COM-74-10702-1
DIRECTOR'S
Nl I3>
National Technical Information Service
U.S. DEPARTMENT OF COMMERCE
Jr .. . \
^0^T/ 0/V
VfS 0« '
National Technical Information Service
U.S. DEPARTMENT OF COMMERCE
P.O. Box 1551
Springfield, Va. 22151
; ^6-l9l fe
Price of City Games
Computer Files Includes
Related Manuals
a
c
1
c
£>
CITY IV
DIRECTOR'S MANUAL
Edited by John E . Moriarty
Technical Analysis Division
Institute for Applied Technology
National Bureau of Standards
Washington, D. C. 20234
Sponsored by
National Technical Information Service
5285 Port Royal Road
Springfield, Virginia 22151
U.S. DEPARTMENT OF COMMERCE, Frederick B. Dent, Secretary
NATIONAL BUREAU OF STANDARDS, Richard W. Roberts, Director
Issued: March 1974
Digitized by the Internet Archive
in 2012 with funding from
LYRASIS Members and Sloan Foundation
http://www.archive.org/details/city4directorsma00mori
ACKNOWLEDGEMENT
We wish to acknowledge the significant contributions made by the
P.R.C. Systems Sciences Company to the development of the Game and the
preparation of some of the written material used in this Manual. We also
wish to acknowledge the original work of Dr. Peter House and Environmetrics
for their contributions to the City Games.
111
CITY IV DIRECTOR'S MANUAL
Table of Contents
Title Page
I . INTRODUCTION 1
II. BEGINNING OF PLAY 14
A. Choice of City 14
B. Formation of Teams 20
1. Altering the Number of Teams 20
2. Making Teams Operate Across Sectors 21
3. Changing the Resources of a Team 21
C . Distributing General Output 21
III . RUNNING THE ROUND 23
A. Prefatory Notes 23
B . The Computer Round 23
C. The Player's Round 26
1. Game Formats and Strategy Formulation 26
2. Director Interaction within Player's Input Procedure 30
3. Director Input Decisions 37
Appendix A
Player Thumbnail Decision Checklists by Sector 48
Economic Sector 48
Social Sector 51
Government Sector 52
Title Page
Appendix B
Flow Diagrams 59
Economic Sector 60
Social Sector 61
Government Sector 62
Interrelationships in the City Model 63
Appendix C
Inputting Decisions in the City Model 64
Appendix D
EDITS 76
1. General Error Messages 78
2. $BUILD and $OUBLD Error Messages 80
3. $CASH Error Messages 83
4. $PU (purchase) Error Messages 84
5. $OTHER and $CVPT Error Messages 85
6. $T AXES Error Messages 91
7. $FSA Error Messages 91
8. $REDIST Error Messages 92
9. $RAIL Error Messages 92
10. $ROUT Error Messages 93
11. $TIME Error Messages 94
12. $BYCT Error Messages 94
13. $VALUE Error Messages 95
14. $ASMNT Error Messages 95
15. The Concluding Messages 96
a. Auctioned Parcels 97
b. Federal-State Aid 97
c. Redistricting Error Messages 98
VI
Title Page
Appendix E
Maximums and Minimums in the City Model Inputs and Files 99
1. Input Maximums /Minimums 100
2. File Maximums 102
3. Director Override 102
Appendix F
List of Output Sections 105
Appendix G
Elaboration of Some Player and Computer Processes 116
I. Introduction 116
II. The Full-Time Employment Process 118
III. The Part-Time Work Allocation Process 121
IV. The Commercial Allocation Process Overview 124
Detail on Parts of the Allocation Process 128
V. The Effects of Time Allocation in Education 130
VI. Bus and Rail Company Output 132
VII. The $REDIST Input 135
IX. The Effects of the Outside System 138
a. Business Cycle 138
b. Federal-State Aid 140
c. Federal-State Taxes 142
d. Migration 143
e. Auction and Bids 143
f. Construction Industry 144
VI 1
Page
146
148
148
148
152
152
153
155
Title
X. Business Profitability
XI. The Migration Process
1 . Summary
2. Index Calculations
3. Outmigration Due to Unemployment
and Underemployment
4. Selection of those Seeking Housing
5. Housing Placement
XII. Operating Programs of the City Model: 360 Version
Appendix H
Optional Game Formats and Suggestions 160
1. Mass Media 160
2. Federal-State Aid Controller 160
3. Data and Information Consultant 161
4. Alternative Forms of Government 161
5. Legal System 162
6. Insurgency 162
7. Holding Corporations 162
8. Building Inspector 163
9. Citizen Commissions 163
10. Citizen Interest Groups 164
vm
Title Page
Appendix I
Scenarios for the Five City Model Configurations 166
1. Big City Scenario 166
2. Tri-City Scenario 169
3. Moray County Scenario 171
4. Dimbeath Scenario 172
5. Lothian Scenario 174
Appendix J
Definition of Land Use Types 177
Appendix K
City Model - Small Scale 180
1. Master Sheet for Basic Industry 180
2. Master Sheet for the Construction Industry 182
3. Master Sheet for Commercial Establishments 185
4. Master Sheet for Residences 188
5. Master Sheet for Social Sector 190
6. Master Sheet for the School Department 193
7. Master Sheet for Municipal Services Department 195
8. Master Sheet for the Highway Department 197
9. Master Sheet for Planning and Zoning 198
10. Master Sheet for the Utility Department 199
11. Master Sheet for Bus Company 201
12. Input Explanation Forms 202
IX
Title Page
Appendix L
Designing a New Starting Point (Load) to the City Model 226
Steps in Designing 226
Loading Real-World Data 235
Appendix M
Load Deck Input Card Formats 260
Appendix O
Notes on the Load Program 263
Appendix P
The Vote Procedure 274
I. INTRODUCTION
City IV is an operational simulation game in which participants
make economic, government and social decisions affecting a hypothetical
metropolitan area. Through the use of a computer, the simulated urban
system responds to the participants' decisions as any real city would.
Each player in City IV is assigned to a team which shares an economic and
governmental role. The interrelated decisions made by teams will guide the
way the simulated city changes in composition and size.
The simulation approach to cities offers the players an opportunity
not only to make decisions but to implement them as well. They recieve a
feedback from their actions and see the effects from other forces that are
constantly at work altering the effectiveness of the players' decisions.
Players therefore have a learning experience in how to deal with a changing
environment. The round-by-round play gives the players the necessary
experience in selecting the type of analysis to move them towards their
objectives while the allocation of their time and Game resources is a critical
determinant of the success they hope to achieve. As the Game progresses,
players learn to increase their involvement in the management of the environ-
ment while at the same time learning more about the relationships between
business and society.
One of the primary purposes of the Game is to improve the players'
understanding of urban problems in systemic terms. In other words, the
aim is to encourage players to view the activities of the City as being
closely related and interdependent (e.g. , an unemployment problem will
exacerbate a health problem, the loss of industry and jobs in the private
sector will reduce the number and quality of services offered in the public
sector through reduced tax revenues, etc.) . The Game also encourages
players to use an interdisciplinary perspective when dealing with urban
problems; that is, to look at the problem not only from the viewpoint of
an economist, but also from the perspective of a geographer, planner,
political scientist, etc. For instance, if a player is dealing with a
land use problem such as zoning, he soon realizes that he cannot escape
the broader concepts of land-use planning. The problems of housing,
unemployment, education, health, highways, etc., are all related in a
system of interconnected activities and institutions to his original
land-use problem of zoning . Hence, many of the outputs of this particular
gaming model (e.g. , land use maps, economic indicator tables, etc.) are
designed in such a fashion that the City can be viewed more easily as a
single entity than as several separate and disparate parts .
Although no two games are ever indentical, most games have common
characteristics that are noteworthy. In a typical game the economic decision
makers can best be described as rather conservative and cautious players.
This aversion to risk-taking is especially noticeable in the early rounds when
players are uncertain as to the outcome of particular decisions. Economic
decision makers generally do not have a game plan and most decisions in the
1
early rounds are not made in a systematic fashion or developed in a coordin-
ated manner. In later rounds, many decisions are made as the result of actions
taken in earlier rounds . For example , an economic decision maker might build
some housing units for rental purposes and then find that they are under-
utilized. The decision maker might then consider building commercial or
manufacturing establishments close by in order to induce more people to
live in the underutilized housing units and build up a good supply of labor .
Just as likely, the procedure would be reversed, and the emphasis would be
on building housing units near a previously built manufacturing plant in order
to maintain an adequate supply of labor close to the plant .
The economic decision makers usually make profits on their business
operations, although losses on particular investments are not uncommon.
It is characteristic of economic decision makers that profit maximization is
the primary motive for making decisions, subject, of course, to the twin
constraints of risk-taking and uncertainty.
The public decision makers attempt to make a concerted effort to
improve the welfare of the City, although the indicators used to measure
economic progress do not clearly reflect the intensity of this effort.
During the early rounds, a typical game plan is to obtain additional
revenue to upgrade the school system and municipal services, while at the
same time attempting to redistribute the tax burden to fall more heavily on
the business community and to a lesser extent on the work force. Lower
income residents generally receive a tax break through the reduction of
the sales tax on goods and services while the tax on auto owners is raised
in the hope that the use of public transportation will increase.
The social decision makers are the citizens who live and work in
the city . They are the voters and purchasers of goods and services needed
to complete a real city . The social decision makers serve as the equal-
izing 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 environ-
mental expectations directly influence the course of government. Social dis-
satisfaction can lead to boycotting businesses and industries as well as schools
and municipal services. Their demands influence the type of housing and trans-
portation they will accept which in turn affects all other parts of the municipal
system . If city conditions are acceptable to the general population , immigra-
tion occurs and city grows . Otherwise outmigration can send the city into
bankruptcy if it continues for any duration of time. In short, commercial and
government decisions ultimately must satisfy the general population if any
city is to survive in the long run .
As in a real city , the public deficit looms as an obstacle in the path
of all social reforms. So it is with the City game. The public administrators
must face the debt problem and solve it before money can be allocated in
significant amounts to create the Utopian society we all dream about .
These administrative processes that implement social reforms require the
integration of decision making through the various disciplines . As the
game progresses, the conflict between the objectives of the public and
private sectors becomes amplified. Both sectors begin to realize that
they cannot perform their objectives independently and the learning process
begins. As an example of this learning process, consider the micro-level
analysis of shopping centers which are simulated by the "personal goods"
and "personal service" industries. To perform this analysis, appraisals
are required along with business and property analysis . Investment
portfolio analysis is required to manage a variety of business enterprises
and a portfolio of real estate resources. The constraints on the entrepreneur
come from the public sector in terms of zoning restrictions, building permits,
taxes, utilities, etc. , which can prove very formidable. Hence, the public
and private interests become interwoven and the Game provides a way of
demonstrating decision-making in a society where there is a community of
interest between the public and private sectors. The inefficiencies of
independent decisions become expensive not only to the developers but to
the community as a 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 Director's Manual is designed to be a reference manual and
cannot be read as a text book. This manual is one of a set comprised of a
Director's Manual, Player's Manual, and Computer Operator's Manual. It
is assumed that players will be given complete instructions in the rules for a
particular game play by the Game Director who is experienced in running this
particular game. Individual players will use only those portions of the manual
that are applicable to their game role.
In the playing of the actual game, participants assume various roles
in the public and private sectors as outlined in the players manual . A
Game Director who is familiar with the Game in detail begins the Game with
a classroom type lecture devoted to the discussion of the major decision
roles in the City Model as well as the many printouts and reports that
result from each role player's decision inputs. During this session, players
are assigned a particular role (i.e. , economic decision maker, mayor, school
board member, etc.) and asked to read that portion of the Player's Manual
dealing with his role. Using the manual as a technical guide, the players
address themselves to the mechanics of coding forms and interpreting the
computer printouts. It is at this time that the Director describes the
preprogrammed city in the computer to the players. The Director has the
option of choosing initial parameters such as economic growth rates, social
conditions, production capacities, etc. to suit the particular objects of the
players and thereby making the Game more flexible and susceptible to
innovative approaches to urban problem solving. The Director can struc-
ture 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 begins. The Director
generally starts the game by discussing possible objectives with each
player or group of players along with the present or initial city conditions.
For example, if the Director choosesto use the planning-programming-
budgeting systems approach, each player or group of players must:
1. Define his general Goal wich is Output Oriented .
2 . Identify objectives which indicate conditions or levels which
must be obtained or maintained to successfully reach the
designated Goal .
3 . Draft Programs which are designed to achieve the standards
set by the various objectives.
4 . Evaluate the Programs to determine their effectiveness
(in cost/benefit terms) as compared to alternative programs.
Consider a political role in the urban system that is abstracted
as follows:
Political Goal : School Department
Develop a school system comparable to the best in the nation,
which will provide high quality, accessible and meaningful
education experience to the City's population.
Objective #1
Maintain the pupil/teacher ratio at less than 21/1.
Program #1
Using the population growth projections, determine future
student levels. Hire middle and high income teachers, at
the optimum mix, to meet this demand.
Program #2
Redistrict school boundaries to better utilize existing City
resources.
Program #3
Construct new schools or add to existing facilities as
projected. (Specific round-by-round projections are used.)
Objective #2
Keep unmet demand for adult education at less than 10% of the
total demand.
Program #1
Use the population growth projections, determine future
student levels. Hire middle and high income teachers, at
the optimum mix , to meet this demand .
It can be seen that the School Department has:
1 . A definite goal (to be the best)
2. Identified meaningful standards of performance (student/
teacher ratio of 21/1 and unmet demand for adults at 10% or
less)
3. Determined approaches to achieve these standards (population
projections, new construction, redistricting, etc.)
The previous example of the School Departments (see page 4)
political goal could apply to most school systems in any City. We all want low
student/teacher ratios and the best possible teachers for our children. New
construction, better utilization of facilities and adult education programs
with the most competent teachers available is certainly a laudable goal.
The only obstacle to this Utopian dream is that other government depart-
ments have their dreams and all departments compete for the lion's share
of limited tax dollars. Besides education, the government sector (see page 52)
must consider the problems of budgeting, taxation, assessment and bonding
(see page 52 , highways (see page 55, fire and police protection (see page 162)
planning and zoning (see page 56) , utilities and bus and rail transportation
(see page 57) . Departments make decisions which include allocating capital
and current funds, changing salaries and maintenance levels, requesting
Federal/State aid, changing levels of service.
In the game , all of the above roles are enacted by various players who
strive to optimize their goals just as in the example of the school department.
Collectively , the Government players work from a tax base that is continually
being attacked by the tax payers as excessive and yet their very employment
is incured by the elective process which, of course, is determined by the
same tax payers who are continually demanding more services from the
government. The source of government revenue is taxes which are levied
on the population just as in a real city . Other players must assume roles
in the city's economic sector to create employment for the population. The
activities of the businessmen must include the operation of the industrial,
commercial, and residential establishments which in turn require land
purchases and sales, salary changes, maintenance level alterations,
of commercial firms , acquisition of long and short term loans , and constructing ,
improving and demolishing businesses .
The commercial activities (see page 48) are subdivided within the
game into Basic Industries, Construction Industries, Commercial Activities
and Residences. The Basic Industry includes heavy and light industries
and national services (including Standard SIC classes) which spend money
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 high-
rise) spend money on goods and services, utilities, taxes and earned income
based on rent charged and the number and type of occupants residing in
their housing units (see page 188) .
The social sector (see page 51) is concerned with the income and
expenditures of the population (see page 190) , the dissatisfaction (see
page 188) of the population in terms of housing , personal situation in the
community, employment, and the amount of leisure time they can afford.
Migration (see page 143) considers the movements of population in and out
of the city. Finally, the social sector members vote (see page 274) , Boy-
cotts (see page 164) , allocates their time for work and play (see page 116)
and sets the dollar value on their time (see page 130) .
The City model selected for game play may be a typical city or it
may be the player's own city. The model employs a grid board (see Player's
Manual) geographical map that can be loaded with data from any regional or
metropolitan area. The map contains 625 parcels in which each parcel repre-
sents one square mile of land. Many of these land parcels are unowned at
the beginning of play and those that are occupied are represented by a
specific, representative land use. For instance if a square mile consists
mainly of middle income residence , this parcel would be designated as
such even though there could be a few commercial businesses within the
square mile . The only requirement to assigning parcels is that the
assignment typify the most representative land use . In a similar manner
highways and roads are represented along the boundaries of the parcels.
If you imagine a parcel as represented by a square, then a road is described
as one or more sides of the square.
Once the representations are made, there remains the task of assign-
ing numerical values and indexes to the many parts of the city's functions.
For example, when various types of businesses are identified, they must be
labeled with their dollar volume and prices for their products . Residences
must be identified as to type and amount of rent paid. Voter registration and
social dissatisfaction indexes must be established along with zoning classifi-
cations , cash availabilities , government expenditures , taxes road configura-
tions and utilities and the election of city officials. These inputs along with
the parcel classifications described the starting city. The files of this starting
city are stored in the computer and can be altered by the game director to suit
the player's needs (see Director's Manual) . Changes in these files may affect
the output of the computer but will have no bearing on how the computer cal-
culates the output. The computer program directs the computer to act upon
the data files in fixed relationships using the various data stored in the city
file . In this way the computer can respond to updated file changes , act as an
outside system, perform routine functions or processes that would be time
consuming for the players and finally act as a bookkeeper (see Computer
Operator's Manual) .
At this point the game is ready to be played. Each player studies
his printout generated from the starting city to evaluate his status as an
individual and as a team member. Each team defines its specific problems,
establishes objectives and develops strategies. Various groups will then
gather for informal sessions for the purposes of bargaining , trade-offs and
consummating deals. Eventually, each group arrives at final decisions
for actions to be taken in that particular round of the game . These
decisions are then entered into the computer by a special code and the
model is ready to run. The computer then prints out a new series of data
representing the change city .
In a typical game play the players generally behave in a predictable
way with a minimum of player interaction early in the game. Players tend
to feel that most interrelations should be avoided for the sake of secrecy .
Most players use the guise of ignorance when talking to their peers early
in the game and their contacts are limited to attempts at acquiring knowledge .
As the player's command over the technical content increases, so does his
awareness of the necessity for a properly functioning system. The player
realizes that his economic aspirations will not be achieved unless his public
counterpart can create a suitable "service-rich" environment in which he can
operate. Typically, one or two players generally emerge quickly with an
extensive grasp of the system and its technical content and assume the
role of educator. In a fashion similar to the old ward politicians, the
educators disperse favors (the patronage in the form of techical explanations) ,
to gain the initial respect of his constituents. Needless to say, it is then a
simple matter for the educator to insure his election to the mayoralty of the City.
As time passes, other players come to understand their role and the
role of others and begin to realize that the mayor, although helping the city
to function, often is insuring his own economic prominence at their expense.
At this point, the era of the ward politician is inevitably (or generally)
over and with this passing comes the emergence of the city manager. The
political cooperation that grows from the new regime eventually leads to a
full appreciation of the efforts of others and will open up higher levels of
discussion concerning city-wide urban problems. Although the previous
discussion concerns player behavior during game play, the influence of the
gaming process has created a learning experience is one of the fundamental
purposes of City Games and these experiences with the game can be transferred
to the problems of the real city .
In most games, the Game Director's role diminishes as the play pro-
gresses and players become more familiar with the technical content of the game.
Since bribes and boycotting are allowed along with collusion and other forms
of special interest groups, a new aspect of the game appears, namely law and
order. Players rapidly learn that disputes cannot be settled by opposing
interest groups and the enforcement of agreements and compromises becomes
almost impossible. Players demand legal systems and police departments and
the local government is faced with new expenses to deal with. If these demands
are met, the City managers must generate more income to meet these expenses
and forego other spending plans. At this point, the hypothetical city is becoming
very real and very complicated to run. Even though it is a hypothetical
city, players become emotionally involved and the intensity of their involve-
ment permeates the playing area. Time is a constant enemy for the players
just as in real life. Everyone wants everything at once and a typical game
play allows the players about two to three hours per round to make their
decisions . One round of the game is equivalent to one year of real time . If
elections are required every two years, only two rounds are played before new
elections . If the newly elected officials fail to honor prior commitments by their
predecessors, well, the best laid plans . . . . !
It is within this framework that the City IV manuals are written.
There are three manuals for City IV; a Director's Manual, a Players'
Manual, and an Operator's Manual. The Director's Manual is designed
to explain the technical content of the computer program including term
definitions, programming change procedure and the numerous technical
details associated with the game. It is assumed that the Game Director has
been taught the gaming operations prior to assuming the Director's role and
will use the manual as his primary reference source rather than a set of
instructions for running the game. The manual further assumes that a
Director has had training in Fortran programming and understands
formating and coding in addition to being knowledgeable about urban
problems . The Director designs the initial city conditions for a typical city
and specific computer commands for altering these conditions.
The Players' Manual is also designed to be a reference manual and
not a text book. The complexity of the game requires extensive reading on
the players' part prior to the start of a game or selective reference material
which is coordinated with the Director's introductory lectures and possibly
monitors who are trained in the gaming procedures and will coach the
individual players when required. This latter approach has proven to be
the most effective method of training players. If past games are indicative,
individuals seem to learn their roles much faster when coached by a monitor
during actual playing conditions as opposed to concentrated reading and
memorizing prior to the start of a game. It is not presumed that players
have prior knowledge of this game or even simulation in general. The
game is designed so players do not need to know computer programming or
how to operate the computer . These functions lie with the Director and the
Computer operator .
The Operator's Manual is written for an IBM 360 and presumes that
the operator knows how to cold start the computer and mount the tapes. This
manual explains the relationship between the programming data, the taped
program and the operation of the computer. Test sequences are given along
with a detailed explanation of switch control and error message. It is not
required for the operator to understand the Director's or Players' role
but only to be knowledgeable in operating the computer .
8
In general, the game should be played with at least 50 players
utilizing a large room where players can move freely about. Computer
printouts are usually taped on walls for easy access by all players. An
optional display usually taped on walls for easy access by all players . An
optional display would be a gaming board for visual display of the city. The
board is marked off in grids to conform to the City map and plastic playing
pieces are used to represent the various types of buildings. Colored tape is
used to mark off highways and boundaries. Human interest is added if one
player agrees to become the Big City News Editor. The idea is to subtly
report on the good and bad features of the game play in a humorous way.
The Game Director reports the results of each round to the news editor who
proceeds to write this paper and distribute it before the players learn the
results of the round. The detailed computer outputs are then distributed
to the players so that they may learn how well their particular game plan
went. In toher words, the paper presents the overview and the computer
reports on the specifics. This method allows the Game Director to concentrate
his time on selected areas rather than all areas at the end of each round.
As the director of a play of the City Model, you select the starting
city configuration used by the participants , change a number of conditions in
the city before the start of play, and have a continual affect on the play through
the use of the many director options .
The figure on the next page shows your position in relation to the
computer operations, the simulated city area, and the participants. As director,
your first choice (once you have determined the overall objectives of using
the City Model and assembled a group of participants) would be to select one
of the five initial starting positions. Each of the starting positions has the city's
resources distributed among the sector teams and specified cash balances in
the accounts of the economic and government teams . The director may alter
many of these initial starting characteristics by making inputs to the computer
before the participants begin play. The director can continue to influence the
play throughout its duration by making further inputs, acting as the Outside
System, and distributing the computer output in various ways. The director
can also affect the play tremendously by how he forms his teams and what
responsibilities he assigns to groups of players or to individuals.
The director, then, may be as active or passive as he desires.
Operating City Model does not require the director to influence the play or
make inputs, but the model does allow him to control play if he wishes to.
This Manual describes what the City Model director needs to know in
order to operate the model, influence play, and answer participants' questions
that are not fully covered in the Players' Manual. The director, of course,
should be thoroughly familiar with the Players' Manual.
This Manual focuses on four major points:
1. Responsibilities of the director before the start of a play
(including choice of city, formation of teams , instruction,
and motivation) . (Chapter II)
2 . Operating a round of play (including distribution of output,
length of round, motivating play, making decisions, and
inputting decisions) . (Chapter III, Appendices A, B, C, D,
E, F)
3. Complementary exercises and materials (including elections,
town meetings, mass media, legal system, special projects
and outside readings) . (Appendices H, I, K)
4 . Explanation of some of the major computer operations
(including employment and commercial processes,
migration outside system, and many others) .
(Appendix G)
As you will notice, this manual is organized with only four chapters
but fifteen appendices. The first three chapters contain unified and sequential
information. The fourth chapter, the appendices, contain complementary
information on different aspects of play and do not sequentially follow the
first three chapters .
Reading the Players' Manual and the three chapters of this manual
will give you sufficient knowledge to run an adequate play of City Model.
By also reading the appendices, you will be able to direct a play that will
not only be more interesting but be more rewarding for the participants
and yourself as well.
You should understand the use of the term "round" and how
rounds are numbered. The director/operator must deal with two rounds;
the player's output is known as a "round," and the data base stored in either
a tape file, or as it remains in the computer system, is a "round" of data.
Players make decisions from a data base numbered the same as the round
of output with which they are playing .
10
DIRECTOR OPTIONS
COMPUTER OPERATIONS
BOOKKEEPING :
Correlates status of
simulated city
DECISION PROCESSES:
Assigns people to jobs ,
schools , housing , and
shopping.
OUTSIDE SYSTEM
Option to adjust
parameters for
MIGRATION
CONSTRUCTION
£
OUTPUT
OPTION to
CONTROL
DISTRIBU-
TION of
OUTPUT
to PARTICI-
PANTS
PARTICIPANT SECTORS
OPTION TO CONTROL TEAM
ORGANIZATION OR FORMATION
ECONOMIC :
land developers, businessmen,
manufacturers , landlords ,
speculators, bankers
GOVERNMENT :
budget-makers , suppliers
of public goods and
services .
SOCIAL :
representatives of high ,
middle, and low-income
groups.
SIMULATED AREA
OPTION TO CHOOSE FROM
FIVE UNIQUE SCENARIOS
• TRI-CITY
• BIG CITY
• DUNBEATH
• LOTHIAN
• MORAY COUNTY
• TWO CITY
• RAYWID
DE CISION INPUTS
OPTION to
INPUT ROUND
or ROUND 1
DECISIONS to
CREATE
SPECIFIC
CONDITIONS
• These are cities in which the health index is not developed from water
pollution .
* The effect of water pollution on the health index is included.
11
Thus, care should be taken in discussing "rounds" with the players,
computer installation staff, or the operator to avoid misunderstandings.
In addition to the normal problems of the City, the Gaming Model can
be used for more sophisticated analysis . The economic base can be investi-
gated to determine the causes of a changing growth rate along with identify-
ing the components of the economic base. Business cycles can be explored
since they are dependent upon sales of goods and services outside the local
economy and must be supplemented by an analysis of the condition of the
National economy. This provides a useful yardstick for measuring economic
performance. By charting the prices for basic industry output, the return
on investments and the interest rate on loans and bonds, the players can
determine which phase of the business cycle they are in which in turn,
would partially explain capital investment attitudes.
Other basic studies important to public and private decision makers
concern the tracing of population growth and projecting future levels.
Trends in employment (total) , employment distribution by industry, un-
employment rates and income distribution are available and in a usable form
in the City's output. Here again a PPS format would guide the player in
assembling the pertinent facts and disregard peripheral information.
Housing market analysis becomes important in any geographic area
where dwelling units are in competition with one another as alternatives for
the users of housing. This problem incorporates many of the previously
mentioned types of analysis: economic base, employment trends, income
distribution and population analysis along with the additional component of
housing stock or inventory. The magnitude of the total housing stock in
terms of dwelling units, reflecting changes over time, is one of the most
significant indicators of city growth coupled with a changing distribution
of the inventory by structural type. Equipped with this knowledge plus an
awareness of vacancy rates, rents, property values and financial market
conditions , the private developer could make a rational decision as to the
advisability of a housing investment.
Appraisal theory can be utilized to aid prospective purchasers and
sellers as to the market value of particular parcels of land. The data
needed to apply to the cost, income and marketing approaches to appraisal
theory is available on the various output sheets supplied by the game.
The problems of social reform can be explored in terms of social
dissatisfaction and leisure time demands. Social players determine the
amount of money they will pay for transportation and a variety of experi-
ments in public transportation can be tried. Since the social players are
the voters, political boundaries and voter redistricting are viable possibil-
ities within the gaming framework. The problems of slum clearance and urban
renewal in general are an integral part of game play and many ideas can be
tested utilizing the game.
12
The previously listed examples are sample types of game play
Each time a game is played, it is structured to meet the needs of the
particular group of players. Players can be richly rewarded with a
learning experience that can be applied to real city problems. The
variety and combinations of gaming situations are endless, as they
are in a real city. The players themselves insure that no two games
are identical because individual players are not identical. In this
sense, City IV is a teaching game that portrays the abilities of the
particular players to manage a city .
13
II . BEGINNING OF PLAY
A . Choice of City
The Game Director may select one of seven initial starting configur-
ations representing rural and urban regions of varying sizes. In determining
what city to play, the Director should consider the factors summarized in the
tables on pages 15 , 17 and 18 . In addition , scenarios for each city are included
as Appendix I .
In one of the optional cities , the City Model focuses on a micro-
view of an urban area by reducing the level of aggregation. In this option,
Lothian , the population is reduced ten times so that each population unit
equals 50 persons (instead of 500) and each unit of linear measure equals
one-third of a mile (instead of a mile) . Hence, in four of the cities, each
parcel is equivalent to one square mile of land; and in Lothian each parcel
is equivalent to one-ninth of a square mile of land. The reduced scale
values are reflected in the second set of master sheets accompanying the
Players' Manual. This set should only be used when playing Lothian.
While the small scale enables a player to better relate everyday
experience and environment to the factors in the model, that focus makes
it impossible to consider things covering a large geographic area. Players
interested in developing an integrated multi-modal transportation network
would be frustrated in attempting its implementation in a small town, small
scale environment. A metropolitan area represented on the large scale is
a better area in which to test such a system . One potential drawback of
the large scale to the players, however, is that this scale sometimes presents
difficulties in conceptually dealing with activities which represent sizeable
aggregations.
Scale is tied directly to the starting configuration. As Lothian can
only be played small scale, every round of play is at that scale. Consequently,
playing a particular scale level can only be accomplished by playing a particu-
lar city .
Besides the figures in the table on page 15 , the Director has a virtually
unlimited source of starting configurations. By making input decisions on the
Round (pre-starting round)* data base, the Director may create a virtually
infinite number of starting positions. The following table suggests ways that
the initial starting base can be restructured by a combination of Director
options and what are normally player decisions .
In the case of population changes , the immigration options are first
exercised during the EDIT program which precedes round 2 (i.e. , on the
Round 1 base) .
14
o
o
LO
O
o
o
o
o
LO
CD
CD
LO
Ph
CD
O
LO
Ph
CTi
en
oo
hO
U
: — i
co
S
Dh
O
a,
to
a)
+->
g
•H
s
to
0)
+->
§
•H
S
H
Ph
u
o
*
^
o
LO
1
o
o
LO
LO
o
CD
LO
II
CD
+->
3
•H
o
P~i
t>-
—1
CD
en
CTi
oo
Q
(X!
Ph
O
CTt
ro
LO
ro
CD
OJ
a
O
CD
■P
o
LO
3
i— i
o
^
G
u
»v
II
o
■ H
i— i
rH
LO
LO
o
s
o
Ph"
o
hJ
n.
LO
K^
CO
H
\0
Ph
oj
K1
i— 1
LO
OJ
r^-
r-»
r-»
tr>
co
o
CD
e
o
O
+->
LO
o
3
i— i
n
LO
p!
u
oo
VO
•H
<3-
II
OO
£
LD
LO
CO
vO
LO
o
n
»v
-3
•v
to
rj-
t--
sO
PQ
rH
Ph
cr>
ro
Cvj
i—i
OJ
(NJ
H
Ph
Ph
o
co
PJ
Ph
CO
w
3
Q
O
i — i
c_J
i— i
Q
CO
i— i
Ph
O
CJ
PJ
C_D
H
H
CO
CO
3?
CO
coo
d
•H
+->
03
+->
co
CO
a
Q
S
co
cr
CO
v — '
CO
1—1
CD
'J
fH
aj
Ph
CO
o
o
o
o o
CD
>s±
z
2
2 2 Z>~
o
t3
CD
co
O
Cm
6
o
CO
CO
CO
CO
u
o
CD
CD
O CD
CD
2
>h
>H
2 >H >
CO
•H
x:
u
•H
rg
5
CH
o
CO
co co
CO
c\
o
CD
o
CD CD
CD
73
2 >
2 >
>H
oj
CD
r,
co
£
o
•H
■(->
u
CO
CO
CO
CO CO
CO
•H
CD
CD
CD
CD CD
CD
nd
><
>H
>H
>H >H
>-
CO
• H
u
S
o
•H
+->
•H
Xi
T3
03
CO
CO
CO
CO
CO
O
CD
CD
CD
O CD
CD
2
>H
>h
>h
TITUTIONAL LAND N
TRUCTION INDUSTRY Y
>H
■M
CD
>
O
i— I
o
+->
pj
o
u
CO
cti
f-H
O
■M
2
co co
H
U
_J
Z Z
Z
CD
^H O
pj
H
H
CJ
§
■ H
pL,
u
CO
TJ
§
1 — 1 J
co
_l
w
1-J <
PJ
CD
1 1
00
§
CQ O
CO
x:
5-i
>
g x
Ph
O -H CO
•r— » OJ rH Xi
cd
aj
CD
a3 3
o
• H P p CO
O 5-i
U
P
"3
Ph
MH U 3 P
p CD ■•» co
CD
CD
p
XI 3 Ph P
nil
Pu PL, CO CO
CD
bO
5-<
bO P
o
3 P P CD
CD
O P CD
5h
Xl
O
aj CD
p
lo P -H £
N
P U rH
O
3
Mh
^ B"
u
CO Ph
•H
O 5-i aj p
s
Si
CD
CD P P O
rH
•H CD 5h 3
P
• ** CT5
P
> O O rH
,o
P XP
P
CD •
^si
•H
aj U P CD
aj
O aj p CD
•
aj
Ph CD
p
Xi
X, O >
P
3 rH O U
P Ph U -H
XJ
•
CD
O rH
g p
X CD CD
CO
•
CD
co
P
-Q
CD O
co
p g p xi
P O
xj
5-i
P
bO
5-h aj
P
>n CD
•H
U) CO «H
Pi
5-i
c/i m ,g
CD
CD
P
O Ph
r<
3 x) ^
o
O
p • o u
bO
P
CD
P
o
O >
P
£ co CD
•H
O r-v
pj
rH
£
O
CD r— 1
rH O
CD P g
4->
x}
u x> P co
TO
TO
Ph
rH CD
0* ^
•v
Xi O 3
y
CD
rH O -H
si
o
X)
X >
s &«
CN1
CD x5 O X •
<
CO
X -H -H
u
CD
rH
CD
aj CD
CD £
P X g r-H
TO
O 3 P r-H
X>
CD
Xi
PhTJ
•H
X3
U co P aj CD
m
CD
XI aj CJ
CO
>
•H
o g
CD
g
aj g -h o
o
5h
P -H
•H
p
CD
>
i— I 3
bO ">
3
P O IS rH 2
u
O O P rH
TO
Xi
O •
CD
g xi
O
P -H ^H
co
p
•H P O aj
X
u
5h CO
> X
aj CD
P
g 4J --H X
+j
•H
P MO
p
CD
PhP
CD rH
X3 bO
O aj co £ O
r-H
CD 5h CD O
.
•H
CD
5-i
P
X5 co
o g
MH
U P 3
3
CO
rH aj p -J
CD
u
U
Q
co CD
s ^
^—^ aj
O
3 X P CD
bO OOE-H o co
CO
CO
Cu CD
co
c
£
CD £
3 O
si
<9
aj
B >>
•H
X
TO
•H P
•H
CO u
bO
g -h g to
Oh
rH
o ...
^
o
rH
O
Xi P
5h >
CD
g
•H X U
u
U (D W)U
p
aj
P
•H aj
CD CD
U CD
•H
cd g • -
U
P P P
TO
X>
CO Ph
Si 5-.
•H P •
g
X O /-^ CD CD
•H
>s
5-i O -H CD X
CD
co
XI CD
P Ph
X3 3 U
2
U CD £ X
0)
X
O XJ
P
P
X i
3 Xi
•H
g p p
•H
CO Xi O P
aj
X CO 3 •>
o
TO
co
aj
CO
CD CO
•H U CD
bO
•H bO-H U
PQ
g
CD rH P
aj
CD
O
aj
3
CD
g co g g
o
bOXi U P
co
xl
U
rH
bOP
CD £
CD P *>
X
g -H p -H -H
■H
aj aj p CD
CD
CD
P
xs
co P co
O P 3
•H p O CD rH
p
rH P -H £
•H
Pu
rH
X
•H Xi
aj x)
3 W CD
CD
aj
^
MH
o
rH
P CD
£ P
u
<-j
P aj >
r— I
TJ rP 1— 1 O
•H
rH
Xi
rH
TO -H
P CD -H
P •
• HP CD -H Xi
3
d UUH
U
CD
g
aj
5-1 rH
X! rH
CD L) >
P -H p
CNJ
^h co x cd g
O P u 3
Ph
9 aj Ph
CD
>
3
3
CD Ph
g
P
o
q (Dm 6
Ph
CD
Q
co
Ph Ph
CD aj
aj mh
rH P CD
aj xJ
£ CD (DO
Ph
Oh v — ' O CD
co
Q
OS
3
XI -H
< Ph CO
CD X bO P Oi
Xi §
x! p g
CD O
•H rH g
P P
P X X) rH -H
aj
O O 3 -H
P CD
~\ rH ^ P
CD P
X) CD U O
P
P
P
P
Ph O
g g g x
- P
- P
P
- g
O <4H
TO O -H P hh
>^XJ
U CD
O CD
U
CD
o
O CD
CD
g ^- 'p u
rH CD
•H £
•H £
•H
£
•H
•H £
P X
g co oo
P p p
rH
& F
e p
£
H
£
rH £ 5
CO
o g co 3 x
■ H -H p Xi >h
O U U
aj
o P
O rH
O
p
o
aj O P
P H
P CD CD
■H
P CD
P CD
P
CD
p
•h g cd
•H i— i
p u g
u p x
u
o >
O >
O
>
o
u o >
<4H Q
OP TO -H X
CD -H X
oo q <
o
o o
u o
u
O
u
o u o
W
3 TO P o
CO
W CD
W CD
W
CD
H
00 W CD
CO
p x p g
•H bO
p p g o cd
P
CO O -H CO
CD -H
g CD U P aj
~\
&&
P P
OP u u
1 — 1 1
■H 3
U O bO 3
z g p cd
co
•H P
P Xi
p
rH CO
•H 3
~i
P
3
O Xi
£ ^ ^ j^
O Xi CO P
co
Co
U Xi
o
CD
P CD
x • g g
p
P
aj P
•H
X)
co
;s p to o g
Pi
bO
X r-H
P
, v
g -h
g p o -h
5-i CD
•H
•H
p
9
o u
P 3 co
O 5h g
s
P P
rH
Ph
•H P
O O P O cni
*»%. O +3
o o
o
£
X
P CD
X U 3 P
X) X co
P
•H -H
£
CD
rH
aj X
O O Xi
5 , 3
•H
P P
CD
CD
rH
P CD
P TO ^—> P
3 ti -o
u u
Q
5h
Oj rH
bO
CD CD E-i 3
O xj
m
52
Ph
B o
•H CD
P^ CO > r-H O
CD -H <
o
^
5-i
5h
P P
£ X
aj -h nj Qa;
O, 4->
P P
P
CD
CD
O P
£ X X X
PS^
5-i
co co
O
X
<4H
xs
g g
CD P
i g
CD
P P
•H
CO
co
P
o
X! co
g g t>,rH -h
O -H P
Xi
X
o o
P
g
q^
TO
CO O
P P
pj ?-i a
£
U U
u
TO
TO
XI
g
•H
• H P X3 P
o p 3
9
5
5-i
5h
O P
CD MH
co co co g aj
•H O O
P
CD rH
H
E-i
U
•H CD
O
•H Xi 3 3 CD
CO U C£
^
g x
u g xi o X,
•H CD i
£r
O O
CO
x
rP
rH
•H aj
•H aj
CD 3 P Oi Ph
U P CD
O O
P
CO
CO
X
O rH
00 £ _
Q X -H ^— ' aj
j5 -H P
Q Q X
aj
Si X
o
aj
aj
s
CD Ph
>
CJ
U
CJ
CJ
Q
^h| <
■^1
19
An explanation of the public land use and construction modules and
what these options imply in terms of play and model structure is given in
Chapter II. More fully illustrated uses of normal player inputs
to the modules listed above are included in Chapter II' s discussion of
Director options .
Since construction strongly affects the economic and demographic
structure of the simulated area , the players should be made aware of the
start of play which version of this routine is being employed. The potential
consequences of their using it should be highlighted also. For example,
choosing the option of whether , once contracted for , construction is
performed immediately in a round or with a round lag makes considerable
difference to an economic decision-maker. Moreover, since construction
causes rapid expansion, it pressures the government to react more quickly
to economic development.
B . Formation of Teams
A list of economic, social and government teams and their major
characteristics is given as part of the description of each starting configura-
tion. The director may desire to modify the number of teams, have a group
of participants play more than one team simultaneously, or change the
composition of a team.
An increase or decrease in the number of social teams can be
accomplished simply by combining or separating the output that presently
is available as in the first example of economic teams. Since social teams
do not have any output that is comparable to the cost statement and land
summary statement in the economic sector , social output can be combined or
separated with greater freedom. The social output is already separated by
class and by jurisdiction, thereby providing a straightforward basis for
further division among participants .
1 . Altering the Number of Teams
For example, let us assume that there are seven economic teams, but
that the Director wants only four . The reduction in the number of teams
may be accomplished by either allocating the seven economic sets of output
among four groups or players (this is the least complicated method because
no input need by made to the computer) or by dividing the assets of the
last three teams among the other four teams (this requires a set of input
cards that indicate the purchase at zero price of the latter three teams'
assets by the former four teams) . *
Another example, let us assume that there are seven economic teams
and the director wants ten. This can only be accomplished if the starting
configuration permits additional economic teams, each of which has no assets
or liabilities . Through inputs on the Round base the zero balance teams
may be given only case , or they may be given land and developments from
each of the four original teams .
In this latter case no liabilities can be transferred
20
An increase or decrease in the number of social teams can be accom-
plished simply by combining or separating the output that presently is avail-
able as in the first example or economic teams . Since social teams do not have
any output that is comparable to the cost statement and land summary statement
in the economic sector , social output can be combined or separated with
greater freedom. The social output is already separated by class and juris-
diction, thereby providing a straightforward basis for further division among
participants .
2. Making Teams Operate Across Sectors
The Director may also wish to have a group of participants play
several sector roles at the same time. For example, he might give a three
person decision group the economic output for Team A, the social output
for Team AA, and the government output for the School Department and ask the
group to play all three sectors simultaneously.
An alternative would be to have decision groups act as both economic
and social teams, with individuals elected and appointed to the government
teams . This would not only give every player an identification with an
economic base and social interest group , but also allows him to perform as
an individual in the Government Sector .
3 . Changing the Resources of a Team
The Director may wish to alter the resources of an economic or
government team . The extent to which the Director may do this might be
as little as changing the cash holdings or add debts, or as extensive as changing
all the economic holdings so that each economic team has only one type of devel-
opment. In this latter change, one team could control all the HI, another team
all of the BG and BS , and another team all the RA housing of a certain quality
index or in a certain area of the city. Conversely, the Director could change
all of the economic holdings to represent geographical interests rather than
functional specialization.
C . Distributing General Output
The Director can be selective in how he distributes the general
computer output. In order to introduce the participants gradually to the
complexity of play, the Director might choose not to explain and post all
of the general output. Such information as the employment diagnostics and
the commercial diagnostics might be withheld until the players request such
information or until such time as the Director feels that this output should be
introduced .
Moreover , the Director may choose to permanently withhold some of the
output and simply "sell" information from the output to players who pay the
price designated by the Director . This payment can be deducted from the
team by inputting a cash transfer to the outside. (See page 102)
21
He could do this because the information provided by some of the general
output is much more than is typically available in the real world. Thus,
the team payments for information could represent special surveys and
research studies .
Likewise, the Director may wish to withhold some roles from participant
involvement until such time as he feels appropriate. For example, Bud
Department, Rapid Rail Department, and Assessment Department may all be
left to run automatically until the Director chooses to hand the decision-making
power over to the participants.
22
Ill . RUNNING THE ROUND
A. Prefatory Notes
In order to distinguish between the technical round and the game-
room round, it is essential to provide both background information on the
sequence of the computer operations and illustrations of the actual play-
sessions which the Director conducts. The technical round (A) involves
computer processing of the players' decisions and the subsequent which
traces a year's activity, while the gameroom round (B) entails the players
interacting in making decisions. On the latter, this chapter will offer
several suggestions toward instituting a decision-making process, and
expand on the Director's options listed in Chapter II.
The importance of how teams are formed and the gameroom is
organized, policies which precede the first round of decision-making should
be reemphasized here. These procedures, highlighted in the second chapter,
greatly influence what direction the gameroom round will take . The remarks
in the second chapter complement future discussions of the play .
B . The Computer Round*
In a typical play of City Model the computer round begins with the
EDIT program processing player inputs. This program rejects any improper
or invalid decisions and records the changes specified by the correct
decisions. Appendix G gives a detailed explanation of the error messages
caused by improper or invalid decisions. After Director and Player inputs
have been processed, the program and data base are ready for the execution
of the simulation.
The routines composing the simulation (technically known as City IV)
and what each routine produces are listed below in the sequence in which
they are processed.** The right hand column is a brief description of what
each routine does. Routines marked by an (*) are further described in
Appendix G. Furthermore, the computer processes fully each routine only
(1) once and (2) in the order listed below. Inputs for each routine are only
processed during a routine's "turn" . Note that each of these operations
changes the data base encountered by routines executed later in the sequence.
For example, the employment allocator (5 and 6) generates employment
figures which the commercial allocator (13) uses in order to determine the
effective capacity (the actual level of operation) of commercial establishments.
For a technical discussion of the programs and how to execute them, refer
to the Operator's Manual.
**
The names used here are not the actual program names , but rather names
used to facilitate the readers' understanding. A more precise list of routines
are presented with description at the end of Appendix G.
23
NAME OF ROUTINE
RESULTS OF OPERATION
* (1) MIGRATION
*(2) ASSESSMENT
(3) DEPRECIATION
(4) MAPS
(5) FULL-TIME
EMPLOYMENT
(6) PART-TIME
*(7) SCHOOL
ALLOCATOR
*(8) ADULT
EDUCATION
(9) MUNICIPAL
SERVICES
(10) CONSTRUCTION
INDUSTRY
ACCOUNTING
Calculates population unit dissatisfaction and moves
people into, out of, and among residences in the
board area. Diagnostics are printed.
Assesses all privately owned land and buildings.
Prints series of six maps and assessment depart-
ment's output.
Depreciates all developments, except roads, as a
function of the development type (annual depreciation
rate) . MS use index, and usage.
Prints the five updated status maps reflecting the
new round's changes before maintenance.
Assigns workers to jobs and to the transportation
mode and route from home to work. Prints diagnostics
in "per worker" terms.
Assigns PI part-time work units to jobs on same basis
as full-time . Prints diagnostics.
Assigns students (children) to schools in their
district or to private school. Prints "School Map."
Assigns PI (PM and PL adult) time units to public
education on basis of time allocation and available
capacity (by jurisdiction) .
Calculates total usage (units drained) for each
MS plant.
Determines contract status of each project (either
"pending" or "deferred") .
* (11) FINISH TIME
ALLOCATION
Allocates time units remaining after time consumed
for trip to work to part-time work, adult education,
politics and recreation (up to player-specified
amounts) .
(12) PARK USAGE
Assigns Pi's to parkland
24
NAME OF ROUTINE
RESULTS OF OPERATION
* (13) COMMERCIAL
ALLOCATION
(14) TERMINAL
ALLOCATION
(15) SOCIAL AND
ECONOMIC
OUTPUT
Assigns customers to commercial establishments ,
renovates all developments except BG and BS ,
depreciates and renovates roads . Prints
commercial diagnostics.
