA 100 100 100 100 NA

5 180 NA 180 NA NA NA NA 180 180 180 180 NA

6 300 NA 300 NA NA NA NA 300 300 300 300 NA

7 450 NA 450 NA NA NA NA 450 450 450 450 NA

8 600 NA 600 NA NA NA NA 600 600 600 600 NA

9 Cannot be used.

235
MASTER SHEET FOR THE CONSTRUCTION INDUSTRY

Land Development

Development Cost

Land Requirement

(equipment units)

Depreciation (equipment

As a Function o£ Use

Capacity (equipment units)

Expenditures

Employment Requirements

Typical Wage Bill

(i£ typical salaries of $10,000,

$5,000 and $2,500 are offered)

Per unit of Equipment

BG

BS

$120,000,000

20%

.04C*

1000

1 population unit of each class

per 50 units of labor

$2,500,000 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

$130,000 per units.

Transportation Charges per mile along

HY3 per CU of Construction

to BG: $220

to BS 30

to Build Site 60

NOTE: A HY3 is the least expensive road to travel,

on a HY2 and triple on a HYl.

Taxes

Local

Property Sales

Costs are double

Local Tax Rates are set

by the Chairman

Federal and State

Business Income

(State)

Business Income

(Federal)

Sales Tax (state)

? C = equipment units used

design capacity

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)

11% 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)

3% of the total purchases of BG and BS.

236
MASTER SHEET FOR THE CONSTRUCTION INDUSTRY

Construction Capacity Requirements

Land Use

Basic Industry

HIl

LIl

NSl

Local Service

Industry

BGl

BSl

PGl

PSl

Residences*

RAl

RBI

RCl

Public Structures

SCI

MSI

HYl

IMl

Construction

Units o£

Equipment

525

325

250

125

50

150

50

5

30

125

135

150

4

70

Units of

Material

525

325

250

125

50

150

50

5

30

125

135

150

4

70

Units

of

Labor

525

325

250

125

50

150

50

S

30

125

135

150

4

70

Demolition

Units of Units of

Equipment Material

105

65

50

25

10

30

10

1

6

25

27

30

1

14

359

222

171

86

34

103

34

3

21

86

92

103

3

42

AThese 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 build a residence at QI = 100 and R is the units

required to build 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.

237
MASTER TABLE FOR COMMERCIAL ESTABLISHMENTS

(LEVEL ONE CHARACTERISTICS)

BG BS PG PS

LOCATION REQUIREMENTS

1. PERCENT OF A PARCEL CONSUMED 12

(8)

10

(10)

12

(8)

12

(8)

2. ZONING REQUIRED

00

10

30

32

00

10

30

33

00

10

30

34

00

10

30

35

7.o • (Annual Utility Units Consumed)

2

112

1

71

1

99

1

77

4. CONSTRUCTION COST

fmil lions of DollaTS^

DEPRECIATION

25 10 30 10

5. ANNUAL PERCENTAGE (Due to Aging) 1.5 2.0 1.6 2.2

6. MS EFFECT (Maximum Percentage) 2.5 3.0 2.6 3.2

7. FIRE (Maximum Percentage)

8. FLOOD (Maximum Percentage)

F11 -Lv^V^<^ nofl Mli*iLl-L il 1"U -Li nlJ- -L^ 1 PT1 1.5 1.4 1.3 1.2

Qz/ •

WATER CONSUMPTION

1.5 2.0 1.6 2.2

MTT T TflMC; OF HAT T HMQ 'DVT} HAY rMrr>~\ .13 .17 .23 .18

11. DAYS WATER IS USED PER YEAR 310 310 310 310

12. MILLIONS OF GALLONS PER YEAR (MGY)

EMPLOYEES

41 53 72 56

13. FULL TIME POPULATION UNITS (Pi's)

PH

PM

PL

14

7

8

20

9

9

8

13

23

6

11

16

14. PART TIME (Leisure Time Units)

PH

PM

PL

80

0

0

80

0

0

0

80

160

0

80

160

238
BG BS PG PS

CAPACITY MEASURES

15. MAXIMUM EMPLOYMENT EFFECT

16. MAXIMUM EFFECTIVE CAPACITY

17. NORMAL PRICE PER CAPACITY

OTTSOLD (Thousands of Dollars)

18. TYPICAL INCOME FROM SALES

(Millions of Dollars)

EXPENDITURES

19. BUSINESS GOODS (Units)

20. BUSINESS SERVICES (Units)

OUTSIDE SERVICE CHARGES

(Thousands of Dollars)

21. PURCHASES PER n MAINTENANCE

BG UNITS

BS UNITS

OUTSIDE SERVICE CHARGES

(Thousands of Dollars)

22. TYPICAL UTILITIES COSTS

(Millions of Dollars)

23. WATER (Assuming Water Costs

= $450)

24. TRANSPORTATION UNITS*

(Per Unit of Capacity on HY3)

5000 1500 16000 8000

5000 1500 16000 8000

100 100 10 10

on

NA NA .037/CU .03/CU

MA NT A NA . Ui//LU . 01/ LU

oj/ LU CO /nT Do/LU W A NA MANA

NA NA 2 .75

NA NA 1 .25

250 100 NA NA

1.12 .71 .99 .77

18135 23715 32085 25110

TO BG NA NA .0425 .0375

TO BS NA NA .02 .0125

TO TERMINAL 1 NA NA NA

25. SALARIES (Full Employment)

26. TAXES

PROPERTY

SALES

INCOME

27. RATE OF RETURN

Depends upon salary levels offered

Local rate times assessed value.

Fixed state sales tax times

purchases of goods and services.

Federal -state tax plus local tax, if a

Net income divided by sum of building

value and land value.

One Transportation Unit Cost $400.00

239
MASTER TABLE FOR RESIDENCES

(LEVEL ONE CHARACTERISTICS)

LOCATION REQUIREMENTS RA RB RC

1. PERCENT OF PARCEL CONSUMED 2 2 2

2. (Maximum Possible Levels o£

Development)

(50) (50) (50)

3. ZONING REQUIRED

00

40

41

00

40

42

00

40

43

4. MINIMUM LEVEL OF UTILITY

SERVICE REQUIRED

1 1 2

5. (Annual Utility Units

Consumed)

(4) (26) (117)

CONSTRUCTION FACTORS

6. COST (millions of dollars) 1 6 25

7. QUALITY INDEX (When new, equal to

or greater than)

40 40 40

DEPRECIATION

8. ANNUAL (Due to aging) 2.0 3.0 4.0

9. MS EFFECT (Maximum) 2.0 3.0 3.0

10. FIRE (Maximum) 2.0 2.0 2.0

11. FLOOD (Maximum depends upon damage set by director and location on flood

12. (Flood Multiplier) (1.1) (1.0) (.9)

WATER CONSUMPTION (Depends Upon Occupants)

13. MGY PER PH 29 25 22

14. MGY PER PM 25 18 11

15. MGY PER PL 11 11 7

240
RA RB RC

16. NUMBER OF DAYS DURING YEAR WATER IS USED 360 360 360

17. MGD PER PH .08 .07 .06

18. MGD PER PM .07 .05 .03

19. MGD PER PL .03 .03 .02

OCCUPANTS

20. SPACE UNITS PROVIDED 2 12 50

21. SPACE UNITS DEMANDED:

PH

PM

PL

2

1.5

1

2

1.5

1

2

1.5

1

RENT PER SPACE UNIT (Thousands of dollars)

22. MAXIMUM 210 210 210

23. NORMALS FOR VARIOUS CLASSES

PH

PM

PL

165

150

140

165

150

140

165

150

140

INCOME (Assuming 1001 Occupancy)

(Thousands of Dollars)

24. AT MAXIMUM RENT 420 2520 10500

25. AT RENT OF $150,000 PER SPACE UNIT

PH OCCUPANTS

PM OCCUPANTS

PL OCCUMPANTS

300

300

300

1800

'\ Ci r\r\ 1800

1800

7500

7500

7500

EXPENDITURES

26. MAINTENANCE

PG UNITS PER n MAIOTENANCE

PS UNITS PER 1% MAINTENANCE

NORMAL TOTAL COSTS PER 1%

MAINTENANCE

.7

.3

10

4

2

60

17

8

Z50

27. NORMAL UTILITIES CHARGES 40 260 1170

(Thousands of dollars)