Assigns all HI, LI and BG to terminals.
Prints diagnostics map.
Calculates income and expenditures for all Pi's,
businesses, and economic teams. Prints this
information plus the other characteristics of each
social and economic team.
(16) HIGHWAY
OUTPUT
Calculates Highway Department income and expendi-
tures , floats current bonds if necessary, and prints
map .
(17) HIGHWAY MAP Prints a map of the road network
*(18) BUS COMPANY
OUTPUT
Prints bus company status .
*(19) BUS AND RAIL
ROUTE MAP
Prints four maps of bus and rail networks
*(20) RAIL COMPANY
OUTPUT
Prints rail company status
(21)
(22)
(23)
(24)
SCHOOL OUTPUT Prints school system status, adult and children,
by jurisdiction.
PUBLIC OUTPUT
SUMMARY
OUTPUT
ACTUALIZE
BUILD
Prints MS map and status , UT map and status ,
Planning and Zoning maps (3) and status,
and the Chairman's report. Each status report
is by jurisdiction.
Provides summary statistics of board area
activity plus a diagnosis of National Economy
(outside) conditions and transactions .
Enables pending construction projects to appear
completed at start of next round.
25
C. The Players' Round
In a round or play participants analyze their output, maintain game-
room communications, develop short and long term objectives, and submit
their formal decisions. While the City Model Players' Manual supplies the
information and basic mechanics that the players require to complete the
first task, the Director commands a large amount of influence over the other
three phases of the decision-making process.
There is little danger of rigidity in starting a play within a certain
framework. City Model is flexible enough to accommodate any degree of
restructuring from one round to the next. On the other hand, a laissez-
faire approach to directing the play may be appropriate and clearly possible.
Caution should be exercised, however, in allowing first-time players to begin
in this fashion , as the absence of all framework may lead to a disjointed game
play.
Since any game objective implies a certain team formation, communica-
tions network and strategy formulation, the Director should devote some time
to organizing these areas. Team formation was discussed in Chapter II. The
communications network has its foundation in the logistics of the play (where
the teams are located and their proximity to other sectors , etc . ) and in how
the output is distributed (see Chapter I also) . Additional means of communi-
cation include those provided by a mass media, governmental regulatory
agencies, and ad hoc "citizens" committees. These and other suggestions
are discussed more thoroughly in Appendix H. The final areas of Director
organization are discussed in the remainder of this chapter.
1. Game Formats and Strategy Formulation*
Strategy formulation , which encompasses the total environment of
the decision-making process, is an area where the Director can best instruct
and "guide" the players. While the developers of City Model encourages
the Director to exhibit as much creativity and imagination in terms of game
motivation as possible, this manual provides suggestions to assist the
Director in producing a meaningful play.
Given any game format, a limited subset of strategy formulations is
defined. Therefore, selection of a game format implies player assignment
to roles which have recognizable objectives. Thus, the Director should be
wary of restrictions to flexibility which a particular format prescribes. On
the other hand , the specification of a format may enable the participants to
involve themselves in the game , a situation which may not have been obtained
without early direction. Moreover, once involvement occurs new formats and
strategies will undoubtedly evolve .
*
Appendix H contains discussion of the following formats and means of game-
room communication: mass media; federal/state aid controller; data and
information consultant; alternative forms of government; legal system;
insurgency; holding corporations; building inspector; citizen commissions;
and citizens interest groups.
26
Seven format suggestions are listed below. None are developed fully
here, and there are no detailed examples of the manner in which they would
be implemented. Nevertheless, the brief descriptions should enable the
Director to conceptualize the structures implied in the formats. This area
will become much more comprehensible to the Director when he acquires
a working knowledge of the model and its processes.
ONE . Develop an analogy between the dynamics of the game and
real world problems of decision-making .
Once the participants comprehend the functions of the decision-making
teams , an effort would be made to interpret their output in terms of real-life
situations. Utility units become kilowatt-hours; adult education becomes
vocational training , on-the-job training , and the pursuit of college degrees .
The players should consider their very localized interests and com-
petitive relationships. Finally, each problem can be identified as though it
were a real world phenomenon which can only be acted upon through real
world means. For example, poor police service results in more crime.
What solutions are available: hire more police, provide more facilities, etc.?
TWO . Deal with real world issues as though unrestricted by the
components of the game . (The converse of One.)
Insure that the players have little or no prior knowledge of the game.
Let them formulate the issues and problems of urban systems, particularly
as they relate to the individual participant: should public schools be
eliminated; should neighborhoods have autonomy over school boards; what
good is a metropolitan government; are corporations economically feasible?
Isolate each issue and illustrate through a segmented play of the
game how such a program or situation could be implemented; identify the
impediments to implementation, and the simulated consequences of the action.
For example, it is posited that a natural (or man-made) disaster of
catastrophic proportions would completely disable a city, precluding any
reconstruction or even survival. The Director could put in numerous
demolitions and decreases in levels of hiring capacities for departments
and then run several "years" of simulation. The game's activity following
such an event would present a basis for provocative debate around such
questions as "what would have happened if . . .?" This debate in turn, would
generate more demonstrations and more real world involvement.
THREE . Operate all functions to achieve goals called for in a
Master Plan
Communities often develop Master Plans to guide future growth. While
the players would be required to participate completely in the decision-making
if this format is used, they will soon become aware of how inflexible and
27
limited their options are. Each potential decision from all sectors would
be subjected to careful scrutiny to insure that nothing would cause deviation
from the path intended to lead to a common objective.
Analysis of the decisions, the development of the plans, and evalua-
tion of the psychological effect of narrowing player motivations are three
fertile areas for growth of ideas and interpretations .
FOUR . Restrict the evaluation techniques of each decision-maker
to those of cost-benefit analysis .
For some decision-makers , this specification requires that they trans-
late intangibles into dollars-and-cents terms. The assumptions and philosophies
they use in making this first step of the total analysis merit classroom investi-
gation. Note that applying time-dollar-value decisions to the social sector is
a microcosm of this approach.
Under this format the participants must thoroughly understand their
roles and the game components which affect their activities , population units ,
and the like. Subsequently, each alternative decision can be processed in
a fixed pattern: any possible move is sorted into a cell with all other actions
having related effects; the combined cost (such as those from increased prices
of personal goods if a shopping boycott is begun, or decreased current ex-
penditures from not improving the municipal services use index) must be
compared to both projected immediate benefits such as loss of revenue in
economic sector due to lower maintenance expenditures caused in part
from the second action stated above , and long-term effects (again for the second
case, outmigration of populations units) .
The manner in which this format is described implies that most decision-
making is done by making a cost-benefit analysis. This is not necessarily the
lesson or intention of this format, as strict adherence to this approach removes
intuitive responses and probably encourages a strictly ordered play. Obviously
there are drawbacks as well as benefits to this format if such a result is ob-
tained.
The following two examples suggest game formats which are actually
sub-formats of a play. Thus, either one could be incorporated while a larger
theory is applied to the whole play .
FIVE . Operate the government departments autonomously .
Remove the larger bureaucratic structure of the government by
making each department responsible only to itself. The departmental de-
cision-makers could be either appointed by the game Director or elected
individually by the social and/or the economic sector. In either circumstance,
intense self-interests and competitive instincts could develop for each depart-
ment and even for each jurisdiction. The Director should control all depart-
mental financing .
28
Some of the consequences of this format include the alliances between
a social or an economic team and a particular department.
SIX. Organize the economic teams so that they act as a single unit
In effect, the economic sector becomes one team. This format, where
the economic sector is an oligopoly , could easily evolve to many illustrations
of other nations; political and economic structures. Regardless of whether
or not lessons on political economy are important to the Director , perpetual
confrontation between sectors is obviated. The consequences of these con-
frontations should provide several experiences in the machinations of power.
A variation of this economic format is the collusion of social teams
into a strong civic organization and/or political power base. Both sectors
would then be vying for control of the government sector which holds monetary
and other rewards for the controller .
SEVEN. Encourage a zero population growth policy
By exercising the inmigration option, the Director can effectively
stabilize the population. This would allow the players to adopt a zero
population growth policy and attempt to carry it out. The players might
be convinced that the best policy they can undertake as a group is to
increase the satisfaction of the people living in the local system. Thus,
all attention could be placed on the quality of decisions given an overall
population level.
To carry out such a policy, the economic incentives required, the
population regulations needed, the economic growth (quantity) foregone,
and the public services levels required would be illustrated. In an
environment with a stable population , the transportation decisions and
land use decisions would be linked together to provide a played-determined
optimal locational pattern within the constraints provided by the initial
starting conditions and the available capital .
The players would be made aware of the difficulties involved in
maintaining a standard of living in a stagnant economy. The outside system
would take on a different meaning since most of the players' investments
would have to be made in conservative and speculative outside investments.
The development of a favorable balance of trade between the local and out-
side system would become crucial. Outmigration would have to be guarded
against.
In summary, the players would be faced with a unique public and
private policy challenge that has not been afforded to many real life decision-
makers on a voluntary basis .
29
Even after a format is fitted to a play and the players are cognizant
of the objectives of the game, some may still encounter difficulty in organizing
their individual actions. While the circumstances of player failure to operate
in a decision-making context is unlikely, a particular strategy formulation
technique is included to aid the Director if such a barrier is encountered.
The strategy is simply a sequence of actions to be taken by an
individual player: identify a problem; probe it with questions; search the
output for answers; develop alternative decisions; implement some of them; and
re-analyze the problem on the basis of those decisions. The particular context
from which the following examples are drawn is a format equivalent to the first
one above and to the standard formation of teams into separate sectors , with
separate control and responsibilities within each sector.
Players should be able to identify dozens of problem areas which could
be analyzed in a similar fashion. Consequently, the Director may wish to
sketch a master form from which the players could proceed to develop
decisions as a learning exercise.
2. Director Interaction with the Players' Input Procedure
The Director should emphasize the need for players to carefully follow
the steps required for a valid input. Two types of errors are most common.
The first involves coding errors, such as the improper scaling of numbers.
Players should be reminded to double-check their coding forms before sub-
mitting them for the EDIT program. The second type usually results from
players not making sure that the requirements necessary for the effectuation
of certain types of decisions do in fact prevail.
Two appendices are included in this manual to help facilitate
players identifying the steps that they must take. The appendices merely
complement the decision-making outline found in the Players' Manual.
Appendix A contains thumbnail checklists of the requisite information
for each player decision . Appendix B represents a visual approach to
explanation of the system's sectors in the form of flow charts. Should the
players encounter difficulty in their efforts to complete the basic decisions ,
the Director may illustrate a sample procedure, as presented in either Appendix
A or Appendix B .
Besides preparing his own inputs described in the following section,
the Director should oversee the players' input procedure in order to limit
the number of mistakes they make. Appendix C provides an aid to check
for proper formatting. The first section of Appendix C describes the general
input format, lists all of the possible decisions and notes which decision-
making sector has purview over that decisions. The second section gives
the Director a summary of his decisions and the input explanation form for
both scales . This section has been modeled after the input explanation
chapter of the Players' Manual. Refer to the Players' Manual for instructions
on how to use the input decision form .
30
o
• •
H
§
W
CQ
!h
CD
+->
<+H
cd
>>
CD
.
C
XJ
o
S
£
3
+->
o
CO
>H
o
1 — 1
rH
O
CN
■i-i
CO
rH
CO
d,
CD
cd
4->
cd
G
•i-i
<— i
CO
g
PQ
g
CO
4->
■ I— (
CD
rC
rH
-»->
4-H
cd
o
CD
H->
CO
cd
u
rH
CD
+->
>
G
O
0)
CJ
u
CO
rH
•rH
CD
■d
Ph
PQ
g
!h
CD
CD
X
cd
cd
4->
S
cd
i
CO
C
CuD
o
•rH
CO
■t— I
G
•i— i
g
o
y>
CD
cd
X3
CD
U
do
■rH
G
s
o
c
■rH
>
•rH
03
o
u
u
CD
W
rH
Are costs too
high?
Are utility prices
high?
Are taxes high?
Is the MS use index
greater than 100?
Was the supply
(effective
capacity) reduced?
Did the BS receive a
full complement of
employees?
Is the value ratio
adequate?
Is there enough
demand to sup -
port all the BS
establishments?
Are there boycotts
against the BS at
9832?
What is the
competition?
Are there locational
disadvantages?
Is the price
competitive?
2 RAISE
QUESTIONS
3 ANALYZE
the
PROBLEM
31
CO CD
* in c^
CO >*
* in m
CO
* in
CO
* in
CO
* m
^
CD
<*
*
o«
CM "*
[^
«*
CD
CO
* ^
CD
1— 1
S
CO CO
CD
o
> CD
U
O
O Tj
"
(J
g
CO
•i-i
CD
CO
cO
B
■ l-t
CD
>
n g *3
n
4->
!h
o a
n
O
>
o
O
CD
Threats ,
expansi
onomic a
CD
O
CD
S
do
bi
ii
CD
s
CD
G
g
U
£
<
o
o
CD
>
o
• 2 °
CD
•
G
CD
h
rH C M
G
CM
•t-i
>H
8 »
^ CO CO
^ G fH
^ CD
cd +j ,ir "C
CO C CD CO
Ph S rH CO
CO
CD
1
4-H >H
O n
use
nco
h of
stry
ate
to w "£ G £
U .. 5 rff TJ
■
rch
cott
gro
r in<
mme
>>
CO >> CD CD - 1
CJ
CD O DO CO r-|
1 C/3 ,Q CO G -1=1
•iH
>
CD
o g S
U
•i-h
CD ^ CD ,
ft
1 33
urag
sure
way
lopm
ettei
CO
CO
O W£ Dfl
CD
CJ CD C3JD > u
C ^ .h co g
CD ft,G T3 45
CJ
O
CJ
J
CO
g ..
reciatio
e index
ty and
ment;
costs.
r no dep
to MS us
roper
x pay
tility
ij
§ CD g
* 'G *■
o JS o
»-. T3
,— 1 CO ,— 1
|
1
O 1
3 T3
o
1— 1
ft
xi
o
ft
G
CO
ft
G
e
CD
Oct
o
CD
CD
CJiJ
• I-I
>•
CD
4-i
CO
CO
>»
CO
m
•i-i
4-H
CD
CD
^-1
X5
u
cO
ft
CO
O
■»->
u
G
o
■i-i
+->
dJD
• 1—1
CD
S
T3
G
CO
r— i
s
CO
CD
f o
T3
p § +-
CD
So * o
CO
cfl
CD
2°J
CJ
CD T3 rO
CJ
£ C HH
I— i
T3 CO O
TJ
5 CD
co +-■ rZ;
r\
dem
owes
ncip
1/
eater
e to 1
st pri
H G O
O n u
CD
U
G
•M
3
4-1
X)
G
CO
-»->
G
CD
CO
CD
i
fH
i— 1
ft
3
,G
CO
•♦-j
CD
o
!h
£3
T3
O
CD
■4-J
!h
-t->
•i-H
n
CO
m
CD
T3
ft
CO
,G
CD
£
■(->
•i-H
CD
^
CO
ft
>*
hn
d
CD
o
-t->
o
CO
-a
G
4->
CO
CO
4-t
O
CO
.
+->
CJ
CD
i — i
CJ
I-H
3
CO
CD
CO
CD
G
CD
u
>H
>
CD
i-H
•i-H
U
CO
•i-i
+->
CJ
CD
4-1
>>
u
<+H
>H
CO
CD
CO 1
CD
>
CD
U
P
CO
CO
CD |
o
CD
CO
CD
CO
cO
G
,a
CD
O S
4-1
*— i
CM
CO
w Yi
hS
p, < o
o s w
w w <
> H Ph
W J H
Q < co
IT)
w
ua
H
W
t-H
<
D
> <
I
>
32
c$ O
O ©
03 03
GQ
+->
3
a
•*->
-r->
p
CD
o
13
en
CD
Cfl
co
■ — i
rQ
i-H
cO
u
CD
N
CD
•rH
S
cn
o
T5
u
rd
•rH
1
£
CN
o
CO
03
CM
i— 1
c
CJ
O
!h
■rH
■M
u
CO
•1— 1
T3
c
en
O
•rH
rH
do
3
CJ
•rH
en
73
•rH
■i-i
r£
cn
CD
S
rH
o
cn
rH
+->
4-H
rH
cn
3
a
5h
G
c0
O
CD
•rH
-r->
1 — 1
CO
p
r— 1
3
p
a,
!h
CD
o
Ch
!h
rin
CD
CO
CO
£
o
CD
a
>»
i
o
-t->
c
C
en
o
•rH
CO
•rH
cn
•rH
CJ
CD
T3
1
o
r— (
m
CD
rG
•rH
ClO
CO
r£
a
•rH
CJ
•rH
rH
o
r£
•M
3
13
Were other
expenditures
inordinate?
Is there too much time
in recreation?
Are there school /ad.
ed. expenditures?
Are rents/prices/taxes
high?
Transportation
expenditures
too high?
-►
Is road network
adequate?
Is time dollar value
set low?
Are there bus routes
available?
Did they take
part-time jobs?
-►
Is educational level
competitive?
Was time allocated
for extra work?
Was full-time
employment
adequate?
Are salaries better
than typical?
Is education level
competitive?
Are there major PL
employers nearby?
2 RAISE
QUESTIONS
3 ANALYZE
the
PROBLEM
33
cd
r- i
CO
CO
^
*LO
CO
CO
oo
.
- >>
— w
O rt w -2
ctl t) O +-;
,D.h O 10
w
+J C CO r-=<
■Hi^^
+-> cd cd r—l
^
O o CD c
O CD CD e
">
PQ g -d "Q
cd
rH LO
*
LO OO
*
cd
LO
OO
* CN
cd io
* LO oo
o
W
U
to z
w w
u 3
Pd w
D
O
CO
^r
Sh
cd
i— i
o
4-H
>>
■ — i
o
1
cd
CD
CO CO
m m
a
r-j CD
CD -f-i
•rH
CU 3
cd
o
4-h CD
m
QJ >H
rH S >,
Lowi
valu
new
lowe
beco
lobb
CD
6 *> ^
ate
ult
atio
L wc
5 'B u S
< 4^ CD CD
!*
u
. o
+->
^
+-» £ o
S°
^
g a cd
CD > *-•
^ £ CD
duca
n bo
By
^O^
CD CD
^
cn m cd
(1) Mo
dult
hreat
s ^ °
« tj
">
Ph ft [fl
cd i->
w
> CO
Ph H «
Q < co
IT)
rH
O
X3
£
CD
CO
cd
-t->
CD
cd
CO
y>
C
fi
CD
•1— i
CD
£
d
a
•1-1
1— 1
X!
J
CD
CD
CO 1
CO
CD
u
C ^
y co
, O »H
cd -
*H -rH O
1 CO
as^
CD fH
cd }h O
4J CtJ
CD O + - >
CD
^ a co
£> _ca
CD CO CD
CD O
Use
tran
mod
> Ph
,a
-M
re
c
CD
S
•4-J
•rH
•1 — »
CD
S
CD
■r-i
1 — 1
a
S
+->
1
•4->
rH
3
c
•rH
cd
CO
a
CD
CD
CO
R
cd
■rH
CO
CD
4->
CD
u
1 — 1
ao
u
1 — 1
cd
c
3
£
»— t
l+H
CO
CO
CD
rH
T3
CD
+->
cd
a
■1-1
•rH
CO
4->
CD
5
>
rrt
. . •!-(
6
■1— 1
bD >h
CD CD
+-> +->
3
2«
3W OUtp
s taken
£ -a
r< cd
c
CD
CD CO
•r-l
4-1 •!-)
c
CIO cd T3
CD
4->
•1-1 ?*>
T3
CD
+->
O
cd
+->
CO
CD
a
CD
O
CO
-a a;
g a
!h
CO
0)
10
cd
(11
5 c
CO
■M
3
>
•rH
+->
U
U CD
CD •— 1
CO
CD
rH
CD
!h a
O §
+J -rH
CD
in
CD
CD CO
rrt
cd
>h a
a
1— 1
cd cd
arC
cd
CD U
u
>
U CD
U
W
Oh PL,
H M CO 1 *
w
ttr f_,
rS<
X
Q >
3^
S
o
Q
-H
C ^J
£ cd
O
T> c
•i-H
o .5
hat
suit
^ o3
en >h
CD ,
CD >>
CO rD
~, CD
™ IH
.2-
4->
u *
•rj >>
CO o
3 9*
£ S
CJ
B ao
+- fl
S CD , •
CD t) O
°§S
ffl c co
CD C T3
•§•8,9
>
fH CO CD
» rn W
W cd^
.JTco
u ^ — -
•h oj (D
N
3 "S "-'
^ cd co
» 9 >
&B s
H a^
>-i
m
CD
c
4->
c^«
CD
+->
CO
•i-H
cd
r— I
o
CD
■M
CD
S
rn
hn
>H
cd
u
rd
rd
>H
CO
a
cd
n
CD
is
a
T3
+->
C
c
bo
CD
rd
•rH
B
CD
CD
>> O T3
O
1
r — (
S
O
C
CD
•i— t
•rH
CD
a
U
u
c
X
4-H
cd
cd
•r-(
3
cd
U
hi
CO
o
■<->
CN-
CJ
>>
CD
i— (
S
-M
CD
•r-l
cd
CJ
a
•r-t
CD
m
T3
CD
X3
C
•i-t
3
P
M
CD
3
i—i
C-
cd
£
>
o
1 — 1
CD
43
-M
o
•1-1
-M
CO
cd
1-H
>-<
Is redistricting
feasible?
Does total demand
warrent new plant?
Is the demand
concentrated?
Can the department
afford a higher wage
expenditure?
Is employment request
at the maximum?
Is re-districting
feasible?
Can the maintenance
level be raised?
(Is it at 100% already?)
Can you afford the
renovation?
35
r-t CN
CO
*■— 1 CN
*r-i CM
1-i
CN
* C^
fc
4-*
CN
T3
G
cd
13
CO
CO
! ai
03
-a
u
cd
i — i
CD
CO
cd
i— i
CO
G
O
+J
H->
U
•i-H
P
cd
B
CD
CN
cd
u
fG
CJ
-a
•i-H
H->
cn
•i-H
TJ
fH
CD
O
i— i
CO
CO
03
p.
3
3
CD
+->
\d
Ph
rQ
!h
cd
en
i—i
— k
&■ H 03
r
CD 2c
!h •- -G O
n to bfl-'-i
t m
PM
t hi
rial
" M tn ft
k
2 O CD o
ft
p\ 3 fH
r
^73 CJ 1 Pi
v p cd a
K cd fn cd
-►
CD
U
G
cd
P
CD
t.
03 "P — •
en G cd
—^
cd cd ?>
r
(X e ^
w
K C/3
Ph < O
O § W
►P rt H
w w <
> h rt
W hJ H
P < C/)
IT)
T3"
cd
O
CN
CO
fH
03
1—1
CO
*0
CD
CO
03
£
X!
O
(D
cn
cd
4->
n
T3
CD
m
rP
P
!h
u
U
P.
•i-H
CD
CD
P
H->
cd
Xl
CO
p
en
>>
cn
cn
H->
•i-H
cn
!h
cd
U
LD
CD
CD
cd
UJ
X
rH
Ph
cd
•
!h
u
cd
CD
X
o
p
u
!h
CD
CD
•rH
rP
u
p
U
CD
-a
"P
g
•rH
!h
•i-H
rn
T5
CD
O
XI
CD
ri
cn
S
£
T3
cd
P
+->
-a
CD
•rH
4-»
P
CD
S
P
CD
S
CD
u
4H
U
•rH
cn
i-H
P
•rH
H~>
Ph
cd
fci
CD
C/j
CD
U
CD
P
r—i
cd
T3
>
fp
P CD
T3
u
cn
* cn
CD
XI
CD
CD
>»3
cn
cd
£
L/J
m
>
•rH
£ cn •
CD
CD
4->
O (H X
JH
u
S(
u
Cd CD CD
u
H->
a
4-1
^^^
c
cd
P
<+H
?? o P
I—I
!h
■rH
ID
CJ I-H -rH
X
CD
T3
P
■f-H
CD
cn
P
i — i
■ — i
cd
rH
CD
>
O
cn
+->
P
CD
S
+->
rH
cd
Ph
CD
T3
CD
P
•rH
s
CO
cd
CD
rH
rH
cd
CD
-M
CD
S
T3
CD
i—i
o
X3
+j
O
P
rH
Ph
Ph
CjJO
H->
P
o
P
•i-H
P -M
£
• i-H CD
cd tjJD
CD
G
ET3
CD ^
CD
*■■ X 1 CD
r>^
^^ u
cd u >,
cd
f-n CD U
P
O X CD
<
f^UftH
rH
CN CO ^
w
<
w
>
Ph W
1^
36
3. Director Input Decisions
The Director has unique decision options available during the players'
round. The purpose of the options is to provide the operator with as much
flexibility as possible in the game situation. Those options are described
below with examples and summarized at the end of this section. The
instructor may employ any combination of options .
ONE . Transfer of cast TO and FROM the outside system .
In order to correct financial imbalance or to simulate federal grants,
etc. , the Director can transfer cash to an economic decision-maker or to the
capital or current account of the Chairman or a department. He uses the
regular $CASH routine but his decision-maker is 0U (for Outside System) .
The following is the correct format:
$CASH/=0U/C, x, y, PVT, z
where x is the receiver (economic decision-maker or department and jurisdiction)
y is the amount in dollars (no commas or dollar signs)
z refers to the type account into which the amount is going; i.e. ,
PVT if to an economic team; CUR, a department's current account;
CAP, a department's capital account.
For example, if the Director wants to transfer one million dollars to
the Jurisdiction 1 School Department's capital account, he would type:
$CASH/=OU/C, SCI, 1000000, PVT, CAP
The Director can also use a similar format when transferring money
from a decision-maker's account to the outside system:
$CASH/=SC1/C, OU, 1000000, CAP, PVT
Such action may be taken to induce serious governmental debts or an
economic recession for example.
TWO. Float capital bonds .
Since capital bonds are subject to referenda, they should be floated
by the Director upon approaval by the social sector. The input format for
capital bonds is: $OTHER/=department and jurisdiction receiving/BO , amount
(in $10,00's) , 25. For example, if a capital bond of 25 million dollars is
approved for the Jurisdiction 2 Municipal Services Department, the format
would be:
$OTHER/=MS2/BO, 2500, 25.
37
All capital bonds have a term of 25 years and the interest rate is
determined by the computer .
THREE . Price and salary changes .
The computer program does not allow salaries or prices to be set at
less than half of typical or more than one and one-half times typical. This
limitation can be by-passed by typing certain characters (see Appendix E)
after the last legal column of an input decision. For example, if the School
Department in Jurisdiction 1 wanted to set salaries for middle income to
$9,000 and high income to $15,000, the Director could type $OTHER/=SCL/A,90 ,
150, 0, A and the decision could be accepted by the input program (EDIT) .
FOUR. Land bids .
If the Director wishes , he can control the bids on all parcels of land
owned by the computer . He can determine which parcels of land are up for
auction and which bidder will get each parcel of land through game administra-
tion. In order to guarantee that a player receives a parcel of land, the Director
uses the following input format:
$PU/=team bidding/location, price (in $1000's)
OU , percent of parcel (0 , if all) , 1 .
For example, if economic decision-maker B has bid $150,000 on parcel
7224 and the Director wants to guarantee that B receives it, he would type:
$PU/=B/7224, 150, OU, O, 1
The "1" in the last column tells the computer not to handle the bid in
the ordinary manner (as explained in the Players' Manual) but to guarantee
it to the decision-maker who is initiating the bid and has input valid data in
the first three or four columns.
FIVE . Create or remove public land (Preempt Land Use) .
The Director may use the Preempt category to represent any type or
mixture of non-usable land that he wants. For example, he can suggest that
preempt land represents institutional land holdings (such as federal land,
military bases, large land easements, cemeteries, golf courses, country clubs,
and non-usable public land) or land that is not usable because of topographi-
cal constraints (water bodies , excessive slopes , swamp or marshland or rock
outcroppings) . The Director can add an amount of preempted land to the local
government (representing perhaps a federal land grant) or to the economic
sector at a price (representing perhaps the cost of an expensive land fill
operation on a piece of swamp property to make it usable for development) .
Since the Preempt Land Map will not distinguish the type of preempt
category for any particular parcel, it is the responsibility of the Game Director
to record which land is in the various types of uses (i.e. , water, airport,
federal reservation, etc.) . The game operator's ability to start play with any
amount of preempt land allows him great influence in the play of the model if
he wants to exercise it.
38
The input format is:
$CVPT/=0U/PLND, location, percent of parcel to be added to un-
developable .
$CVPT/=0U/RPLND, location, percent of parcel to be taken out of
undevelopable .
For example, the Director may decide that he will represent the land
taken away from potential local development by creating an airport near the
edge of the city, at 8230. He will put 60% of the parcel into preempt use and
give the owner, B, $1.5 million for the land.
$CVPT/=0U/PLND, 8230, 60
$CASH/=0U/C, B, 1500000, PVT , PVT
If, on the other hand, the Director desires to make some preempt
land available for purchase and/or development he may make a RPLND (remove
preempt land) decision. In this case, the land goes into the holdings of which-
ever private land owner (an economic team or the outside system) possesses
other privately-owned land on that particular parcel. If all land on the parcel
was previously preempt and publicly owned or just preempt, the outside
system would become the new owner. The following three cases will illustrate
the usage of RPLND .
Case One . Parcel 10020 was a military reservation, entirely in the
preempt category . The input:
$CVPT/=0U/RPLND, 10220, 40
makes forty percent of the parcel available for purchase by any government
or economic decision-maker by means of a land bid to the outside system.
Case Two . Forty percent of the same parcel is to be bought outright
by economic decision-mkaer B and twenty percent by UT2. Assume that the
Director has placed the cost at $1,000,000 for 100 percent of the parcel (although
not all will be available) . The transactions would be completed via the following
inputs (there are alternative methods which would also work) :
$CVPT/=0U/RPLND, 10020, 60
$PU/=B/10020, 600, 0U, 0, 1
$PU/-UT2/10020, 200 B, 20
39
Case Three . Economic team C owns twenty percent of parcel 7630.
The remainder (eighty percent) has been preempt but the Director decides
to allow team C to purchase the remainder for $650,000. The required inputs:
$CVPT/-0U/RPLND, 7630, 80
$CASH/-C/C, 650000, 0U , PVT , PVT
SIX. Decide to use a construction industry .
If the Director decides to incorporate a Construction Industry in the
game, players may contract for construction with a local CI, or have an out-
side firm perform the work at 130% of the typical cost. If local CI's are allowed
in the game , a new development begins operation in the round after the decision
to build is accepted by the computer. The Director may want to simplify con-
struction procedures by having all construction performed by outside firms
at 100% of typical cost. In this case, as there are no player-operated CI's
on the board, a new development begins operation immediately after the con-
struction decision is submitted and accepted by the computer.
By operating local construction industries the system retains much
more revenue in terms of CI income and its subsequent distribution to profits ,
salaries, goods and services establishments, and taxes, and moreover, boosts
employment. On the other hand, players may desire to avoid contending with
the relative complexity of this particular economic activity. Furthermore,
the local CI situation (YESCI) requires that construction projects take one
more round to complete than the NOCI situation , in which completed pro-
jects appear the round immediately following the contract input.
The Director may want to begin the game without a CI and allow it
to be used after the players acquire some familiarity with the model. Or,
if the game is to be run with a group for only a few rounds, the Director may
want to enable players to see the results of their construction decisions
sooner than they would if CI were used . In this case , players should use the
$OUBLD input for all construction and demolition.
The computer programs operate as though CI's are being used unless
the Director specified otherwise. Either decision, once made, is in effect
until the Director changes it.
The input code to prohibit CI is:
$OTHER/=0U/N0CI
This decision will not take effect if there is a CI on the board.
The Director must demolish all CI's with the regular demolition input
format, and then decision to prohibit CI.
40
If the Director wishes to use a data base which already has CI's
and/or has not been specified N0CI , he can perform the necessary demo-
litions and/or N0CI specifications before running Round 1 output.
After N0CI has been accepted by the computer , the computer will
accept no attempts to build CI's. All construction costs will be equal to the
typical costs. New development will begin operation in the same round that
the construction decision is input.
The input to allow local construction industries is:
$OTHER/=OU/YESCI
For example, the Director may choose to show how a natural disaster
affects the city. Subsequently, he announces through the media, the destruc-
tion caused by the disaster and puts in the actual demolition decisions as
though he were the owner of the developments and/or transportation links.
Suppose the disaster demolished a section of highway and a level one Light
Industry bordering the highway . Assume that the Light Industry owned by
economic decision-maker B, is located at 9840, and the highway is an HY2 at
9839 and is in jurisdiction one. Then the required input decisions are:
$OUBLD/=B/9840, LI, 1,
$OUBLD/-HYl/9839, HY2,
To compensate for the expenditures incurred by these demolitions the
Director can transfer cash into team B's and the Highway Department's account.
(See decision option #1, page 34.)
For emphasis, the Director may make any player decision,
but he should use caution in exercising this option. If the reasons behind
his decisions seem unclear and/or illegitimate to the players , they may revolt
and institute illegitimate decisions of their own. In order to prevent such
player reactions, the Director may have to set up a "judiciary" which reviews
all decisions to assure that the legal teams made them. Of course, the Director
could assume responsibility for the review .
SEVEN . Vary the number of in-migrants .
The instructor may specify the number of in-migrants , including
those due to natural population growth. This decisions applies for one round
only. For any population class where the instructor has not specified the number
of in-migrants , the program will use the in-migration portion to determine
the number of in-migrants .
The input format is:
$OTHER/=0U/class (INHI , INMID , or INLO) , number of Pi's to be
inmigrants.
41
For example , during the fourth round the Director wishes to force
a severe low-income unemployment problem and a shortage of high-income
workers. He decides that he will move in 60 PL's and noPH's. He submits
the following cards.
$OTHER/=0U/INLO, 60
$OTHER/=OU/INHI,
The migration routine determines the in-migration for all classes
not specified (in this case, middle) . The next round, the instructor does
not wish to set the number of in-migrants for any class in any jurisdiction,
so he submits no in-migration inputs.
4 . Putting in Decisions and Punching Cards
Once the Director and players have coded their decisions on the
input forms, the decisions must be keypunched onto cards, one decision
per card. The Director should be aware of several mechanical procedures
and card-punching shortcuts.
The two most crucial items of information necessary for each decision
are the dollar sign code, (for example, $CASH, $CVPT) which determines
the type of decision, and the decision-maker (a government, economic or
social sector team or the Director) . Note that each of these items is preceded
by a special character ("$" or "=") and is followed by a slash ("/") • The
information before a slash need by repeated only when it changes; i.e. ,
when the decision type ($ code) and/or decision-maker are different from
the last accepted code and/or team. Technical \y, a valid $ code followed
by a slash always replaces the previous $ code; a valid = decision-maker
followed by a slash always replaces the previous decision-maker. Thus,
once an input decision has been accepted by the EDIT program , the subse-
quent inputs may require none of the primary information or only one of
the two items .
For example , if economic decision-maker A were purchasing parcel
9418 for $120,000 from economic decision-maker C and parcel 9812 for $150,000
from economic decision-maker D , the inputs could be keypunched on the cards
as follows:
Card 1: $PU/=A/9418 , 120 , C
Card 2: 9812, 150, D
The next example illustrates inputting several economic decisions.
B is changing a maintenance level, C is changing a rent, A is changing
maintenance levels and a rent and purchasing two parcels as described
on page 43.
42
Card 1: $CVPT/=B/M , 10428, 95
Card 2: =C/R, 8222, 145
Card 3: =A/M, 10832, 97
Card 4: M, 9634, 92
Card 5: R, 7632, 160
Card 6: $PU/9418, 120, C
Card 7: 9813, 160, D
Each decision should be entered on a separate card to simply present
the decisions as well as determine to which error statements the EDIT program
refers. Of course, each distinct decision with its complete code may be put
on a separate card.
As noted in the Players' Manual, there are some shortcuts especially
applicable to zoning and district boundary changes , where the listing of
parcels is valid .
Any information within parentheses is treated in the same way; e.g. ,
if a player is changing the maintenance level of several developments to 90 ,
he could type (9228, 9830, 7212, 8814) where location is requested. This
saves typing an entirely separate input for each location .
If all of the parcels in a rectangular area are to be treated the same
way, the parcels at opposite corners of the rectangle can be designated with
a " > " between them where location is requested. For example, the School
Department may want to make the outlined area in the figure on the following
page a school district for the school at 9030. The location could be specified
as (8422 > 9230) .
If the line of parcels from 9422 through 9428 were also to be part of
the district, the entire input would be:
$REDIST/=SCl/9030, (8422> 9230, 9422 > 9428)
Once the Director and player input decisions have been punched onto
cards, the Director must sequentially order the cards. Properly sequencing
the cards is important because the data files (team cash balance, ownership,
zone, etc.) are updated in the order that the inputs are processed. For
example, a decision-maker could buy land, change that parcel's zoning,
have utility service installed on that parcel, borrow the funds for construc-
tion, and then build on the parcel all during the same round of decision-making
He could do all that only if the inputs required to accomplish all the tasks
were ordered in such a way that the build decision was last, as is the case
in the enclosed suggested sequence. While the Director may deviate from
any prescribed order, the following sequence for inputs is recommended for
maximum decision-making success.
43
SCHOOL MAP
70 ?2 7 4 76 7 8 Q 8 2 Q*f 66 88 90 92 9f
12
It
16
ie
20
22
2*f
26
28
30
X
X
X
X
•x
X
X
X
'X'
X
X
X
'X'
X
X
X
■x-
X
X
X
i.i
1 *
■
I
I
■
t
■
I
8
8
mm*
■lll|
■Pi
-. — -.--.— ■^i****X
10
HO
86
•Si •
S
xxxxxxxxxxxxxxxxxxxxxxxx x xxxx x xxxxxll
44
1. $CASH ... all cash transfers, appropriations and subsidies
*2. $OTHER/=dm/BO or LO ... borrow or loan
3 . $PU ... all land purchases and bids
4 . $TAXES ... tax rates
5. $ASMNT ... assessment decisions
6. $FSA . . . all requests for federal/state aid
7. $CVPT/=PZ/Z ... zoning changes
8. $OUBLD/=UT7 . . . build utility plant
9. $VVPT/=UT/US . . . change utility service
10. $OTHER/=UT/P . . . change utility prices
11. $BUILD ... all construction projects
12. $OUBLD ... all outside construction projects except for
utility plants
13. $CVPT/=MS or SC/E . . . change employment for municipal
services or schools
14. $CVPT/=MS or SC/M . . . change maintenance level for
municipal services or schools
15. $REDIST/=MS or SC ... change district boundaries
16. $OTHER/=MS or SC/S . . . change salaries
17 . $RAIL . . . build rail lines or stations
18. $ROUT/=BUS or RAIL . . . change routes or level of service
19. $OTHER/=BUS or RAIL/PS, SS, P, S.orM ... purchase rolling
stock, sell rolling stock, set fares, change salaries or change
maintenance level
20. $OTHER/=HY/M . . . change highway maintenance
*
dm refers to either government or economic decision-makers.
45
**21. $CVPT/=edm/R, P, S or M ... change rents, prices, salaries
or maintenance level
**22. $OTHER/=edm/SP, CN, SELL SP , SELL CN . . . buy or sell
speculative or conservative stocks
23. $TIME . . . allocate time by class and/or parcel
24 . $BYCT . . . boycott working , shopping or using public transit
25. $VALUE . . . change the dollar value of time
Finally, listed below are assorted notes on player input procedures.
a. Requests for federal/ state aid for road construction must
contain the location in parentheses. The location of the intersections at either
end of a straight-line section must be given. If the road turns, the inter-
sections at both ends of each straight-line section must be listed.
b. Requests for capital federal/state aid should be processed
one round before a department attempts to build something or in the case
of PZ , purchase land with the money .
c. Since installations of utility service must be "connectable, "
they must be fed to the computer in order.
Ordering the input cards is the final step before submission of the
inputs to the computer. The program EDIT accepts correct decisions and
makes the player and Director specified changes to the data base. EDIT
also rejects incorrect decisions and prints diagnostic messages below
each rejected decision to indicate the source of the error . This output
from the EDIT program is discussed thoroughly in Appendix D . Appendix C
reiterates the mechanics involved in preparing player inputs. Both appendices
are necessary supplements to this section of the manual.
**
edm refers to economic decision-makers
46
APPENDIX A
PLAYER THUMBNAIL DECISION CHECKLISTS BY SECTOR
ECONOMIC
SOCIAL
GOVERNMENT
m
i>
CD
i— i
73
•— \
CD
CO
>, CO
Jh
+->
*
r-T *•>
G
•rH
g
LQ
rH -rH
§ §
cr
*
3
CO
CD
1 — 1
O r_
M
CD
LO CD
cd
irjl
CD
QQ Cd
o\°
O
•rH
cd u
•rH
■i-i
CO
U
• i-H
(for ]
denti
CM
>
- >
G
>
r- H
*— ' CO
+->
CD
«j Cd CD
CD
73
CO
+->
CO
CO
rH
co
ility
cos
CO
+->
■i-H
i— 1
• i— 1
CO .CO
8 * *
•i-H
CO
CD
U
ility
cos
CM
CO
CO
+->
ess
tial
resi
H
i— i
43 G
cd o
i— 1 -i-H
CD
U
G
•i-t
■ — i
•rH
4->
CO
CO
,0
cd
i— i
p, CD _. t-(
M (■-, 3 i-H
.2 g .g
CO
CO
O
H->
rO G
cd o
i— < -i-i
CD
U
G
o
•rH
i-H
•rH
CO
CO
cd •*->
O
•i-l +->
cd O
cfl
i—i
P
CD
U
■i-H
cd
SiSi^
CD
o
H->
•i-H +->
cd U
cd
i— i
CO
P
CD
CJ
Ph
> 3
CO
<+H
U
>
p cd «g
r*^2 M°
CJ
•rH
> G
cd
»4-H
O
53 -Th
G +-• cj
•rH CD .5
«
CO u
.o
bfl °
Cd
cd
cd
a
Cd rH
rO
bo
O
cd
w
EC
•4->
T3 CO
rG
G — • _
•5 CD 73
73
+J . g — <
w ,G -G cd
73
• i-H
H->
T3 co
rG
G
•i-H
i— 1
CD
73
G G
CO
G >
cd
G
G co fi >
cd
o
G G
CO
G
>
cd
^ rH S
ca o
cd
O CD
O
cd
o cd O CD
O
Uj
cd O
cd
o
CD
O
cd cd i.
cj
►J CJ U
SI J
cr;
J CJ CJ SI J tf Ph
JUUN jtfh^PH
r-J
I-H
<
2
PQ
S H
P £
K J
H W
CTOR
CHEC
W 2
CO o
CO
U CO
Ph
M i— i
:onom
DEC
CO
W
CJ
i— i
<
o
0, 70,
00)
4->
■i-H
c
p
CO
2
O
Ph
CO
^
o
r*%
CD i — i
/ _,
1— I ' > ^
Ph
r"-*
r™s
w
PQ
CO
^ *
o
o
!— (
CD
jtno
„> o
CO
O
o
CJ
o
° S
LT5 CT5
...grH
O
o
4->
rH
G
u
CD
U
•rH
ocation
ype (C
■— 1
I— 1
CD
>
CD
^ CO
»— t
o
■M
o
CO
g
CD
G
o
•i-H
+->
cd
O
O
ype (H
evel (1
L (0 to
alaries
ocation
ype (B
i-H
i— (
CD
>
CD
O
o
rJ
CO
CD
•rH
cd
i-H
cd
PL.
j h -j a
S IX
J
H hJ S co
rJ H
rJ
s
Ph
CO
LTS
o
H
CD
bo
cd
Ph
Ph
•rH
73
G
CD
Oh
a
<
I
I
CO
G
O
•rH
•M
U
CD
CO
G
G
O
CO
M
2
tfw"
o
O Q2
1— 1
CO
l-H
3«9
CJ
HH O CO
w
P Ph Ph
Q
PQ P Ph
W
P
< >H
tf Ph
O H
Ph CO
P P
Ph g
P o
ij l— '
H CO
P <
Ph PQ
w
p
rH
CD
4-H
CD
rH
CO
rH
CD
+->
+-<
CD
48
CD
u
(3
CO
cd
4->
i— t
cd
i-H
CO
H->
•rH
G
CD
fl
CD
C
'a
rG
>
CD
3
•rH
CO
CO
t— H
i—i
CD
cd
"»s»
cd
rH
o
° o
•r-i
+->
G
CO
■M
° CM
cd
cd
o !_i
CD
rG
-
13
13
H->
o [>,
*
•fH
CO CD
CO
H
o
•r-l
4-«
0,00
bilit
CO
CD
rH
O
H->
M g
.S Cd
> £
2
&CM cd
O
o
•rH
+->
cd
i— i
O
Oh
O
ds $1
avail
+->
•rH
co m
CO
rH Cd
«
1— 1
cj
bo
s
cd
>
O
o r_l
u
CJ
w
CO
CD 13
G
•■-I
•rH
to ^
W
o a
g
o
G
CO «
ffi
><
X cd
o
u
CD
O rG
CJ
CD ,-J
M Pn
PJ O rS
CO
M
G
•i-H
>
cd
CO
rH
o
CO
>>
+-»
+->
CO
•rH
o
u
u
cd
a
G
cd
o
o
•i-H
H->
cd
13
>
o
CD
•rH
a
CO
CD
CD
rt q
G
o .
rH >»
^H Cd
r> CO
CO to
+J ^
G G
CD
CD CD
■*->
rH X3
,H •■ -|
rG CO
cd
rH
>
u
^ rH
'G CD
> &
rG
^ MH
. "iH
• CD
G
cd
CJ
cd
CD
+->
CO X
rH CD
O
g
5h
G
H-»
^S
>
4-> 13
;arke
ance
of p:
CD
-r->
cd
C
•rH
03 8
G
CD
13
•rH
S * c
CD CD l— '
£ 13 CD
rH
4-'
cd
CD
Mh
1
>> G co
JZ r— 1 i 1
w cd cd
+->
Jh
Trade of
increase
r-H «•%
Did,
shb
tenti
CO
CD
rH
-r->
•rH
-a
Mh
O
CD
s
CD
CD
CD
+->
CO
CD (H
cd o
G
h— 1
fH
cd
>> c
tl O Ph
CJ Ph
CO
D S CO
13
CD
G
G
•rH
+->
G
o
u
H
CO
l-H
rH
O
W
rC
O
o
I-H
CO
t-H
U
w
Q
<
PQ
S
D
X
H
o
H
U
w
co
O
o
o
CJ
w
co
w
u
HH
o
O
w
Ph
Z
o
H
CO
H
CJ
w
Q
CO
o
W
Q
<
Ph
O
Ph
P
o
o
G
o
•rH
+J
cd
o
o
•J
rH O
> ,
cd a
rJ S
CO
CD
•rH
rH
cd
rH
cd
co
2
O
H
cj
D
PS
H
CO
D O
PQ cj
Pi
O
P
r^
PC
H
co
D
P
2
G
O
•rH
+->
cd
u
o
2
i— i
<
H
l-H
CD
>
o
rQ
cd
CD
>
CD
rJ
CD
U
G
cd
G
CD
13
CD
rG
o
o
o
co o
G &
5 y*
rG
+-> rH
CD St
-m CD
cd
Sa
ClD-r-.
CO
CO CD
G
a 8
O
•rH
•G °
H->
O —"
cd
Gh cd
u
O rG
CN +"
o
rJ
H
W
P
l-H
CO
w
Ph
CD
>
CD
rJ
CD
O
G
cd
G
CD
CD
O
•S -
& o
r5
D
Z
-O
i-l cj
2 U p
^ K Ph
M h
co
Z
O O
cj CJ
P
H
Z
hH
<
PC
H
co
D
P
Z
Ph
H
co cj
l<
rG PQ
■£r>
G
O
O H
O CD
G
G
o
s
p
z
<
rJ
W >H
CO [_
rH W
CJ Ph
Ph O
D Ph
Ph Ph
G
5 §
CD S
G
o
•rH
4->
cd
CJ
o
rJCO< COH
O
CD
CO
H->
G
£<
G
o
co
•rH
rJ
O
rH
CD
4H
CD
rH
CO
u
CD
H-J
■M
CD
49
u
co
O.