28. TAXES

PROPERTY (Local rate times assessed value)

INCOME (Federal- state tax plus local tax)

SALES (Local rate times purchases for maintenance)

241
NET INCCME

RATE OF RETURN

ENVIRONMENTAL INDEXES

Income from rent minus expenditures

Net income divided by sum o£ residence

value and land value

Comprised o£ pollution index plus

residence quality, rent, MS and school

use indexes, and taxes or welfare

242
FARM MASTER TABLE

Fam Identification Fl F2 F3 F4 F5

Percent Increase

in Net Income as a Function of the

Fertilizer Level

1 7 8 5 3 2

2 12 16 9 7 5

3 20 25 15 12 9

Polution of Nutrients

(in LBS/MG) as a Function of the

Fertilizer Level

0 40 50 30 20 10

1 80 100 60 40 20

2 160 250 90 80 30

3 320 500 180 160 60

243
+-> •HO

^

^

• H

•H t/l

oI.

3 n:

to p

inoU /-V O rH •H cd

p ,^

«4-4 3 -MO

S rH -H -H

•H <L) rH >

P! > -H fH

• H (U -P <D S O c/:)

p

O aJ O

o m cd Ph o a,

>

o o O O o o O o O O o O UO O LO o O LO LO O o LO LO o o o rH r-l rH rH CM rH (N] to (M rH to rH

^ rH O o o O O O o o O o o CD O O o o O o o o o O o o O o o O o o o o o o o rH orH

rH rH to rH to to CD p

o

LO ro 00 00 LO O o 00 to

^0 rH rH iH rH rH to rH CM rH

oo oo 00 00 O 00 o CD to iH rH rH Csl rH rg rH rH rH CM rH Ih

00 CT> rH o LO LO LO to to O 00

rH tH CM to rH rH CM CM CM rH CM

o

\0

oLO

CM

Ooto o

CM o(M

OCNJ to oLO o o

00 oto

CM oCM oLOCM oLO

Csl oLO

LO

CM oto LO

CM

oLO o

o

oo oo ooo o o

CM CM to o o o

o o rH to

\0 (M

r-- rH CM

CM rsi to to CM

tOCMCMLO\OOOC»LOvOOtOOOC» OO 00 O O O LO LO LO

OO

CM O OO o •j:!- "Jd- CM

LO CM CM O rH rH rH CM

rJ O fin CO

\0 00

rH CM

< < oi H a, u

CM CM

C/3 C3

12: pQ

CM CM CM CM CM

CO o CO

PQ a. ei^

244
MASTER TABLES FOR SOCIAL TEAMS

POPULATION UNIT PIASTER TABLE

PH PM PL

General Characteristics

Population

Workers

Students

Education Range

Registered Voters

Mobility Characteristics

Selection of Movers

Random Movers

Most Dissatisfied

Percent of Unemployed

Percent of Underemployed

Selection of Housing Criteria

Housing QI Range Considered

Maximum Occupancy Considered

Environment Index

500

70-99

200

500

160

140

40-69

140

500

200

100

0-39

100

1% 5%

(Half of the 201 with highest

Quality of Life Index)

33

33

71-100

120%

25

25

40-100

120%

15

NA

20-70

(lowest index value is most preferred)

Characteristics of In-Migrants from Outside

Education Level

Voter Registration

Previous Saving

Time Allocation

Extra Job

Public Adult Education

Private Adult Education

Politics

Recreation

Income Characteristics

Workers per PI

Full Employment Salary

Part-time Salary

Welfare

Miscellaneous

85

200

0

20

0

20

40

10

120

55

140

0

30

30

5 20

10

160

15

100

0

40

20

0

10

20

200

(salary per worker times number of workers)

(80 time units provides full-time salary)

(Local jurisdiction payment per worker

times the number of unemployed workers)

(cash transfers from other accounts)

245
POPULATION UNIT MASTER TABLE continued.

PH PM PL

Expenditure Characteristics

Rent

Rent Paid Factor 2

Space Units Consumed

Transportat ion

Maximum Percent o£ Salary willing to be

Costs per Worker for Job

Auto

Base Auto Cost

Cost per HY Link (uncongested)