>— I
cd
CO
u
■iH
H->
O
•l-H
O >h
>>
i— H
Oh
S
w
i— 1
>>
Ph
4—*
•l-H
4->
CD
H->
H->
G CD
o
•i-H
CO
H->
•r-(
a
cj
a
s s
a
CD
g
4->
•i-H
i„i CO
S
o
Perc
Inco
CD
4-1
O
>H
° 'G
f-i G
O
CJ
52ft
Ph 3
CO
CD
o
i — i
CJ
CD
u
>!
U
>»
cj
G
H->
CO
CO
1— 1
•i-H
G
CO
CO
G
CD
G
•r-t
pq
4->
pG
O
CO
CO
Oh
3
cO
Oh
OP
cj o
T3
CD
G
G
•iH
+->
G
O
U
l
I
CO
1— (
J
«
o
[4
CO
3
w
o
CJ
hH
2
o
o
K
l-H
CJ
CO
1— 1
w
Q
ps
w
>*
<
•J
G
O
•i-H
■M
CO
CJ
o
H->
c
G
o
S
<
Ph
►J
<
2
PQ
S
D
as
H
rt
o
H
CO
CJ
w
w
CJ
CO
l-H
Ph
o
l-H
2
Ph
S
o
w
o
l-H
o
2
CO
►-H
£
o
CJ
<
CJ
w
E
w
Q
CJ
G 4J
° G
•cH >H
CO n
° S
° 3
J <
CO
w
O
w
o
<
CJ
CD
> ^
hU CD
CO >
■— I tH
^ tJ
CD
CD
Oh
CO *"
w co *->
G
CD O
Oh O
>>^h
G
G
O
a
H o
50
CO
H
I— I
O
Ph
«
O
w
o
CD
rG
u
CO
CD
G
CD
CD
•4->
CD
CO
CD
cd
!h
CUD
G
•1-1
O
CD
>
CD
i—i
G
O
■r-i
CO
u
G
CD
CD
>
CD O
i+h
co~ °
bD >>
.5 ft
> a
cd 3
CO CO
CO
>H
CD
43
CJ
CO
CD
ft
ft
*■
3
CO
CO
G
-M
«.
CO
i-H
-*->
CD
CO
>
■M
CD
a
1 — I
CD
g
s
o
>»
•i-i
•*->
o
CO
• — i
CJ
ft
G
s
TJ
w
W
CO
do
CD
e
o
u
G
•r-i
CD
y>
G
4-»
G
CO
COD
G
•i-H -I
>
CO
CO
o
co CJ
CD
o
c
CD
G
g
CO _
!h CO
CD U
4-J •!-!
o ±;
4-> +J
CO £
dJD^
03 o
« Ph
CD
>
CD
i— i
g
O
■r-t
+->
o
CO
4h
CO
•i-t
■M
CO
CO
CO
Q
CO
o
U
s
o
CO
-a .2 *
*"2
2 o
-J CJ
CO CD
^Ph
O
ft
ft
CO
1—1
cO
G
O
T3
CO
CJ
CD
4h
4h
CD
i—i
CO
CO
CD
>
CO
CD CD
■M 4->
Oh <
CD
U
C
CD
>H
CD
CD
U
ft
i—i
CO
TD
O
CO
CuD
g
•r->
>
CO
CO
<
W co
D
H
<
cj
O
CO
KH
cj
§g
H
CJ
w
CO CO
O
CJ
w
Q
CO
W
CJ
»— t
O
E
cj
Ph
w
<
PL, I
c
O
•iH
4-J
CJ
•rH
T3 — <
co co 03
CO -iH CJ
CO !h >h
—< 2 CO
CJ 1-3 Ph
g
G
o
6
<
Ph
O
XJ
G
CO
s
Ph
4-> .O
G t * H
G >,
° 72
B S
G
G
O
S
<
G
G
O
S
G
G
O
S
CO
CO
CO
I— (
s
CJ
CD G
+-■ x3
CO i- 1
G
o
•r-i
4->
CO
CJ
CO CD
o
CJ cx;
hJ
CD
CO
G
>H
o
ft G
o -G
iG CUD
CO CD
ft G^
H co
o
O
G
G
O
co
co
co
< CJ
o
i—i
CO
l-H
CJ
w
Q
G
c
4tj
o
•rH
o
•r-t
>H
-t-»
-l->
G
o
cO
CO
O
o
I-H
H
CO
u
u
CD p
"S'S
CO
u
■rH
•rH
■M
CO
CD
>H
3 M
G^
> w
^ ■ — i
•M
•iH
i-H
o
!h
U
CD
<
w
Ph G
Ph g
Ph
Pd
CJ
H O
o
O <
o <
o
o
S iJ
fo
fe
ft,
ft,
Eh
H^
H
H
O
W
CJ
H
>
O
O
>
pq
w
w
D
<
>
2 PS
w o
CO Q
51
CO
CO
H
»— i
O
Ph
u
w
E
u
G M
CD G
BT3
CO
£ °
fs
59 -Q
CD
, Asse
neigh
CD
3
•)->
O
>
g
g
o
en <-!— i
& °
^H
o
CD
>
4->
u
o co
-M
CD
CD
CO 8
u
CD
in
t+H
XS cd
CO
i — i
cd
4->
W
F pc
- CO
u
•rH
s
O
4H
G rH
O CD
- CD
o
o
tJ ^
CO CO
,— s
c
S 6
XJ cd
CO
o
CD
CD £>
v_^
u
u
bp S
g T3
G
o
w
cd
rG
'3 °
CD
• l-l
G
CO
CD + -'
,h CO
§ s
4->
o
•rH
T3
O
4->
o
T3
CD
•rH
C G
o o
+-> +->
CD 5
CO
cd
o o
Rev
Fori
• 1— (
rH
•r— »
S
CO
CD
P
CD CD
<+H <+H
4h 4H
W W
CO
G
CD
s
42
CO
•rH
1 — 1
cd
+->
CD
G
CO
CD
CD
>
4-1
CD
o
!h
CD
i— i
cd
+->
^ n
o
4->
-a
•rH
4H
o
G
cd
cd
!h
CD
bO
u
>>
• 1—1
cd
-i-j
•rH
s ^
r—l
CO
•i-l
G
o
T3
cd
CD
+->
■»->
•rH
•rH
<+H
o
rH
CD
<4H
CO
CD
Pn
w
a
CO
CD
>
• i-i
-t->
cd
G
!h
CD
i — i
cd
i
co
CD
U
rH
3
CD CO >
CD CD CD
2 CS PC
CO
13
CO
CD
3
G
CD
CO
CD
>
•rH
-t->
cd
G
rH
CD
rtn M
cd -ih
4h
I
CO
CD
G
CD CO CD
u 3 "
CD r-J
3
O
CD CO > -3
CD CD CD 3
CO
rH
CD
+-»
O
*
>
CO
CD
G
3
O
G
4->
CD
o
>
CD
CD
PC
4H
w
CD
G
G
o
cd
O
•rH
•rH
+->
rH
4->
cd
4->
G
CD
cd
rH
l-H
G
dJD
Oh
s
s
o
Pm
o
G
Mh
i-H
o
O
+->
CO
u
-3
CD
CD
CD
G
4h
CD
P
W
2
PQ
P
E
H
Pm
O
H
U
w
co
H
w
PC
w
>
o
o
co
H
CO
r-H
«
a
w
E
u
O
^H
CO
r-H
u
w
Q
^
o
r-H
CD
rQ
CO
CO
CD
W
>
U
•rH
4-J
r-H
cd
o
G
EC
u
U
CD
-t-»
PC
To
w
b£
>H
G
<
o
S
rJ
Ph
<
G
O
•rH
4->
U
■T-<
n
CO
•rH
rH
CO
G
w
l-D
X
>»
<
rQ
H
55
J
<
2
o
<
S
u
PC
r-H
O
r-H
CO
J
<
r-H
PC
U
H
o
w
Q
W
CO
Q
<
cj PQ
O
s
o
H
P
<
Q
rJ
<
55
O
co
PC
w
Ph
CO
w
rJ
<
CO
Pm
G
CD
*"
g
u
a
, ,
CO
o
r-H
CD
<
^
>
HI
^<
^— >
-
en pr;
Cf5
CO
03 O
05
r-H
05
CO
g
O x)
O W
o
4->
*- G
-t-i
+H
o
G
o cd
O M
O
CD
od
• PC
O
2
S^
• — *
1 — '
' — '
rH G
sS.
CD
8 a
CD
4-J
CD
Oh
cd o
Oh O
cd >>
cd >>
cd
t*
CD O
PC H
PC H
PC H
P <
CO
p
PQ
. B
t -1 CD
5h
CD -?
artm
cono
4-»
G
G
+->
G
G
O
u
o
-t->
G
G
13 rH
O
S
o
6
P O
< <
<
CO
2
CO
W
O
P
r— I
r— 1
H
CO
$
PQ
D
PC
CO
Ph
H O
H
'z en
55
< Ph
<
PC Ph
PC
O <
O
w
H
3
w
PC
<
[In
w
H
pq
co
52
CD
G
a
CO
H
Z
i— i
O
Ph
2
u
w
s
T3
G
cd
a
CD
Q
|&
CO
+-> CD
1— 1
cd +->
CD
> 9
CD
>
O >
-M
a
CD
■ — i
9 3
g
CD
o
o
G
between r
s, Impact i
>H
>H
u
CD
CJ
g
s
CD
4->
CO
CO
a
•rH
4-H
O
G
O
•i-H
+->
G
O
•r-t
H->
cd
o
G
-a
CD
G
CO
>H
CD
+->
O
>
G
o
i— i
•l-H
O
!£ cd
cd
i-H
cd
G
43
•iH
O
4->
u
o
COD
rade (
esour
xi
CO
cd
o
o
CD
Distr
Effec
cd
a
S
i— i
rice
wner
H K
cj w
Ph O
CO
H
I— i
O
PL,
u
w
E
u
cd
•l-H
u £
w G
CD CD S
cd cd
^-G ft
Jh co o
C?, Cd }h
Sop.
4->
u
CD
G
CD
E
o
2 a
^ § I
u o c
cd -Jh G
O, !h
o g Ph
G ^ G
O 4-J O
+* &<-
O tlD u
CD TD* CD
<4H >-< <+H
www
CD
U
>H CO
Oh O
K*^ j, +->
■° 8.3
^ cd T3
cd a o
O <+H
T3 £* G
G "3 G
5 cd £
2 a g
CD cd O
QUO
- CO
g G
cd .y
at!
C CO
§ s
CD CD
•^ DID
^ T3
- G
S W
cd .
h *-.
G
CD
CJ
CD
<+H
<+H
CD
5 °
•— < -i-h
e 2
CD (DO
d s
G
O
U
I
l
CO
H
CO
I— I
w
W
U
w
E
u
o
l-H
CO
»—i
O
w
Q
<
Z
m
p
E
H
Ph
O
H
CJ
w
co
H
w
w
>
o
o
CO
w
CJ
I— I
o
E
CJ
PC!
w
<
w
Ph
2
o
l-H
CO
l-H
CJ
w
Q
CO
CD
G
CD-
CD
Ph
+->
G
CD
a c
>% o
l-H
CD
>
mplo
ocati
CD
w
w w
w
o
o
E
CJ
CO
E
CO
l-H
w
O
S
w
Q
G
G
o
S
<
H
w
D
Q
<
W
Q
l-H
>
o
w
2
o
l-H
H
<
CJ
D
Q
G
G
O
CD
■rH
u
cd
Jh
U
CD
o
Ph
w
«
„
!h
CD
CD
Ph
G
>>
£
H O
W W
H
U
<
Ph
H
O
U
CO
w
CJ
l-H
o
E
CJ
PC
w
<
w
Ph
o
l-H
CO
►— I
CJ
W
Q
u
CD T3
^H G
CD cd
CO
G*
o
•i-H
4->
cd
u
o
^H •£«•
4h 4h
o o
+-> +->
G G
G G
O O
S S
w < <
G
O
•>-H
H->
cd
u
o
w
o
o
i-H
o
+->
o
Pm
I
w
Ph
■M
G
G
O
S
u
hS
cd co
i — I -i-H
OhT3
14H l+H
O O
C G
O O
•i-H 'H
+-> H-J
cd cd
a o
o o
W W
H ,
!2 "J
1 >
g W
C w
o „
w w
Ph CJ
w
CO
<
E
CJ
W ^
H
CJ
l-H
Ph
H
CO
l-H
Ph
< B
Q
D
E <
W
Ph
CJ S
Ph
G
G
O
CO
W
a
<
w
O
<
E
CJ
53
<
CO
fa
•a
03
3
a
•M
+->
g
o
o
CO
H
i— i
O
fa
fa
u
w
E
a
CD
+->
CO
U
cd
03
rO
ft
X
a
a
+->
1— 1
CO
-a
u
CD
■r-i
!h
•rH
•i-i
I 1
CO
o
CD
a
Q
fc
CO
CO
3
CD
4->
4->
cd
CO
■4-J
u
CO
fr
u
•rH
rH
a
CD
o
a g
o
o
!h
u
fa
fa
CO
fa
>-H
o
fa
o
fa
E
cj
cd
•t-j
•i-i
C^
* -5
o +3
w c
CD CD £
3 O O
cd cd
CO -M
IS 6
^ rG a
Jh co o
"3 rt !h
SUPh
CO
■ ih CD
cd rj
a+i co
cd co h
U HH O
E -m
•Ss ^
c«fa c5
G G ^
o o +->
CD CD T3
<4H 4-1 "-1
' J j I j ) I— '
w w fa
CO
a
CD
CO
CD
in
3
13 co co
co
cd
CD
CO
CO
cd
o
u
o'-a w
S ^
cd
cd
cd cd -t- 1
CD i— i
M
3 o
3
G
■rH
+->
cs
O
CD
+->
cd
fa
CJ
CD
HH
CD
G
o
• 1— I
H->
cd
rH
bo
co
G
O
o
2 co U
CO
e u ■,-
m Q3 P
Sow
t^ 1- ' ^
o £^
« S 4J
Ph W CD
S ao
CD £ T3
G CD G
P 2 fa
o
rO
cd
CD
cd
>
cd
O
>
M
C
G
n
•rH
XJ
4->
3
i-H
u
•rH
n
cd
r— 1
■rH
G
S
cd
•rH
HH
r— 1
•I— (
CO
fc
cd
CD
Tl
>
u
G
cd
cd
■n
- « O
a c co
CD cd CD
Q fa fa
CO
H
CO
l-H
fa
fa
o
fa
E
o
O
i— i
CO
I— I
cj
fa
Q
<
fa
2
G
D
E
o
•r->
-M
H
O
•rH
fa
-3
CO
O
H
•rH
rH
3
O
in
fa
CO
rQ
fa
H
fa
s
CO
CO
fa
2
fa
O
r— 1
CO
l-H
>
CO
cj
o
CO
fa
o
<
Q
<
CO
IS]
CO
CO
CD
O
CO
CO
fa
TJ
fa
CD ^ r^
CJ
■rH
O
CJ
l-H
|
O
l-H
— • ' ~_4 r"H
i — 1 C r-H
O
r— 1
O
m cd O
E
CO
O
II!
$^a
CJ
•rH
4- *
CJ
4h mh
fa
fa
3
•r— v
CO
G
O
o
o
fa
fa
ion,
nt o
nt o
I*
CD
>H
"rH ^ 3
<
Oh
cd
o
CD
<
n ° °
fa
>*
o
cd
fa
fa
H
fa
fa
fa
fa < <
H
fa
co
CO
fa
CO
CO
<
G
O
•rH
+J
U
•rH
T3
CO
■r-t
rH
3
•"3
>^
rQ
2
fa
o
o
o
l-H
CO
i— i
E
CJ
CJ
fa
w
Q
o
o
o
E
fa
i
s
fa
G
O
•rH
+->
cd
o
o
G
3
O
a
fa <
— i o
o -r 1
rC CO
rG
CO T3
Mh Mh
O O
G G
O O
•rH -rH
+-> 4->
cd cd
U CJ
O O
fa fa
H _
Q
LOYMEN
E LEVEL
fa
fa u
fa
fa
CO
<
E
CJ
gw
CJ
hH
fa
H
CO
h-H
fa
< 5
Q
p
B <
fa
fa
U S
fa
G
3
O
a
<
CO
fa
CJ
fa
CJ
>
o
.rH &
CD
> .
CD to ,
fa rS fa
fa
o
o
E
CJ
54
•a
CD
3
G
•rH
H->
g
O
u
CO
H
»— i
O
Ph
w
u
w
PC
o
CO
cd
u
!h
3
O
CO
CD
PS
t^.'d co
t! C M
£ o
cd
G
O
+->
cj
cd
S
rQ
cd
i— t
>
cd
cd
•i— i
4->
G
c
CD
cd
o
hJ Ph
T3
O
O
bo
!h
CD CD
u a
Ph O
CO
H
»— i
O
Ph
«
O
w
X
cj
CD
t3
cd
i-t
&
3
H-"
~2i co
CD
CD -3 CO
T3
3 d. cd
cd
rH CO C
u
Cd U rH
H->
ket v
nee (
usefu
CD
rQ
•i-H
CO
h cd
CO
(ma
bal
erty
o
a,
w CD
H-l rC a,
h_> ao
CO CO o
co cd
O cd ^h
O CO
O CJ Ph
CJ D
CD
cd
^- co
rH 3
cd
•rH Cd
Q. -rH
G^ ■'- ,
Cd (-"
U
CD
S 'O
cd r->
cd cd
rQ rH
rn Cd
^ 3
co 4i
cd O
CJ
rG 3
CUD O
•rH -rH
rH ■'-'
IW rj
° 2
CO
u
CD
o
>
3
o
H->
o
& >>
M-H rH
W cd
3
3
O
CO
CD
Sj
3
O
CO
+-J
CO
o
co
G
O
U CJ
3
co .2
+J
CD CJ
3 rG
G ^
QJ CO
> £
CD 3
Ph ha
CD
CUD
cd
CO
3
+->
,-, G
Cd Jh
-rH 3
Ph G
cd CJ
u
CO
CD CD
9, CO
cd
r— i i — i
cd cd
rQ Vd
J3 C
w «
cd o
U Ph
T3
3
cd
S
CD
rH
cd
-3
G
3
O
rQ
3
O
td o
>r _( 'r-t
H-> T3
3 co
CD •• -l
•3 cr
CD CD
CD
U
3
cd
3
CD
i 1 H->
CD 3
cp cd
3
CD
s
>^
o
i— H
Ph
E
rH
CD
G
o
G
o
O
cd
rH
CJ
Ph
o
>-i
+-i
C
CD
Ph
CD
CJ
rH
>i
CD
JSW H Ph
CO
W
CJ
h— I
o
E
u
Ph
W
rJ
Ph
CO
05 X3 r^
=! C o
cd
U
o
G
3
O
E
3
3
O
£
H<<
co
rH O
O O
csj" O
_T o
CD CD
Ph >
>i CD
H HH
3
O
rH '43
cd cd
> CJ
CD O
rH J
3
O
■r-t
i—H
H->
CD
cd
>
CJ
CD
o
J
rH
D
E
H
Ph
o
H
U
W
CO
H
w
po 1
w
>
o
CJ
CO
o
HH
CO
H
CJ
w
p
»%
H
o 5
CJ
g<
<
(-H J
CO ^
Ph
H
2 rS
2
o w
O
CJ 2
CJ
w
2
CO
O
<
M
CO
l-H
S3
CJ
CJ
P^
W
D
P
Ph
o
rJ
w
>
w
rH
U
<
w
H
2
E
CJ
co
<
2
i— i
W
H
P^ W
O P
d o
P Ph
PQ P
55
CO
G
CO
U
bJD
CO
<+h
H
O
2
>>
-
O
5?^
CO —i
2
rJ-o
o
w
ime
roba
o
H Ch
-a
CD
3
G
■r-i
+->
a
o
CJ
1
1
CO
H
CO
l-H
J
«
O
W
ffi
u
CO
2
o
W
CJ
l-H
l-H
CO
i— i
O
u
CJ
w
Q
rt
G
l-H
w
><
o
CO CO
<
<
> cj
Z
.J
CD O
PQ
Ph
J rJ
S
D
E
H
Ph
O
H
U
W
CO
H
2
w
CO
Ph
S
!S
o
w
O
l-H
CO
l-H
>
o
Ph <;
o
o
W
Q
Ph CO
G
o
•r-t
H->
cj
•rH
-a
en
•i-H
U
3
1-3
>»
o
g
I— I
O
si
Q
•rH
>T3
4-1
CO
CD
CD CD
■rH
o
CO
G G
CO
G
v —'
3
3 CD
'"* 4->
CD
CD
T3
co G
13
X3 CO
o
G
CO
G
CO
l-H
l-H
Ph ~
M-H _
cation an
abelt are
l-H
CO
rQ
4h
T3
CD
rH
•rH
unt o
pital]
CO
CO
O CO
CO
O
CD
Q
H->
u
S3
CO
tion lot
d greei
G*
CO
G
CO
l-H
CO
PL,
6
• rH
and
ance
Ph"
a
CO
G CO
cO CD
>h
>H
CJ
•rH rO
n U
CD
CD
•rH
4-> _.
3 -3
H->
+->
4->
CO rG
a co
CO
CO
't-i
o CO
O CO
cO
cO
o
O CO
Ph Q S
s
Ph
rjU
CO
rH rH
CD-OiH
Sell
Ian
dol
#— -\
<4H <4H
Cfl
- o O
*— '
° s s
+J 3 3
G
o
G
o
4->
™ o o
CO CD
CO
°u
o G
o o
CJ
o
J
o
CO
+->
CO
Ph
o
TJ
CJ
G
bo
r-H
CO
G
CO
i— H
+3 CD
4->
■ rH
CO
CO CJ
Ph
CO
O
G
4->
O
CO
oper
servi
CD
O
G
CO
lo
CD
CJ
>
u
CD
CO
CO
CO
+->
CJ
•l-H
rH
H->
on plant
ion and
rG
MH
4->
•l-H
CO
4->
CD CO
CO
CO
■ — i
CO
• rH
o
CO
Ph
CO
T3
4->
5?^
CO CO
O
4-J
CD
CJ
G
CO 4->
CO
G
U
V_rf
co
3 CO
H
2
l-H
o
CD
3
l-H
CO
>
CD
4->
o
Oh
CO
<4H
O
CO
G
CD
O
G
CO
f-H
CO
l-H
Ph
M-h
O
G
of new
ity of in
W
4->
rH
o
,Q
o
o
w
CD
CD T3
Ph CO
rG
4->
CO
+-> CJ
U CO
U
o
CJ
CO
CJ
£ Ph
K
CO
rH
o
CO
o
Uh CO
o
S
Ph hh
O rJ W O
CO
w
CJ
l-H
O
E
O
Ph
w
<
rJ
Ph
2
o
r-H
CO
l-H
o
w
Q
Sh LJ
a G -g
CD CO r2
co - 1 ^
G
o
•rH
+->
CO
O
o
rJ
: o o
G
G
o
S
G
G
O
S
<<
CO H
CD
O
•rH
>
rH
CD
CO CO
CO
•-H r-J CO
Ph Ph C
O O
CO
CO
o
o
o
o
rJ
r4
G
•r-l
rH
•rH
G
CJ 1
CD
rH
W
Q
O
2
<
l-H
w
CO
CO
<
w
p
l-H
o
>
(Xi
o
D
Ph
Ph
Ph
56
o
ctf
s
CD
3
C
•rH
■M
g
o
o
CO
H
2
l-H
o
Oh
o
a
o
co
o
o
-a
CU
4->
CD
g
CD
U
H
3 w
O
Sh
Oh
CO
o
o
CD
u
G
co bo
ca .5
-^
rG !h
CO CD
rd Qh
u o
cd
3
o
CO
T)
G
CO
i — i
CO
■rH
+->
■tJ o
CO
CD
O
•r-l
>
CD
CO
u
G
cOr*
> CO
CO £1
T3 rG CO
C CO CD
cO CO U
►J U <
CO
H
O
P-.
«
o
w
u
0)
o
•rH
>
CD
CO
CO
CD
CO
CD
g
rt 73
Vl
5
-4->
•rH
CO
>> c
4->
■I— 1
u
CD
CO
O
a,
CO
G
CO
o
i-H
T3
CD
CO
rO
n xi
CD
CO
(D
CO
2 O
CD
r*
CO
O
■8-
'S
oPh
CO O
e (B
§ G be
2 CD CO
E > £
a® cf
CD g CD
G O >
ED O
CO
rH
CD
o
•rH
>
rH
CD
CO
G co
rH "
3 **
,-H O
CO
rO
rG
CO
CO
CJ
o
CO tJ
Oh CD
CO C
T3
CD
XJ
CD
CD
2
■5
O
CO
+->
•l-H
G
P
CD
G
i-H
CO
>
rH
CO
i-H
o
CD
6
G
CD
rH
rH
G
o
CD
CJ
G
CO
CO
rO
*" CO
r-H CD
.2 £p,a
o G co
O O cO
WOO
co
G
o
CO
CD
■M
G
o
rH
r^ CD
^ o co
bo cd
■rH SH O
33 H H
CO
CO
H
CO
U
W
O
2
O
l-H
CO
I-H
u
W
Q
<
2
m
CO
w
CJ
i— i
o
K
CJ
rt
w
r*
rJ
Ph
G
G
o
H-> ' '
CO 1>
o >
O CD
hH 2
CO
rH
CD
r-H
CO
w
O G
rH
O
U
G
l-H
(PS)
Amo
o
O
Ph
O
CD -—v
■M
rt
CO CO
■M
H-J
w
2 co
rG ^
G
G
>
G
G
<
rJ
rH =!
G CD
o
S
o
S
Oh
cm co
<
<
CD
rH
CO
CD 1 "
>H CD
CO ^
S
CD K
CO ^
CO CD
PQ Ch
-«
rH
CD
O
O
•rH
r?
>
o
rH
+-"
CD
CO
Mh
CD
s
o
o
fe -<
xi
CD CD
rO >
CD
num
ed le
H->
3
O
rH
CD )-,
+->
+-> ."
CJ
G co
CO
O CD
X
rt a
tlH
p
X
H
Ch
o
H
O
W
CO
H
2
W
>
o
o
CO
2
O
r-H
CO
w
l-H
CJ
w
Q
Ph
H
O
P
Ph
H
CO
2
O
U
H
2
<
hH
Ph
w
2
2
O
l-H
CO
CO
O
p
w
PQ
Q
O co
O
H
H
l-H
Ph
c
o
u
CO
H
i— i
O
Oh
«
cj
w
re
u
H
CD
O
CO
<+H
M-H
o
G
CO
en
CD
i — i
S
■rH
CD
SQ
CO
CO
c
CO
O
en
o
o
+->
CO
ft
CO
>> cj
■M ' ■
rH
CO (_)
ft c
"3 CO
cj
-a
0)
CD
2
CO
rQ
rG
CO
CO
O
CD r-,
a c
CO rj CD
> o t
•rH f-i
co co ri
rt u
o
CD
6
bD
G CD
\ CO
CO
■'rH n
'G cj
cj ft CO
O CO CO
co U U
CO
s
Ph
o
+->
CD
bo
CO -i— i
> CD
* M
CD !h
bD CO
CO g
CD f-i
> O
<%
~ r— i
CD lw
td °
g
CD
CO
CO
I— I 4_,
ft CD
s &
CD g
G o
P cj
T3
CD
G
O
CO
•M
•rH
G
P
G
CD
rH
G
U
CO
CD
G
Q CO
G ^
CO *
r^ CJ
■" CD
rG Xi
CO CD
CO CD
U 2
CO
■rH
ft
CO
CJ
CD
CJ
G
cO
"c3
rQ
rG
co
CO
CJ
CD
G
1— I
CO
>
+-»
CD
M
Sh
co
bo
G
•rH
4->
G
o
CD
CO
g 3 CO
n "Q H
PH rG +-■
•rH —
- g£
r^rQ
-a
G
CO
co
CO
CO
g
o
CJ
. CD^
•H tlJ+J
ft co G ,
CO CO CD ®
3 GT3 £
•rH rH
O CJ CD
CD -M c "G
G G °
cO cd u T3
CO
rQ
rG
Cfl
co
O
e m s
a3 g -a
o O-H
-J -rH *5
rJ 4-> CO
a co o
en
G
O
•r-t
■M
CO
U
O
G
o
u
CO
ft
CO
H->
CO CO
, G G
IS 2 ^
to ^ a;
S ° ft
4->
co u
CO
CO
u V ■
CO CX CO
rH O *H
H Ph H
co
H
CO
r- 1
rJ
«
u
w
P
u
2
o
co
r- 1
o
w
Q
<
2
PQ
P
P
H
rt
O
H
CJ
W
co
co
W
U
r— I
o
u
PS
W
tH
rG
C/l
O
rH
rH
CO
i— 1
•—t
•rH
rC
CD
r— 1
r^
r— I
CD
o
rH
CO
73
, — ,
CD
M-l
CO
>
-
o
v — '
o
G
G
_ H->
■4— »
G
o
•rH
+->
■4— •
G
O
■rH
H->
CO r-1
r-H -rH
CD 3
o
CO
o
CO
O ,Q
E
CJ
o
s
o
o
rH
CO co
<
>J
w
rJ
w
o
2
<
2 H
u S
rH ^h
CD CD
rQ >
S ,3
G 'Q
CD
H— I
o
CO
«
Q
2
rJ
T TRAC
ONS
CO
w
H
P
O
PS
w
CO
STRUC
STATI
<
pa
p
CJ
a
2
PG
2 a
<
D
O 2
P
Ph
CJ <
CJ
r«
rH
o
r5
CD
6
o
rG
CD
o
rH
CD
•G u
CO CO
03 X
rtQw
58
APPENDIX B
FLOW DIAGRAMS:
INTERRELATIONSHIPS IN THE CITY MODEL
ECONOMIC SECTOR
SOCIAL SECTOR
GOVERNMENT SECTOR
ECONOMIC SECTOR
COMPUTER PRINTOUT
FEEDBACK ON PERFORMANCE
NET
RETURN
PLAYERS DECIDE
TO DISPENSE
AVAILABLE FUNDS
BUSINESS 5
INDUSTRIAL
OPERATIONS:
BASIC
INDUSTRY
BUILD or
UPGRADE
COMMERCIAL
ESTABLISHMENT
BUILD or
UPGRADE
PROFITS ff LOSSES
from
BUSINESS ACTIVITIES
RESIDENTIAL:
UNIT TYPES
UNIT SIZE
VALUE RATIO
POPULATION
UNITS as
USERS of
GOODS and
SERVICES
SALARY, RENT, &
PRICE CHANGES
MAINTAIN /RENOVATE
60
COMPUTER PRINTOUT
SHOPPING
5 WORKING
EFFECTS of
OPTIMIZATION
as FEEDBACK
«
PEOPLE CLASSIFIED in
POPULATION UNITS
CHARACTERIZED by:
* CLASS
* DISSATISFACTION
* NUMBER of WORKERS
* NUMBER of STUDENTS
* FAMILY COMPOSITION
* EDUCATION LEVEL
* SAVINGS
VOTER REGISTRATION
PLAYERS
DECIDE to:
*
VOTE
*
BOYCOTT
*
ALLOCATE TIME
in
•
EXTRA WORK
•
ADULT EDUCATION
•
POLITICS
•
RECREATION
RESULTANT ACTIONS
from BOYCOTT &
POLITICAL
ACTIVITY
DISSATISFACTION
from POOR and
OVERCROWDED
HOUSING, TRAFFIC
CONGESTION, g
POOR SERVICES
FEEDBACK to
INITIATE CHANGE
61
GOVERNMENT SECTOR
EXECUTIVE
ELEMENT
• CHAIRMAN . .
ELECTED by
POPULATION
UNITS
• COUNCIL . .
REPRESENT-
ING
RESIDENTS
of
ELECTORATE
COMMUNITY
SETS TAX RATE
APPROVES
PROGRAMS
& BUDGETS
I
APPOINTIVE
POWER a
BUDGET
APPROVAL
OVER
STAFF
ELEMENT
• SCHOOLS
• MUNIC. SERV
• HIGHWAYS
• PLAN a ZONE
• UTILITIES
• ASSESSMENT
• BUS
• RAPID RAIL
I
TRADE-OFFS
BETWEEN
TEAMS 5
DEPARTMENTS
PROVIDES
SERVICES
to SOCIAL
a ECONOMIC
SECTORS
FEEDBACK on PERFORMANCE
of POLITICIANS in OFFICE
FEEDBACK on PERFORMANCE
of APPOINTED STAFF
MEASURED in QUALITY
of SERVICE and BUDGET
DEFICIT or SURPLUS
I
62
INTERRELATIONSHIPS in the CITY MODEL
CO
O
i— t
CO
1—1
O
w
Q
CO
Q
P
O
rt
H
X
w
O
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
H
cj
W
W
u
<
Q
w
w
H
P
P-.
H
P
O
2
• COMPREHEND the
STATUS of
BOTH the CITY
5 PARTICULAR
AREAS of CONTROL
MAKE DECISIONS
to CHANGE STATUS
DEVELOP
STRATEGIES
ECONOMIC SECTOR
• PURCHASE LAND
• DEVELOP LAND
• OPERATE BUSINESSES
• TRANSFER MONEY
or PROPERTY
• INVEST
• BOYCOTT
1
SOCIAL SECTOR
• VOTE
• ALLOCATE TIME
• BOYCOTT
• SET TIME-DOLLAR
VALUE
GOVERNMENT SECTOR
• TAX
• APPROPRIATE BUDGETS
• OPERATE DEPARTMENTS
• RESPOND to SOCIAL a
ECONOMIC SECTORS
> CD
H P
CD
> B B5
CO
7h
u Ph 1 -"
CD
>
• i—i
CD
O
CD
°^1 Ph
!h
CCS O O
^cp
r s
CO
c fl b
In
CD
>
ccou
PVT
epar
AP c
r— !
M
tc-"au
5 n
3 CO
CO T3
O
Sh
CD
>
•rH
CD
U
o
CD CD
O
a
CJ u ^
rH Jh
CO CD
CD CO p
C 1
cd co
CO ^
cd a
G
o
• iH
+->
u
^ — "d SOT) C0T3
u
o
D
O
X
u
Sh
CD
CO
fl
CO
rH
H
u
C 1
1 ^ cd co
S ° s
2 s «
rA O
U
03 " (D fl .,
T3 S T3 CO T3
10
CN
•3 _«
+-> o
C o
3 o
o -
62
CO «■
O
pq
c
CD
bD
E
•rH
+->
rH
CO
>
•rH
CD
a
O
CD
CD
T3
>H
«
W
ffi
H
O
iS J2
tJ -h T3
Sac
5 CO o
h u PP
CD
rQ
O
4->
T3
CO
CD
•r4
•4-"
CD
a
O
CD
•rH
CJ
!h
CJ
12
CD
< a, co
CD
Jh ^
U U
-f-1 C3
CO )H S
CO CD 2
G
o
■rH
■M
CO
u
o
u
S
o
G
o
o
CD T3
H
Ph
>
U
•w-
55 ,3
CO
B
o
CD
CO
•M
•rH
CD g
CD XI zl
CJ >H rG O r^rG
W Ph U — .5 o
> , n ffl T3
CD CD £,
<+-! co ^
■HH (D U
. CO fH CJ
<, CO CO CO
CD
rH S
CD O
rv o
>>-rH
U -
CO ^
CO
o
o
co
DD
rH
CD
u «•
co rd £ .S
rH
CD
C^ 1
CO
cd cd Jh b
rS-a ° £**
* a C > G
W E -H ? 'H
CD
& B c
JO > Sh O
co o t> >— '
o
•rH
+J
CO
o
o
C/D
CJ
I
G
o
rH rH
CO CD
CD CO
CD T3 S
H
Ph
>
U
■6«-
" 5
a cd 13
5 r^ M-
o r5 S 3
CJ CO -£ O
W C/D U ^
co
CO
+H rbj
&£
•Jh O
U
70
CD
P
P
■M
p
o
o
o
pk
o
I— I
H
Ph
X
w
H
ID
I— I
P
CO
CO
O
H
U
w
Q
O
H
I— i
CD
CD
CO
a
o
■rH L
CD
Q
CO
2
0)
-a
o
o
p
o
•i-i
CO
Ph u
>, CO
H P
-a
o 0)
H-> H->
,„ p.
£
CD
O
P
CD U
O a3
4—1
•1-H
rH
— 1
!h CD
P r*~>
•r-l +J
P "rt
CD
CJ
■i— i
£
r-" H-l
M P
>
03
CD m_
CD
p
a o
CO
Ph
CM
H
P
H
P
CO
H
P
5-1
O
W
|JU|
H
o
•ea-
CD
P
cd p
P "S xi o
03
o
CO
3 a
a. a
p £
en AS
o
03
rP
o
£ .2 ^
r> " 03
03 >> ■*-"
C H 03 B 1
HH CO O ^
■rH , — I '*-■ CJ
. co a
< CO +J CO
CD
u B
CD O
Ph CD
rH
CO
a g
rH rH
03 03
CO rQ £ ?
CO
o
o
r— I
•69-
rH
CO
Ph
00
b. 03 ffl CD &
>-^r-l a cd
^ TD « r« rt
* a P § P
CO S ■ * •
CO
*i
CM
CJ
ooco
r-TCO
CJ rH
CO o
rt
m
x
H
O
te-
as _ 03
coo n "- 1
Gob
2rCr^
Bum
CJ co co
CD
-a
•rH
CO 4->
rH r-» • r H
£§-.§
CO ^
y o
CO
rP
o
rH
CO
r-H
CO
CO
r 1 03 03
as
<.2
Ph
03
CJ
CJ
co
rH
CD
Ph
t>. » ° CD C
03
r>.r-H M CD 5
a) 7-t o
To S g o "
co — c > P
CO C -rH i> -rH
OrH C/j
o
03
CO |
CO
« K rl»
rt O > P
co a ? a
CM
CO
co
CO
CO
w
rt
H
O
•69-
CD
bfl
p
CO
rP
CJ
CO
CO
■ r-l
rH CD
CO TS
CO
CO
CO
CO 4-1 CO X
p
o
"-* -rH
p a
CJ
CD
rP
o
CO
03 CO
P
co
p
CD
CJ
CJ
P
CO
O T3
■M .rH
r-. rQ
r^
CO
i — i
03
CO
CJ
U
H-H
rH
U
•r-H
CD
CO
o
Ph Ph
' — '
p
o
CO _ m
P
o
CJ o
•rH
^2
Ph«3-
CO
o
o
P
O
rH
Q
CO
2
CJ
o
►P
Oh
I
p
o
CO
CUD
P
co co s
Q S rQ
P
Ph
■69-
CD
P
CO
CO
<
CD
CO
CO
rP
T3 CJ
P ^
COP
rJPH
p
1 — t
CO
CO
o
a
rH
rH
CO
CO
Ph
O X3 O
4-) m *— H
CO
>
CD
-a
p
p
-a
CO
T3
X)
CO
CO
Ph PnrQ
CD
l-H
rQ
CO
P
o
H
Ph
>
CJ
Ph
+-■ E _^
CO 03 T3
03 03 P
rH fH CO
CJ Ph kh
71
cd
-a
03
a
■rH
a
o
o
S
O
O
i— i
H
<
Ph
X
w
H
P
Ph
i— i
J*
rt
p
CO
CO
rt
o
H
U
a
j
w
p
o
H
1—4
T3
U
ro
C
o
CD CO
PS
CD
O
a
c
o
•rH
to
•I— I
o
CD
CD
a
H P
CD 4h
«« -a °
° 9 3
G _■ O
CD CD c
u o 53
cd co
ft a
c
o
■rH
+->
CO
CJ
O
c0
CD
.a
CO
ft
o
I— I
CD
>
CD
a
3
p
Ph
rt
P
o
H
Ph
>
U
5 ft
cj 6
S
CD
CD ^3
CD C
^ CO
U
o
2
rt pm j
P
o
rt
w
H
O
■ee-
U
CO
W
,0
o
I
o
rH
■•->
CO
C
o
Ph U P «
rH
+->
CO
C
P
O
w
E
H
O
■w-
i
CJ
!h
+j
CO
a
o
CO
CD
Sh
CO
CD
o
!h
DC
6
3
CO
I— 1
B
G
Ph
•rH
.
P
o
i— <
1— 1
J
£P
2 2 S
p
o
rt
w
p
H
O
lb
W-H
CD
•l-l
o
CD
rO
B
ftG
CO
2
CO
-t->
C
CO
!h
M
I
c
72
CD
CJ
CO
G
> £ «
cn Ph. £ P
CD
>
CD
-a
O O H >
CD O Sh !*!
rH Cd O U
CO
c
o
u
o
00 CO
t! fc B
CD
>
M
O
H
>
CD
CD Q
cd
o
CD <
Xi O
to
rH
^_i cd
g a
r2
Cd -rH
CD
>
• I— I
CD
I
G
o
u
en cd
g 1
cd en
03 I? +3
o u u -tg _, p.
cDCDeD™gajc-rH
sh^-ci GO-a cd-d
u
a
G
g
O
ecisi
aker
O
P
en
•1— 1
CD
rH
CD
r*
CO
Q S
O
P
CD
t3
s
CD
CO
T3
<
O
O
U
•«>
MH £
CD
.2
4-1
en
G
Xi
Ph U
cd
en
>. CD
rH
cd
H P
H
U
ID
CN1
cn
+-> _
C o
3 2
o o
a ^
cd *e-
O
m
£ G
G •■-<
CD Qj
Gh CJ
CD CD
T3 !h
PS
W
P
H
O
-69
cd cn
.1=! T3
cu c
cd O
hUffl
cd
o
CD
O
.-I
Sh
P-,
£
CD
T3
CD
cu
G
rQ
-M
O
CD
H
-I-'
O
— H
cn
CJ
<
•1-1
cd
CD
.a c
>H ■'- ,
.a° ^
rQ P.-09
G
O
•r-l
■M
cd
u
o
u
G
o • r " 1 ^
2 en cd
o u^
CD T3 S
H
(X,
>
o
o
•rH
e
o
G
o
cj
en
CD g
CD T3 ^
h^O c -G
J -G CJ
W Oh U
£ CD -r)
4-1 (-1
Dh
■■■h cd
CD
1 — 1
CD
O
J" rt
i-i
CJ
-, -i-H
CD
cn
^ "Tr,
i-i
r-l QJD
O
Cd -r-j
cn rC
£
t— 1
■ea-
rH
CD
Ph
en
CD
S
CD
sala
midi
O
CJ
G
-fH
O
G
•rH
cn
>->
rH r-l
CD
s
CD
sala
per
G
•rH
O
•69
G
•rH
G
o
•i-H
H->
cd
u
o
CO
u
• l—t
G
e
O
•rH
cn
rH
CO
G
O
•rH
CJ
M
CJ
CD
cd
CD
T3
S
H
Ph
>
O
-69-
u
CD
. CD xj
>. tUD-H
rH C W
J5 c3 ti
rt>H
CJ
CD
rG
CJ
s
2 m'c"3 *- «
o cd rt; o e S
rJ
W
P
O
H
CD
7d
o
cn
cd
S
cn
73
cd
3
c
•r-H
+-"
a
o
o
w
Q
O
CD
T3
O
Cd
3,
O
CO
>H
CD
o M
CD CO
Q S
CD
o
CJ
4H 3
O O
■1-1
CO
CD
ft O
>^ CD
U H Q
CD
X>
O
2 cu a
l-i CD
<4H TH CJ
'H ^ (J
i-H ft cd
CD
o
• ■—I
*-! !
>>
CD
CJ
>
Sh
cd
3 -i-H
£ U 3
CD CD m
a ft o co
Ph
CN]
H
H
b
w
EC
H
O
0>
CD
CD 13 ^_^
^ Oj £? 'to ^ CO S
^) Ph U - .3 2 o
CD
in S ._
CD O .5
ft O
>>-h CD m
CO "3 >J <— i
co xl ;>
CO
CO
CO
w
EC
H
O
-03-
CO
en CD
g>-fj -55 +, co ^
-O cd O c .5 &
CJ co ^ .3. xj o
T3
■(— 1
X!
CO
CD
CO
(H
CD
3
u
O CO o
+J CO 3
i-h cd co
<-IH
o
3 i — i
CD CD
CJ CJ
U !h ■'" ,
CD cd o
p-l ft —
cd
O
CD W
b
ft«3-
c
o
•iH
+->
cd
u
o
I
c
•2 m C
CO CD x!
00
^H
T3
u rS T3
(D fd «
«3-
CD
!h
co c
co cd
CD
CO
cd
X!
o
Jh
3
»J On
CD
X)
o
cd
+-( 4->
ft
° O T)
O
+->+-> CD
i — i
ChXI
CD
>
CD
-a
CO Q tj
° ° ra
!h ?h ra
CD Cd CD
a
ft ftX)
3
a
o
•iH
cd
o
o
Q
D
O
H
>
o
■OS-
CD
ft
cd cd T3
CD CD 3
>H >h cd
U PL, J
74
a
o
o
O
O
i— i
H
Ph
X
w
H
P
PL,
2
t-H
<
p
C/>
CO
o
H
u
a
w
Q
O
I*
H
O
o
co
C
o
•rH Li
05 CD
° ^
0) CO
P£
CD
X3
O
O
■ ■ . G
o.S
8 ™
Oh O
>> CD
H P
CI)
r— I
CD ■+-< '2
^•° ° ft
° o %o
E-. ° g
CD CD r-" ^
ft§J§
c
o
•rH
CO
o
o
p
z
Pw
s
p
o
H
Ph
>
u
i §?
G C
V U CO
Cm Ph J
O
O
2
P
O
PC
w
33
H
O
C/)
W
£1
O
G
O
■i-t
+->
o
u
+->
Cfl
en
Ph O «
P
O
Ph
w
H
O
•ee-
O
C
o
•l-H
+->
CJ
p
4->
en
Cfl
en
CD
43
73
C
CO
en
en
CO
CD
CO
Pm dJO
S
i
B.S
g9
.2 2
en
O
l-H
o
< O A
P
O
Pd
W
E
H
O
■ee-
O
CD
ft
en
-t->
C
CO
}H
bfl
CO 5 JS
75
APPENDIX D
EDITS
APPENDIX D: Edits
The listing of the director and player input decisions and the EDIT
Program generated diagnoistics of the decisions comprise what is called the
edits. This appendix contains an explanation of all the messages which could
appear in the edits . Familiarity with this appendix will enable the director
to suggest the reasons for decision rejections.
If and only if an input decision is in error will an error message be
generated. The absence of any message (except in the cases of federal-state
aid requests, auctions, redistricting and bonding) indicates that the decision
has been accepted and its changes incorporated into the data base . The edits
are listed in the same order as they are inputted. Additional diagnostics
concerning bids on parcels up for auction, federal-state aid requests, and
school and municipal services redistricting attempts* are printed as the final
part of the edits .
The description of edits will be presented in the following order:
1. General Error Messages (for inputs that have been rejected
because of formatting errors or because of improper team , location , or land use
identification) .
2. $BUILD and $OUBLD Error Messages (for inputs that relate to
local and outside construction of private and public land uses) .
3. $CASH Error Messages (for inputs to transfer funds, make
appropriations, and grant subsidies) .
4. $PU (Purchase) Error Messages (for inputs to bid on auctioned
or toher outside-owned land or to acquire property from another team) .
5. $OTHER and $CVPT Error Messages (for inputs to change
conditions that are non-location specific and location specific) .
6. $TAXES Error Messages (for inputs to change tax rates applied
to various tax bases) .
7. $FSA Error Messages (for inputs to request Federal-state aid
for capital expenditures by department) .
8. $REDIST Error Messages (for inputs to create and change
boundaries for SC or MS districts) .
These inputs are collected and processed as the final action of the EDIT program
77
9. $RAIL Error Messages (for inputs to build rail lines and
rail stations) .
10. $ROUT Error Messages (for inputs to change service levels
and routes for the Bus and Rail Departments) .
11. $TIME Error Messages (for inputs to change the time allocation
for population units by class and/or parcel) .
12. $BYCT Error Messages (for inputs to make economic or social
boycotts) .
13 . $VALUE Error Messages (for inputs to change the dollar value
of time units spent travelling) .
14. $ASMNT Error Messages (for inputs to change assessment
rates and to establish new assessed values) .
15. The Concluding Messages (remarks on land auction, redistricting ,
and Federal-state aid requests) .
1. General Error Messages
For all general errors , an indicator ( a ) points to the approximate
location of the error .
a . INVALID $ ENTRY
Incorrect general decision code. All subsequent decisions using this
$ entry will be invalidated.
b . INVALID TEAM ENTRY
Mistake in the team identification in the decision-maker location of
the input card. Might be caused by omitting second slash or mispuncing "=" .
c . NO CURRENT VALID $ ENTRY
No valid general decision code has been entered or the last one
entered is in error. Usually will occur after a #1 error.
d . NO CURRENT VALID TEAM ENTRY
No valid team identification has been entered in the decision-maker
location of the input card or the last one entered is in error .
78
e. NO RIGHT PARENTHESIS
In the right hand parenthesis for an input requiring one has been
omitted. All lists, and only lists, must be enclosed in parentheses.
f . INVALID LOCATIONS LIST
Mixing of parcel (even-even) , intersection (odd-odd) and road locations
(even-odd or odd-even) on the same list.
g . INCORRECT PUNCTUATION
Indicator points to incorrect punctuation . Examples: comma (,),
clash (/) , etc.
h. INVALID LAND USE*
Use of the wrong abbreviation for the land uses in the model.
i. INVALID TEAM*
Mistake on the specification of a team identification elsewhere in the
decision-maker location on the line .
j . MORE THAN 15 CHARACTERS
Might result if commas were omitted from the input card.
k. NUMBER TOO HIGH
Too large of a number has been input. Check input explanation form
to see if scaling has been observed.
1 . NUMBER TOO HIGH OR TWO LOW
The entered number is not within the prescribed limits of this particular
entry. Normally, a fifty percent variation around typical values is permitted.
*
Errors in letters h, i, m and o often occur when data is coded in the improper
column . The EDIT Program expects certain designations (team letter , land use
code, etc.) in specific places. When an input has the columns wrong, errors
h , i , m or o will occur .
79
m . INVALID CHARACTER IN NUMBER*
An extraneous character has been added to a number . This could be
a dollar sign for a land bid or price . Note that all figures are coded without
commas.
n . LIST NOT PERMITTED
Parentheses have been used to include several entries where only one
entry is allowed. Be careful on $RAIL and $ASMNT decisions.
o. INCORRECT LOCATION ENTRY*
Not a valid location on the board or use of a parcel, road, or intersection
for that type of decision .
p . BLOCK ENTRY NOT PERMITTED
Opposite corners used to specify a zone when a zone is not permitted.
Another way to put it is that in this list the character " > " is invalid.
q. INVALID ROAD COORDINATES
Will only accept even-odd or odd-even combinations that are on the
board.
r. MORE THAN 65 LOCATIONS IN LIST
Input of a zone or district in a total line entry that is too large, i.e. ,
exceeds 65 locations.
s. MORE THAN 15 ENTRIES IN NONLIST
This message indicates a program error.
2. $BUILD and $OUBLD Error Messages
a . LEVEL ERROR
Old and new levels are the same of the new level is too high.
*
Errors in letters h, i, m and o often occur when data is coded in the improper
column. The EDIT Program expects certain designations (team letter, land use
code, etc.) in specific places. When an input has the columns wrong, errors
h , i , m or o will occur .
80
b. (team name) CANT BUILD LAND USE
Some sort of build that is not allowed by government or economic team.
c. QI (quality index) ERROR
A quality index less than 40 or more than 100.
d. ONLY RA'S CAN HAVE PRIVATE UTILITIES
If private utilities are attempted for a build of RB or RC housing , the
build will be rejected.
e . WRONG ROUTINE
Use of RAIL as a decision-maker or contractee on a build decision code
(Rails are built using $RAIL) or use of $BUILD to construct a utility plant.
f . LOCATION ERROR
Trying to build something like a road on a parcel or intersection on a
road, or a terminal on a parcel or along a road.
g. COST TO (team name) FOR BUILD ON (location) IS $ (price)
ONLY HAS $ (capital balance) .
Rejects build for teams with insufficient funds.
h. (team name) OWNS (location)
When wrong owner of the location has been specified.
i. (number) % OF (location) IS REQUIRED , -ONLY (number)
% IS AVAILABLE .
Not enough land is available for that type of construction.
j. (land use) AT (location) IS LEVEL (number) .
Old level has been incorrectly specified.
k. (location) IS ZONED (number) WHICH PROHIBITS (land use)
Indicates zoning conflict.
81
1 . O (land use) ON (location)
Try to upgrade or demolish something that is not there .
m. REQUIRES LEVEL (number) UTILITY SERVICE - ONLY HAS LEVEL
(number) .
Inadequate utility service.
n. EXCEEDS UTILITY PLANT CAPACITY
Maximum of 2400 units per level of utility plant can be consumed.
o . REALLOCATION OF SERVICE MUST PRECEDE DEMOLITION
If a utility plant is reduced to zero, all assigned service must be first
reallocated .
p. UNITS CONSUMED MUST BE DECREASED TO (number) BEFORE
DEMOLITION .
To reduce level or levels of a utility plant the number of units served
by the plant must be:
1. Less than or equal to 4800 if the reduction is to a UT2.
2 . Less than or equal to 2400 if the reduction is to a UT1.
q. (UT or CI) ONLY BUILT OUTSIDE
Neither utility plants nor construction industries can be built by
local firms, i.e. , $BUILD is an invalid decision code for these two land uses.
r. THERE IS NO JURISDICTION (number)
An incorrect number has been placed in the jurisdiction field.
s. (location) IS NOT A CI IT IS A (land use)
When location specified for the CI does not actually have a CI on it;
this mistake most often occurs when the location of parcel intended for construction
is specified in column A .
t. (team name) OWNS CI AT (location)
Wrong owner of the CI has been specified. Recall the decision-maker
for a $BUILD input is the owner of the CI (contractor) .
82
u. (location) IS IN JURISDICTION (number)
Government department tries to build in wrong jurisdiction or Highway
Department did not specify other jurisdiction involved in a road along a boundary.
v. JURISDICTION (number) IS RESPONSIBLE FOR (highway location)
upgrading a highway along boundary by jurisdiction other than the jurisdiction
that built the highway.
w. JOB EXCEEDS (CI Location) 's CAPACITY (number which is
the equipment units required for that build)/ (number of design capacity equipment
units uncommitted) .
Shows that the remaining design capacity of the CI was insufficient to
complete this job.
x . (location) HAS CONTRACT
Only one CI may be used for two private construction contracts on
the same parcel.
3. $CASH Error Messages
a . (input) IS NOT A VALID CODE
If the wrong secondary code is used.
b. AS HAS NO CASH
If you try to transfer cash to or from Assessment Department.
c. FOURTH ENTRY (or FIFTH ENTRY) MUST BE CAP OR CUR
Cash transfers from or to a department must indicate which account.
No department has a private (PVT) account.
d. (team; PZ or CH) HAS ONLY A (CAPITAL OR CURRENT) ACCOUNT
The chairman only has current account and PZ has only capital account.
Remember: column D tells the account from which the cash is coming; column
E tells to whom it is going .
e. ONLY CHAIR MAY USE (code)
Only the Chairman may use other than the C code in column A.
83
f . (team) DOES NOT RECEIVE APPROPRIATIONS
Neither economic teams, UT , BUS, RAIL nor CH receive appropriations.
Cash transfers may be used.
g. NOT AN APPROPRIATION - DIFFERENT JURISDICTION
One cannot transfer money across jurisdiction with use of appropriation.
Cash transfer may be used.
h. WRONG SUBSIDY
If in column A you try SB to subsidize a department or CAPS or CURS
to subsidize an economic team .
i. (team) DOES NOT RECEIVE SUBSIDY
Only economic teams , Utility , Bus , or Rail Departments can receive
subsidies.
j . NULL TRANSACTION
Cannot transfer money within the same account.
k. (team) ONLY HAS (amount)
If attempt is made to transfer more money than is in the running account,
Remember that inputs preceding this one have already been processed. On the
other hand, inputs following this have yet to be processed.
Note : Money may not be transferred to or from social accounts .
4. $PU (purchase) Error Messages
a. OUTSIDE DOES NOT BUY LAND
If you try to have OU purchase (i.e. , OU as the decision-maker)
b . BUS CANNOT OWN LAND
The Bus Department may not acquire land.
c . DIFFERENT AREAS
If departments in different jurisdictions attempt to transfer land (this
is checked before the checks represented by letters g and h below) .
84
d . ONLY DEPARTMENT SELLS PART TO PRIVATE
Private buyer always has to put a in column D or leave it blank.
e. (team) OWNS (location)
Incorrect owner specified.
f . (x%) REQUIRED - ONLY (y%) AVAILABLE
Seller does not own as much of the parcel as the departmental decision-
maker requested.
g. (location) IS IN (jurisdiction number)
Department must purchase only within its won jurisdiction boundaries.
h. (OU) CAN ONLY SELL ON (location)
If economic team bids on a parcel where 100% is consumed by preempt
and/or government owners.
i. (location) IS IN JURISDICTION (number)
Jurisdiction specified for seller (column C) is not of the location
(from the seller's point of view) .
j . (location) COST $ (amount) - (team) ONLY HAS $ (amount)
Team must have sufficient cash to purchase land.
5. $OTHER and $CVPT Error Messages
The following functional codes are used as part of the following
error messages:
RENT - set rents
*
EMPLOY - hire part-time workers or employ population units
MAINTN - set maintenance levels
PRICE - establish prices
CNTRCT - contract to purchase BG and/or BS
ZONING - change zoning
85
WELFRE - set welfare payments
EDUCAT - operate adult education
UTSERV - establish utility service
INVEST - purchase or sell conservative or speculative investments
BORROW - borrow money from outside system
STOCK - purchase or sell rolling stock
On loans and bonds that are successfully floated, the following message
is printed which indicates the interest rate to be paid:
INTEREST IS (percent)
The First Nine Messages Apply to Director Inputs Only.
a. THERE IS A CI AT (location)
If NOCI is input and there is a CI on the board.
b. USE $CVPT FOR (specific decision-code)
If $OTHER is used when PI(RPT) or PLND (RPLND) is being input.
c. (PI or PLND) REQUIRES SPECIFICATION OF PERCENT OF PARCEL
If there is either no or zero specification of percent of parcel for PI or
PLND decision.
d. (location) IS IN (number of jurisdiction)
If a PI or RPI decision and decision-maker is not in the correct
jurisdiction .
e. (number) % IS REQUIRED - ONLY (number) % IS AVAILABLE
There is less land available for PI or PLND than the input specified.
f . PI (or RPI) COSTS $ (amount) - PZ (number) ONLY HAS
$ (amount) CAPITAL FUNDS
PZ Department has insufficient cash to carry out the transaction
involving public institutional land.
86
g . THERE IS NO PI ON (location)
If an attempt is made to remove PI and no PI exists at that location.
h. NO MORE PI
If PI and there are already 45 parcels with PI on them, i.e. , the maximum
has been reached.
i. ONLY (number) PERCENT OF (location) IS (PI or PLND)
If an attempt is made to remove more PI or PLND than presently are on
that parcel.
"Function" appearing in parentheses indicates that one of the functional
codes listed above will appear in that position of the edit message.
j . EA IS AN INVALID CODE
If team other than SC tries to make decisions for adult education.
This refers to the secondary code appearing in column A.
k. TEAM (name) DOES NOT (function)
Indicates that the particular team may not perform this function.
1. (entry) IS AN INVALID CODE
If the specific decision code is not a valid code.
m. USE $OTHER, — (team name) SPECIFIED (function) SYSTEMWIDE
If $CVPT is used when $OTHER is appropriate. Recall that $CVPT is
only used when making a decision for a specific location.
n. (team) SPECIFIES (function) BY LOCATION
If $OTHER is used when $CVPT is appropriate.
o. (team name) (function) IS TOO (HIGH or LOW)
If maximum or minimum is exceeded for $CVPT inputs.
p . (function) AT (location) IS TOO (HIGH or LOW)
If maximum or minimum is exceeded for $CVPT inputs .
87
q. LOCATION ERROR
If intersection or road location is input when parcel is expected.
r. (location) IS A (land use) AND DOES NOT (function)
The land use on that parcel does not perform the indicated function .
This error most often occurs when an economic decision-maker attempts to
set a price for an HI , LI , and/or NS .
s . (location) HAS NO ATTACHMENT
Program error: please notify Environmetrics
t. (location) MAINTENANCE SET TO MAXIMUM — (number)
Maintenance level is set to the maximum possible: twenty points above
the lowest QI ever reached for a residence.
u. (function) AT (location) IS TOO (HIGH or LOW)
Picks out which locations on a list have exceeded the limits.
v. THERE IS NO (SC or MS) AT (location)
When maintenance or employees are set for a location at which no
appropriate development exists.
w. (location) IS IN (jurisdiction number)
If SC or MS decisions are made in the wrong jurisdiction.
x . JUST ONE PRICE
If more than one price is given for utility service.
y . ZONE OR MILE
If the bus or rail department inputs both a zone and per mile fare; only
one may be specified.
z . (number) IS NOT A ROAD LEVEL
If road maintenance is specified for other than 1 , 2 , or 3 level .
88
a-1. ONLY (number) SALARY (S)
SC and MS hire one class. This message shows the number of salaries
that should have been input by the department.
a-2. (team) OWNS (location)
If the team specified does not own the location of the BG or BS for a
contract input.
a-3. (team)'s (land use) AT (location) HAS NO CONTRACT WITH
(department)
If the location is not a BG or BS or there was no contract to begin with
in the case that the decision-maker was attempting to eliminate a contract.
a-4. ONLY PZ CAN ZONE
If some other decision-maker attempts to zone .
a-5. (number) IS NOT A ZONING CODE
If invalid zoning code is used.
a-6. ONLY PZ (jurisdiction) CAN RE ZONE (location)
If a jurisdiction tries to zone a location in that jurisdiction.
a-7 . CANT CHANGE (location)
If you try to reallocate service for a parcel that has a utility plant
on it.
a-8. (parcel location EXCEEDS (plants) CAPACITY
Limits of 12700 units installed or 2400 units served from any level
utility plant have been exceeded.
a-9. (location) USES MORE THAN LEVEL (number)
Try to reduce service on a parcel below what is needed by the
development already on the parcel.
a-10. UT (jurisdiction number) ONLY HAS $ (amount)
If utility department does not have enough money to build all or part
of new utility service extensions .
89
a-11. NONCONNECTABLE (location)
Lack of contiguity or lack of funds to provide the attempted extension
of utility services .
a-12. NO UTILITY PLANT ON (location)
Wrong location given (in column C) . Often columns B and C are reversed
on the player's input decision form.
a-13. (number) NOT A UTILITY LEVEL
Only accepts the digits through 9 as valid utility levels.
a-14. PAYMENT IS TOO HIGH
If welfare is specified as greater than 100 (i.e. , $10,000 per unemployed
worker)
a-15. (CH or PZ DOES NOT GET (2 or 25) YEAR BONDS
If CH tries to acquire a current bond for PZ or a capital bond for himself.
a-16. ALREADY 21 BONDS
If there are already 21 bonds for a single department.
a-17. SCALE BOND IN 10 ,000'S
If bond for more than $3 billion is input. This points out that the
decision-maker probably forgot to scale his input amount.
a-18. BOND OF $ (amount) EXCEEDS DEBT LIMIT OF $ (amount)
PRESENT DEBT IS $ (amount)
If debt limit for a particular department is exceeded.
a-19 . USE BONDING ROUTINE
If LO (column A) is used for a government department.
a-20. USE CODE (LO or BO)
If BO (column A) is used with a team as the lender or LO is used with
no team specified as the borrower.
90
a-21. ONLY 2 OR 25 FOR TERM
If a term of other than 2 or 25 years is specified (column C for BO:
D for LO)
a-22. INTEREST NONNEGOTIABLE
If an interest rate on a BO decision is specified.
a-23. LOAN MAY NOT BE MADE - 14 MADE ALREADY
If there are already the maximum of 14 loans granted by the decision-
making team.
a-24. (amount) LOAN EXCEEDS LIMIT OF (amount that can still be
borrowed) TOTAL DEBT LIMIT IS (amount) - PRESENT DEBT IS (amount)
The economic team loan is larger than the amount that can be borrowed.
a-25. (team) ONLY HAS $ (amount) IN (CONSERVATIVE or SPECULATIVE)
INVESTMENTS
If attempt is made to sell more in stocks than a team has.
a-26. INVEST COSTS $ (amount) - (team) ONLY HAS $ (amount)
IN CAPITAL FUNDS
If team tries to invest more money in stocks than it has available
in cash .
6. $TAXES Error Messages
a. (number) EXCEEDS TAX MAXIMUM OF 99
If a tax rate of too many mils is entered. This maximum tax rate of
9.9% can be exceeded by placing a "1" in the final position on the input card.
b. ONLY CHI, CH2, or CH3 CAN ENTER TAXES
If some illegal team entry is made.
c . L , D , RI , EI , RA , EA , G OR S
If some code (column A) other than the ones listed is entered.
7 . $FSA Error Messages
a. ERROR IN FSA DATA - TEAM, LEVEL, TYPE, N, LOCS (and
then repeats the line of input data)
This message is printed for any input errors when requesting
federal-state aid.
91
8. $REDIST Error Messages
a. (team) CANNOT REDISTRICT
If wrong team identification is used. Only MS and SC departments
may redistrict.
b. (location) IS IN JURISDICTION (number)
The specified parcel is not in the jurisdiction of the decision-maker
(MS or SC) .
c. (location) HAS NO (MS or SC)
If no SC or MS is on the parcel to which the district is being assigned.
If a new plant is being constructed you cannot redistrict until the EDIT preceding
the round in which the plant will appear .
9. $RAIL Error Messages
a. (team) CANNOT ENTER RAIL INPUT
If other than RAIL is used as the decision-maker
b . RAIL IS NOT FEASIBLE IN THIS SIZE CITY
If rail decisions are made in the CITY MODEL when a population unit
equals 50 people (small scale) .
c . LIST MUST BE OF PARCELS
Land list (column C - track construction input) must contain even-numbered
coordinates.
d. (entry) IS NOT A VALID INTERSECTION
Not on the board or it contains an even-numbered coordinate.
e . RAIL ONLY HAS $ (amount) - NO STATION BUILT AT (location)
If the department does not have enough money to pay for the station
construction .
f . ONLY (number) MORE TRACK SECTIONS MAY BE BUILT
3955 is the most segments possible and as you get within 500 , this
message prints. If no (zero) more track sections can be built then the inputs
are rejected.
92
g . NO RR LAND IS UNUSED AT (location)
No land available on parcels designated to supply land for track
rights-of-way .
h. LACK OF PARCEL (location) HAS PREVENTED RR CONSTRUCTION
If you require land from a parcel but do not list that parcel or
contributing land.
i. RR CONSTRUCTION COSTS $ (amount) - RAIL HAS $ (amount)
If department does not have enough cash for track construction.
j . RAILROAD NOT BUILT BETWEEN (intersection) AND (intersection)
This message prints anytime that a rail segment is not built.
10. $ROUT Error Messages
a. *** BUS OR RAIL NOT SPECIFIED
Only Bus and Rail may make decisions concerning routes.
b . NEW ROUTE , OLD LEVEL NOT ZERO OR NEW LEVEL NOT ZERO
If where a new route is specified the old level is not designated as zero
or if you try to eliminate a route that does not exist .
c. ALREADY 32 ROUTES
Maximum sum of bus and rail routes is 32 .
d. ERROR MORE THAN 31 stops or no road
There cannot be more than 31 stops on a route. No bus route over a road
bed may be specified.
e. NO TRACKS BETWEEN (intersection) AND (intersection)
If a rail route is specified where no tracks exist .
f. NO STA. OR TRACK AT INT. (intersection location)
If you specify that a route stops at an intersection with no station.
g . ERROR IN LEVELS
If the old level specified is not the actual level of that route.
93
11. $TIME Error Messages
a. ONLY PVT ALLOCATES
Only a social decision-maker can input a time allocation decision.
b . ONLY LI , L2 , L3 , Ml , M2 , M3 , HI , H2 , OR H3
These population unit codes by jurisdiction are the only ones allowed
(column A)
c . HI CANT ALLOCATE FREE SCHOOL
If time for a PH has been allocated to free education (column B) .
d. TIME ADDS TO (total of units if over 100)
Rejects an input if an allocation of more than 100 time units was attempted
e. LOCATION ERROR
If intersection or road segment is input as a location for Pi's.
f. (team) DOES NOT CONTROL (H, M, or L) ON (location)
If a team attempts to make time allocation decisions for a class on a
parcel over which it does not have control.
g. THERE ARE NO (H , M, L) 'S ON (location)
If time is allocated for a class of Pi's on a parcel where no members
of that class reside.
h. (location) IS IN (jurisdiction number)
If the specified location is not in the jurisdiction indicated by the
number after H , M or L (column A) .
12. $BYCT Error Messages
a. (location IS (UNDEVELOPED or a RESIDENCE)
If a boycott is attempted at a location which is either undeveloped
or a residence .
b. (location IS A (land use)
If shopping boycott is attempted at a location with a land use that does
not sell.
94
c. ONLY 44 BOYCOTTS
Maximum of 44 boycotts is allowed in the entire system.
d. (team) 'S (class or land use) 'S ARE NOT BOYCOTTING (SHOP,
WORK, or USE) (location)
If you attempt to stop a boycott that does not exist. Remember S in
column E means stop, not start.
e. (team) 'S (class or Land use) 'S ARE ALREADY BOYCOTTING
(SHOP, WORK, or USE) - (location)
f. (department) DOES NOT HIRE
Try to boycott work at a department that does not hire population units.
13. $VALUE Error Messages
a. (team) DOES NOT SET TIME VALUE
If a non-social decision-maker is listed.
b . L , M , OR H
If column A does not contain either L , M , or H .
14. $ASMNT Error Messages
a. (entry) IS NOT A RECOGNIZABLE CONTROL WORD
The wrong code has been used.
b. IT IS TOO LATE TO ENTER (entry) -- USE OOPS AND START ALL OVER
If a decision at a higher level of application was made after a lower level
decision had been input. For example, using the L cde after LHI was used.
c. SOMEONE ON TEAM (team name) IS TRYING TO ENTER ASSESSMENT
INPUT
Some illegal decision-maker code was used.
d. (location) CANNOT BE ASSESSED
If a special assessment is attempted for an non-privately-owned parcel.
95
e. DATA ITEM (item) IS NONSENSE or LOCATION ERROR
If location specified is off the baord, intersection, or road segment
or if assessment rate is greater than 1000 mils (100%) .
f . ZONE (number) IS EMPTY BUT MAY BE EXTENDED
If a dummy zone is intentionally specified or if a zone with no parcels
within it (the same intersection was listed twice as the boundaries of the zone)
is accidently specified.
g. (location) IS IN (jurisdiction number)
If a special zone or a special assessment deals with land outside the
proper jurisdiction. If the error is for a special zone, the further message is
ZONE REJECTED .
h. ZONE (number) HAS NOT YET BEEN DEFINED
If a zone is specified to have the same characteristics as another zone ,
which has yet to be defined .
i. NO PARCEL LIST FOR ASSESSMENT
A location has not bee specified in column "c" for a type of assessment
decision which requires a location (AD , AL , SL , SD) .
j . UNNECESSARY PARCEL LIST FOR ASSESSMENT
A location has been specified in column "c" for a jurisdiction-wide
decision setting the assessment ratio of a land use .
k. (code) IS NOT A RECOGNIZABLE CONTROL WORD
An incorrect letter code has been used.
1 . (location) IS NOT A FARM PARCEL
A farm assessment has been inputted for a parcel which is not part of farm
m . AN INTERNAL ERROR
A program error.
15. The Concluding Messages
As was mentioned earlier, the final Edit messages for bids on auctioned
parcels of land, federal-state aid requests, and redistricting errors are printed
at the end of all the other edit messages . They appear as shown on the following
page.
96
a . Auctioned Parcels
The following is a sample output:
****** END OF INPUT DATA ***
B 'S $ 102000 BID ON 11818 ACCEPTED .2402 / .8580
C 'S $ 51000 BID ON 11426 REJECTED .7743 / .1790
A 'S $ 5100 BID ON 11426 REJECTED .6653 / .0000
B OWNS 7430
F ' $ 184620 BID ON 8838 REJECTED .6583 / .2649
Note that B's bid was accepted. This is because the probability of B's
bid being accepted (the number to the right of the "/") was greater than a
randomly drawn number (the number immediately to the left of the "/") •
The bids by C , A and F were rejected because the probabilities generated
by the amount of money they bid were less than randomly drawn numbers.
Some team made a bid for parcel 7430 but team G had already purchased that
auctioned parcel by bidding more than the asking price.
b. Federal-State Aid
The second part of the final messages is a list of federal-state aid
data in the following format (the numbers are for purposes of illustration only
assuming a two jurisdiction area) .
JUR. STUDENTS SCHOOL POPULATION PARKS
1 34040 2 252 99
2 28610 2 299 111
3
For jurisdiction 1, there are 34,040 students, two levels of schools,
252 population units and 99 units (1/25 of a square mile) of parkland.
Then each of the individual requests are listed (in order of HY , PZ ,
and SC) and if the aid was grated this is indicated. In the case of each request,
the number following the word "chance" is the probability that the aid will be
received. Sample messages are:
FOR HYWAY FROM 10922 TO 10935 CHANCE .50
REQUEST GRANTED (if aid request is approved, and no message if
the request is rejected) .
25.0% CHANCE FOR AID OF $ 50000 FOR PZ1
REQUEST GRANTED (if aid request is approved, and no message if the
request is rejected) .
97
*c. Redistricting Error Messages
If any part of the redistricting of a department in a jurisdiction is
invalid, then all redistricting by the department in that jurisdiction is rejected.
The message which appears is:
PROPOSED REDISTRICTING RESULTS IN DISTRICT FOR (SC or MS) AT
(location) BEING DISCONTINUOUS (SC or MS) REDISTRICTING REJECTED FOR
JURISDICTION (number)
There is no redistricting message at the conclusion of the edits if no
errors were made.
See page 135 of Appendix G for an explanation of how redistricting inputs
are processed.
98
APPENDIX E
MAXIMUMS AND MINIMUMS IN THE CITY MODEL INPUTS AND FILES
APPENDIX E: Maximums and Minimums in the City Model Inputs and Files
The game director should be aware of a few constraints that have been
placed on the size of inputs and the size of growth that the model can handle.
Some of these maximums have been imposed by the lack of computer space and
others are practical limits that should never be achieved. The maximums fall
into two classes — those related to input constraints and those related to the
number of pieces of data that can be associated with a particular item (a file
maximum) an example of the first type of constraints is that no value greater
than $500 can be inputted for the dollar value of time. An example of the second
type or file constraint is that no more than 63 schools may be built. The director
should also note input minimums .
In addition to including EDIT program input restrictions , the manner
in which the director may override some of these restrictions is illustrated in
Section C of this appendix. An appendix (*) before an input maximum/minimum
listed in Section A denotes that this input restriction can be overridden.
1. Input Maximums/Minimums
a. $OTHER/=dm/LO
No economic team may borrow from another at an interest rate above
12.7 percent.
b. $CVPT/SCx pr MSx/E
No more than 15 population units from either class may be assigned to
work at a single school or municipal service location.
c . $FSA
The HighwayDepartment may not request aid for more than 30 road
segments per round and the Planning and Zoning Department may not submit
more than three requests for aid in a round . The EDIT program will consider
no more than five (5) FSA requests by the Highway Departments from all
jurisdictions. It will process the first five received and disregard all others.
d. No input of more than 10 digits.
e. $PU
$262,143,000 is the largest possible price and no more than 100% of
parcel may be purchased.
100
f. $BUILD
$671,080,000 is the largest possible price. (Prices offered and charged
at employment locations must be between 50% to 150% of normal.)
g . $TIME
Up to 100 units may be allocated in each classification but not more than
100 total units may be allocated .
h. $VALUE*
The player input check does not permit more than $100 per unit.
The director limit is $500.
i. $CASH
$3,435,800,000 is the largest possible amount of an appropriation
or cash transfer.
j. $TAXES*
The input check permits no more than a 9.9% (99 units) tax rate.
The limit on the director is 1000 mils (100.9%) .
k. $ASMNT
Special assessment $1,196,100,000.
1. $BYCT
No more than a total of 44 boycotts are possible at a given time by a
decision-maker , therefore , this is the upper limit on the number that can be
input for a given round.
m. $R0UT
Route numbers 1 to 511 may be used. No other numbers are accepted.
n. No negative numbers .
The Edit (input processing) program puts practical constraints on
the following input. (See page 102)
*
See Director's Summary Input Explanation Form in Appendix C for clarification
of column values .
101
o. *$CVPT/=edm/P (prices)
R (rents)
S (setting wage levels)
Any input greater than 150% or less than 50% of the typical price,
rent, or salary will be rejected.
p. *$OTHER/=MSx or SCx/S
Salaries to Municipal Services and School Department employees may not
be less than 50% or greater than 150% of typical salaries.
q. $OTHER/=UT(l, 2, or 3) /P
Utility prices must be in the range of $5,000 to $15,000.
2. File Maximums
a. Number of economic teams (loaded value) = 26
b. Number of social teams (loaded value) = 26
c. Number of schools = 63
d. Number of municipal services = 127
e. Product of the number of PCs or PS's (including the outside
as one) and resident class by parcel = 8400
f. Customers per PG or PS = 470
g . Number of loans by an economic team = 14
h. Number of bonds by a government department = 22
i. Maximum team cash = $30 billion
j . Maximum dollar number in any government field = 99 million.
3. How the Director Can Override Certain Input Maximums and/or Minimums
In order to experiment with several innovative economic , social or
government programs such as cooperative commercial establishments, the
*
See Director's Summary Input Explanation Form in Appendix C for
clarification of column values .
102
director may desire to override programmed input checks. This option exists
for pricing (including rents) , setting wage rates , setting wage rates , setting
tax rates (above 9.9%) , and setting the dollar value of time. Note that negative
numbers may never be input, although zero ("0") is possible.
To illustrate the use of this option the general format of the input will
be provided. All capital letters mean that those letters are mandatory for the
decision to go through; all commas, dollar signs, equals signs, and slashes are
in their proper places; lower case letters show where the variable values are to
be input*, the additional values and characters which the director must input
are denoted by the box around them .
a. For salaries to MS and SC Department employees:
$OTHER/=MSl, etc/S, amount
O, A
b.
For utility prices out of the $5,000 to $15,000 range:
$OTHER/=UTl (or UT2 or UT3)/P, amount
,1
For price, rent and salary changes for economic decision-makers:
$CVPT/=edm/P, location, amount
R , location , amount
o,
0,
A
o,
o,
A
e.
S , location , amount , amount , amount
For taxes above 9.9%:
$TAXES/=CH1 (or CH2 or CH3) /type , amount
For setting dollar value of time above 100:
,A
$VALUE/=sdm/H (or M or L) , amount ,1 \
_j
f . In order to guarantee 100% probability on a land purchase
from the outside system.
$PU/=dm/ location, amount ($) , OU percent
,1
See Director's Summary input Explanation Form in Appendix C for clarification
of column values.
103
APPENDIX F
LIST OF OUTPUT SECTIONS
APPENDIX F: List of Output Sections
(Items marked with asterisk do not appear until after round 1)
NAME OF OUTPUT FUNCTION
@XQT EDIT :
2 . HOUSING
DISSATISFACTION
FOR PL*
3.
7.
20
11
HOUSING
DISSATISFACTION
FOR PM*
HOUSING
DISSATISFACTION
FOR PH*
INITIAL POPULATION*
PERSONAL
DISSATISFACTION
FOR PL*
PERSONAL
DISSATISFACTION
PERSONAL
DISSATISFACTION
FOR PH*
MIGRATION
STATISTICS*
Shows acceptance or rejection of each
input decision.
Histogram of number of PL's by housing
by housing dissatisfaction level.
Histogram of number of PM's by
housing dissatisfaction level.
Histogram of number of PH's by
housing dissatisfaction level .
PI by class and jurisdiction before
migration and number of Pi's displaced
by demolition of housing .
Histogram of number of PL's by
personal dissatisfaction level.
Histogram of number of PM's by
personal dissatisfaction level
Histogram of number of PH's
by personal dissatisfaction level
In-migration, out-migration, internal
migration and natural population growth
by jurisdiction and class.
ASSESSMENT CONSTANTS Design parameters that are not changed
ASSESSMENT FACTORS
Assessment rates for land and developments
by type that are set by the assessment
department by jurisdiction.
105
NAME OF OUTPUT
FUNCTION
13. DEVELOPMENT
ASSESSMENT
AMOUNT MAP
14. TOTAL
ASSESSMENT
AMOUNT
Map of total private real property
assessments in $100,000's
Map of total private real property
assessment in $100,000's
15. PARCELS UP FOR
AUCTION
16. AUCTION
ASKING PRICE
17. MARKET VALUE OF
PRIVATELY OWNED
LAND FOR 100%
OF PARCEL .
Tabular list of parcels for sale and
their asking prices.
Map of parcels for sale and their asking
prices in $l,000's
Map of market value of parcels assuming
that the full parcel were privately
owned in $100,000's.
18. DEVELOPMENT MARKET
VALUE MAP
19. TOTAL MARKET VALUE
OF PRIVATELY OWNED
LAND AND DEVELOPMENTS
Map of actual market values of
developments in $100,000's.
Map of combined market value of private
land and developments in $100,000's.
20
ECONOMIC STATUS MAP
Map of private land ownership and develop-
ment that also shows the zoning , utility
level, percent of parcel undeveloped,
and the road network.
21.
22.
GOVERNMENT
STATUS MAP
SOCIAL
DECISION-MAKERS
Map showing government buildings
(schools, municipal services,
utility plants, and terminals) ,
parkland and road.
Map showing by residential parcel the
social teams that control PH , PM and PL
decisions.
23. PREEMPTED LAND AND
PUBLIC INSTITUTIONAL
MAP
24. DEMOGRAPHIC MAP
Map showing the percent of each parcel
that cannot be developed because of
topographical constraints and the percent
which is in public institutional use .
Map showing the population (in 100's)
percent occupancy, and quality index (QI)
for all residential parcels , and the value
ratio (VR) for all private non-residential
developments (QI and VR figures show
depreciated values before maintenance) .
106
NAME OF OUTPUT
FUNCTION
25
26
27
28
29
30
PART-TIME WORK
ALLOCATION FOR
HIGH INCOME CLASS
PART-TIME WORK
ALLOCATION
PART-TIME WORK
ALLOCATION
FOR LOW-INCOME
CLASS
EMPLOYMENT SELECTION
INFORMATION FOR
LOW-INCOME
CLASS
EMPLOYMENT SELECTION
INFORMATION FOR
MIDDLE INCOME
CLASS
EMPLOYMENT SELECTION
INFORMATION FOR
HIGH -INCOME
CLASS
Tabular list of residence location of part-
time workers, their employers, the number
of part-time units, and the yearly salary rate.
Tabular list of residence location of part-
time workers , their employers , the number
of part-time time units , and the yearly
salary rate .
Tabular list of residence location of part-
time workers , their employers , the number
of part-time time units , and the yearly
salary rate .
Tabular output showing the place of residence
of all Pi's, their employers, the number of
not employed and employed by each
employer , the time units consumed in
transportation to work, the cost of using
an auto to go to work, the costs using a
bus and/or rail to go to work, and the route
used to travel to work whether by auto or
public transit.
Tabular output showing the place of
residence of all Pi's, their employers,
the number of Pi's not employed and
employed by each employer , the salary of
each employer, the time units consumed in
transportation to work, the cost of using
an auto to go to work, the costs using a
bus and/or rail to go to work, and the route
used to travel to work whether by auto or
public transit.
Tabular output showing the place of
residence of all Pi's, their employers,
the number of Pi's not employed and
employed by each employer, the salary of
each employer , the time units consumed in
transportation to work, the cost of using
an auto to go to work , the costs using a
bus and/or rail to go to work, and the
route to travel to work whether by auto
or public transit.
107
NAME OF OUTPUT
FUNCTION
31 . EMPLOYMENT SUMMARY
32
33
SCHOOL MAP
PERSONAL GOODS
ALLOCATION SUMMARY
Information by class and total for the number
of Pi's employed at their design level or at
lower levels, the number unemployed, the
total number of Pi's, the part-time units worked,
and the number of jobs full time that were not
filled by the local labor force.
Map showing the location Of schools, school
boundaries, and the number of students
attending public schools and attending
private schools.
Tabular output showing the identification
number assigned to each PG establishment,
its location , owner , level , effective capacity ,
actual capacity used, price, and gross sales.
For each customer it shows the store to which
it is assigned , the customer location and
type or class, the customer's owner, the
consumption units (including those for
maintenance and recreation) , transporta-
tion costs (shadow costs in the case of
(residences) the purchase cost (total
cost in the case of residences) , and
total cost.
34. PERSONAL GOODS
ALLOCATION MAP
35. PERSONAL GOODS
ALLOCATION MAP
FOR MIDDLE-CLASS
36. PERSONAL GOODS
ALLOCATION MAP
FOR LOW-CLASS
37 . PERSONAL GOODS
ALLOCATION MAP
FOR RESIDENCES
38. PERSONAL SERVICES
ALLOCATION SUMMARY
Map showing the location of all PG's and
the number of the PG to which each PH
customer was assigned.
Map showing the location of all PG's and
the number of the PG to which each PM
customer was assigned.
Map showing the location of all PG's
and the number of the PG to which each
PL customer was assigned.
Map showing the location of all PG's and
the number of the PG to which each
residence was assigned for purposes of
maintenance purchases.
Tabular output that is identical in format
to that for PG described under #33.
108
NAME OF OUTPUT
FUNCTION
39
40
41
42
43
44
45
46
PERSONAL SERVICES
ALLOCATION MAP
FOR HIGH-CLASS
PERSONAL SERVICES
ALLOCATION MAP
FOR MIDDLE-CLASS
PERSONAL SERVICES
ALLOCATION MAP
FOR LOW-CLASS
PERSONAL SERVICES
ALLOCATION MAP FOR
RESIDENCES
BUSINESS GOODS
ALLOCATION SUMMARY
BUSINESS GOODS
GOVERNMENT
CONTRACTS
BUSINESS GOODS
BUSINESS SERVICES
Map showing the location of all PG's
and the number of the PG to which each
PH customer was assigned.
Map showing the location of all PG's and
the number of the PG to which each PM
customer was assigned.
Map showing the location of all PG's and
the number of the PG wo which each PL
customer was assigned.
Map showing the location of all PG's and
the number of the PG to which each
residence was assigned for purposes of
maintenance purchases.
Similar to that for #33 except that
residences are not customers of BG.
Tabular list showing the identification
number of each BG that has a government
contract, the contracting department,
the number of CU's purchased, and the
cost paid by the department.
Map showing location of all BG's and the
number of the BG to which each private
BG customer in the local system was
assigned to shop.
Similar to that for #33 except that
residences are not customers of BS.
47
48
BUSINESS SERVICES
GOVERNMENT
CONTRACTS
BUSINESS SERVICES
ALLOCATION MAP
Tabular list showing the identification
number of each BG that has a government
contract, the contracting department,
the number of CU's purchased, and the
cost paid by the department.
Map showing location of all BG's and
the number of the BG to which each
private BG customer in the local system
was assigned to shop .
109
NAME OF OUTPUT
FUNCTION
49. TERMINAL CUSTOMERS
Tabular list of the location , business
type (land use) , and terminal require-
ments of each terminal user. Each
terminal is assigned an identification
number and its location and level are
noted .
50 . TERMINAL ALLOCATION
51-a. SOCIAL
DECISION-MAKER
OUTPUT
Map showing the number of the terminal to
which each terminal user in the local system
is assigned.
Tabular list of socio-economic character-
istics of the local system population
separated by social decision-makers,
jurisdiction, income class , and parcel
location.
51-b. BOYCOTT STATUS
52
53
54
ECONOMIC RESIDENCE
OUTPUT
ECONOMIC BUSINESS
OUTPUT
ECONOMIC NEW
CONSTRUCTION
55. ECONOMIC BOYCOTT
STATUS
List of outstanding boycotts for each
social team . Information for each
boycott includes type and class of
boycott and economic owner and
establishment boycotted.
Tabular list of characteristics of local
housing separated by economic team.
Tabular list of characteristics of
local business separated by team and
listed in order of LI , HI , NS , BG , BS ,
PS and Construction Industry contracts.
Tabular list showing location of that
team's new construction, the type and the
old and new level of activity , the location of
the construction industry , the contracted
price, rent to be charged (if residence)
or salary offered (if employer) , the quality
index (if residence) or price per CU (if
commercial) , and the status of the
construction.
Tabular list showing the team boycotting the
income class (if a social boycott) , or land
use (if an economic boycott) , and the function
(work or shop) being boycotted. Also shown
are the location, land use, and team being
boycotted.
110
NAME OF OUTPUT
FUNCTION
56. ECONOMIC LAND
SUMMARY
Tabular list of the location of parcels
owned by a team, their assessed value,
percent that is undeveloped and private,
the taxes on undeveloped land , the percent
publicly developed and undeveloped, the
percent undevelopable because of topographic
constraints , the utility capacity available
and used.
57
58
ECONOMIC LOAN
STATEMENT
ECONOMIC
FINANCIAL
SUMMARY
Tabular list showing borrower, lender,
interest rate , years remaining on the
loan, the original principal, and the
annual payment.
A cashflow statement showing expendi-
tures and income , a portfolio of con-
servative and speculative stocks ,
and a balance sheet of assets and
liabilities .
59 . HIGHWAY
DEPARTMENT
REPORT
A financial report showing capital and
current expenditures and revenues,
outstanding bonds, a summary of main-
tenance levels and expenditures by
road type , a summary of road conditions,
a terminal status report, a list of un-
developed land , and a status report on
available federal-state aid.
60 . HIGHWAY DEPARTMENT
CONSTRUCTION TABLE
Tabular list showing the construction
firm , the location of the road being
built, the status, the old and new level,
the contracted price , and the dollar
amount of federal-state used.
61
HIGHWAY MAP
62
BUS COMPANY
REPORT
An eight page map that shows the private
land use on each parcel , the type of each
road, the level of each terminal and the
value ratio and peak-hour congestion
along each road segment.
A financial report showing capital and
current revenues and expenditures
outstanding bonds , employment costs ,
the amount and condition of rolling
stock, the fare structure, passengers
and total fares by route, and the number
of passengers by each segment of each
route.
Ill
NAMF OF OUTPUT
FUNCTION
63 . PARTIAL
TRANSPORTATION MAP
(2 copies)
64. FULL
TRANSPORTATION
NETWORK MAP
(2 copies)
65. LIST OF RAIL TRACK
SEGMENTS AND
STATIONS
Map showing the road and rapid
rail network.
Map showing all roads , rail
stations, and bus lines.
List of track segments (lengths
of track between two intersections)
and rail stations.
66 . RAIL
COMPANY REPORT
A financial report showing capital
and current revenues and expenditures
outstanding bonds , employment costs ,
the amount and condition of rolling
stock, the fare structure, passengers
and total fares by route , and the number
of passengers by each segment of each
route .
67. RAPID TRANSIT
COMPANY
CONSTRUCTION
TABLE
68. SCHOOL
DEPARTMENT
REPORT
Tabular list showing location of
construction industry , tract locations ,
status of the construction , and the
contracted price.
Tabular data on school unit location,
level , maintenance level , value ratio ,
students attending , teachers, student-
teacher ratio , and use index . Also data on
undeveloped land , BG and BS contracts and
cost of purchases, adult education summary,
and several total school statistics.
69
70
SCHOOL
DEPARTMENT
CONSTRUCTION
TABLE
SCHOOL FINANCES
Tabular list showing the location of the
construction firm , the school building
location , the status of construction , the
old and new level of the school , the
contracted price , the amount of federal-
state aid used, the maintenance level
for the school, and the number of PM's and
PH's assigned to work at the School.
List of capital and current revenues and
expenditures, outstanding bonds , and
available federal-state aid by school
site location.
112
NAME OF OUTPUT
FUNCTION
71
72
73
MUNICIPAL SERVICES
MAP
MUNICIPAL SERVICES
DEPARTMENT REPORT
MUNICIPAL SERVICES
DEPARTMENT
CONSTRUCTION
TABLE
Map showing the location of municipal
services and the identification number
of the MS serving each parcel.
Tabular list of MS locations , maintenance
level , value ratio , effective capacity ,
loading (units of capacity used) , number
PL and PM's working, and the MS use
index. Also shown are the salary levels,
contracts to purchase BG and BS , the
location of undeveloped land , and
outstanding bonds.
Tabular list showing the location of the
construction firm , the MS location ,
the status of construction , the old
and new level of the MS , the contracted
price , the maintenance level , and the
number of PLs and PM's assigned to work
at the MS .
74
75
76
77
78
MUNICIPAL SERVICES
FINANCES
UTILITY MAP
UTILITY
DEPARTMENT
REPORT
UTILITY DEPARTMENT
CONSTRUCTION
TABLE
UTILITY DEPARTMENT
FINANCES
List of capital and current revenues
and expenditures.
Map showing utiltiy plant locations ,
the number of the utility plant serving
each parcel that has utility service,
and the level of utility service on
each of those parcels.
Tabular list of utility plants , their
location, level, units installed from each
plant, units served, total operating costs
per unit, and income derived from charges.
Also listed is the charge per unit to customers
undeveloped land , and outstanding bonds .
Tabular list showing the location of the
construction firm , the site of the
utility plant, the status of the construc-
tion, and the contracted price.
List of capital and current revenues
and expenditures.
113
NAME OF OUTPUT
FUNCTION
79. PARKLAND MAP
80. ZONING MAP
Map showing the amount of parkland
available per parcel and a usage index
for each park.
Map showing the zoning classification
of each zoned parcel and a key showing
the definition of each zoning classifica-
tion.
81
82
83
PLANNING AND
ZONING
DEPARTMENT
REPORT
BUDGET
CHAIRMAN AND
COUNCIL OUTPUT
FINANCIAL
SUMMARY
Shows total jurisdiction population,
total amount of parkland , outstanding
bonds , and capital revenue and
expenses.
Shows the total jurisdiction population,
the welfare payment per unemployed
worker , and the financial summaries for
municipal services , schools , highways ,
planning and zoning, utilities, and the
chairman's account. Also included
are outstanding bonds .
A tabular list showing by department
the previous cash balance, capital
revenues, current revenues, capital
expenditures, current expenditures,
and new cash balance.
84
TAX SUMMARY
85
DEMOGRAPHIC
AND ECONOMIC
STATISTICS
Tabular list showing by the eight
possible tax bases, the dollar amount of
the tax base , the tax rate , and the revenue
generated.
Tabular list by jurisdiction and for
the total system of population and its
characteristics, land usage , housing,
employment, earnings, income from the
national economy , outflows to the
national system , and national
business cycle effects.
114
APPENDIX G
ELABORATION OF SOME PLAYER AND COMPUTER PROCESSES
APPENDIX G. Elaboration of Some Player and Computer Processes
I . INTRODUCTION
This Appendix is intended to provide the Director with some
detailed aspects of CITY MODEL which are not explained fully in the Player's
Manual. Frequently, players who know how the model works generally
desire to understand it more deeply. The explanations will cover the
following topics:
a. The Full-Time Employment Process ~ the actual method
of assigning workers to jobs.
b . The Part-Time Work Allocation Process — an explanation
of the manner in which population units are assigned extra
work. Listing the factors involved permits inferences to
be drawn for the extra work time allocation of social
decision-makers .
c . The Commercial Process — criteria used in the assignment
of buyers to sellers .
d. The Effects of Time Allocation in Education — the effects of
time in adult education on the educational level of population
units .
e. Bus and Rail Company Output — detail on the meaning of
several portions of Bus and Rail output including Transporta-
tion Network Maps.
f . The $REDIST Input — and explanation of the manner in which
redistricting decisions are processed; sources of input
errors are highlighted.
g. Government Contracts with Business Services and Business
Goods Establishments — an explanation and illustration of how
the player should input new contracts, replacement contracts,
and elimination of contracts .
h. The Effects of the Outside System — details on the business
cycle (including determination of the interest rate on loans
from the Outside) and on Federal-State aid and taxes; the
role of the Outside in the Migration Process; the method
of determining the value of outside-owned land parcels;
the role of the outside in construction; the relation of
outside suppliers of goods and services to the local system .