HY3

HY2

HYl

Public Transit

Maximum Pi's per RRl

Maximum Pi's per BUS 1

Unit Public Transit Consumed

, Travel to PC (and to PS)

Base Cost per CU

Cost per CU

Consumed (along HY3)

(along HY2 is twice as much and

along HYl is three times as much)

00

2

spent

lO^o to

$210

$100

$125

$150

1.33

1.5

oet a

15^

$190

$ 87

$112

$137

Job

1.00

1

25^0

$140

$ 75

$100

$125

(fare set by transit authority)

50

25

2

$ 50

$125

40

20

2.5

$ 50

$125

30

15

3.3

$ 50

$125

(These commercial transporation costs

are only incurred if purchases are made

from local suppliers)

Normal PC Consumption (CU's) 34

Additional CU's of PC for each time

unit in recreation .1

Normal PS Consumption (CU's) 16

Additional CU's of PS for each

time unit in recreation .075

28

.05

11

.05

21

,025

7

.0

Schooling of Children

Criteria for Attending Public School

Minimum School Value Ratio

Maximum Ratio of Students/Teacher

Minimum Ratio of PH Teachers to PM

80

18

1.0

60

22

75

None

None

None

246
POPULATION UNIT MASTER TABLE continued

Cost of Private Education

(per full PI)

Cost Per Student

Schooling of Adults

Cost per Time Unit Allocated to

Private Adult Education

Health Expenditures (per PI)

Base Amount

Coliform PARTS/MG greater than 100

Coliform PARTS/MG less than 100

Taxes

Sales Tax

State

Local

Income Tax

Federal (on salaries)

Local

Automobile Taxes

Miscellaneous Expenses

Time Allocation (total time units)

Auto Transportation (uncongested)

Per link HY3

Per link HY2

Per link HYl

Bus Transportation

Waiting

Along HY3

Along ^^Y2

Along HYl

m m ?L

$39,000 $24,500 $12,500

$300 $175 $125

$3,000 $3,000 NA

$8,000 $4,000 $2,000

$400/Part $200/Part $100/Part

$160/Part $80/ Part $40/ Part

(31 of the dollar amount of PG and

PS purchases)

(depends upon the rates set by the

local jurisdiction of PG and PS

separately)

8% 4% n

(set by the local jurisdictions)

(depends upon rates levied - jurisdiction

of residence and/or work)

(cash transfers to other accounts in

the social, economic, or government

sector)

100 100 100

2.5 2.5 2.5

5.0 5.0 5.0

7.5 7.5 7.5

5.0

111

5.0 5.0

7.5 7.5 7.5

10.0 10.0 10.0

247
POPULATION UNIT MASTER TABLE continued

PH PM PL

Rapid Rail Transportation

Waiting

Walking

Illness

Extra Job

Education

2.5

1

2.5

2.5

1

2.5

2.5

1

2.5

(health index for the parcel on hwich the Pi's

residence is located divided by 10)

(80 units o£ part-time work is equivalent to a full-time job)

Time Units Required to maintain

the Highest Level

Time Units Required to Maintain the

Education Level Specified in the

Parenthesis

Typical Decline in Educational Level if

No Time is Allocated for Adult Schooling

Allocation Typically Needed for Stay at

Present Level

Politics - Units of Time Required to

Increase Voter Registration

10%

32

16(80)

24(90)

32(99)

16

24

12(50)

18(60)

24(69)

12

30

12(10)

18(20)

24(30)

18

(increases in voter registrations last

for only one round)

10

50

60

10

50

60

10

50

60

Water Consumption (MG)

Daily if living in

RA

ri)n RB

RC

Annually if living in

RA

RB

RC

08

07

06

29

25

22

,07

05

03

25

18

11

.03

.03

.02

11

11

7 Congested roads at peak-hours (all to work trips) cause an increase in the dollar

and time costs of automobile usage. For example, a road that is 25% congested

(utilized 125%) will cost 25% more in both money and time for those workers who

use it.