116
Business Profitability — the assumptions underlining
some of the parameters used in the economic sector to
assure a reasonable rate of return for businesses (under
"normal" conditions) .
The Migration Process — details on the calculation of
personal and housing dissatisfactions , selection of
in-migrants and out-migrants , and placement of Pi's
into housing.
117
II. THE FULL-TIME EMPLOYMENT PROCESS
Each income class is considered separately, highest first. There
are two major sections to the employment process: choosing a job and
selecting the best mode of transportation to work. The former section will
be discussed in detail first.
This operation occurs during the processing of each round's
decisions. In this process, all jobs are considered "open" and are
examined each round for possible new employment by qualified workers.
But, for reasons explained below, workers do not always change jobs
each round.
Another overall consideration is that in the first sort, in
which workers of all classes "decide" to retain their present job
or change to a possible new one , and in all subsequent matching the
process is performed in order of class, high income class first. This
process is always top down, meaning that in a job shortage, high income
workers can take middle income jobs but never the reverse. Where
workers of the same class are competing for the same job opening, the
ones with the higher education level win.
There are occasions when some high income workers will be
unemployed while all middle income workers will have jobs. This situation
occurs when a high income worker cannot afford to either remain in his
present job or take a new one (because his costs are too high, or because
both job openings do not pay enough) .
Note here that the emphasis is on what workers will or can afford
to accept and not so much on what is available. This relationship is
conditioned by several things, among them the supply and demand curve,
what economic decision-makers decide to pay , how the government sector is
providing transportation and general social sector dissatisfaction.
In order to choose a job, a Pi's estimated transportation cost to
each job (using last round conditions) must be calculated. The best route to
each employment location is calculated from each parcel containing high-income
workers. Of course, the best route is the same for all workers of a class on
a parcel. The "best" route is the cheapest influence by the usage of the
transportation network last round and the dollar value of time traveling.
Although the time cost is not paid by a worker in dollars, it is a significant
factor in the selection of routes and modes of travel.
118
Generally , the transportation cost (weighted by time and money)
is subtracted from the salary offered by each employment location ,
yielding the direct net income a worker would receive there. To reflect
job stability the direct net income from a possible new job must exceed that
of the last round's job by at least 10 percent before a worker will "consider"
changing . This bias toward stability is accomplished by artificially increas-
ing the new round's wage of the present job by 10 percent during the round's
employment allocation process. Thus, the highest direct net income of a
possible new job is compared with the artificially high wage of the present job
during each round's employment allocation. Workers take the job with the
highest apparent income , either the inflated wage of the present job or the
highest direct net income of a possible new job.
In three situations — where a business has been downgraded,
where a construction industry has less need for labor this round, or
in the case of public employment, where there was a cutback in requested
employees — the most educated employees are hired and the rest are
considered still unemployed , if more employees are available for their
previous jobs at a particular location than there are jobs available.
All high-income Pi's on a parcel have the same educational level.
The best educated groups of Pi's try for jobs with the greatest direct
net income. If there are not enough job openings for all high-income
living on the parcel at their best employment location, as many as
possible are assigned jobs there. The rest look for their next best job,
again comparing the artificially inflated income of their present job
with the direct income of a possible job (the repeat of the process
mentioned above) . The process is repeated until all of the workers of
that class on the parcel have jobs, or until both the artificial and direct
incomes are negative. Then the next best educated group is considered
for jobs . If workers living on two or more parcels have the same
education level , the order of consideration is random . The least
educated group is considered for jobs last.
When all workers of the class have tried for jobs, the part-time
employment process occurs. (See SectionUI of this Appendix.)
The entire employment process runs each time for the next lower
class , plus those of the previous class still without full-time jobs who
are put at the top of the list because of their higher educational levels.
119
When employment has been run for all classes, the new traffic
congestion and actual transportation to work costs and modal choices
are calculated. In other words, the origins and destinations of work
trips are now known and the routing and modal choice must now be
determined. The new and old congestions are compared. If the new
congestion exceeds the old on any road segment or bus or rail route
by more than the percent population increase plus 10%, the best
route to work is recalculated for everyone, based on the new congestion.
Jobs are not sought anew — only routes to work. Of course, if a road or
route is not overcrowded, the percentage increase in congestion is ignored
as a factor in determining whether to recompute routes . The routing and
congestion comparison process is repeated up to three times or until the
change in congestion does not exceed the percentages given above. The
final routes to work and usage by mode become the congestion considered
in the next round's employment process.
In the case of government employment, no specific place of
employment (i.e., no parcel) is designated. Rather, fixed transportation
costs and travel times are used for each population class in round one.
The dollar and time cost to travel to government full-time employment
(SC , MS , BUS , RAIL) in subsequent rounds is the average for all other
working population units . A single average time cost is calculated for all
three population classes, whereas a separate average dollar cost is calcu-
lated for each class .
120
III. THE PART-TIME WORK ALLOCATION PROCESS
Social decision-makers realize that their population units seldom
receive all the extra work for which time was allocated . As with the full-
time employment allocation process, the Pi's educational level is the most
important factor in the assignment of part-time work units to extra work
time allocation.
The supply of part-time work units , eighty of which are equiva-
lent to one full-time job , is primarily determined by the levels of business
activity in the system . The following table gives the fixed supply ratios of
part-time units for each class of PI per level of business activity.
LAND USE
LOW
MIDDLE
HIGH
FL
240
80
SG
160
160
80
MP
320
160
80
MF
160
160
80
NL
160
80
80
EL
80
80
80
TE
80
80
80
FO
80
80
TA
240
PA
160
80
CR
80
80
80
NS
80
BG
80
BS
80
PG
160
80
PS
160
80
Variable supply of part-time work units (jobs) is provided in the two ways
listed below.
CI - For each CI location, the supply varies from 0-100 units per
class (each class is requested in equal numbers) according to the
amount of construction labor units required in a particular round.*
SC - By jurisdiction the school department provides public adult educa-
tion according to the number of middle and high income part-time
work units it hires. This specification obviously can fluctuate
considerably round-to-round.
The total labor units required by a CI is divided by 50 to determine the
full-time Pi's required in each of the three classes. The remainder is
multiplied by two to derive the number of part-time labor units.
■
121
Two lists — one supply of and the other demand for part-time
work units — are created for each population class. The suppliers of
part-time work units are ordered by the salary offered (proportional to full-
time wage offered) with the highest salary placed first. Each entry on this
list contains a location , a full-time salary per worker , and an amount of part-
time work units available .
Each entry in the demand for units list is comprised of a residence
group for which allowed time for extra work as defined by a parcel location ,
an average education level, and an average time allocation for extra work.*
The number of Pi's in each group is the final item of information. This list is
ordered on the basis of average education level with the highest levels first.
For each complete pass through the list of residence groups , the
part-time work allocation process attempts to assign by class ten units of extra
work to each population unit which has an unfilled extra work allocation. The
process continues until either all requests (unfilled allocations) are filled or
until the supply of part-time work units is exhausted .
First, the residence group at the top of the list (i.e. , the one with
the highest education level of those groups who have not yet been assigned work
in that particular pass) is examined. The number of Pi's is multiplied either by
ten or by a figure less than ten (if there are less than ten unfilled extra work
time allocation units remaining) in order to obtain the group's request for
part-time work units. For example, assume in the first pass that 6PH's at 10026
have the highest education level and that the social decision-maker allocated
25 time units to extra work for each PH. The total demand for units of this
group in the first pass is sixty (60) . These population units will have their
employment request of sixty part-time units met before any other high-income
population units are considered.
Once the request is determined, the job supply list is examined.
For each potential work location , a shadow automobile transportation cost
per worker is calculated. This value is subtracted from the salary per
worker to obtain a net income per worker which is used to determine the best
job. Units from this best job are assigned to the residence group up to the
amount of their request. If that particular job has an insufficient supply of
part-time units available, the remainder of the request must be met by the
second best job, and so on.
Pi's of the same class who live on the same parcel. Each PI so grouped
has averaged , and thus identical , characteristics such as education level
and time allocated for extra work.
122
After the job units are assigned to the particular residence group ,
their per PI unfilled extra work time allocation units are decremented by
ten (or the figure less than ten) and they are placed at the bottom of the
residence group list. Of course, if the residence then has no more units to
be filled, they are dropped from further consideration.
Subsequently , a different residence group appears at the top of
the list and the assignment process proceeds in the identical fashion. This
continues until either of the two mentioned termination criteria are reached.
High-income population units may not be assigned middle or low income part-
time jobs, nor may middle take low or high, and so forth. With an income class,
the only case in which a PI would receive a part-time job before another PI with
a higher education level is the case in which the shadow transportation cost
exceeded the remuneration expected from the particular job .
The implications for a social decision-maker in a play are fairly
obvious. As much time as is feasible should be allocated to education in
order to raise a Pi's relative standing in terms of education level. More-
over, in order to boost the income of less educated Pi's who are already worse
off due to the effect of education level in full-time employment , a team should
allocate no time to extra work for the highest educated members of the particu-
lar income class. This will enable the less fortunate Pi's to be higher in the
list of residence groups. Finally, note that the allocation of large amounts
of time to extra work has no effect on the assignment of part-time units to popu-
lation units .
123
IV. THE COMMERCIAL ALLOCATION PROCESS
Overview
Each round the commercial allocation process assigns buyers to
sellers , each buyer being assigned to shop at the commercial establishment
at which the buyer can obtain his required goods or services most cheaply.
The cost which a buyer perceives at each of his options for a shopping
location is a function of the transportation cost to get to the location , the
crowding at that location, the seller's price, and the buyer's preference
for shopping at the establishment where he shopped the previous round.
Every buyer evaluates all possible shopping locations each round.
The allocation process is iterative. Each buyer selects the
shopping location which is cheapest for him , and after all buyers have selected
shopping locations , all reevaluate their selections in light of the crowding
created by the previous selection process. The entire selection process is
repeated until between two successive evaluations no buyers decide to change
their selections from the previous iteration. Every buyer evaluates all possible
shopping locations each iteration .
There are several reasons for the iterative procedure. No business
has an infinite capacity in terms of the number of customers whom it can serve
or the number of goods or services which it can provide. Thus, the usage of
an establishment by other shoppers is a factor in a buyer's decision as to whether
to shop there. Crowding, or overusage , at a commercial establishment can be
viewed as a cost to the buyer in terms of annoyance, poor or inadequate service,
or length of time waiting for an appointment.
The allocation process could assign buyers to sellers one at a time,
each buyer considering the usage created by all buyers processed before him .
However , those buyers selected for assignment first would have the advantage
fo seeing unused sellers , and since crowding is only one factor in the determin-
ation of "cheapest", those buyers would tend to purchase goods and services
at the least dollar cost to them . Buyers selected later for processing would
tend to find the cheapest sellers in dollar cost too crowded and therefore too
expensive . Such a procedure of assignment introduces non-systemic biases in
the selections of shopping locations. The bias would be a result of the order
in which buyers are selected for assignment, and not a result of local
system conditions .
124
The actual allocation process employed by the model assigns all
buyers to sellers simultaneously. Each commercial establishment's usage
as seen by a prospective customer is affected by the establishment's usage
after the previous iteration , or in the case of the first iteration in a round ,
affected by the establishment's usage after the final iteration in the previous
round. The perceived usage is only affected by the previous usage. If the
previous usage were always the perceived usage, the selections of shopping
locations would tend to flip-flop from one iteration to the next. Since prices
at commercial establishments and cheapest transportation costs from buyers
to sellers do not change between iterations , only usage would cause a location
to appear more desirable in one iteration than in another iteration. Buyers
would tend to flock to one location on one iteration and , in the next iteration ,
see that location as overcrowded and all flock to another location . On the
following iteration , the first establishment would appear underused and
the buyers would all return. So, the actual usage of a commercial establish-
ment is adjusted in the allocation process to a "base perceived" usage. With
each iteration of commercial allocation in a round, the effect of the actual usage
of a commercial establishment tends to decrease relative to the base perceived
usage establishment.
The shadow cost for a buyer to shop at a commercial establishment is
a function of: 1) its base perceived usage; 2) the added usage which would
result if the buyer were to shop there but did not shop there on the previous
iteration; 3) the establishment's effective capacity; 4) its price; 5) the buyer's
least transportation cost to travel to the location; and 6) the buyer's bias toward
shopping where he shopped last round. The result of this function is the
shadow cost to a buyer to shop at each commercial establishment. Each buyer
selects the commercial establishment with the least shadow cost to him .
If the least shadow cost is the Outside System , the buyer does not use a
local establishment.*
A buyer's actual expenditure is the real transportation cost
and actual price charged at the commercial establishment which he
selects on the final iteration .
Note: The Outside System as a seller of goods and services has
only a price. It has no perceived usage, an infinite capacity, and
no transportation cost. A buyer who shops Outside does not have a
bias toward shopping there in the following round.
125
seller
The commercial allocation process can be viewed as a series of steps:
1 . Calculate the effective capacity of each commercial establishment,
2 . Calculate the least transportation cost from each buyer to each
3 . Calculate the base perceived usage of each commercial establish-
ment. (This is the only reiterative step for the sellers. The remaining calcula-
tions are performed for each buyer as he considers each seller . )
4. From each buyer's point-of-view , adjust the base perceived
usage of the commercial establishment to reflect its usage if he were to shop
there but did not shop there on the previous iteration.
5. Use the result of step 4 as the numerator in a fraction for which
the result of step 1 is the denominator . This is the shadow ratio of perceived
usage to capacity.
6 . Apply the shadow ratio to the function shown on the graph in
Figure 1 . Determine the y-coordinate which corresponds to the appropriate ratio
7 . Sum the price per unit charged at the commercial establishment
and the least cost per unit purchased for the buyer to travel to the commercial
establishment.
8 . Multiply the result of step 6 by the result of step 7 .
9 . If the buyer shopped at the commercial establishment last
round, multiply the result of step 8 by .9.
10. The result of steps 8 and 9 is the shadow cost for the buyer
to shop at the commercial establishment. (Repeat steps 4-10 for each seller
which the buyer can consider . )
11 . Assign the buyer to the commercial establishment which
has the least shadow cost for him. (Repeat steps 4-11 for each buyer.
12. Determine whether another iteration is necessary . If
so, repeat steps 3-11. If not, all assignments are final for the round.
126
SHADOW COST AS A
150
FUNCTION OF CAPACITY
140
SERVED
CD
130
CO
o
• 1-1
O
u
U
D,
£
-M
en
o
•r-\
<— 1
Q
<4H
<
U
X
o\°
CO
' '
120
110
100
25
50
75
100
125
150
175
PERCENT OF CAPACITY
127
Detail on Parts of the Allocation Process
The commercial process is run first for buyers of PG and PS .
PG and PS establishments are buyers of BG and BS , and their purchases are
a function of their sales. Thus , customers are allocated to PG and PS before
any customers are allocated to BG and BS . The two allocation processes
are identical except for the consideration in the BG-BS allocation of usage
by government departments which have contracts consuming capacity at some
commercial establishments .
Step 1 . Calculate the effective capacity of each commercial
establishment.
A business's effective capacity is a function of its level, its type
of business , its value ratio , and the number of employees which it received
through the employment process in relation to the number of employees
which it requires in order to operate at its level. The Outside System, one
seller of goods and services, has an infinite capacity.
E = Effective capacity of a commercial establishment
PR = Total number of Pi's required by the establishment
PH = Total number of pi's hired by the establishment in
the employment process
VR = The establishment's value ratio
C = Design capacity of the establishment (the capacity of a level
one of the business type times the establishment's level)
E = PH/PR X VR/100 X C
Step 2 . Calculate the least transportation cost from each buyer to
each seller .
The transportation network used for commercial travel includes the
roads only . Bus and rail are not modal options . The roads are viewed as un-
used by all travellers; road congestion is not a factor in the selection of least
transportation cost. The selection process itself uses the Moore algorithm to
calculate least transportation cost from each buyer to each seller .
128
Step 3. Calculate the base perceived usage of each commercial
establishment.
V. + , = The base perceived usage or a commercial establishment
to be used in iteration i+1
S. = The actual usage of the commercial establishment in
1 .
iteration 1
K = A constant 20/21
N = The number of previous iterations in the round in
which either:
1) the number of buyers who changed their shopping
locations was greater than or equal to the number
who changed shopping locations on the previous
iteration , or
2) no buyers changed shopping locations but the
difference between the actual usage (S) at a
commercial establishment and the base perceived
usage (V) was greater than 20 capacity units.
N is incremented if either of the two conditions
listed above obtains within an iteration, and the
new value of N is used in calculating the next
iteration's V.
V.^, = S.^, * K (N) + (1.000 -K (N) ) * V.
l+l l+l l
Step 12. Determine whether another iteration is necessary. If after
step 3 both 1) no buyer changed his shopping location, and 2) the base usage
of each commercial establishment is within 20 capacity units of its actual usage,
then the allocation process is finished and the shopping assignments are final
for the round. If either of the two criteria for finality is not met, steps 3-11
are repeated, using the results of this iteration.
129
V . THE EFFECTS OF TIME ALLOCATION IN EDUCATION
The accompanying figure shows the relationship that exists
between old education level, time spent in adult education (pay plus free) ,
and new education level. The row headings are the old educational levels,
the column headings are the time units actually spent in adult education
(equal to or less than the time allocated to adult education) , and the numbers
in the table are the new educational levels .
Assume that a low income population unit had an old educational level
of 20 and spent 40 time units in adult education . This would raise the educational
level for that unit to 23 for the next round. Note that for that population unit,
any time spent in adult education above 23 units would raise the educational
level and any time spent less than 18 would lower the educational level . Also ,
note that when a PL reaches its highest educational level of 39 , it must continue
to spend at least 30 units of time in adult education to maintain that educational
level. Similarly, PM's must spend at least 24 time units to maintain their highest
level of 69, and PH's must spend at least 32 time units to maintain their highest
level of 99 .
Educational levels are very important in the employment process;
therefore , if a social decision-maker is satisfied with the educational levels
of his Pi's , he should realize how much time must be spent in adult education
to simply maintain the present levels . The following educational levels require
the indicated amounts of time spent in adult education to just maintain the
educational level.
Educational Level Time Units
10 12
20 18
30 24
40
50 12
60 18
70
80 16
90 24
130
o
o
LO
oo
(Nl
o
£.2
vO
to
^3
■G cj
3 *
o^
CO
to
■M W
+->
?? s
2 ^
o
3<
to
2 -5
CO
*3-
° a
H
r—C
(XI
C CO
2
D
o
ctio
illy
s
(XI
g S
H
CO
Ph o
rH
cd<
CO »
cd g
•1-1
vO
rH
© H
> 4-i
CO o
►J 1-1
eg
r-, G
r— 1
co 3
G O
.2 a
o
*:<
rH
CJ CD
g &
T3 +-»
W T3
CO
> G
£ cd
CO
2
O
W
>
w
O- vO
r^ vo
vo lo
LO ^t"
LO «=fr
«?j- to
<* to
to cxi
CXI
txi
rH O
rH O
O CI
O Cn
O Cn
cr> cn
LO <3" C7>
cxi to to
lo ^t- en
CXI to fO
«vj- to cn
cxi to to
to cxi en
cxi to to
to cxi cn
cxi to to
■K
cxi cxi en
cxi to to
cxi rH en
cxi to to
rH rH CO
cxi to to
o o r>-
CXI to to
o cn r~-
cxi cxi to
en cn vo
rH CXI tO
en co vo
rH CXI tO
CO CO vO
rH CXI tO
00 N vO
rH CXi tO
oo t-» vo
rH CXI tO
CO t>- LO
rH CXI tO
^1-
H-
\D LO
LO \0
vO LO
LO VO
O LO
"■3- LO
vO
LO «3" tO
H" LO O
LO ^j- tO
«vf LO O
to CXI
LO O
to CXI
LO O
•K
en lo
O E*»
cn lo
vO t~^
en ^j-
o t*-
•K
cn <*
o t"^
en to
o r~s
cn to
o t>-
cn ex
o c^
to cxi rH cn ex
^J- LO vO vO (**•
CXI rH O CO rH
H" LO vO O t^-
CX1 rH O CO rH
"^ LO O O t*»
rH O Cn i>- rH
«vi- lo lo vo t-~
rH o en
"3" LO LO
o cn co
"3" <* lo
o cn co
^ ^ LO
o cn co
"* «* lo
o cn co
"=3- ^ LO
O t*>
l>- o
O t>
o r~-
l>- o
o I"-
vO O
o r-~
CO
"3-
co
to
co
to
CO
CXI
CO
cxi
oo
CO
co
o
CO
o
co
o
co
cn
cn
cn
cn
t--
cn
to
cn
to
cn
CXI
cn
(XI
cn
en
cn
o
cn
o
cn
cn
co
cn
co
cn
co
co
co
co
co
oo
co
co
oo
oo
oo
•K
cn
cn
-x
cn
cn
cn
cn
cn
cn
cn
cn
cn
cn
oo
cn
oo
cn
en
en
cn
cn
cn
cn
vO
en
vO
cn
o cn
o o cn
cxi to to
Ph
o o o
^j- LO vO
Ph
cn
vO
4-
O
o o cn
oo cn cn
- V~
EC
Ph
T3
CO
CO
CO
CJ
X
CO
CO
+->
o
G
G
cd
o
C/)
E
G
6
•rH
X
cd
co
co
cd
i— i
u
CD
S
o
u
G
r*> o
cd i+h H
^ -G
cd ^ ^
™ rH Cd
a cd
co X
•rH rH
? h co
co • .5
r^ T3 ^
CO -M r-l
rH Cd ,
cd u
CO
M
i— i
G
G
O O
© CD
03 > £
rH CO ©
+-> r-l H
rG cd cd
^ C G
G o O
co .)h -ri
^ O
o -^
13
>,.!
r- (D+j
Cd )H rG
§ « G
5 w co
co S 3 ,, Gh
rH ,—l
G CD O
tJ co co
G i-H N
CO _ u_
ChCO o
w G _
o a,
>
r-j cd cd
Cd CJ r-.
3 G r^
tJ T3 cd
cd co G
co co -2
65 «
'■G rH
itrG 3
g ^-3
>r ^ • r— J
"a *i -m
cd « -G
CO co .5
G -g cd
1^6
a
cd
X
n
u
CD
G
G
CD
-a
-a
rG
CD
CD
H
-G
£
.
O
CD
G
CD
CD
G
o
rG
CD
rG
4->
o
CD
4-1
ro
CO
'cd
>
• i-H
cd
rH
C/J
•rH
cd
^r^O
cd o TJ
G . cd
oG ^
G
cd co
2 T3 cd
X) r] M
co g
CD r-.
G CU
CO
CO
CD CO
rG "G
rd
G
G
CD
03 ^ §
CO >v'^
•rH n
cd ^ co
o 'G ^
T3 ^ CD
CD CD Ih
.t) 6 3
CD ^ G
U rH CD
r« CO
G °°
O ^ G
£ cd
CO cd CL
A & z
r_, +J Cd
W
H
O
2
2 H
CD O
CD
G
O
13AH1
iVNoixvoaaa
aio
131
VI . BUS AND RAIL COMPANY OUTPUT
This explanation is intended to supplement the output description
given in the Players' Manual.
a. Financial Report
1. Capital Expenditures - Vehicle Purchase: If units of
equipment are sold, an amount equal to .50 X Average Value Ratio X number
of units sold X $10,000 is credited as a negative figure under vehicle purchase.
2. Current Income - Fares: This figure is the sum of the yearly
fares paid by each employee that uses the bus to travel to work (see Employ-
ment Detail) . The fare charged by the company is for a single worker-trip; the
yearly amount is calculated based on two trips per day , five days per week
fifty weeks per year (i.e. , single trip fare times 500) . As the yearly fare per
worker is automatically expressed in tens of dollars, the total fares printed
out may be somewhat less than the number that would be derived by carrying
more significant figures. (This is true only for the regular scale (PI = 500
people) ; the figures for the small scale (PI = 50 people) should be exact.)
b. Employment
1. As the Bus and Rail Companies hire employees (PM's) in
groups of 160 workers, it is in the companies' interest to keep the total
combination of service level and route lengths such that "Personnel
Required" is equal to or slightly below a multiple of 160. For example, if
328 personnel are required, three PM's would be requested and paid for
although only slightly more than 2 PM's would be utilized. Personnel re-
quirements can be calculated using route miles and level of service (see
Players' Manual) .
2 . All government and quasi-public companies which hire
employees (SC , MS , BUS , RAIL) have the same fixed transportation cost
for a given class . This fixed cost is the average travel cost and time for non-
government workers in each class. Dollar cost differs by class but time is the
same and both are recalculated each round. If BUS and RAIL are not
successful in hiring any workers , the systems will not carry any passengers .
132
c. Rolling Stock
1 . Units Owned is the total number of equipment units owned by
the company; purchase of sales of equipment are shown here.
2 . Units in Use is equal to the units required up to a maximum
of Units Owned; Units in Use is the number of equipment units which undergo
depreciation.
3. Serviceable Units is Units Owned times the Average Value
Ratio/100.
One of the considerations entering into the passenger capacity of
a route is the "effective" number of units/mile operating on that route
(employment and level of service are the other considerations) . Each
mile of level one route has a requirement of 40 equipment units for full
capacity . The total requirement for the system is summed under Units
Required. The actual number of units used is the lesser of Units in
Use or Serviceable Units . For example, if the units required is 400 and
there are only 200 serviceable units , then the passenger capacity is half
of the desired capacity of the system .
d. Passengers
The number under Total Passengers includes transfers from one
route to another which is done at no cost. Therefore, they are not all full
paying passengers on that route. Passengers who transfer between modes
pay costs for each mode. That is, a worker who drove to a bus station, took a
bus to a rail station, and took the rail to his place of employment would pay an
auto cost and separate fares to the Bus and Rail companies.
In order to economically carry passengers, Bus and Rail routes
must take Pi's from where they live (or from where they can economically
drive to where they work. Thus , it is important both that the routes
have stops (or stations) in many residential locations (and in higher
residential density locations) and that the routes provide access to a
number of work locations. It would be very uneconomical to have a
long winding route through low density residences terminating near only
one or two employment locations . (Typical cost/mile and break-even
fares are noted in the Master Tables.) As mentioned in the Players' Manual,
the routes are directional and are specified to carry workers from residences
to their employment location; if a route is specified A — >B — -> C — - D, the
route would not carry passengers from C to B . A new C — >B would have
to be specified.
133
e. Routes
This portion of the output indicates by route where the bus or
rail stops , how many passengers got off at that stop , how many got on ,
and how many passengers are riding between stops . This information
indicates what portions of a route are underutilized and which are over-
crowded and thus should affect decisions involving extending , deleting ,
or upgrading a particular route. The figure for Total Passengers under
the transit summary is the sum of all passengers riding the given route,
not their distribution; i.e. , a route (level 1) may have 9000 total passengers,
but yet be distributed in such a manner that no segment of the route is
overcrowded. Data on which segments are overcrowded would come from
the Routes output. If a route is highly overcrowded in one round, the
computer will probably assign a much lower ridership the following
round.
Additional information for each PI on where they live, where they
work , and mode , route and cost of transportation is given in the Employment
Detail. The game Director may want to withhold the Routes portion of the
output from the Bus and Rail Companies and charge them (Cash transfer to
outside) a consultant's study fee for the information.
f . Transportation Network Maps (2 copies each of 2 maps)
It should be noted that the map which includes residences (R)
and work locations (W) shows land use only. The map does not indicate
either density or class of workers on a residential parcel or total number
or class of jobs on an employment parcel. Business type can be obtained
from the Economic Status Map , population is shown on the Demographic
Map , and the class of Pi's is shown on the residence output of the
economic decision-makers.
On the page following the last Transportation Network Map there
is a printout of the list of Rail track segments and Rail stations. This page
should be given to the Rail company along with one copy of each type of the
transportation network maps (the other set going to the Bus company) . This
is the only place where a complete list of track and station locations is
printed.
134
VII . . THE $REDIST INPUT
The $REDIST input decision may be used by both the municipal
services and school departments of each jurisdiction. The inputs may be ordered
haphazardly within the list of inputs because they are not analyzed by the EDIT
program until all inputs have been read.
After the end of the input decisions , EDIT sets up a dummy board in which
ir compares the original districts with the specifications offered by any new inputs.
Of course, this is done only for those departments and jurisdictions which have
submitted redistricting decisions. Not only do the new inputs have to be consistent
and meet the contiguity constraint, but also the new inputs in conjunction with
the previous district allignment must meet all constraints.
New inputs overlay control and boundaries. That is, it is sufficient
to include a parcel which was previously served by a different plant or school
(for illustrative purposes, the plant at 9632) as being in a new district — the
district for 9632 does not have to be redefined.
Note player input mistakes which invalidate their whole set
of redistricting decisions:
a) crossing a jurisdiction line
b) attempting to relist a parcel on which there is a plant
c) cutting off service which had previously existed to some
distant parcels with a new plant
d) failing to meet contiguity with the inputs themselves
The players should be reminded that if any error is made in
any one of their redistricting inputs , the entire set of redistricting for the
department in a particular jurisdiction will be rejected.
135
VIII. GOVERNMENT CONTRACTS WITH BG AND BS ESTABLISHMENT
The school and municipal service departments from each juris-
diction will nto purchase any of their business goods and services from local
establishments unless they submit a contract input. This input offers flexi-
bility in the amount of goods or services the department can acquire from
different local BG's and BS's. For each local establishment (regardless
of its jurisdiction) with which a department wishes to contract, it must
specify the desired percentage of total purchases , the priority that the
new contract is to have with respect to other current contracts , and the
priority that the displaced contract (if any) will have . Priorities are
pertinent in a situation in which the total specified percentage exceeds
100.
For example, assume that in year "t" the School Department in
jurisdiction one wanted to purchase 50 percent of its goods from A's BG1
at 10044, 25 percent from B's BG2 at 9830, and 25 percent from G's BG1
at 9228. Prior to year "t" there were no contracts. Furthermore, the
department wanted to give G's contract priority over B's contract, and
B's contract priority over A's contract. The School Department decision-
maker should submit the following input.
$CVPT/=SC1/C,9228,25,1,0,G
/C,9830,25,2,0,B
/C, 10044, 50, 3,0, A
Assume that in the following year (t = 1) the department decided
to replace the purchases of 25 percent of its needed goods from team B
with purchases of 40% of its goods requirement from team E's BG1 at
9436. The new contract is specified as having the same priority. The
input would be
$CVPT/=SC1/C ,9436 ,40 ,2 ,2 ,E
This means that team E's BG replaces team B's BG on the contracts list,
and now only 35 percent is purchased from team A because the sum of
the percentage allocations exceeds 100.
136
Other cases and sample inputs follow:
Case 1. Round t - 1: MSI has one contract for 100% with E's BS at 9632.
Round t : MSI desires to contract for 50% with F's BS at 10030 at
top (first) priority and purchase the other half of his needs at
the original contractor.
Input : $CVPT/=MS1/C, 10030, 50 , 1 , 2 , F
Case 2 . In Round t = 1 , MSI chooses to eliminate both of these contracts.
Inputs : $CVPT/=MS1/C, 10030, 50 ,0,0,F
C, 9362, 100, 0,0, E
137
IX. THE EFFECTS OF THE OUTSIDE SYSTEM
Together , the game Director and the computer represent the
Outside System. The major components of the Outside System are:
a . Business Cycle — affects prices paid for basic industry
output, the return on investments in stocks, and the interest rate on loans
and bonds involving the Outside System .
b . Federal-State Aid — affects the amount and type of
aid that local government departments and economic teams may receive.
c . Federal-State Taxes — affects the taxes that leave the local
system.
d. Migration — affects the movement of people (Pi's) into and
from the local system .
e. Auction and Bids — affects the chances of teams or departments
acquiring land that is presently owned by Outside interests.
f . Construction Industry — affects the price of construction and
demolition of land uses by outside firms.
g. Suppliers of Goods and Services — affects the price at which
all goods and services may be purchased from the Outside.
The different components of the Outside System will be described
in the order listed above . Director influences and relevant computer output
will be noted.
a. Business Cycle
Basic Industry Prices - The business cycle in the CITY MODEL
Follows the pattern shown in Figure 1 . Note that the variation in HI
average prices is greater than that for LI which is, in turn, higher than
that for NS . To calculate the price received per unit of output for any basic
industry in the local system , multiply the normal price per unit for that type
of basic industry times the business cycle index for that basic industry. For
example, the price per unit of output for an HI in Round 2 would be $190,000
times 1.08 = $205,200.
Loan and Bond Interest Rates - The basic outside loan rate is also
related to the national business cycle. The interest rate shown in Figure 1 is
used as an average when the actual interest rate on each loan is calculated.
In order to determine the interest rate on a specific loan from the
Outside, the computer generates a random number between 1 and 1024.
Depending on what the random number is (see Table A, page 140) , a percent
is added to or subtracted from the average interest rate for the round, as
shown in Figure 1 .
138
FIGURE 1
BUSINESS CYCLE
Edits
Before
Output
For
Round:
Outside
Loan Mean
Interest
Rate(%)*
Basic Industry
Ratio of Price
Per Unit Output
To Normal Price
HI LI NS i
Percent Return on
Investments (Mean)
Round:
Conservative
Speculative
1
24
5.1
1.05
1.04
1.03
6.1
8.9
2
1
5.2
1.08
1.07
1.05
6.3
9.2
3
2
5.7
1.07
1.07
1.06
6.2
4.7
4
3
5.3
1.03
1.04
1.03
6.1
8.7
5
4
5.1
.99
1.00
1.01
5.9
4.0
6
5
4.8
.93
.97
.98
5.4
-1.5
7
6
5.0
.95
.98
1.00
6.0
6.3
8
7
5.2
1.00
1.02
1.02
6.1
8.5
9
8
5.5
1.02
1.03
1.04
6.3
7.0
10
9
5.9
1.06
1.04
1.05
6.7
1.0
11
10
6.2
1.07
1.04
1.04
6.5
8.5
12
11
6.1
1.02
1.01
1.02
6.0
3.9
13
12
5.4
.98
.99
.99
5.7
-1.0
14
13
5.0
.94
.96
.97
5.8
5.9
15
14
4.7
.90
.93
.95
5.1
7.0
16
15
5.1
.97
.98
.99
6.0
9.3
17
16
5.4
1.01
1.02
1.01
6.3
6.5
18
17
5.9
1.07
1.07
1.05
6.7
2.1
19
18
5.8
1.12
1.10
1.05
6.4
4.9
20
19
6.0
1.10
1.08
1.04
6.5
8.3
21
20
5.3
1.02
1.05
1.01
7.0
7.5
22
21
4.7
.97
1.00
1.02
6.5
9.5
23
22
4.3
.95
.97
.99
5.4
7.3
24
23
5.1
1.00
.99
1.01
6.0
6.4
The mean interest rate on government bonds is 2 percent below the mean
outside loan rate in a given round .
139
TABLE A
Random Number
Value to be Added to Mean
1
- .5
2-11
- .4
12 - 56
- .3
57 - 176
- .2
177 - 386
- .1
387 - 638
639 - 848
+ .1
849 - 968
+ .2
969 - 1013
+ .3
1014 - 1023
+ .4
1024
+ .5
The interest rate on government bonds is determined in the same
fashion, except that the average is 2% less than the average outside loan
interest rate and the values associated with the random numbers are half of the
loan values .
Because the round number is incremented during output, all interest
rates calculated during the EDIT routine will use a different average from those
calculated during output. This difference is apparent only for the interest rates
on government bonds . For example , capital bonds which are floated as inputs to
round 3 have an average interest rate of 3.7%. A current bond floated during
the simulation executed to produce Round 3 to cover a department deficit would have
an average interest rate of 3.3%. (See Figure 1.)
Return on Conservative and Speculative Investments - The average
return on conservative and speculative investments is the same for each team in
a given round, but a standard value (described in the Players' Manual) is
applied to that average for each team . The standard value applied is derived from
a table similar to, but with wider diversity than, Table A above. For example,
in round 2 one owner of conservative stocks may have the value of his investments
increased by 6 . 3 percent (the average) but another owner may have his increased
by 8.0 percnet.
b. Federal-State Aid
Two government departments (SC and MS) receive federal-state
aid automatically for certain current programs . The School Department
receives two federal-state aid dollars for every local dollar spent on welfare,
up to the limit
140
Three government departments (SC, HY , and PZ) may request
and receive federal-state aid for capital projects. These departments must
match the federal-state aid received with specified amounts of their own
funds. Each aid request for a capital project has a specified probability
of being funded in a given round. These conditions are summarized below:
Department
SC
HY
Project
Build or
Upgrade
Schools
Build HY1
Build HY2
Build HY3
Maximum
Number
of
Requests
30 road
segments ,
in total -
Matching
Ratio (F-S
to Local
1:1
1:9
1:1
2:1
Probability
.60 for first request
.40 for second request ,
.30 for third request -
.80
.50
.30
PZ
Purchase
N/A
.15
c/
a/
- The probability increases as the jurisdiction public school
enrollment averages more than 18,000 per school, and decreases as the average
enrollment is less than 18,000.
b/
Or five separate Federal-State aid requests, whichever comes first.
c/
- The probability decreases with the amount requested and as the
population per square mile of parkland exceeds 100,000 persons.
141
A department that receives federal-state aid may spend that aid
in the following round or any round thereafter . In other words , the aid
is granted and the department can spend the aid whenever it pleases.
In the case of SC and HY , the aid must be spent on the specific construc-
tion project for which it was requested. For example, if the proposed
SCI at 10842 received the federal-state aid, the aid can only be used for that
specific proposed school. The federal-state aid for PZ is not tied to a particu-
lar location. Therefore, it can be used to purchase parkland or PI anywhere
in the system .
The game director may at his own initiative or in response to
player requests , develop any new federal-state aid program by using his
$CASH prerogatives, i.e. , he can input cash to any economic or government
account. This option has been used on many occasions to simulate such federal
programs as Model Cities, Urban Renewal, Low Cost Housing Support, Mass
Transit Demonstration Grants, Small Business Administration, Labor
Department Training Grants, etc.
c. Federal-State Taxes
Federal - Federal personal and business income taxes are paid by
local system population units and businesses. The federal income tax
rates are:
Taxpayer Rate
PH 12% of employment income
PM 6% of employment income
PL 3% of employment income
Businesses
Of first $25,000 net income 22%
Of remainder of net income
over $25,000 48%
These federal tax rates do not change during the play.
State - State sales taxes are paid by all private purchasers of
goods and services whether the selling establishment is in the local or
Outside System . The state sales tax is fixed at 3% of total expenditures
for goods and services.
142
d. Migration
The game director has the option both of choosing one of two
methods of migrating Pi's and of directly affecting migration results
by specifying the number of in-migrants by class. The details of the
migration module are explained in section J of this Appendix. With
respect to the Outside System , however , it is important to recognize
that the people moving in and out of the local system also operate
within a larger national system . That is , to the extent that the
local system attracts on the net migrants from the Outside it will
grow at a faster rate than natural population growth alone would allow .
Conversely , if local conditions are such that there is a net out-migration
from the local system to the Outside System , then the local population will
stabilize or decrease depending upon the extent of the out-migration.
e . Auction and Bids
Local system decision-makers are dealing with the Outside
System any time they make a bid to purchase a piece of land that is
not owned by someone in the local system . The value of the land owned
by the Outside System is calculated by using a formula that takes into
account the location of the land with respect to terminals , residences ,
employment and road access. The formula also takes into account the
zoning of the parcel and whether or not it has utility services. More
specifically , the value of a computer-owned parcel is calculated so that:
Each round , six outside-owned parcels are selected randomly
to be auctioned to the highest bidder. The value of outside-owned land is
determined each round from:
PRICE which equals the full market value of an
outside-owned parcel
VALUE which equals the average for 100% value for
100% of privately owned and undeveloped
parcels (a minimum of $64,000)
POINTS which equals the sum of the parcel's points
as described below
„_ . . . . value X points , value
PRICE which equals c +
50 15
For each parcel, points are calculated on the following scale:
Distance to nearest terminal (miles) :
Distance 12 3 4 5 6+
Points 45 40 35 30 25 20 5
143
Dis t ance to nearest residence (miles) :
Distance 12 3 4 5 6+
Points 18 15 12 9 6 3
Distance to nearest employment (miles) :
Distance 12 3 4 5+
Points 25 20 15 10 5
Utilities : 20 points if present; if not
Zoning Classification :
Zoning Code IP's 20's 30's 40's 51 52 53 60's
25 20 20 15 3 6 12
Road Access :
For each road whch enters an intersection at a corner of the parcel
but does not border the parcel (a maximum of 8 roads) .
Road Level 12 3
Points 12 3
The probability of a bid being accepted depends upon the amount
of the bid in relation to the value of the land as calculated by the land value
formula , competing bids , and the type of bid (an auctioned parcel or an
unsolicited bid) . The probabilities and computer procedures for land bids
are described in the CITY IV Players' Manual.
f . Construction Industry
The game director controls the construction module in that he may
determine whether or not local construction industries will be employed in
a play. Use of local CI's also means that a year time lag for construction
is in effect and that the cost of outside construction becomes 130 percent
of normal construction costs .
Several land uses can be constructed only by outside firms.
These are:
CI = $120 m Surface Rail Track = $4 m/mile
UT Plant = $ 30 m Underground
Rail Station = $ 1 m Rail Track = $14 m/mile
144
The remainder of the land uses may be constructed by either local or
outside construction firms. When CITY IV is being played without local CI's,
development costs for outside construction are equal to typical costs. When
local CI's are being employed, then outside construction costs are 130 percent
of typical costs .
g. Suppliers of Goods and Services
Some goods and services are purchased only from the outside:
1. BG and BS requirements (regular plus maintenance)
2. Bus and rail rolling stock (purchase and maintenance)
3 . Highway maintenance
4. Utility service to parcels and (operating costs)
5. All transportation and terminal expenses
The purchase of other goods and services are made either from
local firms or from the outside depending upon the capacity, prices and
location of local establishments; boycotts on the part of the consumers;
transportation access; and contractual shopping agreements.
Since Outside System prices are fixed (at 130 percent of typical
inside prices) , the Outside firms offer an effective upper limit on the
price that can be charged by local monopoly or colluding firms. Whereas
all local firms have finite capacities to sell goods and services , the Out-
side System has an infinite capacity in so far as the demands of the local
system are concerned.
145
X. BUSINESS PROFITABILITY
The Master Sheets for economic developments show profitability
(typical rates of return and breakeven points) for the various land uses .
These are provided so that economic decision-makers will have some
idea of the annual return that is possible from different investment
decisions . The rate of return is the percent of development cost that is
earned each round (net income by a development assuming certain
conditions. The break-even point is the capacity at which a commercial
development must operate in order to cover the fixed and variable costs
of staying in business .
Basic Industry
In calculating estimated net incomes , many simplifying assumptions
were made. "Typical" prices for the output of the three basic industries
were: HI1 - $190 ,000 per CU; LI; -$115,000; and NS1 - $110 ,000 ,
assuming a value ratio of 100 and satisfactory employment requirements.
The wage bill , purchases from BG and BS , and utility charges were
assumed to be at typical prices.
Transportation, depreciation, taxes, and amortization
payments can vary over a wide range. To obtain estimates of this
group of annual expenditures , the following assumptions were made:
that the travel distance was two miles to the assigned terminal and BG
and three to the BS , using per mile travel costs for an HY2; that a
municipal service plant with a use index of 110 was used to account for
the effect of municipal service quality on depreciation; that the entire
construciton cost (a "typical" figure) was entirely financed by a
loan at an interest rate of 5% to calculate the amortization payment;
that the assessment ratio was 50%, the property tax 3% and the corporate
income tax 50%.
With these assumptions , the rates of return obtained were 26% for
HI, LI, and NS . These rates represent a sort of "typical average maximum
rate of return" . That is , it is a rate of return a businessman could expect
if all prices were at their typical values , the business cycle was at its
average value, and all other variables were at their typical, average
or normal value .
Commercial Business
For commercial enterprises other simplifying assumptions
were necessary. Typical prices per CU of output were assumed: BG
and BS = $100 , 000 and PG and PS = $10 , 000 . Each enterprise was
assumed to be operating at 80% of design capacity. In terms of CU's
sold this is: BG = 4000 , BS = 1200 , PG = 12,800 , and PS = 6400 . Costs
such as the wage bill and utility charges are constant for industries;
146
whereas purchases of goods and services vary with output, but the
relationship is a linear one and therefore easily calculated. The
same assumptions were made for commercial enterprises as for basic
industry with regard to transportation, depreciation, amortization
payments and taxes. The rates of return obtained were: BG = 29%,
BS = 41%, PG = 29% and PS = 37%. In this case the rates represent some
sort of typical return under fairly ideal circumstances . The variability
of the rate of return for BS and PS is considerably greater than for BG
and PG (as a function of CU's sold) . The breakeven point in terms of
CU's sold, for each business type (on the above assumptions) was:
BG = 2800 (56%) , BS = 1065 (71%) , PG = 9050 (57%) , and PS = 5600 (68%) .
Construction Industry
For the construction industry the assumptions above hold except
that the wage bill is not constant; rather, it varies proportionately with
the amount of capacity used. The construction industry pays the costs
of transporting equipment to the building site , in addition to the transpor-
tation cost to BG and BS . The average distance from construction industry
to building site was assumed to be 5 miles . With the construction industry
operating at 80% capacity, the rate of return was calculated to be 22%,
and the breakeven point was 250 capacity units (25 percent capacity)
under fairly ideal circumstances.
Residences
With regard to residences , the relevant assumptions are
that the residences are occupied at design capacity. Typical assumed
rents paid by the three income classes are: high - $330,000, middle -
$200,000 and low - $140,000 per population unit. Construction cost
of residences at QI of 100 are set at: RA - $1 million, RB - $6 million and
RC - $25 million. Construction costs do not, however, decrease pro-
portionately to the QI; rather they decrease half as fast (see note in
Master Sheets for Residence) . Rates of return vary depending on the
income class for which the residence is built (assuming that the
desired income class actually becomes the resident income class) .
147
XI. THE MIGRATION PROCESS
1 . Summary
Unlike the employment process , the migration process
operates on all three classes at once. First, a percentage of the
unemployed and underemployed Pi's are moved out of the local system
thus vacating their local housing. Then, for any housing which remains
over 120% occupied (such would be the case if a fully occupied residence
unit were partically or totally demolished) , enough Pi's are removed
to reduce the occupancy to 120%. A percentage of the total population,
selected randomly from each class , also vacates its housing . Another
10% of the local population is selected to vacate its housing due to dis-
satisfaction .
After all of the local movers have been selected and have
vacated their housing, they, together with inmigrants and natural
population growth , seek housing in the local system . Those who do
not find housing leave the local system .
2 . Index Calculations
The diagram on the next page shows the components of
each index which contributes to the Quality of Life Index .
The Environmental Index is a characteristic of a parcel;
the Personal Index is a characteristic of people.
a . Environmental Index
(1) Pollution Index
index is:
If a parcel has surface water , the pollution
3
(W-3.5)
where W is the surface water quality rating this year.
If a parcel does not have surface water but does border
(on at least one full side) a parcel which has surface water , its pollution
index is half of the average pollution indexes of those parcels which it
borders and which have surface water .