248
QUALITY OF LIFE FACTORS FOR POPULATION UNITS

PH PM PL

Health Index

Maximum Value

Poor MS

Residence Crowding

Coliform Index

Time Index

100 100

(MS Use Index - 100) ^ Occupancy - 100) ^ PARTS/MG V 4; Maximum

100

4; Maximum

,8; Maximum

= 50

25

25

Transportation

Time Consumed

AUTO - Waiting 0 0 0

HY3 2.5 2.5 2.5

HY2 5.0 5.0 5.0

HYl 7.5 7.5 7.5

BUS - Waiting 1 1 1

HY3 5.0 5.0 5.0

HY2 7.5 7.5 7.5

HYl 10.0 10.0 10.0

RAIL - Waiting, any level,

Walking (per segment) 1 1 1

Recreation (Maximum =

0, minimum = -100

Involuntary (Desired time in extra job and public

adult education minus actual time in

extra job and public adult education);

Maximum = 100.

Pollution Index

Neighborhood Index

QI o£ Housing

Rent

MS Use Index

School Use Index

Value printed for that parcel of land

on which the residence is located;

Maximum = + 166; Minimum = -16.

100-QI 90-QI 70-QI

(Rent- $330, 000) 2 (Rent- $200, 000) 3 (Rent- $140, 000)

MS Use Index - 100; Maximum = 100

School Use Index - 100; Maximum =100

249
QUALITY OF LIFE FACTORS FOR POPULATION UNITS continued

PL

Tax Rates in Local Jurisdiction None

Each mil or resident income

Each mil on goods .25 .25 None

Each mil on services .25 .25 None

Each mil on land .125 .125 None

Each mil developments

Health Index + Time Index = Personal Index

PH

9 C

. Zb

.25 .25

.25 .25

.125 .125

.125 .125

None None

Pollution Index = Neighborhood Index = Environment Index

Personal Index = Environment Index = Quality o£ Life Index

250
MASTER SHEET FOR THE SCHOOL DEPARTMENT

General Characteristics

Land Development

Typical Construction Cost

Land Requirements

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

$27,000,000

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 0 12 3 4

PH Teacher Units

0 2,520 4,140 6,840 9,900 12,240 13,140

1 3,600 5,910 8,460 11,200 13,320 15,300 17,100

2 7,200 9,900 12,600 15,500 17,460 19,440 21,240

3 10,800 14,040 16,920 20,000* 21,960 23,760 25,560

4 13,140 17,460 21,060 23,400 25,200 27,000 28,620

5 17,100 20,700 23,400 26,640 28,440 30,000 31,500

6 19,800 23,850 26,820 29,880 31,320 32,850 34,200

PSThe least cost design capacity of an SCI

Note: There are 120 teachers in a PH and 160 teachers in a PM.

251
MASTER SHEET FOR THE SCHOOL DEPARTMENT continued

Population Unit Characteristics

Characteristics

Number of students

Criteria for Refusal Attend Public

Schools Value Ratio (Min.)

Student -Teacher Ratio (Maximum)

Ratio of High to Middle Teachers (Minimum)

Cost of Private Education (for students)

Capital Federal -State Aid

1st Request: 60% chance of acceptance when

2nd Request: 40% chance of acceptance when

3rd Request: 301 chance of acceptance when

Adult Education

School Demand

EAD Time unit allocated to public

adult education is a unit of demand.

PH

130

80

18:1

1:1

$37,500

m

140

PL

100

60

22:1

3:4

$25,000 $12,500

students/school = 18,000

students/school = 18,000

students/school = 18,000

School Supply

Classes held in public school

facilities - only additional cost

is for part-time teachers.

One Unit of Time

by PI

Hired

PH

PM

Provides Units

of Adult

Education

15

10

252
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253
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

MS 1

$30,000,000

121

3.3%

2 units

1 unit

7 units

3 units

Design Capacity (MS units) as a Function of Employment Mix

PL Worker Units 0 1 2 3 4 5 6

PM Worker Units

0 140 230 380 500 680 730

1 200 330 470 630 740 850 950

2 400 550 700 860 970 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 160 workers in a PM and 200 workers in a PL.

•k The least cost design capacity of MSI

Drain on Municipal Services

See Planning Master Table, the last column for drain on MS (page 244).