148
COMPONENTS OF THE QUALITY OF LIFE INDEX
Pollution Index
(Pollution Dissatisfaction)
Dependent upon
• Water Quality Rating
Neighborhood Index
(Neighborhood Dissatisfaction)
Dependent Upon
e Housing Quality
a Rent Charged
e School Quality
• MS Quality
• Tax Rates or Welfare Payment
Environmental Index
(Environmental
Dissatisfaction)
T
Health Index
(Health Dissatisfaction)
Dependent Upon
• Coliform Count
• Residential Crowding
o MS Quality
Quality of Life
Index (Total
Dissatisfaction)
4*
Personal Index
(Personal
Dissatisfaction)
Time Index
(Dissatisfaction with
Time Allocation)
Dependent Upon
• Involuntary Time
• Transportation Time
• Recreation Time
149
(2) Neighborhood Index (No components of the
Neighborhood Index can be negative)
(a) Residence Quality :
C-Q
where Q is the residence quality index this year and C is a constant
which varies by class (for low, C=70; for middle, C=90; for high, C=100)
(b) Residence Rent :
(R-T) * D
where R is the rent charged per space unit at the residence this year
and T is the typical rent charged to the class (a loaded data base
parameter)
and D is a constant which varies by class (for low, D=3; for middle, D=2;
for high, D=l)
(c) MS Use Index:
MS-100
where MS is last year's use index of the MS now serving the parcel.
(d) School Use Index :
SC-100
where SC is last year's use index of the school now serving the parcel.
(e) Tax Rates (for PM and PH only) :
1/4 point for each mil resident income, services, and
goods tax rate and 1/8 point for each mil land and developments tax rate in
the jurisdiction this year.
(f) Welfare Rates (for PL only) :
(2000-W)/25
where W is the welfare payment per unemployed worker in the
jurisdiction this year.
150
(3) Personal Index
(a) Health Index (No components of the Health
Index can be negative)
MS: (MS-100J/4
where MS is last year's use index of the MS unit now serving the parcel.
Residential Crowding :
(P-100J/.8
where P is the percent occupancy of the residence last year.
Coliform :
If the parcel has surface water , the coliform
component of its Health Index is:
C/4
where C is the coliform parts/MG in the surface water at the time that the
surface water is assigned its quality rating this year.
If a parcel does not have surface water but adjoins (touches at least a
corner) a surface water parcel, its coliform component is that of the adjoin-
ing parcel having the highest coliform component.
This component has a maximum value of 50 .
(b) Time Index :
Involuntary Time :
1 point for each time unit in involuntary
activity last year.
Transportation Time :
5 points for each average time spent in
transportation last year.
Recreation Time :
Subtract 1 point for each time unit spent in
recreation last year. For each point over 100 of last year's use index
of the park with the highest use index within a 3-parcel radius of the
parcel, the time subtracted here is decreased by 1 percent.
151
3. Outmigration due to unemployment and underemployment
Of those Pi's who are unemployed or underemployed, 33% of PH , 25%
of PM , and 15% of PL automatically out-migrate and vacate their housing.
4 . Selection of those seeking housing
a. Displaced due to overcrowding
After the outmigrating Pi's described in 3 above are
removed from their housing, percent occupancy is recalculated. Pi's
are then selected to move out of overcrowded housing (housing over
120% occupied) . Usually, overcrowded conditions exist only when
residences have been demolished. However, the director may have
loaded a city with cases of over 120% occupancy. When more than one class
lives on an overcrowded parcel, the displaced Pi's are removed in proportion
to the number living there in each class.
b. Most Dissatisfied in the System
A randomly selected half of the 20% of each class's (Pi's with the
highest Quality of Life Indexes) move out of their housing. The total number
of Pi's used here includes those unemployed and underemployed who auto-
matically outmigrate.
c. Randomly Chosen in the System
Of the other 80%, a random 1% of Pi's, 5% of PM's and
7% of PH's cacate their current housing .
d. In-Migrants*
The number of in-migrants from the Outside System in any class
is 1% of the number in the class in the local system plus one PI for each job which
is vacant at the beginning of this round (in HI, LI, NS, BG, BS , PG, PS, CI,
Bus , Rail , SC , and MS) . The number of jobs previously filled but which have
been eliminated due to demolition or cutbacks are subtracted from the vacancies
counted.
e. Natural Population Growth*
1 - 1/2% of the total population of each class is added to the
number of in-migrants in order to represent the natural population growth.
The director may use his control over the absolute number of in-migrating
population units by class to override the calculations of number of in-migrants
and natural population growth .
152
5.
Housing Placement
The list of Pi's looking for housing is randomly ordered.
Each PI takes the best (lowest Environmental Index) acceptable*
available housing. If the best housing would be over 120% crowded
if the PI were to move in , the PI looks at the second best acceptable
housing. (A residence's Environmental Index is raised 1 point for every
1% over 100% occupancy.)
Those who vacated their housing for reasons of dissatisfaction
or random selection who cannot find acceptable local system housing with
an Environmental Index below their previous Environmental Index will
out-migrate. The other types of housing seekers outmigrate only if they
cannot find acceptable housing .
Within a single migration cycle, a PI which vacates its housing
for any reason cannot move back into that housing .
When a PI moves into a residence, its education level and voter
registration are averaged with those of the inhabitants in its class and it
takes the same preferred time allocation as the previous residents. If a PI
moves into a residence which was previously unoccupied by its class, its
characteristics and preferred time allocation are the same as they were at
its previous residence location, or, in the case of new in-migrants , the
characteristics and preferred time allocations shown in the table below.
Class
Time Allocation Units
PL
PM
PH
Extra job
40
30
20
Free Education
20
30
Pay Education
5
20
Politics
10
20
40
Recreation
20
10
10
Characteristics
Education Level
15
55
85
Voter Registration
100
40
200
Previous Savings
Acceptable housing is housing with a QI ranging from 20 to 70 for
low, 40 to 100 for middle, and 71 to 100 for high.
153
If more than one PI moves into a housing unit previously
unoccupied by that class and the Pi's have different characteristics
(time allocation, education level, voter registration, and previous
savings) , the characteristics of the first PI group to choose the housing
are assumed for all the Pi's.
A PI which moves from one place in the loca system to another
keeps its previous job location. Although its previous job may not turn out
to be its best job after the move, there is still the bias toward retaining the
previous job.
154
XII. OPERATING PROGRAMS OF THE CITY MODEL: 360 VERSION
1 . MIGRAT - main migration driver .
HSDSST - calculate and stores dissatisfaction indices for all
GETCUT -
MOOUT -
UNCRWD -
DISPLC -
INMIG
Pi's on board.
determines what personal dissatisfaction constitutes
a 20% cutoff point for each class.
determines how many Pi's of each class on each
residence working at each employment location will
move out for reasons of 1) unemployment, 2) underemploy-
ment, 3) mobility, or 4) dissatisfaction.
calculates percent occupancy of each residence and
determines how many Pi's of each class on each resi-
dence must move out as a result of overcrowding.
determines how many Pi's of each class on each
residence working at each employment location will
move out in order to move out enough to satisfy
UNCRWD 's requirements.
determines how many immigrants will move in and
how much population growth there will be .
SETUP - determines where Pi's will move into, using
PICKRS - finds best available acceptable housing.
MOIN - does actual moving in of Pi's as determined by SETUP
JANOUT - prints migration detail .
MIGSUM -
KLEAR -
prints migration summary,
tidies up after demolitions.
155
2.
GAILMN
3.
4.
EDORD -
DEPREC
5.
ASVSET
6.
7.
EMP -
TRTRC -
8 . EMPRT -
9.
SETCAP
10.
EMPSUM
11.
LOADMS
12.
MSQUAL
13.
LOADS C
14.
NSPACK
15.
TMALC -
calculates water usage, pollution, water quality.
orders Pi's of each class according to education level.
depreciates private developments , retaining what VR was
after depreciation , then set VR to maintenance level if higher
than VR .
determines assessed values of private properties depending
on assessment input and land and building market value.
employment optimizer - determines full time employment
locations for all Pi's - uses transportation.
full time employment transportation route trace - uses
transportation to determine and print out employment
transportation routes and costs.
TRTRC reiterates using
CONGES - determines road and rapid transit congestion
after each iteration of TRTRC
part-time employment optimizer - uses transportation -
prints part-time work allocation.
determines capacity of businesses based on employment
and value ration.
prints out employment summary.
determines load on MS's - depreciates and renovates MS's.
stores use index of MS serving each residence and business.
determines which Pi's will go to school outside system -
determines load on schools - depreciates and renovates
schools.
determines available and requested adult education -
allocates time for adult education.
determines allocation of time - how much time goes into
involuntary - modifies voter registration in accordance with
politics time and time and education level in accordance with
adult education time - allocates Pi's to parks and determines
park use indices.
156
16 . ONAC -
17. PRCSET -
18. SETCOM -
19.
20.
OPCM -
COMDIG
21.
TERMS -
does construction contracts accounting - alters status
of contracts based on CI capacities and transfers funds
for contracts.
determines prices industries will get for output - determines
maintenance costs for BG and BS - determines property taxes
for businesses and residences.
determines commercial requirements for Pi's businesses,
and residences.
commercial optimizer - uses transportation.
prints commercial diagnostics.
terminal optimizer.
OUTPUT SECTIONS
22.
PRYMAN -
private output driv
23.
WRYOU -
social output.
24.
WRRES -
residential.
25.
WBUSS -
business.
26.
ECBOY -
economic boycott.
27.
LANDO -
land summary.
28.
CONIN -
CI contracts.
29.
FLSTA -
financial statement
30.
LOSTA -
loan statement.
31.
UTS -
utility
32.
PWS -
municipal services
33.
PZ -
planning and zonir
34.
SCHOUT -
school
35.
HYWAY -
highway.
157
36. BSRROT - bus and rail.
37. CHIO - chairman.
38. GOVMNT - government summary
39. IDEMEC - summary statistics.
158
APPENDIX H
OPTIONAL GAME FORMATS AND SUGGESTIONS
APPENDIX H: Optional Game Formats and Suggestions
As described in Chapter II there are a number of areas for variability in
the game format of CITY MODEL. This appendix will serve as a further extension
of those formats. It should be emphasized that these role descriptions are guide-
lines intended as an exemplary framework from which the game director can focus
specific issues and applications relevant to a particular group or play.
1 . Mass Media
This role performs a communication function presently absent in the
formal structure of the model. In a gameroom context the mass media would
control and use blackboards , a public address system or podium , copying
machines for leaflets , etc . Responsibility for this role is analogous to that of a
newspaper, radio station, or television station in the community. Indeed, de-
pending on the size of the group playing CITY MODEL , it may be desirable to
have competing newspapers and television stations that vie for credibility and
support from the game players , while exerting influence through advertizing ,
public notices, announcements, editorials and campaign speeches.
The mass media may be established in one of several ways . An open auction
or closed bid , conducted by the game director , could award the mass media to the
highest bidder. In this case , a bidder must have available cash to pay the auction
bid price. Payment for the mass media would be accomplished by a cash transfer of
funds from the successful bidder's account to the outside system. Since social
decision-makers have no cash transfer capability , they would have to propose
imaginative arrangements to bring about a consortium of roles to manage the
mass media. Another way to establish the mass media would be simply through
designation by the game director. The mass media sets its own charges for
for "air time" and "newspaper space." These charges to users would be
accomplished by cash transfer decisions.
2. Federal-State Aid Controller
This role performs a channeling and dispensing function for financial aid,
presently handled in a probabilistic manner in the model. Responsibility in this
role is analogous to that of a Federal or State agency lending funds and granting
assistance to municipalities on a shared or matched basis. Since most funding
for the municipal departments in the CITY MODEL is accomplished through the
computer , this role could function as a "pork barrel" of federal funds to be
distributed at the discretion of the F-S controller . These funds could be in
addition to those requested via computer decisions. One basis upon which the
departments would be eligible for funds could be through an application proposal
to the F-S controller. Such applications, stating the need, objectives, and
intended use of requested funds , could be reviewed by the F-S controller and
funds could be allocated in accordance with a pre-determined goal or priority ,
or at the direction of the controller .
160
The F-S controller may be selected by the game director , voted in by
the social sector, or hired from a series of applicants by the municipalities.
Funds are made available for this role via cash transfers from the Outside
System. Annual funds should reflect the status of the National Business Cycle,
(i.e. , upswing or downswing) ; or the game director may replicate stodgy
congressional appropriations with funding cut-offs in certain areas, (i.e. , no
money for education , only for crime prevention through MS department) . The
game director should specify an upper limit for the F-S controller each round.
3. Data and Information Consultant
This role allows advice and information retrieval to be profitable for an
economic decision-maker or government department that chooses to accept the
responsibility. With control of the employment and shopping diagnostics, along
with land values, and summary data, this role has a "corner" on information
useful but not essential to other game players. Thus, this role is analogous
to an economic or social survey consultant offering analytical information
(at a price) to government and business interests.
The Data and Information Consultant may be established through a bid
or auction procedure similar to that described in the mass media. Once desig-
nated , the D 5 I consultant is able to charge his own rates for consultation on
data. These charges would be accomplished by cash transfer decisions, except
in the social sector where information might be available free or for a non-cash
charge such as traded votes, etc.
4. Alternative Forms of Government
There are numerous variations on a chief executive/elected council
that are available as a governmental form. The structure of the model easily
accommodates an elected mayor with no council, an elected payor with council,
an appointed city manager with or without council, or finally a council alone.
Obviously , group executive decision-making has its drawbacks , but the council
option may provide a useful lesson. When configuration of more than one juris-
diction is used, exeuctive decision-making may be combined and coordinated,
but departmental decisions remain bounded by jurisdictional lines.
This does not preclude an executive body similar to a Metropolitan
Council of Governments with advisory and policy-making powers that affect
member jurisdictions.
The chief executive (Chairman) in CITY MODEL can be elected for a
term of variable length, while the terms of councilmen may either coincide
or overlap . Overlapping terms insures some continuity in the executive
process which is useful in a gaming situation where players are initially
unfamiliar with many roles.
161
Since the chief executive in CITY MODEL is elected by the population, he
must run on a platform that appeals to a majority of voters. This platform can
represent a spectrum of ideology from socialism to dictatorship .
5. Legal System
The CITY MODEL format can operate without a legal system , and does so
on a default basis with the game director providing regulations as needed .
However , over a number of rounds of play , it may be desirable to establish
a formal set of regulation and laws (rules) by which the game players carry
out their activities. Such a set of regulations may be termed the "Legal System."
The legal system acts as the vehicle to enforce laws and regulations established
by the council, and/or chairman through a judiciary and penal code.
A judge (or judges) may be either elected at large from the group of game
players , or be appointed by the chairman or game director for a specified term
(minimum of 3 rounds is suggested) . A penal code can be drawn up during the
first round (or pre-determined and ratified by the population units as a referen-
dum) . Thereafter, amendments may be drawn up by the judiciary, and approved
by the council and/or chairman.
6 . Insurgency
This activity , at the discretion of the game director , could be performed
by any player willing to accept the potential consequence of punishment via
the penal code. For instance, a player may decide to "blow-up" an industry which
he and others are striking against for higher wages. The effects of this action will
be borne out in future rounds for everyone to observe: loss of potential jobs,
reduction of tax base, loss of investment, surplus of labor, lowered wages
elsewhere , etc . "blowing up" a development can be accomplished by submitting
a demolish decision. The player (s) responsible for this decision must identify
themselves to the judiciary and their subsequent escape or arrest will be determined
on a random basis proportional to typical crime statistics, (i.e. , rolling dice four
times to obtain four 6's might mean escape , while failure to do so would subject
the player (s) to the penal code.
The penal code might call for player "imprisonment" for 3 rounds with loss
of 1/2 of his assets and all decision-making power. In the case of Social Sector
players , there might be loss of voting rights , loss of jobs , and loss of decison-
making ability. (Loss of jobs could be accomplished by submitting boycott
decisions against primary employers in the system.)
7 . Holding Corporations
This technique is fairly common in the business world, and allows several
economic decision-makers to divide or combine assets for specific purposes. For
instance, one economic decision-maker may "buy out" another and use the "bought"
162
role as a finance company for making loans to other players; or perhaps all
highrise housing may be combined , operated , and maintained under one
"umbrella" corporation. Such a technique could demonstrate the effectiveness
of "single purpose" corporations to the game players. Holding corporations can
be set up by simply transferring assets and holdings to a vacant decision-making
role.
8. Building Inspector
This role allows for a checking and inspection process of all developed
facilities, especially dwelling units. Likewise all new construction might be
reviewed and approved through the Building Inspector to insure that proposed
projects meet minimum standards as expressed in value ratio, maintenance levels,
conformance to master plan , etc .
The Building Inspector could be appointed by the game director or
Chairman, or a member of the Planning and Zoning department could serve
as Building Inspector in an ex-officio capacity.
9. Citizen Commissions
There are several bodies of representative citizens that may be implemented
to focus on specific functions during play of CITY MODEL .
a. A Planning Commission, composed of citizen representatives elected
from (pre-defined) wards , would serve a deliberative appeal and approval
function, while the Planning and Zoning Department would serve as a staff
function . Issues and policies would be directed from the Commission to
be articulated in plan terms by the Department staff. The commission would be
directly responsible to the population , while the department would be respon-
sible to the commission, and to the Chairman. Ex-officio members could then be
added at the discretion of the game director.
b. A School Board, composed of citizen representatives elected from each
of the School Districts , whose functions would be analogous to those of the Planning
Commission, but focused on matters of educational policy.
c. A Transit Commission, composed of citizen representatives elected
at large, whose functions would be analogous to those of the Planning Commission,
but focused on matters of transportation policy dealing with the Bus , Rapid Rail ,
and Highway Departments .
d. A Model Cities Commission, composed of citizen representatives elected
from a designated neighborhood area. This commission would be a deliberative
and action group responsible for attaining and implementing special funds
made available for their "Model Cities Neighborhood." These funds would be
in addition to the normal municipal funding via government departments , and
could be available from the Federal-State Aid Controller .
163
10. Citizen Interest Groups
Informally , players may choose to organize the population units they
represent in a number of ways to make their voices heard more effectively .
a. Ad Hoc Committees to focus on specific issues such as school quality,
overpricing, housing quality, etc. , could be made up of those decision-makers
concerned enough about an issue to mobilize and act as a coalition.
b. Pressure groups might consist of decision-makers or population
units with common goals and interests such as land-owners, people on welfare,
purchasers of Business Services, etc. Such groups could develop a residual
attitude and policy which would represent an identifiable force in the political
process.
c . Unions might consist of low and middle income population units working
at an HI plant, or perhaps a white collar union of high income workers at an NS
establishement. These organizations could articulate the goals and desires
of their constituency and be compsed of a representative hierarchy.
d. Political parties could be formed by social decision-makers who
would register their population units at the beginning of play based on a given
philosophy for each party . Such a structure might encourage patronage in the
Government departments along party lines and party ideology.
164
APPENDIX I
SCENARIOS FOR THE FIVE CITY MODEL CONFIGURATIONS
BIG CITY
TRI-CITY
MORAY COUNTY
DUNBEATH
LOTHIAN
BIG CITY SCENARIO
The city of PORTMOUTH is approximately 133 square miles in
area with a population of about 1 .03 million. The surrounding NAIRN
COUNTY area (which encompasses 492 square miles) has a population of
about 513,000 persons.
PORTMOUTH's downtown core, bisected by a bay inlet, is a
concentration of commercial and industrial activity nearly a hundred
years old.
Until 25 years ago, the downtown area was the focus of employ-
ment as well as residential and cultural activities . With its relatively slow
population growth , it easily provided room for residential development
close to downtown .
However, with the construction of the two rapid rail links extending
to the north and northwest as well as a beltway and bay tunnel, a tremendous
outward growth ensued. Lower density residential development blossomed
on the fringes of the core area, particularly in the suburban NAIRN COUNTY.
Now , the metropolitan area has two satellite industrial centers ,
one to the north and one to the west of PORTMOUTH , in addition to an
older commercial center in the county.
These suburbs have developed where two major highways cross ,
one of which has direct access to downtown core of PORTMOUTH . These
"lifelines" of commuter traffic, more than adequate a few years ago, are
choked with traffic and congestion. This condition has given the suburbs
further incentive to develop , in hopes of attracting a further incentive to
develop, in hopes of attracting a greater portion of the city's work force
and consumer market. Even though they are all within the same county
jurisdiction, each of these satellite centers is distinctly different.
166
"Netherly," to the north, is a relatively high income, high quality
suburb, with good residential service facilities and an industrial park.
"Wick," to the west, is a medium income, mediocre quality suburb
with a good employment base but inadequate residential service facilities.
"Swordale," to the south, is a relatively low-income, low quality
suburb with adequate residential service facilities , but with no employment
base and relatively poor access to PORTMOUTH downtown core.
Although PORTMOUTH , with its central core of commerce and
industry, has comparatively more job opportunities within its boundaries
than many cities of similar size, an unemployment problem exists. Nearly
23% of its low-income workers are unemployed , while the county suburbs
enjoy full employment.
In addition, the suburbs are growing more rapidly industrially
and commercially than the city; jobs are moving outward with population.
This poses additional problems to those workers in the city who cannot
afford to commute to suburban employment of shopping.
Several recent actions by the city residents have set the tone for
political relations between PORTMOUTH and NAIRN COUNTY .
Significantly, they voted to create a metropolitan transit commission.
This transit commission , made up of representatives from both PORTMOUTH
and NAIRN COUNTY, reviews the development and operation of the Rapid
Rail and Bus Systems . The actual appropriations and funding responsibilities
remain within the governments of each of the jurisdictions, however.
The rapid rail system , which presently offers fast economical
access from "Netherly" to downtown has helped to maintain the livelihood
of downtown businesses. But, the rapid rail is merely a linear connection
between several points and not an efficient transportation network. The
existing bus routes run largely independent of the rapid rail schedules.
Thus , the appeal and effectiveness of public transportation is offset by
lengthy rides to destinations. Even "close-in" PORTMOUTH residents
drive to suburban shopping and employment centers to reduce frustration
and travel time .
However , it was the hope of PORTMOUTH politicians , as well
as many of its residents , that the further development of a coordinated
and balanced transit system would reduce some of the intolerable automobile
congestion and cause consumers to start shopping downtown again.
167
Another significant event was the defeat of a referendum to establish
a county-wide joint school system. PORTMOUTH residents passed it over-
whelmingly, but it lost by a wide margin in the county. The coalition of
liberal upper class suburbanites and inner city residents expended their
"political ammunition" on this campaign and felt that the climate for con-
sideration of this issue would not become favorable again for many years .
The county's schools are in very good condition. They have high
quality teachers at good salaries , and low student-teacher ratios which
afford individual attention to each student. Their physical facilities are
almost unsurpassed , since they are the beneficiary of recent advances in
construction and educational technology.
PORTMOUTH' s schools, on the other hand, are generally in poor
condition . The old dilapidated facilities are difficult to modify and costly
to improve , creating an atmosphere in which it is difficult to retain teachers
or students . A high percentage of the students in PORTMOUTH attending
costly private schools are an indication of the problem . On top of these
problems , the PORTMOUTH school year, and Ad Hoc Citizens Committee
for Improved School circulated a petition calling for increased funding of
school improvements. Sixty-six percent of the city's voting population
endorsed the petition and it was on the mayor's desk two weeks before the
primary election. His inaction on the petition proved to be his downfall
in the primary where his opponent made an issue of school spending. He
is now completing his term as a "lame duck" mayor, with the upcoming
election to decide who will lead PORTMOUTH over the next several years.
168
TRI-CITY SCENARIO
Three separate cities comprise the tri-city area: AVIEMORE to
the west, BO/NESS to the northeast, and CUMBERNAULD to the southeast.
The three cities are interdependent to the extent that workers and goods
flow between them, but they are independent as political entities.
AVIEMORE has a concentration of heavy industry, 60% of the
total in the entire tri-city area. Its population of 200,000 people of primarily
lower-income classes has a relatively high density (5300/sq. mi.) for a city
of its size . Its industrial structures are dilapidated and one of its square
mile parcels contains the worst slum in the area , whose inhabitants are
among the poorest educated in the region. Even housing inhabited by
middle and high-income groups is inferior to the housing available in the
other two cities.
BO 'NESS is an elite high-income town with only two light industries
and two business establishments. Its population of 150,000 people has a
relatively low density of 3600/sq. mi. . Many high-income class workers
take the commuter rail into CUMBERNAULD to work at the industrial and
commercial enterprises located there. In the past there has also been
some reverse commuter traffic of low-income workers from CUMBERNAULD
to BO'NESS to work in the personal service firms there.
CUMBERNAULD is basically a middle-income community with a
fairly even balance of heavy and light industry , and national services ,
and a sufficient component of local businesses. Its population of 250,000
people has a medium density of 4500/sq. mi. .
Businessmen in AVIEMORE have been unwilling to hire local
low-income workers because of their extremely low level of education.
Instead, businessmen hire most of their low-income workers from
CUMBERNAULD who travel upwards of 20 miles to their jobs. Conse-
quently, there is extensive low-income unemployment in AVIEMORE and
even though the welfare payment per worker is only $600 per annum ,
the municipal services department is saddled with extremely large
welfare expenditures.
169
A commuter rail line running into BO'NESS from the northeast
and continuing on directly south into and out of CUMBERNAULD running
parallel to the main highway connects these two cities, which are 19
miles apart. There are also main highways connecting AVIEMORE 24 miles to
CUMBERNAULD , and 32 miles to BO'NESS . A regional airport lies on the
northern outskirts of CUMBERNAULD .
In addition to the 135 privately owned developed or partially
developed square mile parcels overall, there are also a large number of
privately -owned, undeveloped parcels. Of particular note are the 16
square miles of completely vacant land (owned by local businessmen)
lying between the three cities .
The quality of schools and other public services vary greatly
among the cities. BO'NESS has provided its residents with exceptionally
good schools and a large amount of parkland relative to the number of
people served. Although there is no bus service, BO'NESS has maintained
excellence among the remaining municipally supplied services.
CUMBERNAULD has generally maintained high quality public
services, except for the section adjacent to and south of the industrial area.
Here both the schools and municipal services have dilapidated physical
structures and insufficient employees to fulfill the demands placed upon
them . The amount of parkland has kept pace with the population growth
and bus service is quite good.
In AVIEMORE the municipal government has shown itself incapable
of meeting local demands . Even the schools and municipal services in
higher income neighborhoods are inferior and many high and middle income
parents find it necessary to send their children to private schools. Bus
service does exist , but the buses are old and break down so often there is
never a full contingent on the road. The amount of new parkland provided
has lagged behind population growth.
Together, the three cities of AVIEMORE , BO'NESS and CUMBERNAULD
exhibit diverse settings, each with different sets of problems. Thus, appropri-
ate remedies for each of the cities problems are not necessarily the same and
very well may conflict with one another.
170
MORAY COUNTY SCENARIO
MORAY is a rural county with a population of 11 , 500 , over half of
whom are low-income class people. The only urbanized development is
located at the intersection of two county trunk roads , one running north-
south, and the other running east-west. About 2500 people make their
residence near this intersection, while the remainder of the population
is spread out along the two county trunk roads .
There are no ongoing businesses of any kind in MORAY COUNTY,
nor are there any industries. The only employers within the county are
a municipal services plant and a school . Additional employment is available
in two nearby cities, beyond the borders of MORAY COUNTY, one to the
north and the other to the west . These two cities are separate jurisdictions
over which local decision-makers have no control. Thus, the present
capacity of the government facilities to employ the residents of MORAY
COUNTY is limited to the capacity of schools and municipal service plants
in the county and the two adjacent cities. Future employment capacity will
depend on MORAY COUNTY'S ability to stimulate growth and development,
success in gaining federal funds , and the extent of growth and expansion
of the two adjacent cities. (It is suggested that the game director or a
select group of players could operate the economic activities of the two
adjacent cities via cash transfers from the Outside.)
171
DUNBEATH SCENARIO
DUNBEATH is a medium sized city of 290,000 population encom-
passing a developed area of 42 square miles. There is, however, a large
amount of privately owned undeveloped land within the core area as well
as on the fringe , where zoning was recently obtained for a new industrial
park.
The industrial and commercial area is centered within a two to
three mile radius of the terminal , which is a focal point in the city . The
low-income residential section of DUNBEATH extends into the northeast
which contains a garden apartment complex at parcel 10026 comprising
the worst slum in the city. The remaining low-income housing is of
mediocre quality and generally overcrowded. The public facilities
serving the northeast section of town are all inferior to those in the
other parts of town . The school in the northeast is overcrowded , with a
poor student-teacher ratio of 25-1 and a low value ratio of 65, compared
to student teacher ratios of 15-1 or less and significantly higher value ratios
in the other schools . The municipal services department is uniformly bad
throughout the city as police and fire stations and hiring policies have
continually lagged behind DUNBEATH' s recent rapid growth. Likewise,
the road system in the northeast has been allowed to deteriorate signifi-
cantly. In addition, the bus service that exists does not serve the low
income people of northeast. Finally, the planning and zoning department
has failed to provide any parkland at all in the northeast residential
area, while providing abundant parkland in the south and northwest.
172
The southwest section of DUNBEATH is a high-income residential
area where all public services , except municipal services , are plentiful
and of high quality. The northwest neighborhoods and the few residential
developments in the southeast are largely middle income with some higher
income people .
The growth pattern of DUNBEATH has been a mad rush of land
speculation and almost unrestricted development , with the municipal
planning agency nothing more than a tool of the economic interests ,
granting all zoning changes requested. For this reason new developments
have leapfrogged large tracts of undeveloped land to build housing on
cheaper land further from the center city. This has resulted in a very
uneconomic land use pattern with large totally vacant areas in and near
the center of the city, particularly in the northern half of the city. With
the election of a new mayor the question now arises whether such policies
will continue and scattered development be the inevitable result.
173
5. LOTHIAN SCENARIO
i LOTHIAN is a medium sized town of 50,000 people. This city
is distributed over an area of 1/9 sq. mile parcels at a relatively low
density of about 1,000/sq. mile. Thus, since LOTHIAN urban development
occupies most of the board , this scenario will draw attention to intra-city
aspects.
The west side is the older section of town and has deteriorated
to a low-income residential area. The two heavy industries and the bus-
iness goods firm have also deteriorated over the years to a point where they
are operating at only about 70% of their peak efficiency. A swampy area
winds its way from the terminal in a south-westerly direction. The
municipal government has periodically proclaimed its determination to
drain the swamp to make space available for new homes and parkland,
but has not followed through on its promise .
LOTHIAN has grown toward the west along the main highway
running east and west, because a new north-south interstate highway was
built slightly less than two miles to the east of the older industrial complex.
The principal commercial firms are located at the intersection of these two
highways, comprising what is essentially the new downtown area. A new
light industrial complex has grown up further to the east and the surrounding
area has become the high-income neighborhood.
The Deveron River runs through the northeast section adding an
appeal for wealthier families because of the scenic and recreational
opportunities it offers.
174
As might be expected , the schools and other public services are
better in the newer upper class section of the town than in either the lower
or middle class residential sections. The student-teacher ratio and educa-
tional program, as well as the physical condition of the structures are
all excellent in the northeastern school district. To the west the middle
and low-income class areas have relatively poor quality of schooling .
The school district in the far western section is inferior to all other
districts .
Deteriorated conditions also exist in the case of municipal
services . In addition , there is much more parkland in the eastern
half of the town, particularly bordering the river, than in the west.
The road network provides equally good access for all sections of the
town, although the roads are better maintained in the eastern portion.
The Bus Department actually serves the low and middle income areas
better than the high income areas.
LOTHIAN is currently experiencing extremely high unemploy-
ment due to the slackening of new construction. But, it is expected that
new construction starts will pick up shortly and the rate of unemployment
will fall to no more than ^-6%. The housing vacancy rate is approximately
4% spread fairly evenly throughout the town .
175
APPENDIX J
DEFINITION OF LAND USE TYPES
G
CD
o
i-H
43
CO
rH
OCT
CD
>t
G
— b
CO >H
XJ
CD
o G M
Censu
Indust
CD
J5
13
O
r— 1
•i-H
par
rnit
mbe
H->
o
CD
ft 3 3
o
l-H
H < fe hJ
CO
a
ry ferrous
ry nonferro
CD
G
CO
CD
i— i
o
•i-H
43
CD
>
+->
Mh
Cd
o
G
cr
CD
CO
G
cd
!h
-t->
bo
G
CO
Id
u
ir-plastic
nondurable
durable
ical machim
durable
nondurable
CO cd
s a
•rH
43
u
cd
>h
O
rH
CD
•i-H
4-J
(3
'c n M M iJ In h
S 75 CD CD n CD CD
•rH •!-(
4->
O
•I-l
43
4->
•i-H
CD
45
ti 43 43 53 45 45
-J H-> -4-> ^_| H-> +J
Ph PL,
£
S
< O
Ph
urtoowoo
CD
XJ
Cd
tH
H->
CD
CD
Q
i—H
G
cd
cd
CO
!h
CD
.— <
G
o
CO
45
G
s?
13
•rH
CD
XJ
u
O
H->
CO
cj
G
X)
G
G
O
•rH
l-H
+-»
cd
XJ
O
rH
•r-t
cd
4H
•i-H
X)
CO
G
CO
cd
cd
-t->
i-H
CO
U
2
co
-a
o
o
O
o
u
o
cd
43
o
H
CD
X
CD
H
CD ^
cd 43
a g
< J
CD
!h
G
•i-H
G
>H
G
s
G
CD
CO
1 — I
cd
-M
CD
CD
O
G
cd
G
•rH
XJ
rH
O
COOHNCOtWCOCnMCO
HCMNCNCNCMCNCMINCOrO
rH
CD
Oh
Cd CD
o
cd
S
Li, Ph Ph CO Ph
CD
CUD
G
>i CD
M a
rH
G
CO
G
XJ
G
co
CD
r» rrj
>> G
* G
43
co cd
T3 rH
O G ...
O T3 -t- 1
m ri a
CD — i ^
43 2. G
Sal
X) £ CO
G +-> O
O G O
G 43 M
Gh
•rH
>. cr
CD ^
CO
G
cd
rH
2 H
co co
45
u
cd
co
M cd
as
rH
Ph
CD
43
U
o
•r-<
H->
CO
cd
co
13
H->
CD
s
XJ
CD
Gh
I
}H rH Cd
CD CD O
43 45
■9 3 43
G cd cd
Ph _1 Cd
rH
CD
G
•rH
rG
u
cd
s
co
rH G
cd CD
3 H
CO
G
o
CD
G
CD CO CO
CNJCSJCOCOCOCOCOCO
CD
43 bJO
cd C5
+J rH -rH
33^
CD
S
o
43X3 G
H->
w c £
-g g ciH
2 C G
CO
CO
G
X)
G
CO
X3
e gc
ily:
man
t—i
H rH
H->
45
CIO
• rH
j3
o
G
•i-H
urab
rim a
oods
rJ
w^'
XJ ft fcuO
CO
CO
Jh
i-H
CO
CD
cd
CO
U
• i— i
CD "-'
CD
•rH
CO
1 — 1
rH
:sale trad
ing mater
CJ
G
cd
CD
cd
CJ
CD
CUD
cd
XJ
>>
-t->
• rH
CD
U
G
cd
•rH
XJ
CD
G
U
CD
rH
G
CO
G
hole
uild
CJ
CO
fS pq
r-t
CNJ
CO
O CS1
CD
CO
CD
LO LO
CO
CD
o
•<-{
>
rH
CD
U
CD
CO
■ i— i
>
CO
CD
Gh
>»
-:— '
tin
i — 1
• — i
cd
cd
G
G
O
O
•i-i
•i-H
■*->
+->
cd
cd
G
S
CO
X)
o
o
O
cd
u
o
O X3
■^ G
O
co
cd
co cd
XJ ro H
CD
CO
CO
CD CO X3
G X3 co
•rH o 3
2 o -o
G COD c
PQ ~ .5
o
rH
CD
6
E
o
u
CO
w
Ph
H
w
co
O
Q
2
<
rJ
o
o
I-H
H
•-H
2
H
w
p
>
o
t-H >i
O CO
B
CO
2
a
177
04
G
o
CD
>i
CO *H
77, m
M rrH
CD
CO
•f-{
CO
T3
CD
o
■l-<
G
cd
>
rG
M
o
CD
?r! co
CO
iS s
CO
CO
_ o
CD
G
£co
•rH
CD TJ
CO
G o
G
CD O
PQ
O fe
CO
CD
O
cd
i— i
ft
tDJD
G
•rH
r*
G
CD
CJ
•rH
>
u
CD
CO
■rH
rH
T) _
•rH
cd
G
O
T3 cd
CO
S "S
U
CD
« £
Oh
bD .
•G cd
£ rH
CD CD
■P rC
ti rG
Cd -rJ
O +->
w o
ffi O
CO
CD
CJ
•r-<
>
rH
CD
CO
cd
a,
CD
Ph
G
CD
S
G
•rH
cd
-r->
rH
CD
+->
G
W
G
O
•rH
+->
cd
rH r->
Cfl j*»
G c
•G O
S E
—
CO
CD
o
•rH
>
rH
CD
CO
G
o
G
CD
6
43 G
Cd rH
O CD
3 >
T3 O
W O
caD
G
•rH
CO
G
o
rG
CD
rH
cd
ctr
rr2 DO
Cd -rH
O £
3 G
Cd rH
Ph H
G
o
•43"
rH
O
ft
CO
G
cd
rH
H
rH
CD
rG
CO
CD
o
•rH
>
rH
CD
CO
>>
rH
cd
+->
•rH
9
CO
CO
Cfl
CD
CD
G
G
13
G
O
o
CO
w
Ph
>h
H
w
CO
rD
Q
<
rJ
h
O
o
H
k-H
r-C
r3H
Q
■rH
CD
U
o
4->
CO
CJ
G
T3
G
G
O
•rH
i— i
+->
TJ
cd
u
rH
•rH
cd
• rH
X)
CO
G
CO
cd
cd
4->
i— 4
CO U
fc £^
o
HH >,
CJ CO
CO
CD
CJ
>
rH
CD
CO
CO
CO
CD
G
•rH
Cfl
G
PQ
CO
CD
o
•rH
>
rH
CD
CO
Cfl
CO CD Cfl
G o G
CD
> CD
G
\A c
cd
,£ Cd
— <
CO — i
— i
1— 1
CD
i— i CD
u
cd cj
CO
130 Cfl
rH
CD Tj
S
JS
CO H OJ
tv CO CO
CO
CD
CO
CO
CD
CO
PQ
CD
CO
•I-H
-G
G
cd
rG
CJ
rH
CD
I— (
cd
lH r
CD CO
CO
G
CD
•rH
o
Cfl
■I-H
_ G
CO
>
u
ss
T3
O
CD
O o
o
CO
CO H->
O
CO
CO
ices
rily
i-H
cd
CD
G
w
G
> 2
O
<
•i-H
Cfl
G
u B
CO rH
CO
CD
2
Ph
~ ft
Ph
CO
CO
rH
CD
i-H
cd
CD
T3
CD CD
rH >
G
CD
a *
r- W
cd 'O
*-> o ■s
co o G
Ph [14 <
CO "* to
LTD in to
o
a
o
r „ DC
m C!
P CO
CO CO
CD CD
CO g
O rH
cd O
r-H *->
rH £
O ^
CO CD
ftto
tlD^H
CO
cces
horn
nkin
Reta
G
o
< TJ
•rH
rH CO
■*->
cd
-p S
G *
TJ CD
CO
Cd CD
- rH.
G G
cd cd
CD
CD G
r-H
O
•-<
>
par
rnit
CO
CD
rH
O
ting
seel
CD
ft G
cd £
CO
cd
c! CO
in W CO
G
cd
CD
Cfl
CD
CJ
•rH
>
rH
CD
CO
i-H
cd
G
o
en
rH
CD
cd
ft
CD
Ph
PQ Ph W Ph
cd
ft
CD
Ph
O
+->
G
<
o
CO
G
O
CD
C „
cd PU
i — i
- 1 G
CD 3
Cfl
■M
G
CD
S
CD
Cfl
G
s
OtOOCNtOCOCOOi
COCO[sMN[sNN
Cfl
CD
O
•rH
>
rH
CD
CO
i-H
cd
G
o
Cfl
rH
CD
Ph
CO
Ph
G
o
Cfl
•rH
CD
O
•i-H
cd
CJ
>
G
Jh
-a
CD
CD
CO
bfl
i — i
cd
G
•r-H
fttj
•rH
o
•i-H
G
G
2
G
■ — i
CJ
X)
CD
CO
G
o
Cfl o
O —i
O rQ
rG G
O ft
CO — '
CJ
CO
CO
CD
O
•rH
>
•rH
rH
CD
CO
CO
G
cd
rH
>>
lusing
on
ation
vices
H
rH
CD
bfl
G
CD
CO
CO
cd
Ph
•r-<
G
co
CO
arehc
ortati
tation
sport
n ser
n
G
CO
£ ft rH G O
CO
co o co 43
G
cd
CO
* G O..^ rt
tut
ailroad
rucking
ater Tra
ir Trans
ipeline T
ransport
rQ
rH
c3
■t-i
13
o
o
u
-t->
u
CD
r— !
Ph H rS < PL, H hJ
w
O (M ^* lO CO C-^
rH
OJ
^f ^ ^ ^J 1 ^t* ^J 1
>*
<3»
CO
1— I
cd
G
•rH
s
rH
CD
H
co
G
rQ
T3
G
cd
cd
rH
ft
cd
Ph
H
d co
&
PQ
s
Cfl
CD
•rH
+-•
rG
•43
rD
178
APPENDIX K
CITY MODEL — SMALL SCALE
1. MASTER SHEET FOR BASIC INDUSTRY*
HI1
LI1
NS1
Land Development
Typical Construction Cost
Land Requirement
Depreciation and
Maintenance Rates
Annual Normal (%)
As a Result of
MS Quality (%)
$10,500,000
28-6
3.1
3.1Q
$6,500,000
24%
2.6
2.6Q
$5,000,000
20%
3.0
3.0Q
__ . _ MS Use Index - 100,
INote: Q = — -)
Income
Maximum Output
(design capacity)
Average Price per Unit
(set by "Outside System")
Expenditures
Employment Requirements
PH - 12 workers
PM - 16 workers
PL - 20 workers
1000 units
1000 units
1000 units
$19,000,000
$11,500,000
$11,000,000
21(0)
29(1)
9(0)
15(0)
11(1)
11(1)
23(1)
9(0)
9(0)
(Note: Numbers in parentheses indicate part-time employment units.)
Typical Wage Bill
(if at full employment and typical
salaries of $10,000, $5,000 and
2,500 are offered) $5,370,000
$3,360,000
$4,050,000
BG and BS Requirements
For 1% Maintenance
and/or Renovation
BG:
9 units
4 units
1 unit
BS:
1 . 5 units
2 . 5 units
4 units
Note that the Basic Industries are divided into eleven SIC categories which can be
developed in this small scale simulation.
180
Master Sheet for Basic Industry - (continued)
for Normal Operations
BG
BS
HI1
420 units
60 units
LI1
190 units
100 units
NS1
60 units
230 units
(Note : BG and BS can be purchased either from local BG and BS establishments
at competitive prices or from the outside system at a fixed price of $13,000 per
unit . )
Utility Requirements
402 units
135 units
76 units
(Note : The price for utility service is set by the Utility Department. The "typical"
price is $1 , 000 per unit . )
Transportation
Charges per distance unit
Along
HY3 to:
BG $16/CU
BS $16/CU
Terminal $28,000
$16/CU $16/CU
$16/CU $16/CU
$8,500
(Note: An HY3 is the least expensive road. Charges
are double on an HY2 and
triple on an HY1.)
Taxes
Local
Property
Sales
Local tax rates are set by the Chairman
Federal and State
Business Income (State)
Business Income (Federal)
Sales Tax (State)
5% of (gross income minus salaries , minus
goods and services payments , minus maintenance
payments , minus state sales tax and local sales
tax , and minus property tax) .
22% of first $25,000 of (gross income minus
salaries , minus goods and services payments ,
minus maintenance payments , minus state
sales tax , minus local sales tax , minus property
tax, minus state income tax) plus 48% of rest
(minus the same deductions) .
3% of the total purchases of BG and BS .
181
2 . MASTER SHEET FOR THE CONSTRUCTION INDUSTRY
CI1
Land Development
Development Cost (equipment units)
Land Requirement
Depreciation (equipment)
As a Function of Use
Capacity (equipment units)
Expenditures
Employment Requirements
$12,000,000
20%
.04C*
1000
1 population unit of
each class per 50 units
of labor
Typical Wage Bill
(if typical salaries of $10 ,000 ,
$5,000 and $2,500 are offered)
$250,000 per 50
units of labor
Per unit of Equipment
BG
BS
.44 units
.06 units
(Note : BG and BS may be purchased either from local BG and BS
establishments at competitive prices or from the "Outside System" at
"fixed cost" of $13 ,000 per unit . )
Transportation Charges per distance
unit along HY3 per CU of construction
to BG:
to BS
to Build Site
$7
1
2
(Note : A HY3 is the least expensive road to travel. Costs are double on
a HY2 and triple on a HY1 .)
*
_ equipment units used
design capacity
182
Master Sheet for the Construction Industry - (continued)
CI1
Taxes
Local
Property Sales
Federal and State
Business Income
(State)
Business Income
(Federal)
Local Tax Rates are set by the Chairman
5% of (gross income minus salaries , minus
goods and services payments, minus
maintenance payments , minus state
sales tax and local sales tax , and minus
property tax) .
22% of first $25,000 of (gross income minus
salaries, minus goods and services
payments, minus maintenance payments,
minus local sales tax, minus state sales
tax , minus property tax , minus state
income tax) plus 48% of rest (minus
the same deductions) .
Sales Tax
(State)
3% of the total purchases of BG and BS
183
CONSTRUCTION CAPACITY REQUIREMENTS
Construction
Units
Demolition
Units of
Units of
of
Units of
Units of
Land Use
Equipment
Material
Labor
Equipment
Material
Basic Industry
HI1
525
525
525
105
359
LI1
325
325
325
65
222
NS1
250
250
250
50
171
Local Service
Industry
BG1
135
125
125
25
86
BS1
50
50
50
10
34
PG1
150
150
150
30
103
PS1
50
50
50
10
34
Residences*
RA1
5
5
5
1
3
RBI
30
30
30
6
21
RC1
125
125
125
25
86
Public Structures
SCI
135
135
135
27
92
MSI
150
150
150
30
103
HY1
4
4
4
1
3
TM1
70
70
70
14
42
These requirements of equipment, materials, and labor are for residence
construction at QI = 100. But, new housing can be built at a lower quality
index (as low as QI = 40) . Requirements diminish according to the equation:
R = 1/200 S (100 + X) where S is the units of equipment and material or
the units of labor required to the same type of residence at QI = X.
Using an RC1 as an example, the requirements at QI = 80 are 113, at
QI = 60 are 100 , and at QI = 40 are 80 .
184
3. MASTER SHEET FOR COMMERCIAL ESTABLISHMENTS
BG1 BS1 PG1 PS1
Land Development
Typical Construction
Cost Land $2,500,000 $1,000,000 $3,000,000 $1,000,000
Requirements 24% 20% 16% 12%
Depreciation and
Maintenance
Depreciation Rates
Annual Normal (%) 1.5 2.0 1.6 2.2
As Result of MS
Quality (%) 2.5Q* 3.0Q 2.6Q 3.2Q
As Result of Use .015C** . 02C .016C .022C
MS Use Index - 100
(Note: *Q =
100
4 . 4 . r _ (Actual Use of Commercial Establishment) -
~ (Effective Capacity of Commercial Establishment)
Income
Design Capacity
(units)
5,000 1,500
16,000
8,000
Typical Price
per unit
$10,000 $10,000
$1,000
$1,000
Typical Maximum
Income
$50,000,000 $15,000,000
$16,000,000
$8,000,(
Expenditures
Employment
Requirements
PH - 12 workers:
14(1) 20(1)
8(0)
6(0)
PM - 16 workers:
7(0) 9(0)
13(1)
11(1)
PL - 20 workers:
8(0) 9(0)
22(2)
16(2)
(Note: Numbers in
parentheses indicate part-time
employment units .)
Typical Wage Bill
(If at full employment and
typical salaries of $10,000;
$5,000 and $2,500 are
offered.) $2,760,000 $3,690,000 $3,280,000 $2,580,000
185
Master Sheet for Commercial Establishments - (continued)
BG1
BS1
PG1
PS1
BG and BS Requirements
per unit of output
For normal operation
outside
BG
BS
For 1% Renovation
S Maintenance
Outside
BG
BS
nts
$8,300
$5,800
(fixed cost)
(fixed cost)
—
—
.037 units
.03 units
.017 units
.01 units
$25,000
$10,000
(fixed cost)
(fixed cost)
2 units
.75 units
1 unit
.25 units
(Note : BG and BS can be purchased from either local BG and BS establishments
(except for BG and BS establishments which cannot purchase from themselves)
at competitive prices or from the "Outside System" at a fixed cost of
$13,000 per unit.)
Utility Requirements 112 units
71 units
99 units
77 units
(Note : The price for utility service is set by the Utility Department. The
"typical" price is $1,000 per unit.)
Transportation Charges
Per unit of output
Per distance unit on HY3
from terminal $13.3
to BG .57 .50
to BS .27 .17
(Note : An HY3 is the least expensive road. Costs are double on an HY2 and
triple on an HY1.)
Taxes
Local
Property
Sales
Local tax rates are set by the Chairman
186
Master Sheet for Commercial Establishments - (continued)
Federal and State
Business Income
(State)
Business Income
(Federal)
Sales Tax
(State)
5% of (gross income minus salaries minus goods and
services payments, minus maintenance payments,
minus state sales tax and local sales tax, and
minus property tax) .
22% of first $25 ,000 of (gross income minus salaries ,
minus goods and services payments, minus
maintenance payments , minus state sales tax ,
minus local sales tax, minus property tax,
minus state income tax)
3% of the total purchases of BG and BS .
187
4. MASTER SHEET FOR RESIDENCES
RA1
RBI
RC1
Land Development
Typical Construction Cost
(at VR = 100)
Land Requirement
$100,000
12%
$600,000
12%
$2,500,000
12%
Depreciation and Maintenance
Depreciation Rates
Annual Normal (%)
Result of MS Quality (%)
2
1Q
3
1Q
4
1Q
rivT . _ MS Use Index - 100,
(Note: Q = jqq )
Design Capacity
PH
PM
PL
l
1.5
2
6
9
12
25
37.5
50
Rent
Typical Rents/PLl
PH tenants
PM tenants
PL tenants
$16,500
15,000
14,000
$16,500
15,000
14,000
$16,500
15,000
14,000
Income Typical Rent at
Design Capacity
PH
PM
PL
33,000
30,000
28,000
198,000
180,000
168,000
825,000
750,000
700,000
Expenditures
PG and PS requirements
For 1% renovation or maintenance
PG
PS
.7 units
.3 units
4 units
2 units
17 units
8 units
(Note: PG and PS may be purchased
either from local PG and PS establishments
or from the "Outside System" at a fixed price of $1,300 per unit.)
Utility Requirements
4 units
26 units
117 units
(Note : Prices for utility service are set by the Utility Department. The "typical"
price for a unit of service is $1 , 000 . )
188
Master Sheet for Residences - (continued)
Taxes
Local
Property-
Sales
Local tax rates are set by the Chairman
Federal and State
Business Income
(State)
Business Income
(Federal)
Sales Tax
(State)
5% of (gross income minus salaries,
minus goods and services payments ,
minus maintenance payments , minus state
sales tax and local sales tax , and
minus property tax) .
22% of first $25,000 of (gross income
minus salaries , minus goods and services
payments , minus maintenance payments ,
minus state sales tax , minus local sales
tax , minus property tax , minus state
income tax) , plus 48% of rest (minus the
same deductions) 3% of the total purchases
of PG and PS .
3% of the total purchases of PG and PS .
189
5. MASTER SHEET FOR SOCIAL SECTOR
PH
PM
PL
Population Characteristics
High
Middle
Low
Number of People
50
50
50
Number of Workers
12
16
20
Number of Students
13
14
10
Normal Number of
Registered Voters
20
14
10
Educational Range
70-99
40-69
0-39
Economic Characteristics
Typical Salary per Worker
$10,000
$5,000
$2,500
Typical Salary per
Population Unit
$120,000
$80,000
$50,000
PG and PS requirements
PG
34 units
28 units
21 units
PS
16 units
11 units
7 units
(Note: PG and PS may be bou
ght from local PG and PS establishments at
competitive prices (about $1,000 per unit) or from the "Outside System"
at a fixed price of $1,300 per unit.)
Typical Rents
$33,000
$20,000
$14,000
(Note : Rents are set by economic decision-makers. Actual rents may
range above or below these figures.)
Transportation Charges
Travel to Work by Auto
Base Cost
$210/worker $190/worker $140/worker
Distance Unit Cost on
HY1
HY2
HY3
$20/worker/DU $18/worker/DU $16/worker/DU
$16/worker/DU $15/worker/DU $13/worker/DU
$13/worker/DU $12/worker/DU $10/worker/DU
Travel to Work by Bus
Rates set by Bus Company
Travel to PG
by Auto
Cost per Distance Unit
on HY3:
$2 per Unit $2 per Unit
consumed consumed
$2 per Unit
consumed
190
Master Sheet for the Social Sector - (continued)
PH
PM
PL
Travel to PS by Auto
Cost per Distance Unit $2 per Unit $2 per Unit
on HYConsumed Consumed Consumed
$2 per Unit
Cost of Private Education
Taxes
Local
Sales
Income
Federal-State
Sales
Income
Social Characteristics
Units of Time to Allocate
Time Consumption
Travel to Work per
Distance Unit on
Uncongested
HY1
HY2
HY3
By Bus Per Distance Unit on
HY1
HY2
HY3
Waiting
Walk
$3,750 $2,500 $1,250
Local tax rates set by Chairman
3% of total purchase of PG/PS
12% (wages) 6% (wages) 3% (wages)
100 time units 100 time units 100 time units
1 time unit
.67 time units
.33 time unit
1 .3 time units
1 time unit
.67 time units
1 time unit
.33 time unit
1 time unit
. 67 time units
.33 time unit
1 .3 time units
1 time unit
.67 time unit
1 time unit
.33 time unit
1 time unit
.67 time units
.33 time unit
1 .3 time units
1 time unit
.67 time unit
1 time unit
.33 time unit
(Note : Highway congestion (for auto or bus) increases time consumption
in direct proportion to the amount of congestion that occurs.)
191
Master Sheet for the Social Sector - (continued
PH PM PL
Extra Work
Units of Time for
Full-Time Job 80 80 80
Typical Salary
per time unit $1,500 $1,000 $625
Adult Education
Annual Time Units
required to maintain
maximum education level 27 20 26
Cost per Time Unit for
private adult education $300 $300 $300
Politics
Units of Time for 7% increase
in voters
Units of time for 15%
increase in voters
Recreation
Units of PG per unit of time
Units of PS per unit of time
10
10
10
60
60
60
.1
.075
.05
.05
.025
192
6. MASTER SHEET FOR THE SCHOOL DEPARTMENT
General Characteristics
Land Development
Typical Construction Cost
Land Requirement
Depreciation and Maintenance
Annual Depreciation Rate
BG and BS Requirements
For 1% Renovation or Maintenance
BG
BS
For Normal Operation
BG
BS
Federal-State Aid
Capital
Current (automatic)
SCI
$2,700,000
16%
2%
2 units
7 units
8 units
3 units
$1 for every local $1
$225 per student
Design Capacity (students) as a Function of Employment Mix
PM Teacher 12 3 4 5
Units
PH Teacher
Units
252 414 684 990 1,224
1 360 591 846 1,120 1,332 1,530
2 720 990 1,260 1,550 1,746 1,944
3 1,080 1,404 1,692 2,000* 2,196 2,376
4 1,314 1,746 2,106 2,340 2,520 2,700
5 1,710 2,070 2,340 2,664 2,844 3,000
6 1,980 2,385 2,682 2,988 3,132 3,285
1,314
1,710
2,124
2,556
2,862
3,150
3,420
The least cost design capacity of an SCI .
(Note: There are 12 teachers in a PH and 16 teachers in a PM.)
193
Master Sheet for the School Department - (continued)
Population Unit Characteristics
Characteristics
Number of students
Criteria for Refusal to
attend Public Schools
Value Ratio (Min.)
Student-Teacher Ratio (Max . )
Ratio of High to Middle Teachers
(Maximum)
Ratio of High to Middle Teachers
(Minimum)
Cost of Private Education
(for students)
PH
13
80
18:1
1:1
PM
14
60
22:1
3:4
$3,750 $2,500
PL
10
$1,250
Capital Federal-State Aid
1st Request: 60% chance of acceptance when students/school = 1 ,800
2nd Request: 40% chance of acceptance when students/school = 1 ,800
3rd Request: 30% chance of acceptance when students /school = 1 ,800
194
7 . MASTER SHEET FOR MUNICIPAL SERVICES DEPARTMENT
General Characteristics
Land Development
Typical Construction Cost
Land Requirement
Depreciation and Maintenance
Annual Depreciation Rate
BG and BS Requirements
For 1% Renovation or Maintenance
BG
BS
For Normal Operation
BG
BS
MSI
$3,000,000
12%
3.3%
2 units
1 unit
7 units
3 units
Design Capacity (MS units) as a Function of Employment Mix
12 3 4 5
PL Worker
Units
PM Worker
Units
1
200
2
400
3
600
4
730
5
950
6 1
,100
(Note: The
ire a
(Note : There are 16 workers in a PM and 20 workers in a PL.)
The least cost design capacity of MSI.
Drain on Municipal Services
Land Use
HI1
LI1
NS1
Drain of MS Units
105
65
50
6
140
230
380
500
680
730
330
470
620
740
850
950
550
770
860
970
1,080
1,180
780
940
1,100*
1,220
1,320
1,420
970
1,170
1,300
1,400
1,500
1,590
1,150
1,300
1,580
1,580
1,670
1,750
1,325
1,490
1,660
1,740
1,825
1,900
195
Master Sheet for Municipal Services Department - (continued)
Drain on Municipal Services (continued)
Land Use Drain of MS Units
BG1 25
BS1 10
PG1 30
PS1 10
RA1 10
RBI 60
RC1 250
196
8. MASTER SHEET FOR THE HIGHWAY DEPARTMENT
General Characteristics
Land Development
Typical Construction Costs
Land Requirements
HY1
TM1
$26,600
$1,400,000
8% from
12% from
2 sides
4 sides
(Note : Land requirements for HY2 are 12% and for HY3 are 16% (from both
sides of roadbed) and for TM2 are 16% and TM3 are 20% (from all four corners) .)
Depreciation and Maintenance
Depreciation due to Use 5.0Z None
(Note: Z = actual use/effective capacity; it is not applicable unless Z 0)
BG and BS Requirements
For 1% Renovation or Maintenance
BG
BS
Design Capacity
Road Unit Consumption per
Distance Unit
To Work by Auto
To Work by Bus
Level 1
Level 2
Level 3
Terminal Unit Consumption by:
HI1
LI1
BG1
Federal-State Aid
(for approved construction projects)
HY1
HY3
$233/distance
unit (fixed cost)
$33/distance unit —
(fixed cost)
500 units per
distance unit
10 units per
population unit
50 units
100 units
150 units
10,000 units
3000 units
1000 units
1 unit per CU sold
$1 for every
local $9
$1 for every
local $1
197
9. MASTER SHEET FOR PLANNING AND ZONING
Zoning Classification
Land Use
Any Use
Any Business
Any Manufacturing
HI
LI
CI
Any Commercial
NS
BG
BS
PG
PS
Any Residential
RA
RB
RC
Parkland
Classification
00 or —
10
20
21
22
23
30
31
32
33
34
35
40
41
42
43
50
Federal-State Aid is available for purchase of land with the probability
that aid will be granted increasing as the amount of the request decreases
and existing ratio of population/square mile of parkland increases.
198
10 . MASTER SHEET FOR THE UTILITY DEPARTMENT
General Characteristics
Level
Installation
Maximum Amount
of
Costs paid
of Utility Units
Service
to Outside
Installed
Level 1
200,000
100
Level 2
400,000
200
Level 3
500,000
300
Level 4
600,000
400
Level 5
800,000
500
Level 6
1,100,000
600
Level 7
1,400,000
700
Level 8
1,800,000
900
Level 9
2,800,000
1,300
Variable Cost Function of a UT1
Utility Units
Per Unit Operating
Total Operating
Served
Costs
Costs
300
$2,000
$600,000
600
1,333
800,000
900
963
866,666
1200
777
933,333
*1500
*666
1,000,000
1800
740
1,333,333
2100
793
1,666,666
2200
808
1,777,777
2500
844
2,111,111
2800
873
2,444,444
The least cost design capacity of a UT1 .
Utility Units Consumed
Land Use
Basic Industries
HI1
LI1
NS1
Commercial Establishments
BG1
BS1
PG1
PS1
Consumption
402
135
76
112
71
99
77
199
MASTER SHEET FOR THE UTILITY DEPARTMENT - (continued)
Utility Units Consumed (continued)
Land Use Consumption
Residences
RA1 4
RBI 26
RC1 117
Note : Typical price for utility service is $10 ,000 per unit.
The construction cost of a utiltiy plant is $12,000,000.
Utility plants must be built by the Outside .
200
11. MASTER SHEET FOR BUS COMPANY
General Characteristics
Operating Expenses
Fixed Cost of equipment per distance unit
Employment
Typical cost of labor per distance unit
$13,000 (13 units)
1,300
Units of labor required per distance unit
16
NOTE: Bus hires middle income (PM) workers only . There are 16
workers in a PM . The typical salary per worker is $5,000.
One PM supplies 1000 units of labor and 50 units of labor are
required to operate a bus (level 1) for one distance unit.
Depreciation and maintenance of equipment
Average rate (annual)
BG and BS requirements for 1% renovation
or maintenance
BG
BS
Passenger Capacity (people)
When value ratio = 100
Level 1 Route
Level 2 Route
Level 3 Route
3.5%
$4/unit of equipment
$6 /unit of equipment
300
600
900
201
12. INPUT EXPLANATION FORMS
CD
s
2
o
h
o
2
O
i— i
H
Hg
H 9
I-H 1— "
U to
I— 1
i
o
a
w
o
P
2 «
cj
3.*
HH
03 CO
s
Q2
o
2
O
03
cj
TJ
w
O
U
•2 !
.2 j
a»
P
CD
a.
G l+H
03 o
S f c ^
a S u m
G (X Jh >H
03 03 CO
o
>H
a)
G i
CD CD
3
n P
O 2 !m ° d c -
o o £j a, -a o £>
" G -n!
0) 03 _QJ
en
cd
03
T3 6 T3 cd -a £}
CO
03 -
O O
•i-H O
>H ,-H
Pnt»
C
o
CO
o
o
o
PQ .
< 03
P
Ph
to
° 1
8.3
■8 8
Ph £>
P-.
en
a <=>
03 O
(H <-<
■60-
03 .5
G "— '
g
o
•p-l
+->
CO
o
o
rtl
u
PQ
<
H
Ph
>
O
to-
U
cd
P
O
03
O ,-,
ChO
O ^
C/3 ,->
c
o
•rH
4->
CO
CJ
o
cj
P3
o
03
H
Ph
>
u
to-
S
rH
T3 S *-•
03 r^ritf c/3
•H (H M -
Shoo
— i C3JD O
cn pG -!h
cj
03
rO
CO
»
01 0) 0) c
-^ a! a-H
u
O 03 >>^ C/3
+-> ;H ^ h -
to S .G w co CVG
03
° 8
>>G
I-H
CO t
C/3 r-l
.5 o
03
03 >»r^ C/3
rH J-i }h -
« CO O °
£2
CO
CO
CO C/3
CO
O
O
col
m
<
H
Ph
>
u
to-
O
CD
CO
03
CO
•<-l
C/3
a
03
O
•rH
CO
■— 1
03
U
CO
P^
Ph
CO
03
03
03
tUD
DD
130
c
CO
CO
s
J3
^
J3
CJ
O
CJ
i
c
i-H
CO
03
6
C
■ — i
CD
CO
CD
>
03
03
c
o
•i-H
+->
CO
o
o
SI
CJ
PQ
.
„
CJ
<
CD
H
Ph
>
U
to-
03
O
G
CO
G
03
+->
C
•rH
CO
s
03
CJJO
fH
s
CD
>
J3
CD
O
h-1
203
TJ
CD
P
a
•rH
■*->
a
o
o
I
I
P
o
O
»— i
H
X
w
H
P
fin
2
CO
p
w
<
i
2
o
I— I
CO
i— i
u
w
n
u
o
2
O
u
w
w
hh
u
CO
r-1
.-J
-
G 2
5°.
B rH
CO «■
u
pq
P
w
E
H
O
«3-
O
4->
cu
o
>>
CD
CD
P
C
l| )
O
O
S
CD
T3
ft
fl
>i
CD
H
J
CO
O
O
O
CO *r>
O
P
U
PQ
o
+->
CD
w
P
H
O
CD
B
o
^ CO
>> >>
CD CO
c
o
o
u
o
PQ
CD
-p
•rH
CO
■M
p
O
CD
5
•S co
3 CO
°P
s £
CO T3
PL,
CO
U
PQ
<
P
w
p
H
O
«3-
I
CO
o
CD
^ „
CO CO
r< •*
C o
•-I o
4_) +->
CO CO
g »
e >
!-i .|-H
■H CO
S »H
3 CO
CO T3
2
Ul
u
PQ
<
P
w
p
H
o
4«-
I
CO
>
>H
CD
CO
C
O
o
O
CD
CO
M
G O
"* O
+-> +-<
CO CO
CD
CD
>
P
CO
Sh
CO
c o
P T3
I.S
cO — '
Ph
2
CO
O
hJ
J
►J
►J
w
w
CO
CO
u
pq
<
P
w
p
H
O
CD
>
•r-i
+->
CO
r— I
p
CD
CD
CO ^
— i CJ
73 °
CO CO
CO
rH
CO
+-> p
c o
p T3
I s
CO w
U
pq .
rn .
- U
- CJ
<3 CD
< CD
P
P
W
►J
P
PQ
h
P
o
O
■ea-
■««■
CD
>
•rH
4->
CO
>
Sh
CD
CO
c
O co
° ^
r-H O
CO co
CD
O
C
CO
G
CD
•M
•S ^
CO >
S^
i
-, o
5P 6
> CD
_CD 73
, ,
r— 1
C
o
•rH
CD O
+J
C — '
•rH
c— 1
f— I ►» ' — >
CD > M
> 2 C
CD C m-j
T3 •' H P
— • o P
O ^^3
CD
CO
P
C
cO
C
o
•r-t
+-"
CD CO
4= O
CO rin
u
CD
-d
CO
u si
CD
Dn-rH
TJ
•H ■"■ !
3 O
•rH
CO
T3 CD
p
O
P -o
5 M
>
bo
^ CO
CO o
Ph rH
(3 O
rH
CD
S
6
o
o
CD
O
a
CD
•rH
CO
CD
rH
CO
PQ
O
PQ
P
u
CD
O
•rH
rH
ft
CO
k4
Ph co CO
no 2
CD O .5
ftrH
CD
6
o
O O
i
CO
4. CD -S u_ CO -rj g
P rH ^ ^ CO rC ?
CO
CO
o
rH O
CD rH
X &
u
CD
o
C
CD
T3
•rH
CO
CD
rH
CO
CO
CD
c
■rH
CO
p
rQ
CD
S
o
CJ
o.S
+-• I
iS -a
CO 'P
co E
CO
o
o
rH
CD
M
^ rH
° S
CD
CO
CD CD -
CJ TJ CO
g B S .
?n +J CO ►*» « CD rH
rH « ,D r5 ^ g C
P CT 1 ^ CO r=J > >-'
P O rQ
204
•a
G
c
•rH
•M
c
o
o
pc
o
O
H
rJ
Ph
X
w
H
D
a.
2
CO
w
s
<
i
o
I— I
CO
i— (
o
w
p
o
O
o
w
w
rJ
h w
^ ~ g g m cL £ £
2 S cr! 3 pq a, co H
g
o
•rH
H->
CD cO
•S o
CO ^H
CO
0)
o
co
rH
4->
G
o
o
G
o
■43
CO
U
O
■— <
i— i
U
E
o
g
o
CJ
CO co
o
s 2
<-" CO
2 S * s
CO a) ••— >
6 T3 ttx
1
g
o
"G. IH
!h
.2 o o
T3 CO ^
G o TJ
ffl Ohh
u
4->
CO
p
Jh - Q) ' — ■
CO co u m
I r ft£
-h PQ SP -S
•rH ' ' Ph ' '
CO
u
G
CO
73
•rH
CO
CO
CO
•H CO O
G r-N
G
CO «H
rH rJ
o
o
CO
E —
o co
G rH O
rH m _.
<«■
^H PL, -6r> JO
CO
- CO
CO a)
■a 5 1 .s
CO rG £ *- '
O
G
Q3 CO
xj P
•rH JQ
CO *
G <+-i . n_.
>,i3 g & u S 9
GrQ
rH
O
©S «rS O-gc
5 R •£ 2
CO CO
s
00
G
2
rH
o
CO
irHOwE.SriSwG^E.SS^
- X
co a>
o x)
G G
CO • r " 1
2 >>
C0.tH
"G
u ™
G
IS cr
CO
CO
CO
G
CO
u_, CO
•G co
£ ^ -
H -i-H .rH
£ w CO
>» G co co
CO
° S
M
o O
, S2 2 c
T3
CO
2 co
6 xj I co a ^
?-6r>CO G E--^Ph CO+3
I
G (, i
cq £
CO r 1
> EC
co k.
co S
I
CO
+- 1 S T 1
r-< f* rH
..H G
rH '
- I
co co
^G
CO
U
CO
G
O 'S'tt O
-a
CO
CO
CO
CO
E
E
o
GcoasEoG-rjGO.r-jcog
E CO G OrC-STSrOrG-a CflrQ
G- 03
n ^°
u o
CO Q3 o
CO u -
rH -l-H ^
CIO rH r-4
co CX-w-
i
1—1 -rH
o
g"
new
leve
(0.
E
o
•rH
CO
+->
T3
•rH
205
-a
a>
a
•rH
H->
c
o
o
S
pel
O
h
O
i— i
H
<
•J
ft
W
H
P
Ph
2
CO
PS
w
I
o
i— i
CO
I— I
o
W
Q
O
i— i
S
o
w
Q
o
>*
H
i— i
u
CD
-a
o
CO
CJ
1
CJ
w
o
■r! Jh
fc
w
Decis
Make
PQ
<
O
•t->
CD
a
CO
T3
CO
<
O
U
CO
O
•93-
■3 I
CD «
a o
>•> CO
H Q
6
o
c
o
o
0)
c
o
■rH
CO
b0
C
CD
" r-l
bD o
o
CD
is to-
rn
CD
CD
S
F H r-i
m .1—1 ' !
c
epart
eceiv:
APita
URre
T5 h O U
>
C
o
CD
>
•iH
CD
CJ
CD CD 03
C I
I u CD CO
r-J rH Tj 3 H
3 1 &«!
CO
03 c -g
w ' T3 S T3 c0 T3
Ul
CD
1 | |
CO
a
CO
rC
en
Vh
co
H
o
rH
o
CD h->
re: S- rt
~ o c
n O -rH
rT >. tiO
°.° £l
COlrQ PQ
T3
CD
H->
o
o
o
rQ
CO
C
'43
o
CJ
riSrS
CD
CO
C
Ml
O
pq
.
fc
o
CD
H
O
I*
PQ
•03-
13
1
•r-t
O
rC
H->
H
CO
H->
CD
•rH
o
r— I
O
B+!
>>
s
CO
H->
o
o
CO
pq
o
CD
CO
H->
C
CD
S
206
s
o
o
H
<
<:
Ph
w
r-1
<
CO w
rJ
co
IX,
2
w
Q
O
H
I— I
u
co
I
o
I— I
co
I— I
u
w
Q
o
CO
no
CD
o
CO
g
o
•I-H
CO
•iH
o
II)
Q
o|
CD
ft
CO
•i-H
o
>>
CD
H
Q
g
o
CO Q3
CD +j ^H
.a g cu
c
o
c
s
G co "
a ^ g
G O ,
p aa
co +-;
CD 4-> 73
S3 a 3 -
a G -a T3
•3 P co CD
G°
o .
"•H CD
co G
g a
CD
S
G
-rH o a
i2^a S
S .o g p
G Ph Cd CD
M
>h o
G <=>
O .
CD
G
O
G
Si
•rH r*
CO CO
CD H-> U
.§si
CD
G
o
G
3 3 j)S
i
p ^
CO "
CO
G -S=» O
O 'H
CN
pq
CD
PQ
JKJ
-
CO
<
s
<3
w
CD
-a
i—i
o
H
u
te-
co .-a "5 -"
CJ 2 CO X3 w o
O
h->
CD
o
u
CD
>>%
(0 nti
8 m «>
O CD -r-l
- CO
G OT
< 3 .2,51 73
CD
O
G
CD
•i-H
CO
CD
G
O
•i-i
4->
CO
O
O
CO
+->
•i-H
G
P
CD
6
i
CO
CD
U
CJ
CD
a °
G
M fH O
CD
G
o
G
CO CO cj
+-•0
"G •-' -
G .-a
3 r2 * G
1*18
H-> -rH CD -rH
CO
+-> CJ
-rH .rH
G -2
P -
P ■ t -'
2? ft 3
G
O
•rH
H->
CO
CJ
P
G "O 'G
■G CO CD
CD
G
O
G
co
•i-H
G
P
CD
CO -rH O
H-> • -
X r* CD
CD U S
.5 I I
£3
I
CO
'•a
cj
CM
CO
r-t I-, G -tH r-H rH
2 CO X) >— o
PQ o
pq o3
3
w
S
l-H
H
U
U
G
O
CO
o
o
rQ T3
CD -2
6 £
•rH rJ
CO g
rS rH
r2 CO
o a
rO rD
CD
r— I
rO
CO
o
a rH
n. cO
CO au
M-. rS ^
a xj •—
co .a
rH
P
CO
rH
O
co -a w
CJD
CD
rC .
** O CD
+J | ° rH .,
coirQ o a
•p
+->
CD 1
h-j CD
G
^^3
CD
s
H-l
O MH
r^^
rH
o o
CO
rQ *->
ft
T3
CD
O
CJ
>>rG
O C/)
rQ >—
G
ft O
QgEl
o S
u j
Offi rl
rQ W O
col
pq o
pq o
< O
< U
H
U
pq
*r>
o
CJ
o
pq
rH
CO
r-H
r- H
o
-a
CD
CD >
•rH i~l
CO
s
r ^
CO
fc
rJ
CO
rC
rH
73
'N—-'
o
pq
pq
o
CD
<6
< U
W
D
rJ
«*
CD
bD
G
co
rG
O
207
o
o
i— i
H
W H O
H CJ
HH
cj »
CD
u
CO
g
o
•i-H
CO
CO
'o
M
CO
CO
PS
CO
TJ
O
cj
g
o
•rH
CO
•!~t
o
CO
Q
CO
ft
H
CO
CO
G O
g *a
§.s
CO w
CO DO CO
E > 3 g
CO CD G -ih
T3 >h cO TJ
PL.
cj
CN
33
U en
-33
rH U
33 Vh
o o
33
CO
<
o
CO
- s
CO o
9«.2
cO ij
U ft
t! 2
co ft
u ft
CO
u
CO
G O
G 13
I.S
CO ^
G
CD
s
+->
CO
ft
CO
T3
00 co
G
S c
G M-J
co T3
CJ
CN
33
U co
EC
CJ
33
co
<
CJ
•eo-
33
CJ
>h
O
CO
c
CO
in
o
•l-l
it
+J
U
CO
G
•rH
!h
U
ft
+->
O
G
Jh
CO
ft
>H
ft
O <
G
G
o
G
CD
6
+j
>H
CO
ft
CD
T3
CO
P
cj
CN
33
CJ co
G
I O
tao CO •£
"C °
G T3
■*■"» CO
S2.
33
CJ
33
CO
<
CJ
33
CJ
!h
O
G
CD
>H
>H
G
CJ
-a
■M
•i-t
G
CO
CO 43
U
G
O
CO
G
G
O
CO
IH
CO
■— I
f— I
o
T3
G
CD
a
■M
H
CO CD
ft o
X3
ox) co
G
CD
u
G C
-.2
G -rH
CO X3
CO
p-(
CN
33
O co
-33
rH CJ
33 y,
CJ O
33
CO
<
CJ
•ee-
re
r-l
CD
CJ
(economii
decision-
maker or
departme
and juris
diction
CD
CJl
CN
33
O co
-33
rH U
33 u
O o
33
CO
<
CJ
ft
* ^
u
o ^
CD
w T3
<+H
4-> -rH
CO
G co
co J2
re co
u G
>h re
O CO
HO
208
CD
G
c
•iH
c
o
o
o
O
i— i
H
Ph
X
w
H
D
PL.
2
I— I
u
O
O
cfcr
i
i— i
<:
53
U
w
u
CO
2
en
w
Q
O
H
i— i
U
0)
cj
CO
G
O
CO CO
O
O
G
O
•iH
CO
•iH
O
CD
p
CD
ex
CO
cd
G O
G TJ
§ C
CU
>
•<-t
CU
o
CU
m
CO
CM
HI
U co
-53
*h U
O o
53
CO
<
o
«3-
>>
•r-i
CO
43
G
CO
o
l-l
a
o
G
^ O
G O
rd W
U
CU
4*
cc)
: 3^
i
G
O
CO
•t-H
o
CU
CU
a,
4->
G
G
o
E
cd
cu
CO
o o
S ^ «»
£ e
G ° 5
G ^ w
CM
53
U CO
-53
rH U
CJ O
3
H
o
■CV3-
CD iJQ
cu
•3 G
cu cu
£ |
cu cd
CO Ph
CU
■t->
cd
tt co
cd £
- B
CM
EC
U co
-53
u o
CO
w
X
<
H
■ee-
CD
+J
cd
+->
G
CD
s~
o 3
CD S
> c
>
O
r— I
6 "
CD S
u B
° c
G
CD
-a
•i-i
CO
CD
O
CD
s
o
u
G
SIS I
CM
53
U
CO
53
U
o
a ,3
CU 'H
o
— ' G
PL,;G
CD CO
CD
G
CD
•-H O
CO
G
CD
CD
CO
CD
CM
53
O co
-53
U o
CO
w
X
<
H
«3-
i
+j
+J
a,
G
G
o
CD ^-.
CO ^
T3
Ir! CU
XJ Q)
T3 CD
ge devi
tax rat
•H CO
••-t CD
G
cd
■ — i
So
03 S,
So
CO £
bo co
co p^
05 ft
bo 6
G u
S G
C co
G co
rt LJ
cd G
3 ^
43 o
43 *
45 o
u B
43 cd
U S
U w
O w
209
T3
CD
P
i
4->
c
o
o
S
o
O
i— i
H
<
"O +■»
o CO
o ^
CD CO
m ©
•^ CO
U co
CD
CO
!h
CO
CD
CO
. — i
O
•r-l
>
E
rH
q
CD
•rH
CO
' '
col
CN
U co
-ffi
^ o
O o
CO
CD
X!
CO
+J
■6/3-
CO
CD
O
•rH CD
>
+->
CD
CO
CO
X
CD
CO
be
+->
C
CO
cO
CD
X!
i— (
CO
O
CO
CN
co
o
o
o
•w-
°l
CD DD.2
fi -i-H rH G
w
H
O
CO
+j
•rH
a
CO
O co
5 §
210
2
o
o
H
a,
w
►J
.
H
CO ,— ,
+J rG - =
co G G £ 2 o
g (B ffl »gw
a b sh = -
O co G co
co
S3«»
CD
> CO „
CD CO CO
P< Pi
CO
1— I
CO
G
a 4
CD
CM
CO
<3 CO
.CO
^H<
P
CO
a)
•»->
CO
CD CD
00 00
c c
co S
rG rG
O O
CD
CO
T3
CD
•r-H
CO
£
3
1
-a
G
o
•rH
CO
H->
i— i
u
•r-H
r— 1
1— 1
■6
CO
CO
•r-H
Sn
rH
o
3
CD
+->
CO
4-> "
G
cd
CD
CO
CD G
o
.J c0
a, 6
O CO
CO
rG
-M
nt (:
equ
)
— • CO
CD CD
G
CD
CD = =
O O o\°
> CO
H->
rH O C5
CD CO
G
•t-i
CD Lf5 LO
T3
G
CO
• — i
CD
O
U
CfcT
CD
P
CO
3
CN1
CO
<
CO
CO
r-H
<
CO
rH
"S O
(I) Ch
P £
a JJ m
cd 3 2 co
G CD CO rrH
U
•i-H
CO
£
•a«
1
G •'-'
a
co G
o
rJ g
■M
a> m
u
•rH
^co
T.1
CO cfl
M
rH
rH
rG co
1
U <
•-3
211
CD
G
c
■rH
■M
e
o
o
i
i
o
o
I— I
H
X
w
H
P
H
W
S
H
Ph
w
Q
H
w
S
co
CO
w
CO
CO
<
U
CO
►J
►J
<
CO
rJ
w
Q
O
S
H
>— i
U
CO
TJ
O
CO
G
o
3 ®
CO CO
C
o
•l-l
CO
•rH
o
co
Q
CO
o
CJ
G
o
•rH
CO
•rH
O
CO
Q
CO
ft
G
CO
to C!
co •-'
T3 CO dj
CO CO CO
r-H< Ph •£
CO
1 — 1
CO
tJ 3
4-1
O
CD CO
CO
° _ IT*
CO O o\°
C
1—4 IA l/"\
cd B =
CD
CO
73
G
G 13
CO
a
K-H
1-fS
(i.e.
LLI,
r— t
o
CO
PL.
PQ
Ph
!h
n
iJ JU - rHl
-S-co"
a
< u
S-J
o K
2
n
Ph Ph
D
U rG
3
j
►J
HH
J
CM
CO
rC
& -H
Ph >
.4- M
CO « P o
X3
G
„ 0) rW -rH
5P co to t!
g cd a. H
CO
CO
3
CO CO
43 co
CJ><£ cO^S
CO T3
Ch G
CO
rH
CO
e
o
N
r-H
CO
•rH CD
CD
CD
>
CJ
CO
rG 43
O
r-H
cd
Ch
tes as
ne nu
g
CO
•rH
o
43
o
CO
CD
S
CD
CO
CD
+■»
rH
•rH
a.
CO
CO
•rH
CO
CO
CO O
rH N
CO
rG
col
I CO
„ L ^ CD
<+H rH O
O CD
+-> Cnt3 "TTf, CJ O
.2 ft C .°P CD O
H 3 CO rH CO CJ
2 S
y o-fi
N C *— ' "St 1
tSJ
CO
CM
CO
J
CO
G
o
tSJ
rH
O
73
G
CO
■J
u
CD
rQ
s
G
i
ft
o
r-H
CO
>
CD
Q
G o
CO
CD O
■M CO
O "3
1
iS rG
rH =
CO
Ph t2
CD .
CO
G
ft .
G co
G 4->
CO T3
> G cj
QlE rjl
C^J
CO
<£ CO
- CO
rH
o
CO
<
H
CO
I
ft
O
CO
>
CD
Q
CO rH
DO O
G
CO
rJ
co
rG
o
J— 1 ••~»
CD 4->
1 — 1
CO >
CO
•rH
CJ
£ CO
CD
s <»
ft
CO
CO 4->
G
CO CO
CO
o
< Ph
CO
N
T3
G
G
o
rH
rG
CJ
CO
CO
T3
03
G
•rH
<+H
CD
CD
rH
CO
rQ
+->
CO
G
6
CD
rG
CD
G
CD
43
CO
r-H
CO
o
rH
CO
ft
CO
rG
CO
co
X3
G
r-H
o
G
•rH
r-H
G
o
r5
CO
CO
05
OT
ID
CNJ
rH
CN
CO
CO
CTS
r-H
CO
o
!h
CO
ft
-a
G
CO
rH
CD
G
rH
O
O
T3
G
CO
rG
•a o
r-H
CD
CO
G
rG
H
G
G
. o
ft >H
rrH "O
T3 CO
CO
>
CD
T3
G
H 'O
+3 rH
•rH Q
co g
cd G
CD T3
3^ S^
rH
O
<4H
CO
O
13
CD
N °
>> rH
"CrQ CO
rH
CO
CO CO
CD CD
CJ CJ 4-> +->
CD CO
CO >H
3 CO
CO
CD
G
o
N
CO CO
CO "S
rH rH
o o
CD O
ft CJ
m G
CD
r-H
rH
CD
ft
ft
G
CD
rG
CO
CN
03
Oi
r-H
CD
o
u
CO
ft
>.
rQ
CD
a
o
rH
CD
G
rH
o
o
-a
G
CO
CD 43
bO
co
G
CO o
w o S
ZrQrS
rG
bo
o
CD
rH
CO
rG
>H
CO
o
McnI col
212
T3
CD
3
C
■<3
C
o
o
o
b
O
i— i
H
W
H
D
(X,
2
H
53
w
S
PL.
w
Q
H
w
S
CO
CO
w
CO
CO
<
w
<
u
CO
<
CO
t-H
w
Q
O
S
>■
H
i— i
CJ
-a
o
CO
c
o
•p-H
>H
CO
CD
o
X
CO
CD
p§
c
o
•l-l
CO
• iH
03
U T3
CD
O
Q U
g
o
•|H
CO
o
CD
Q
CD
>>
H
05
E
3
C
CD
a
o
CD G
o
-a
c
co
E
Oh
o
l-H
CD
>
CD
Q
CD
6
en
CO
CD
CO
CO
<
CO
CO
ii
+->
G
CD
a, w
w p
S= r
O O o\°
rH O O
CO m m
I?
CO G
E ™
-tJ
CM
CO
< CO
.CO
rH <
W >H
< o
H
S
co
<
O CO
CD G
ft e
CO
CO
G CD CO
5 > CO
£1 CO 10
U Q <
G
T3 CD
CO M^
1—1 G co
co ro
as
■ 3.3
O
CD
CO
CJ CO
3
O
rH
>H
O
3
O
ti H co G
« CO CO CO „.
Ph a 3 _1 rH £
d. co r . _.
03 ,G T3 Q
ss s ■
CO
«2 w
S o
2 °
X)
6 o
CD
o a -
CO
S^o
CO
alue
evel
in $1
CD
CO
CO
<
> P w
T3
CD
CO
CO
CD
CO
CO
3 .So
w O
CD O
3 -a -
l-H (H O
G
o
•|H
H->
co
o
o
CO
CO
CN
CO
< CO
« CO
rH <
< o
2
CO
<
cd M t-j
O C 3
CO CO "J
CO
4-1
G
CD
E
■ a H!'3 a
co co
co
CD
X
CD
CO
-i CD
CO CO ^ CO
CO
CO
l-H
CD
-C
H-J
G
O
P
W
en
U
o
CN
CO
<
H
s
CO
<
CO
4->
•iH
CO
TD
CO
e
CD
u
CO
CO
G
O
"rH G
o o
CD -rH
-a >2
H-> CJ
G CO
03 X3
co G
co a
CO c
co .3
8 g
CO HH
CD CD
£ .5
-. CD
H P
_ cd ;_7
G u ^
g >h co
Jh f-V- 1
(Bin O
a o —'
I
c
o
!h
CD
o
g
o
. cj
CD CD 03
CO
c
CD
6
l-l M Lj
.., 05 ™ 03
CD
CJ
CO
o
n .5 ^-1
G
o
•rH
■M
CO
o
o
CM
cj
CO co
-CJ
rH CO
O rH
CO o
p
Oh
■co-
CD
CO
CO
T3
rG TJ
G
o -G
CO
M -°
^
G >h
G
PL, O
O
CD
s
3
G
, P
£ Pm
CD
G
CD
S
G
G
O G
G
to M £
*-> j_i H
CD
G
G
o
•rH
H->
CO
o
o
Pm
O G
G
CO !3 03
Hi
CM
CJ
CO oo
-CJ
rH CO
CJ n
CO o
H
Pm
>
o
-co
03 SK
Cj H *J
CO Oh G
Q 03 £
CD
CJ
G
co
G
CD
CD
G
G
O
•rH
+->
CO
CJ
O
CO
CD
>
CM
CJ
CO
r— 1
CO
CJ
O
CO
CO
H
Ph
>
U
■CO
03
1
G
too
G
CO
CD
+->
G
•rH
411
CO
CJ
e
03 q,
G >
rOrS
£ G
CD ••-<
G co
•*
CO
CD
G co
H CD
03 T 1 G
O
CD
*H 03 h
to cd .J2 cd
3 a-G a
G °
CO
U
CJ
CO
S O
CO
-
U
rH CM
CO
u u
CO CO
u
o
H
CO
1— 1
p
H
Ph
■eo
CO
CD
•rH
rH
00.2
CO
T3
G rH
G
CO ■£
rG.Jn
G
O
CJ T3
rO
G
CO
rG
■a cd
C3J0 Oi
a
CO
03
CO
CD
,G
H->
G
CD
rH
CO
Oh
G
■rH
6
•G 5 A
CO
X
W
G
CO
TJ
CD
CO
CD
£)
G
CO
CJ
CO
I— t
CD
o
)H
CO
PL,
*
>1
TJ
CD
G co
G°o7
G co
•rH
>> CO
03
G
!h
O
O
CJ
CD
CO
o
CM
co
CM
03
CJ
co
ii
H
CO
t— I
p
•CO-
214
-v
CD
d
c
•■-I
■•->
c
o
u
«
o
h
o
H
W
H
P
Ph
H
W
§
H
<
Ph
w
p
►J
o
o
p
u
CO
w
p
<
u
CO
►J
CO
P
w
p
o
H
CD
CO
d
O
•i— t
CO
•rH
O
CD
P
>4H
o
CD
a
o
•rH
co
•iH
o
CD
O HP
d
o
•rH
4->
0)
CJ
o
CO
I— I rH Tj
rH 43 -S co cd
> w c. -a cr -
cd ^h g .g co rn
d o 4h co ^ •— '
CM
U
r-l
CD
CO co
M
rH CO
CO
U rH
S
CO o
CD
<
T3
CO
O
rH
U
•6/3-
w 7a
03 rH
d CD
CD
00
CO
CD
■r-t
d
!h
CO
CO
x:
i — i
CO
o
CO
00
CD
-a
CO
ber
H's
kin£
CD
num
of P
o
00
>H
CD
rd
-1-1
ibei
M's
d
•rH
E Ph
rH
2^
d o
o
i
d
CD
4-1
new
main
CD
O
d
CO
1 1
CD
>
CD
■ — i
CD
CO
CD
H O
O CD O
d P —-a
CD
n >
>-H CD
O rH
00
d
- <: P
O CD d
— d .q
o
col
d
o
■rH
4->
CO
o
o
CO
rH
CD
d
o
l-H
o
CD
CD
CO
CM
O
CO
. CO
rH U
O CO
CO Jh
o
p
rJ
m
p
o
•60-
o
d
rH
+->
CO
d
o
U
co n . rt
••h ^ co
4->
o d
CD
d c y ■=■ a
ca B o o «
oo 'd u „, to
. rH
4^ O
d 2
4-1 CO
CO >H
CO
^rQ ^
co ^ co
•rH _ CJ
7J o o
o —*
d
o
•»H
4->
O
d
rH
Dh !h
CO CD
3 O CO P CO
, CO
d oo g jth c
o a, t3 S o c
u d -a co p u p
Jh
4->
CO
d
T3
215
2
pc
o
o
i— i
H
§
Ph
W X
<
CJ
CO
►J
rJ
w
CO
rJ
Ph
u
I— I
CD
-a
o
CO
G
o
• I— I
CO
•rH
CJ
CD
Q
rH
CD
M
CO
CD
O
CJ
g r_
CD CD «-}
CJ O ^
rH rH CO
CD CO ,
rH
CD
CJ
•r- (
s
o
a
o
o
rH
o
CD CD CD
CO
CD CO £
B u
r 3 G
S. ■£» °
r-j , j CO -rH
0) ChM
•rH rH
CO CD
CO
T3 S 73 cO -d O
CD
•r-t
!h .
cv
CO
O
O
G
o
•i-H
+J
CO
CJ
o
CM
CO
>. CO
.CO
2
CO
ID
Ph
■«r3-
i. . c
CD
CO
o 2
CO
T3
'H
*i CO
JG "O
G
2? -S
o •£
CO
a G
n -a
F-H
>> CD
G rH
c
H Q
Ph O
O
CD
6
a
CO
bo
G
G^ Sfi
rH
CD
rO
S bD
g co a
G O ? +3
G
o
•l-H
CO
o
o
a.
Hi
CM
CO
S
CO
CO
T— 1
2
CO
O
H
Ph
>
a
•60-
+->
G
CD
6
CD
bo
o
G
cO
a
,G
s
U
CD
1
G
f-H
CO
CD
e
o
G
r— i
CD
G
CO
G
CD
CD
>
CD
i— i
c G
•43 *
CO
o
° o
a,
2l
CN
CO
2 CO
.CO
03 rH
2 o
H
Ph
>
CJ
CD
O
CD G
bfl.2
G c — <
J3 cO >
o E 5
*
CO
£
G co
CD
••-i CD
G
co -G
— ' i=i
+H
O
03 G
O 03
+J
rH rH
CO
CO CO
i-H
— 1
a a
G
o
•r-<
■4-1
CO
-t->
CO
CJ
s
G
CO
o
M-H
rH
i-H
o
a
CN
CO
s
CO
CO
rH
2
CO
2
rH
o
H
CO
r-H
a
H
pc
cO
bo
CJ
T3
G
>-l
G
cO
rG
r *
H->
CO
rH
G
O
CO
rH
03
G
rH
O
rQ 'G
G
CO
rG
CO
CD
CO
03
rG rG
G bD
I-H -rH
03 U
& £ ••
ft? 03
g o a
+3 13 cO
"C G X!
r? CO W
co "^
rG ^A
03
S a =
rH 3 ^
3 g'-G
G CD
co -r 43
■-h ,»>» crt
P O CO
rr! CD CO,
P^ CO CO
o
o
o
A
CN
CO
CM
(D
216
T3
CD
3
d
•r-l
C
O
o
(X
O
2:
o
i— i
H
<
Ph
X
w
H
D
Ph
2
H
W
H
<:
Ph
w
Q
CO
w
o
I— I
>
w
CO
Ph
I— I
CJ
I— I
w
►J
<
u
CO
CO
CD
T3
U
CO
G
o
CD
Q
CO
CD
O
U
►J
w
Q
O
I*
b >. CD
U HP
On CJ
CD
c
o
d ■'- ,
CO >iH
a o
CO -r- 1
I
u
o
CD P*^
c £
,d
4-t 00
O v 3
•*-> o 2 °
Cm * -O
CD ^ CO f« n . CD
O ^ rn CJ fD j.
<» o £ ^ o^
CO CO
o ^
O 4 -'
I
x>
CO
+->
CO
CD
CO
pq
d
CD
6
CO
Ol
CM
CO
rH CO
CO CO
H
PL.
>
u
•to-
O
CQ
CO
+->
o
CO
T3
Jh CO Sn
g ffl d
& u o
<3 o o
CD CO -g
d co E
CO
o
m ^ o
SCO r-l
_ M »
O o C
C > • rH
O o
^ o U —
to d CD CO
!-" 'V X Z-.
CO CO § P rH
C CO r-H ? -60-
CO I
. o
«H - CO
CO CO CO
w
E
H
O
te-
co m
QO-rH
co CO
O co
bfl
CD
o
CO
« co r
CD - .g
E Ph >h ^
C O > +3
00
g » fl
6 Ph »H ^
S o 93
d o £ 43
d
CD
C CD
CD
5
•t-t
CO
CO
S CO
.CO
S o
Q
pq
o
■eo-
o JL, w
t3 CO S fl
co U Si ™
So rd ™ ^
c3 5S.2 a6co
CD
•rH
CO
+-> _
S 3 s
+j _
d
CD
CO
217
H
W
H
Ph
w
Q
CO
w
CJ
I— I
>
w
CO
p-i
I— I
o
p
w
» CD
H P
>H
CD
C
o
i— i
o
CD
CD
CO
CO
CO
4-1 O
CO i— J
h 2 a r
beg § rt
& CD rin
CO
C
o
o
•l-t
o
3
fn
+->
i— I CO
fn
4->
CO
3
U3-aa,
31
o
S c
° n
S °
O to
O -fH
CD O
CD
a -a
i
fH
CD
CO
S
bo
3 l« ' — !