254
MASTER TABLE FOR THE HIGHWAY DEPARTMENT

(Characteristics for Level One Unless Stated Otherwise)

Highways (HY)

(from both sides)

8

12

16

a)

Facility

Location Requirements

Percent of Parcel

Level 1

Level 2

Level 3

Construction Costs

(Millions of Dollars)

Depreciation

Due to Use

Road Maintenance

Purchases per 1% Maintenance

Capacity Measures

Design Capacity

(standardized units)

Consumption by Users

(standardized units)

PI

BUS (level 1)

BG

FL, NL, EL, TA

MF, TE

FO, PA, CR

MP

SG

Federal-State Aid for Capital Construction

Matching Federal Local

5.0 Z

$20,000/segment

500/segment

10

50

Road Type

Level 1

Level 2

Level 3

$1

$1

$2

$9

$1

$1

Terminals (TM)

(from 4 comers)

12

16

20

14

NA

NA

10,000

per CU sold

1,000

2,000

3,000

6,000

10,000

Probability of Receiving Aid

ou-s 50%

1,01

Limit on the number of road segments requested by a jurisdiction is 5.

Note a): Z = highway units used/effective capacity and, effective capacity is

the design capacity times the value ratio expressed as a percent.

255
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258

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pa cx, a,
ZONING MASTER TABLE

Allowable Uses

Park

Code HI LI NS BG BS PG PS RA RB RC

X X X X X X X X X X

00 X X X X X X X X X X

10 X X X X X X X

20 X X

21 X

22 X

30 X X X X X

31 X

32 X

33 X

34 X

35 X

40 XXX

41 X

42 X

43 X

50 X

HI includes Fl, SG, MP, MF, NL, EL, TE

LI includes FO, TA, PA, CR

259
PARKS MASTER TABLE

Demand for Recreational Space

One PH, PM, or PL is equal to 500 units of recreational demand .

Supply of Recreational Space

One percent of a land parcel devoted to parkland provides 250

units of recreation supply .

One percent of a land parcel devoted to public institutional land

.provides 500 units of recreation supply.

Park Use Index (for a parcel with either or both types of

parks) = units of recreation demand

units of recreation supply

260
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PQ Oi (X S
MASTER SHEET FOR THE UTILITY DEPARBIENT

General Characteristics

Level Installation Number of

of Costs Utility Units

Service (million) Installed

1 2 100

2 4 200

3 5 300

4 6 400 . 5 8 500

6. 11 600

7 14 700

8 18 900

9 35 2,500

1 Operating Costs for a UTt as a Function of the Number of Utility Units Served

Utility Units Per Unit Total

Served Operating Costs Operating Costs

300 • • $20,000 $6,000,000

600 13,333 8,000,000

900 9,630 8,666,667

i:;00 7,778 9,333,333

1500* 6,667* 10,000,000*

1800 7,407 13,333,333

2100 7,936 16,666,666

2200 8,080 17,777,778

The least cost desing capacity of a UTl.

262
UTILITY DEPARTMENT MASTER TABLE

Normal Price of Service

Cost o£ Lowest Level

Plant (millions)

Capacity

Typical Operating

Cost Per Capacity

Unit

Utility (unit)

$10,000

Utility

Plant

$30

2400

Utility

Level

$2

100

$7,000 to $8,000

Land Requirement

Intake Treatment Costs per MG

None

Intake

$.1 - 4.5

0 - $600^-^

n

Water (MG)

1/

Outflow

$.1 - 4.5

3 MGD

$25

UT

Water Quality Level 123456789

5 60 80 100 180 300 450 600 NA

2/

300^-^

n

Annual Cost to Operate an Ambient Water Quality Sampling Station $50,000

Annual Cost to Operate a Point Source Water Quality Sampling Station $25,000

Mater prices may be set by type of user. —^Depending upon treatment type.

3/— Depending upon water quality.

263
CHARACTERISTICS OF OUTFLOW TREATMENT PLANTS

Pollution Characteristics of Economic Activities

Level of Treatment Plant

1 2 3 4 5 6 7 8

Maximum Capacity (MGD) 3 8 16 26 40 60 90 200

Land Requirement

(% of Parcel) 1 2 3 4 5 6 7 8

Construction Costs

(millions of dollars)

CL .1 .2 .4 .6 .8 1. 0 1.2 1.

PT .5 1.0 2 3 4 5 6 8

ST 1 .

5

3 .

0

6 9 12 15 18 24

TT 4.5 9.0 18 27 36 45 54 72

Operating Costs

(dollars per MG)

CL 25 24 23 22 21 20 19 18

PT 100 95 90 85 80 75 70 65

ST 200 190 180 170 160 150 140 130

TT 300 285 270 255 240 225 210 195

Intake treatment plants have the same construction costs as ST outflow

plants

Percent Pollution Removed by Treatment Types

CL PT ST TT

BOD 0 50 80 99

Chlorides 0 0 60 99

Nutrients 0 0 50 70

Coliform 99 99 99 100

Temperature 0 0 0 100

Oil ^ Floating Solids 0 100 100 100

High Level Wastes 0 0 0 100

264
MASTER SHEET FOR BUS COMPANY AND RAIL COMPANY

General Characteristics

Characteristics

Land Development

Typical Development costs

Underground tracks

Surface tracks

Stations

Land requirements

Operating Expenses

Fixed cost of equipment per mile

Employment

Typical cost of labor per mile

Units of labor required per mile

BUS

$400,000

(40 units)

40,000

50

RAIL

$14,000,000/mi.

4,000,000/mi.

1,000,000

41 surface tracks

(for one side only)

$800,000

(80 units)

40,000

50

NOTE: Bus and Rail hire middle income (PM) workers only. There are 160

workers in a PM. The typical salary per worker is $5,000. One PM

supplies 1,000 units of labor and 50 units of labor are required to

operate a bus (level 1) and rail (level 1) for one mile.)

Depreciation § maintenance of equipment

Average rate (annual

BG and BS requirements for 1%

renovation or maintenance

BG

BS

Passenger Capacity (people)

When value ratio = 100

3.5%

$40/unit of equipment

$60/unit of equipment

3.5%

$40/unit of equipment

$60/unit of equipment

Level

Level

Level

Route

Route

Route

3,000

6,000

9,000

6,000

12,000

18,000

Distance for Diagonal Rapid Rail Segments

Horizontal Distance Between Stations

Vertical distance

between stations

1

1.414

2.236

3.162

4.123

5.099

2 2.236

2.828

3.606

4.472

5.385

3

3.162

3.606

4.243

5.000

5.831

4

4.123

4.472

5.000

5.657

6.403

5 5.099

5.385

5.831

6.403

7.071

265
BIBLIOGRAPHIC DATA

SHEET

1 . Report No. 3. Recipient's Accf<;sion No. c6m-74-10702-2

4. Title and Subtitle CITY GAJffiSCITI h

Player" 3 Manual

5. Report Date September 1973

6.

7. Author(s

^r. John E. Moriarity, Editor

8. Performing Organization Rept. No.

9. Performing Organization Name and Address

National Bureau of Standards

Department of Commerce

Washington, D. C. 202 3U

10. Project/Task/Work Unit No.

11. Contract/Grant No.

12. Sponsoring Organization Name and Address

National Technical Information Service

5285 Port Royal Road

Springfield, Virginia 22l5l

13. Type of Report & Period Covered

14.

15. Supplementary Notes

16. Abstracts City U is an operational simulation game in iniiich 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 participant's decisions as any real city would.

Each player in City i| is assigned to a team ifliiich shares an economic and

governmental role. This manual describes the player details for the

economic and government sectors along with general information required

for game play. It is one of three manuals necessary for game play.

(Player's Manual, Director's Manual, Computer Operator's Manixal) . Each

of these manuals are designed to be used for reference and by themselves

will not describe enough details for a complete game play. The game is run on an IBM O.S./36O computer.

17. Key Words and Document Analysis. 17a. Descriptors

City; computer; directors; economic; games government; metropolitan;

players; sectors; simulation; social; urban.

17b. Identifiers/Open-Ended Terms

1.7c. COSATI Field/Group

18. Availability Statement rp]^j_s jT^gnual is available only with

the lease of the 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

276

22. Price

FORM NTis-35 (REV, 10-73) ENDORSED BY ANSI AND UNESCO. THIS FORM MAY BE REPRODUCED uscomm-dc 8265-P74

U.S. GOVERNMENT PRINTING OFFICE; 1974- 543—048:37