CD QD cO
c
CD
eceivin
VT; if
partm
ceivin
CAPit
>H
Ph
p
o
jg CD o fn
fn Ph
13 fH 2
o
Ph
<
4-J
o
c
CD
- fH lH
6 o «
o
<4H
■a D
5 u
tJ co
C >H
3 co
o in
CO 13
i
C
o
C i
h co in
coo.2s«^2
o cj o -3 O.T3 u
CD CD g CD C -rt
Jh •— ' TD E T3 CO X)
U
•rH
s
o
c
ul
CNI
CO
!§ CO
. CO
W fH
£ o
CO
CO CD
? O
CD G
G co
21
CN
P co
T-l P
3
H
O
•6/3-
G »
•G >
CO CD
CD CD
u i G
^ is o
CD O '-H
G — P
-a
CO
»H c0
cu •* • r_l
>>
G
XI
O
•rH
.
T3
■M
CO
(D
O
l-H
+-<
co
•r-t
-a
CO
•rH
rH
CD
rQ
s
CO
u
CO
ft
CO
6
S
G
■i — i
G
CD
o
G
CO
CJ
CD
f— , 4_,
O w
CD
■M
rH
O
T3
CO
O
CO
G
S
CD
PlH
G
o
CD
CO
u
CO ,2
CM
P CO
rH P
P o
p
p
p
o
CD
T3 T3
co CO
!h O
CuO M
ft co
^rG
o P
G o
>" S
G "O
U O
CD _
X CO
CO C/D
•S ®
a T3
CO
+-1
G
o
CD
G
o
l-H
CJ
CD
CD
CO
CD
co co ,-1 G
!h O S O
3 rt X -
XJ -
CO CO
o P
G O
is s
G 'O
cj o
« 3
1 8
>H CO
. U T3
n ° C
CO
CO
CO
en
CO
CD
CO
Lfl
CO CJ
G CD
tJ g
!h CD
CO
T3
G
CD
co - -
O ClOcs,
p „: co
o ^.co
CD v -'
CO CO -
"S s ^
+j G K
XJ ? II
•rH CO
I
r-H
CO
rH
CD
TJ
CD
m CO
CD u
G
•r-t . „
CD p_,
O P
+->
rH
CO
rece
CAP
CD w
CD P>
>H Ph
CD
T3
CO o
•l-l +J
i — i
CO j_i
« G
Ph
0)
<
M
tf
■M
c
3
3
S u
o
O o
£ h o
l+H
O
CO
CO
G
O
•rH
CO
•rH
O
CD
Q
CD
CO
CD
-a
o
a
g
o
en
■r-«
o
CD
P
CD
H
g
CD
Sh
P5
P
u
a
o
CJ
o
CO
G Jh
a co
CO T3
rH
CD
>
•rH
CD
u
• f-t
S
o
G
O
I
G
O
rH
CO CD
O O O
CD CD lH
03 G -!h
u — "d G td ca ^
ul
CN
>H
P
co
„
>H
I— 1
P
£
rH
P
o
P
CO
<
CJ
«•
Q3
CO
CO
u
)H
Q3
4-H
CO
G
co
5h
H
220
2
PS
O
§
i— i
w
H
P
Oh
w
<
cj
CO
S
CO
H
W
p
o
s
H
i— i
O
w
Q
O
i— i
o
o
2
■J
Oh
CD
O
CO
G
o
r-i 0)
•rH
u
0)
Q
CD
M
CO
CD
O
CJ
"8 I
CD M
a O
>> CD
H Q
CD ^
)_, CO
CO hh
CD i+h O
0.0^
c
CD
CJ
o
CJO
*- g
G 2
CD •£
is
© CD CD * CD S ^
.h M
CO
CD -
o o
•rH O
rH rH
Ph**
G
O
CO
o
o
CN
tSJ
Ph co
Ph O
P
PL,
c
o
CD
CO
22-d
3 ^ a
bo
d
rH
c
o
N
£
CD
T3
CD
O
c
o
cs
o
•rH
H->
CO
cj
o
Nl
CN
SI
Oh CO
. N
rH PH
CS3 rH
Ph O
H
Ph
>
CJ
CO
+->
CO
CD
G
cr
CD
rH
CD
CD
rH
rG
H->
6
a
X
CO
6
G co
I 1
CO <«■
CS
tS3
Ph CO
S3
rH Ph
ISI (h
Ph O
<
CO
Lin
«•
O
•rH
a
o
G .i
>
Ph
CO
CO
S|
u
o
G
o
CJ
u
co
l
C-rH
CO
G
CD
bo fj
,„ -rH PH> P
U'H S CD OJ CD CJ
id ug OT) o w
rH X) E rH
- g
DO CD
rH >~<
Ph
CO CD
CD
H rH
Ph
<
CJ
■H CO
G rH
G CO
S o
CO TJ
CJ
CD
>
•rH
CD
o
6
o
G
So
d
I rH CD CO
§ ° i
52 g co
i
rH d
d o
CD CD CD 2 CD C m-j
S w T3 S X3 CO^
Ul
CM
SI
Ph co
. N
rH Ph
M rH
Ph O
EC
CO
<
u
■6/3-
rH
CD
+->
CO
4-1
dJO
CD
CO
G
g
G
CO
cr
CO
rd
CD
U
u
PCi
H
CO
CO
o
u
CD
rQ
rQ
3
ni
o
OhC
+->
o
o
•rH
+- 1
H->
4->
d
CD
TJ
d
CJ
CD
•rH
rH
tj
CO
CD
TJ
d
Ph CO
G
O
H->
CO
O
O
Si
CN
N
Ph CO
. N
rH Ph
N u
Ph O
H
Ph
>
CJ
«3-
CD
CO
G
o
CD
I CO
CD CJ d . p
to rd g 13 £
CD rQ £ G ^
rH d
CO
CJ CVrH qp
§s
TJ
CD
CO
G
C ! co o
CD rH -H
O 4-> r-J
rH ,Q rQ
CD 3 G
Ph CO Oh
G
o
CO
CJ
o
CN
N3
Ph co
. N
rH PH
SI >H
Ph O
H
Ph
>
CJ
rG
CO
CO
G
O
u G
CD
CO
d
o
BrQ
S. 3 c
P a .5 -^
CO
221
05
s
3
o
fe
s
o
o
i— i
H
W <
d 2
< » 03
G )h G
H P
Ph O O
^H 03
03 O
>
03
i— H
•s
03
c
o S g
O hh 03
rH O CO
G
o
•rH
4->
CO
O
O
CO
13
CN)
H
P co
.H
13
b
H
Ph
>
U
■aj-
03 03
bo >, o
§+■» '£
v-j >
,h r^ >-<
O 3 co
03
O
■M
>.
rH
•rH
H->
•rH
1—1
03
O
p
•rH
• h
^
rH
3
>
!h
03
03
4H
03
G Oh O co
PhI
CM
H
ID co
-H
P
H
P
w
E
H
O
■6r>
rH
o
03
M co
g g
rCj <_
- 6
03 O
> V
rS S
03 O 03
g -"a
03
03
03 M £T
-- 1 <+h /-■
rH O rH
O >— Dh
M
Pi
o
•rH
03 g
•rH O
CO rH
CM
H
P CO
H
P
H
P
rH
o
Q
Ph
P
o
■es-
♦IS * §
O r- 1 i — i
e-8l ft
4_, CO i— I £*->
CO rH O -tH
Ci Cjflg rH
o a, 03 '4d
O 3 T3 2
iH
03
r^
CO
6
a
o
•rH
CO
•rH
O
03
T3
rH
O
do c
G 03
Wh
•r* rH
•rH
-e
03 D
H
° U
>
03 w
Ph
rH rH
H_ O
►,; C r-H
t3JD 03 CO
.3 ess
StJft
P rS O
rH T3 h3
6 Ph
o 2
CO 03
Ph
P
u
co
rH
cO
G O
g -a
Is
CO ^
o
G
O
rH
03
>
•iH
03
O .
03 03 03
G I
CO
lis
H .2. O
O^ Oh -a
CO
53 G -2
(H ^ "^ S T3 CO "0
ul
CM
H
P CO
rH P
P o
EC
CO
u
fH
03
1 | j
CO
G
CO
rG
CO
rH
CO
H
u
222
CD
O
CO
C
o
CO
0)
' G 3
CD CO
PQ
qs
H
cd
P
73
O
O
rt
O
«*
4-H 5
o.2
Oh o
>% CD
H Q
CD
W rH
G CD
co -43 -S
CD o "*
co cu -
^co^
— g
. CD
+-> >-l
CO CO
S-a
CO
}_, o +-.
3 co g
^ CO CD O
- tD bO+5
tj co £ o
a o .S
i
a
cd q g
CO <4H
co T3
g a
43 cd
O
O H-J
G 3
G M
£J jLJ cd
£ co •-
VlH O
G O w
CD
+->
G
O
CD
>
CD
CD
O
•rH
>
rH
CD
CO
O O
rH
CD
CD £>
2g
CO
P
CD °-
DC CO °
G ° — '
« G £
-G g >
CD
CD
O
•i-H
>
rH
CD
CO
in
CD
CO
6
I
G
o
•r-<
CO
>
PL) G
CD
tlD 6
£ b
!&
T3 Jh -G
bO o
rH -rH
CD Q.
CU **<
G
G
O
o
o
CO
G
CD
rH
Ph-
p
u
CO
•i-H
G
Ph
CD
a
rH
p
so
4-1 O
■H CO
G >H
G co
E r2
CO T3
u
G i
'l-t
Jh
CD CO
rH
CD
>
CD
o
6
o
G
O
o
G
O
•rH
CO
•r-<
CJ
o
CD
r*
CO
S
partm
d juri
o
•rH
H->
CD
CD
CD
cd a
•rH
rH
-a
T3) CO
-a
ol
c/)
P
ffl
EC
c/)
<
rH
CD
4— (
CO
G
cd
£1
CO
>H
CO
H
u
CO
PhI
o
G
O
G
CD °
CD
s
rH
CD
4-H
o
CD
s
rQ CO
a
rO
CO
Ph
as
•i— l
G
s
■M
•rH
G
G G
a"
G
G
a 1
G G
CD
G
G
CD
CO
COl
CO
CO
p
P
Ph-
«
Ph 1
PS
W
w
K
K
H
H
O
O
«-
«3-
CD
CO
CO bfl
bo
rG G «
P, rG "3
r-l <— j O
rirt g
rH rj O
-.
CD
CD
CD
M
c
rH
(h
rH
■3
O
3
*+H
£
O
i — ,
CD
•r— i
•»
CO
rH
rH
C
•rH
CO
CD
CD
rQ
a a
hi
cn
CD
rH
cfl
CD
CO
CO
CO
D
D
PQ
PQ
PCJ
PC
W
w
E
S
H
H
O
O
«•
■ee-
rH rH T3
CO O
£ PL.
CD
C
CD G
8.7
o >> cd cn
M r« -
CO Jh
,; 5 cn co g
CD
CD
a.
o
o
«3-
col
CD
ClO
cn
CD
■i-H
a
rH
CO
CO
rC
r— 1
CO
CJ
cn
CD
O
C
CO
C
CD
H-J
e
•rH
CO
£ g
SI
CO
E3
PQ
«
W
3
H
o
«e-
CD
O
5
CD
c
bo
C
co
CD
+->
c
rH
rQ
CO
U
s
224
APPENDIX L
DESIGNING A NEW STARTING POINT (LOAD)
TO THE CITY MODEL
APPENDIX L: Designing a New Starting Point (Load) to the City Model
Two approaches can be taken in designing a new starting load.
One is to base the design using existing data for an actual city covering
as many parameters as possible. The other is to base the design on some
specific combination of situations which may or may not be represented
by any particulat city . The main difference lies in the search for data
necessary in the former , as the sequence of steps remain the same either
way.
This description will begin with a discussion of the non-real
data approach and follow that with a discussion pointing out the differences
involved in fitting real data to the load.
Steps in Designing
First, the list below outlines and suggests an order to be taken
in designing a new starting load and will be followed by a more detailed
description of each step .
First Phase
1 . Decide on the target population (not more than
3 million large scale and 300 thousand small scale) .
2 . Determine the number of employers of each type of
business.
3 . Determine the breakdown of total population into
the three income class components .
4 . Determine an initial unemployment rate per income class
5. Decide on the general layout of the city (or cities) .
6. Determine the number of residence units of each type.
7 . Locate the terminals , businesses and residences
on the board.
8 . Place population units in the residences .
9 . Decide on the number of public facilities and public
unused land.
226
10. Locate all municipal land uses and preempt land.
11. Specify all bus and rail routes.
12. Specify all municipal service, school, utility and
ward districts.
13. Assign economic decision-makers.
14. Assign social decision-makers.
Second Phase
15. Assign quality indices and value ratios.
16. Specify rents, salaries and prices.
17. Assign education levels.
18. Specify zoning .
19. Specify time allocation.
20 . Specify the initial amount of cash and bonding for
each economic team .
21. Specify the dollar value of time.
Third Phase
22. Specify municipal department salaries, initial
bonding and appropriations .
23 . Specify tax rates and assessment ratios .
24. Specify BG/BS contracts of various government
departments , boycotts and the welfare subsidy .
Steps Explained
1. Deciding on the target population is merely a matter of personal
preference. Then convert this target figure into an equivalent number of
population units.* The precise target figure may not be the final figure as
adjustments often occur in subsequent steps.
In a normal scale city , a PI is equivalent to 500 people, and in a small
city PI is equivalent to 50 people .
227
2. Determining the number of employers should be done by choosing
a desired mix of levels of Hi's , Li's , and NS's so that their summed employment
requests in population units is about 50% of the target population in population
units . Then , as a first approximation , add one level each of a BG , PG , and
PS for each 250 ,000 people and one level of a BS for each 350 ,000 people.
A rule of thumb for the construction industry is to choose one level of CI for
up to 400,000 people, two levels of CI's for 400,000 - 1,000,000 people and
three levels of CI's for 1 ,000 ,000 and over.
The number of levels of SC can be approximated by estimating the
total number of students. Assuming a 35-35-30 percentage breakdown among
high, middle, and low income population units and a ratio of 130 , 140 and
100 student per high, middle and low income population unit, the number of
schools is obtained by dividing the number of students by the average number
of students per school desired.
Example:
Given: 200 population units - 3000 students/SCI
70 high income units (35%)
Approximately 70 middle income units (35%)
60 low income units (30%)
Yielding: 9100 high income students (70 x 130)
9170 middle income students (70 x 140)
6000 low income students (60 x 100)
24270 students
Therefore Qnnn — r— -3 — ? — /or ,.. = 8 levels of school
3000 students/SCI
Assume the same number of levels of MS's as number of levels of SC's.
With the list of employer types , calculate the total employment request
in terms of population units. If this calculated figure understates the target
figure by more than 2.5%, then adjustments need to be made. Disagreement
between the two figures can be remedied by adding or subtracting one or more
levels of business of the desired type(s) until a match is attained.
Determining the breakdown of total population into the three income
class components is accomplished by considering the employee requests of
each employer, business and public, by income class. The resulting figure for
each income class is the employed number of population units for that class.
Levels of development of each business activity can be represented in CITY
MODEL either by individual level one developments (e.g. , 6, HIl's) or
aggregations of levels onto fewer developed parcels (e.g. , 2 HI3's) .
228
4. Determining an initial unemployment rate per income class ,
which can be real world figure or of the designer's creation, translates into
the number of population units for each class and yields the total population in
each class when considered in conjunction with #3 above.
5. Deciding on the general layout of the city (or cities) involves
several separate tasks . Locational determinants such as terminals and
roads must be placed on the board, at least in a general fashion, and the
approximate specified. The type of land use pattern, whether concentrated
or spread out must be decided upon as well as the general pattern of population
distribution by class throughout the area. The general shape of the city (or
cities) should be considered in conjunction with the road pattern: a long,
narrow shape with one main road, several principal corridors radiating
outward from the center, or a circular ring idea are all possibilities.
Finally, locate the businesses on the board in at least a preliminary fashion.
6. Determining the number of residence units of each type must be
accomplished before they can be located on the board and the final form of the
city is established. Initially assume that all residence units are of type RA.
Since the total number of population units in each class is known from #3 and
#4 , the high income class population units are equivalents of the low and
middle income population units for residence placement purposes. Under
uncrowded circumstances , two low income population units , one high income
population unit, or one and one-half middle income population units will live
in an RA1 . Therefore , the high income class population unit equivalent is
one half the low income population unit and the middle income population
units equivalent is three-fourths , or a division of 2 and 1.5 into the high
income population equivalent respectively.
Next, one adds the low and middle equivalents to the number of
actual high income population units to arrive at one number; call it A.
This number is also the number of levels of RA's needed if there are to
be no net vacancies or no net overcrowding . To the extent that net vacancies
are desured, then the number of levels or RA's needed will be A + V where
V is the number of net high income class equivalent population unit vacancies.
« + v * s tne vacancy rate .
229
The last step , considering that an RBI is equivalent to
six RAl's and an RC1 is equivalent to 25 RAl's, is to convert as many
RA's as desired into RB's and RC's until one arrives at the desired mix
among RA's, RB's, and RC's.
Example:
Given: 70 high income population units (PH)
60 middle income population units (PM)
30 low income population units (PL)
Cover sion to PH;
70 PH = 70 PH
60 PM = 60 PM * 1 '1™ = 40 PH
.rri
2 PT
30 PL = 30 PL * ^p = 15 PH
.rii
Total = 125 PH
Vacancies desired:
V = 5 PH units
V = 5=3.8% vacancy rate
A + V 130
Mix of RA , RB and RC:
1 RA = 1 RA
= 6 RB
= 25 RC
Therefore, a possible mix is:
20 RA = 20 RA
10 RB = 60 RA
2 RC = 50 RA
130 RA for 130 PH equivalents
7 . Locating the terminals , businesses and residences on the
board can then be done according to the general layout in #5 and the designer
decides where the more dense housing should be located (RC's and to a
lesser extent RB's) , and where the intensive versus the sparse residential
development should be located (many residential units on a parcel versus
few such units, independent of residence type) . Most likely, the dense
230
and intense development will occur near the center of employment and shopping ,
but some designers may have other preferences.
8 . Placing population units in a residence is also done on the
basis of the general pattern determined in #5 above. The residence units
on some parcels may be intentionally overcrowded while others will have
vacancies. Using the fact 1 PH = 1.5 PM = 2 PL for purposes of residential
space consumption and the constraint that PH's and PL's will not live in the
same residential complex (the same parcel) , the designer should place
population units in residences until all are located. Then a re-calibration
process will probably be necessary to adjust many of the vacancy rates,
by marginally relocating a few population units .
9. Establishing the number of utility plants will complete the
number of public facilities at this point, as this has already been done
for schools and municipal services in #2.
10. Locating all municipal land uses and preempt land can
then be accomplished. This involves location of schools, municipal
services plants , utility plants , parkland and public institutional (developed
parkland) ; the precise specification of roads , also assuring that all parcels
have road access to all other parcels by however circuitous a route; the
precise location of surface rail lines and the location of preempt land.
If the designer so desires , he may also allocate vacant land to some or
all departments . *
11. Specifying all bus and rail routes follows because the highway
and rail systems are now known , and the centers of concentration of trip
origins and destinations can be estimated from the placement of population
units and location of businesses .
Note: When locating private or public land uses as in $5, #7 and #9,
the designer should continually be aware of the amount of available
land remaining after a particular land use has been located so that not
more than 100% of any parcel is consumed.
231
12. Specifying all municipal services , school, utility (and,
if desired, ward) districts can be done here. When the general layout
of the city was determined , the areas of good and poor public services were
also in general, delineated. The designer should: Calculate the number of
students requiring education from each parcel and the municipal and utility
drains of each parcel; define the districts; taking into account the general
layout of #5, the level of the particular public facility , and thereby as
approximation of its capacity, and the demands originating from each parcel,
and as a final tuning procedure for schools and municipal services plants ,
set the employment mix to indicate an exact figure for capacity , student-
teacher ratio and ratio of high-to-middle income teachers . As for wards ,
they can be gerrymandered in any way desired , or specified on some other
rational basis , but are only useful if a city council will be used during the
play of the game .
13.. Assigning economic decision-makers to the desired parcels
can be done in any of a number of ways . One should first specify the
number of economic decision-makers (and thereby the number of social
decision-makers as well) . Among the approaches are: entirely random
assignments to assure an even mix of holdings on the part of each economic
team, and start out each economic team with different specialized interests.
Only the designer's imagination limits the number of possibilities.
14. Assigning one of the three income classes on a particular parce
to a social decision-maker is done so that if a population of any class moves
to any parcel on the baord , there will be a specific social decision-maker
who controls it. Social decision-makers are assigned to every parcel for
all three income classes.
This can be done in any one of many ways , as in #13 above. It
is usually advisable to assure that any one social decision-maker controls
population units from no more than two different income classes because
it becomes impossible for him to define his identity if he must be concerned
with the interests of all three income classes. Further, some social sector
teams should have only one income class under their control.
Second Phase
15. Assigning Quality Indexes to all the residences and Value
Ratios to all the businesses and public structures (where applicable) is the
first step in the second phase of starting position design. For business and
232
public structures , the Value Ratio is an indication of physical efficiency and
state of repair or maintenance on a scale from to 100. Those enterprises
deemed efficient or new would have value ratios close to 100 and those
deemed inefficient and dilapidated would have lower value ratios. The
Quality Index refers to housing and indicates the cost of construction and
the "classiness" of the housing unit. A Quality Index of 35 does not mean
bad housing , merely low income housing . Thus , quality indices are
assigned according to the resident income classes.
16. Specifying rents, salaries and prices must be done for
each residence parcel (rents) , each business (salaries) and each
commercial enterprise (prices) . These values are set at or near the
typical values; or above or below depending on the class of resident,
the Quality Index, the section of town for rents; and, similarly, the Value
Ratio and location for prices and salaries.
17. Assigning education levels to all the residential parcels for
each income class that is initially resident there involves assigning the
highest education levels (within a given class) to the population units on
the parcels which the designer feels would have the highest skill levels
and be the more desirable employees.
18. Specifying the zoning for all parcels where desirable, can
be done at any point after all private land uses have been located. Some
parcels may be zoned differently than the existing land use to show some
non-conforming land uses . Some undeveloped parcels may also be zoned
in order to limit the type of development on the fringe, or give impetus
to certain types of developments.
19. Specifying the time allocation for each social decision-maker
by income class . The designer may use any of the existing theories on the
way people in different income classes spend their leisure time, as this
relates to the four categories in the CITY MODEL: part-time work,
adult education, political activity and recreation. For instance, the
designer might feel that low income people tend to place more emphasis on
an extra job, while middle income individuals would emphasize adult educa-
tion and the high income class, political activity or recreation. However,
this is only one possible approach of many.
20. Specifying the initial amount of cash and bonding for each
economic team should depend on the purposes of the group (s) that will
play the CITY MODEL. For longer plays or classroom use, a more realistic
cash and bonding structure should be specified. That is, no team should
have over $100,000,000 in cash ($10,000,000 if the smaller scale is intended)
For areas with a population of around 400,000 (or 40,000) , the median cash
holding might be $30,000,000 (or $3,000,000) while for an area with a
population of 1 ,000,000 or more (in large scale city only) , the median might
be around $50,000,000. If, on the other hand, shorter plays are intended,
a more developmental approach would probably be desirable. In such a
situation higher starting cash holdings might be desirable.
233
In either case , realistic bond holdings should be specified. A
rule of thumb might be that outstanding debt should equal between forty
and fifty percent of an economic team's real assets (land plus developments) .
The debt should , of course , be a long term of about 20 years .
21 . Specifying the dollar value of time of each class of population
unit for each social decision-maker should be done with several things in
mind. One is that the dollar value of time is the mechanism by which popula-
tion units trade-off more time consuming but lower cost public transit with
quicker but more expensive private automobile travel. Another is that
high income population units tend to have higher values than middle income
and so on .
Third Phase
22. Specifying municipal department salaries, initial bonding and
appropriations is the first step of the third and last phase in designing a
starting point. Department salaries should be set in relation to the intended
fiscal soundness of the municipal government and the qulaity of service of
the particular department. Initial bonding can be a rather arbitrary
specification, the important thing being that each department have some
bonded indebtedness . The best way to approach appropriations is to
set them at zero initially , obtain a round zero output with all the other
load specifications and from the departmental outputs determine how much
appropriations are needed.
23. Specifying tax rates and assessment ratios go hand in hand.
For the property tax higher assessment ratios permit lower tax rates and
vice versa in order to obtain a given revenue. For other taxes, there is no
control over the tax base only the rate. The base for these taxes is determined
entirely within the model. The designer has a wide variety of taxes from which
to choose for his intital configuration and is encouraged to use imagination
in the combination upon which he decides.
24. Specifying BG/BS (business goods /business services)
contracts of the Municipal Services and School Departments by jurisdiction,
boycotts and the welfare subsidy, complete the load specifications. If
the Municipal Services or School Department do not have a contract with
a local BG and BS firm(s) specified in the load, they will buy all the
goods and services they require from the outside system. However, as
play begins, these departments can change or make their own contracts.
It is usually fruitful to start the play with boycotts if there is
a reason initially designed in the starting city, i.e. , very low salaries
or very high prices at a particular business . The welfare subsidy should be
set at some figure below $2500 (the typical low income class salary) , the
specific amount depending on a number of factors including municipal
revenues and extent of unemployment.
234
Loading Real-World Data
The previous discussion has treated the load design when no intent
was made to represent an actual urban (or rural) area. In the case where
real-world data will be used as the basis for the load , a great deal of
data collection and manipulation is necessary as well as some reordering
of the 24 steps described above.
1 . The designer is given a target population — the actual
population of the area to be simulated .
2 . From a census of manufacturing and a census of business
for the area in question, derive the employment in each two-digit SIC
cateogry. These two-digit categories can then be aggregated into the
business types as they exist in the model* — heavy industry , light
industry , national service , business goods , business services , personal
goods, personal services, and construction. Some discretion must be
exercised in this aggregation process because there are some SIC
categories which do not fit conveniently into one of the CITY MODEL
business categories. For such SIC categories, their employment figures
must be arbitrarily partitioned with a portion allocated to each relevant
CITY MODEL category . After all the employment of the area under consider-
ation has been allocated by dividing the eight figures arrived at above
by the number of employees per level one of each business type . For
instance, if the metropolitan region under consideration had 16,000 workers
in light industry type employment (an LI1 employs 5760 full-time workers) ,
16 ,000 divided by 5760 equals 2 .783 . Thus , three levels of light industry
should be loaded. Rounding is necessary and the final sum of the employ-
ment requests for each of the eight business types should be as close to
the actual total employment figure as possible .
3 . Using the census of population , derive the breakdown of
area population into the three income class cateogries . The income
intervals are $0 - $3999 for low-income, $4000 - $6999 for middle income
and $7000 - above for high income. These three population figures should
then be converted in their population unit equivalents .
4 . Add more population units , distributed among the three
classes, to account for the unemployed people in the area, using the
actual rate of unemployment as the guide .
5 - 8 . Use any land use and population density data available ,
particularly in map form , and census of population and housing data for
the breakdown of area housing among the three types.
9. Same.
*
See Appendix J.
235
10. If no better data is available, use detailed road map.
11. Municipalities will have maps showing all bus and rail routes.
12. Make municipal service and school districts correspond
as much as possible to the actual neighborhoods , as well as can be
determined . Wards , if they exist , are defined and can be obtained from
a political party representative .
13-14. Same
15 •■ 17 . The designer may have to depend on a feel of the
area for these values , as only general outlines of higher or lower than
average may be available .
18. There are zoning maps available, but the codes usually do
not coincide with the CITY MODEL codes . Zoning is often plot by plot so
that the square mile grid (except for the small scale city) makes trans-
ferrance very difficult. Zone intuitively.
19. It is doubtful that there will be any data for such specifications
20. The designer can use his ingenuity to find some source of
data which might help in specifying the overall private liquid reserves
and indebtedness of the particular area. If not, use intuition again.
21 . There are studies relating to this matter , but only in
general not for a particular area.
22-23. Data is available at the municipal government.
24. Same
Note ; An attempt should be made to insure that the data used is dated on or
about 1960 as all of the CITY MODEL parameters are based on the 1960 Census
Considerable inequities would result if current municipal salaries were
used, for example.
236
APPENDIX M
FORMATS FOR LOADING A DATA BASE
APPENDIX M: Formats for Loading a Data Base
The load program sets up the initial data base for the model's data
files. Various city configurations can be created with the initial data set-up.
Specifying all the information required for a city description can be lengthy
and involved. Particular attention should be paid to the order of the cards
and the card field descriptions. The following points should be noted:
1 . All data is right justified within a field. Data fills the
extreme right hand column of a field and all necessary columns to the left.
Any blank columns in a field will be to the left of the data.
Example:
Cols
1-5
Card
Description
'!' if outflow point
6
2. Card groups are numbered in the order they loaded. That
order is the same as the order in which they re processed.
the group
Where a card group is of variable length, a blank card ends
When there is no information to enter for a card category ,
insert a blank card,
5. If no number or character is punched, the program will
read that column as '0' (zero) .
6
If there are no instructions for a column or columns , leave
them blank
7 . When information in the load format description appears
between apostrophes in a description , punch that specific information on the
card.
Example:
Cols
1-2
Card
Description
i UT i
O T
12 3
238
8. If a column number is followed by an asterisk (*) in the following
format description , then the information in those columns for that Card Group
cannot be changed after a data base has been loaded.
Card Group Cols
1 District Cards 1
Descriptions
Code for function being districted
1-jurisdiction*
2-school
3-municipal service
4-utility
5-ward*
6-river basin*
7-flood susceptibility
9-10
11-18
District number for associated parcels
Up to 7 pairs of diagonally opposite parcel locations
which define a rectangle to be assigned that district
number. Either pair of corners in any order may
be given. If only one location is given, that parcel
is assigned the district number.
^C3fc>|c^5jc5ic%5ic^c sfr: sfc "D 1 g y\ Ir f^jav-H^^^^^^^^ ^fc^sfc^ ^C^C5(C
2 Number of
Social
Decision-
Makers
3a Option Cards
3b Round
Number 5
Headings
1-2*
Number of social decision-maker teams
1-5*
6-77
4 Active
1*
Jurisdictions
2*
3*
5 Social
1-5
Decision-
6-10
Makers
(See "notes on the Load Program.)
Round number (should start at 0)
Game heading for print-out (any alpha-numeric
characters)
Put a 1 if jurisdiction 1 is in existence
Put a 1 if jurisdiction 2 is in existence
Put a 1 if jurisdiction 3 is in existence
Pair of diagonally opposite parcel locations
defining a rectangular area of control;
Cols. 1-5 contain the upper left hand corner
Cols. 6-10 contain the lower right hand corner.
239
Card Group Cols Descriptions
5 Social 11-12 Team letter of social team controlling
Decision-Makers high income residents on the parcels
13-14 Team letter of controlling team for
middle income
15-16 Team letter of controlling team for
low income
6 Land Parcel Cards 1-5 Parcel coordinate location
7-8 Team letter of owner
10-11 Two-letter economic activity code
(0=undeveloped)
12-14 Constructed level of economic activity
15-17 Zoning
18-21 Value ratio or quality index
22-25 Maintenance level
30-33 Number of PH's residing on parcel
34-36 Number of PM's residing on parcel
37-39 Number of PL's residing on parcel
There can be at most two income classes
on a parcel. PH's and PL's may not be
on the same parcel.
40-43 Salary offered PH's/$100 if non-residential
or rent per space unit if residential
44-46 Salary offered PM's/$100 if non-residential
or rent per space unit if residential
47-49 Salary offered PL's/$100 if non-residential
54-56 Level of utilities installed
60-67 Price/CU in $100 if commercial establishment
68-75 Assessed Value of land/$100 ,000 for 100
percent of parcel
240
Card Group Cols Descriptions
6 Land Parcel Cards 77-78 If basic industry on parcel, two-letter
code for effluent treatment type
80 Treatment plant level
7 Time Allocations 1-2 Team letter of social decision-maker
4 Social class (1-low; 2-middle; 3-high)
Time allocation percents for:
6-8 Part-time work
9-11 Public education
12-14 Politics
15-17 Recreation
18-20 Pay Education
8 Utility Cards 1-2 'UT'
3 Jurisdiction number
11-15 Parcel location of plant (0 if no plant,
only undeveloped land)
16-17 Level of plant (0 if no plant, only
undeveloped land)
18-20 Percent of parcel (developed plus
undeveloped) owned by the Utility
Department
Repeat format as in (11-20) for up to 6 more plants in cols. (21-30) , (31-40) ,
(41-50) , (51-60) , (61-70) , (71-80) . Use as many cards as required to designate
all plants in all jurisdictions. NOTE: Utility land for only one jurisdiction can
appear on a single card.
241
Card Group Cols Description
9 School Cards 1-2 'SC
3 Jurisdiction number
11-15 Parcel location of School
16-17 Level of school (0 if no school, only
undeveloped land)
18-20 Percent owned by department
(developed plus undeveloped)
21-23 Value ratio
24-26 Maintenance level
27-29 Number of PM teachers requested in (Pi's)
30-32 Number of PH teachers requested (in Pi's)
Repeat format as in (11-32) for up to 2 more schools in Cols. (33-54) and (55-76) .
NOTE: School land for only one jurisdiction can appear on a single card.
10 Terminal Cards 1-2 'TM'
3 jurisdiction
11-15 intersection coordinate
16-17 level of terminal
18-20 percent of land used by terminal on each
of the four parcels surrounding the
intersection
Repeat format as in (11-20) for up to 6 more terminals in Cols (21-30) ,
(31-40) (71-80) .
**********gj^-Q]£ Card* ****** *******
11 Park and Public 1-2 'PZ; or 'PI'
Institutional Land
3 jurisdiction
11-15 parcel containing parkland
242
Card Group
Cols
Description
16-20
Percent of land in park or public
institutional use .
Repeat format as in (11-20) for up to 6 more parcels in Cols. (21-30) . . .
(71-80) . Land for park use and land for public institutional use cannot be
included on the same card . Park or PI land for only one jurisdiction can appear
on a single card.
12 Municipal Services
1-2
3
11-15
16-17
18-20
21-23
24-26
27-29
30-32
■MS'
jurisdiction
parcel location of plant
level of plant (0 if no MS , only-
undeveloped land)
Percent of land owned by department
(developed plus undeveloped)
value ratio
maintenance level
number of PL workers requested (in Pi's)
number of PM workers requested (in Pi's)
Repeat format as in (11-32) for up to 2 more plants in cols. (33-54) and
(55-76) . NOTE: MS land for only one jurisdiction can appear on a single card.
##>!<: #*******gig^k Card* ******* ****
Only one of the two following road card formats may be used in a single load
deck. Which of the two is to be used is determined by the Option Card
(Card Group 3a) for road formats. The first format allows road value ratios
to be different for individual road segments. The second does not have this
provision for differentiation but simplifies the coding and punching required
for loading roads .
13a Road Cards
1-2
3
11-15
16
'RD'
jurisdiction
intersection where road segment begins
direction of road segment (E for east
or S for south)
243
Card Group Cols Description
19 road type
23-25 value ratio of road segment
Repeat format as in (11-25) for up to 3 more road segments in cols.
(26-40) , (41-55) , and (56-70) . NOTE: Roads in only one jurisdiction
can appear on a single card.
13b Road Cards 1-2 two-digit row number of intersection
3 blank
4 for intersection of column 69 with row;
road type going south
5 For same intersection , road type
going east
Repeat as in cols. (3-5) for each intersection in the row in order of left to
right across the board.
For each intersection in row, whether or not roads emanate from the
intersection, use three digits; first digit blank, second with road type
going south, third with road type going east. For example, intersection
of column 71 with a row has column 6 blank and road types in 7 and 8.
Intersection with 73 uses columns 9-11. Intersection with 75 uses columns
12-14. There are 25 columns of intersections , or 75 card columns required
(col. 3 to col. 77) .
A road on a jurisdiction boundary is assigned to the lower-number juris-
diction. The road value ratios are set to the maintenance levels specified
in Card Group 32 .
14 Undeveloped 1-2 "HY"
Highway Land
3
jurisdiction
11-15
parcel location
16-20
percent of land owned but
undeveloped
Repeat format as in (11-20) for up to 6 more parcels in cols. (21-30) ,
(31-40) ... (71-80). NOTE: Undeveloped Highway land for only one
jurisdiction can appear on a single card.
244
Card Group
Cols
Description
^C9fC^C){c^C3{C9jC^C^C 3jcl3 1 PTllr f~\ flrfi"^ ^^^^♦^♦^^
15 Team Cash
(one for each
economic team)
1-2*
11-20
21-30
31-40
41-50
51-60
61-70
team letter
previous cash balance/$1000
number of loans for which this team
is the borrower
dollar value of time for PH
dollar value of time for PM
dollar value of time for PL
cash balance
(A team's loan cards follow each team cash card if there are any loans
outstanding . One loan per card.)
Loans
1-3*
4-6*
7-9*
10*
11-20*
team letter of team lending (OU for outside)
remaining term
interest rate in mils (.1 percent)
'0' if loan was originally short term
(2 rounds) or '1' if the loan was
originally long term (25 rounds)
amount of loan/$10,000
♦ j|e ♦ >fs ♦ ♦ sfc+sfc+g lank C a r d * * * * * * * * * *
16 Municipal
Services Salaries
1-5
6-10
salary offered a low-income worker
(in $100's) in jurisdiction 1
salary offered a middle-income worker
(in $100's in jurisdiction 1
Repeat as in (1-10) for jurisdictions 2 and 3 in cols. (11-20) and (21-30)
respectively.
245
Card Group
17 School
Salaries
Cols
1-5
6-10
11-15
Description
16-20
salary offered a middle-income worker
(in $100's) in jurisdiction 1
salary offered a high-income worker
(in $100's) in jurisdiction 1
middle-class part-time units requested
in jurisdiction 1 for adult education
employment
high-class part-time units requested
in jurisdiction 1 for adult education
employment
Repeat as in (1-20) for jurisdiction 2 and 3 cols. (21-40) and (41-60) respective
18 Bus Salaries 1-5 salary offered by bus company/$100
6-1 salary offered by rail company/$100
1-2*
3*
4-5*
6-7*
8*
9-14*
department name (HY , UT , MS, SC,
PZ , BU , RR)
jurisdiction (1 , 2 or 3) - blank if BU or
interest rate in 1/10 percent
remaining term
"0" if current bond (originally 2 year U
"1" if capital bond (originally 25 year t<
amount of bond/$10 ,000
Repeat as in cols. (1-15) for up to 5 bonds in cols. (16-30) , (31-45) , (45-60) ,
(61-75) . Use as many cards as necessary.
20 Taxes , Land
Bid and Outside
Construction Charges
1
2-6
7-11
12-16
jurisdiction
land tax rate
building tax rate
resident income tax
246
Card Group
20 Taxes , Land Bid
and Outside
Construction Charges
Note:
Note:
Cols
17-21
22-26
27-31
32-36
37-41
42-46*
47-51*
All rates are in . 1 percent
Description
employee income tax
resident auto tax
employee auto tax
personal goods tax
personal services tax
percent of bid price charged for
land bid
percent above value for outside
construction if local CI is being used
(See Option Cards , Card Group 3a)
The last two items on this card should appear on one card only,
since those parameters do not vary by jurisdiction.
^^^t^tR] rlTllc f^gT^H 5 '^ 5 !'*^^^^''^^^'^
1 Assessment Ratio
2 Appropriations
blank
Must be in the order of HY , UT , MS , SC , and PZ , BU , and RR . 1 card per
department type . Although UT , BU , and RR cannot receive appropriations ,
their cards must be included, e.g. , UT followed by 78 blanks.
1-2
department (HY , UT , MS, SC,
PZ , BU , RR)
3-12 current appropriation-Jurisdiction 1
13-22 capital appropriation- Jurisdiction 1
Repeat in (12-42) , (43-62) as in (3-22) for Jurisdictions 2 and 3.
1-5 location
6-10 rent per space unit
23 Rents (8 residences
per card)
Repeat in (11-20), (21-30), (31-40), (41-50), (51-60), (61-70), (71-80),
as in (1-10) for up to 7 more parcels per card.
247
Card Group
Cols
Description
24 Bus Routes (one card for each route's general information and after it,
one or more cards for detailed stop and turn information for that route)
1-3
level of service
hi ii
6-10
11-15
1" for Bus
route number
(detailed route information)
1-5
6-10
Repeat in (11-15), (16-20), (21-25)
end of route .
number of turns (exclusive of start
and end points of route)
starting point of route
location of turn or end point
. . (76-80) as in (6-10) until
#*********Blank qq-^**********
25 Rail Stations
1-5
6-10
11-15*
'RLSTA'
number of stations on the board
intersection where rail station is
located
Repeat in cols. (16-20), (21-25) . . . (76-80) and also on additional
cards from (11-15) if needed for all the stations.
26 Unused Rail Land
1-5
6-10
11-15
16-20
'RLLND'
twice the number of parcels on this card
parcel location
percent of land owned by RR department
but not used
Repeat in (21-30) , (31-40) . . . (71-80) and on additional cards from (11-20)
for as many parcels as needed.
248
Card Group Cols Description
*###*##***Blaj}]£ Qrjj-^J**********
27 Track Segments 1-5 'RLTRK 1
i
6-10* intersection pair which defines track
11-15* segment
16-20 location of parcel over which any part
of track segment is above ground
Repeat as in (16-20) in (21-25) up to (71-75) for up to 11 more parcels.
Use as many cards as is necessary to indicate all track segments. Use
one card per track segment.
**********gj££jk Qjjj-q^**********
js (one card for each route's general information plus one or
more cards for detailed stop and turn information for that route)
1-3 level of service
5 '0' for rail
6-10 route number
11-15 number of turns and/or stops
including start and end points
(additional cards for each route)
1-5 intersection of stop and/or turn
10 - if stop or stop and turn
1 - if turn only
Repeat in (11-20), (21-30) . . . (71-80) until last stop .
**********g|£j-j^ Qqj-^**********
29 BG/BS Contracts -- (2-7 cards per department)
Card 1 1-2 department ('MS' or 'SO
3 jurisdiction of department
4-8 number of contracts (up to 6)
249
Card Group Cols Description
Card 2-7 (up to 6 contracts , a maximum of 3 for BG and 3 for BS per
department)
1-2 "BG" for BG contracts
6-7 "BS" for BS contracts
12 team owning BG or BS
13-17 location of BG or BS facility
18-20 percent of total business to be given to
this establishment
30 Boycotts 1-2 team boycotting
(economic or social)
3 land use boycotting
4 class boycotting (1-low, 2-middle , 3-high)
5 function boycotted (0-shopping,
1-employment)
6-10 location boycotted
Either class or land use should be given; not both.
31 Bus/Rail Fares 5 1-for rail; 2-for bus base fare
6-10 base fare in cents
16-20 fare increment per mile
21-25 value ratio of equipment
26-30 maintenance level of equipment
32 Highway 1-5 maintenance level road type 1
Maintenance Levels Jurisdiction 1
6-10 maintenance level road type 2
Jurisdiction 1
11-15 maintenance level road type 3
Jurisdiction 1
250
Card Group
Cols
Description
33 Education Level
(1 card per residence)
Repeat in cols. (16-30) and (31-45) for jurisdictions 2 and 3 respectively.
1-5 parcel location
6-8 education level - high class on parcel
9-11 education level - middle class on parcel
12-14 education level - low class on parcel
34 Welfare Payment
1
2-6
jurisdiction (1,2, or3)
welfare payment per unemployed
worker (in $100's)
s)c ijcafc ♦♦♦♦♦♦ ^B 1 an k C a r d * * * * * * * * * *
35 Prices for
Outside Purchases
36 Topographical
Restrictions and
Preempt Land
1-10* Price per CU for Outside PG or PS
(in 100's)
11-20* price per CU for Outside BG or BS
(in 100's)
21-30* price per MG for Outside water (in 100's)
31-40* price per MG for Outside water for
residences with private utilities
(input by rows)
1-2 row number (12-60)
(6-8) 3 columns per board square for given
up to row (coordinate numbers: 70-118)
(78-80) containing percent of square which is
undevelopable.
37 Government
Employment Locations
1-10 Rail employment location
Repeat format as in (1-10) in cols. (11-80) in order of BUS , MSI, SCI, MS2,
SC2, MS3, SC3.
251
Card Group
38 Federal-State
Employers
Cols
1-5
6-10
11-15
16-20
21-25
26-30
31-35
Description
location
number of low-income PI job openings
number of middle-income PI job openings
number of high-income PI job openings
salary offered low-income worker/100
salary offered middle-income worker /l 00
salary offered high-income worker/100
1 card per location
^SfCJjC ^C^ *fC 5(C ^C 5fC ^T3 1 3 T")lr f^QKrl'fc^'fc'fc-'fc^^^ 5 ^^
39 Surface Water
Parcel Cards
1-5=
6-10*
location
volume in MGD
11-13* percent of land area consumed
14-15* rate of flow in parcels per day
16-20* location that water flows into (next parcel)
Repeat format as in columns 1-20 for up to three more parcels
40 Lake Parcels
l-5 :
location
6-10 water quality rating
Repeat format as in cols. 1-10 for up to 7 more parcels.
41 Individual Farms
1-2*
5-6*
code number of farm
owner (alphabetic code)
farm type (1-11)
252
1-
■2*
4-
8*
13-
-18
20
-24*
26-
-29*
Card Group Cols Description
41 Individual Farms 8 fertilizer factor (0-3)
(continued)
10-14* normal (when fertilizer factor is 0)
net income before taxes per 1 percent
in farm (in $100's)
Repeat as in columns 1-15 for up to 4 more farms.
42 Individual Farm 1-2* code number of farm
Parcels
parcel location
assessed value of farmland on parcel
(in $100,000's)
parcel on which farm parcel dumps
volume of water (in MGD) dumped by
farmland on parcel
Repeat as in columns 1-40 for one more farm parcel in columns 41-80.
43 Farm Types 1-2* code number of farm type (1-11)
Normal Income
3-5* multiplier on normal income per
percent in farm for fertilizer
factor 1 (in percents)
6-10* same for fertilizer factor 2
11-15* same for fertilizer factor 3
16-20* parts per million nutrients dumped
at fertilizer factor
21-25* same for fertilizer factor 1
26-30* same for fertilizer factor 2
30-35* same for fertilizer factor 3
1 card per farm type
**#*#*****Bl an ]£ Q ar( j*#********
253
Card Group
44 Municipal
Treatment Plants
Cols
1-5
7-8
9
10
Description
location
two-letter code for treatment code
(for outflow only)
level of treatment plant
if intake treatment , 1 if outflow treatment
Repeat format as in cols. 1-10 for up to 7 more treatment plants
45 Intake and
Outflow Points
1-5
6-10
15
point location
location of UT plant serving district
if intake , 1 if outflow
Repeat format as in columns 1-20 for up to 3 more points
46 Sampling Stations 1-5 location (if M, location of UT district
which uses dumping point
6 P = business point source
A = ambient
M = municipal point source
E = all three kinds everywhere on the
board (no location is given in cols
1 - 5 in this case)
Repeat format as in columns 1-6 for up to 12 more stations
Note: For a municipal point source sampling station the location given should
be that of the parcel on which its outflow point is located.
**********gj^j^]^ Qq2-(-[#*******#*
47 Water Prices
1-2
4-5
jurisdiction
two-letter code for activity type (AL
for all and it supercedes any prices
in the jurisdiction input before it but
does not apply to any following) . Prices
can vary by class by residence type. The
first letter is the class (H, M, or L) and the
second letter is the residence type (A, B, or C)
254
Card Group
47 Water Prices
(continued)
Cols
6
7-10
Description
blank
price per MG
Repeat format as in cols. 4-10 for up to 10 more activities in the jurisdiction
typical rent per space unit for
low-income PI (in $l,000's)
same for middle-income PI
same for high-income PI
typical salary per low-income worker
(in 100's)
same for middle-income worker
same for high-income worker
code numeber of river basin
priority (A, B, or C)
Major Recreation multiplier on
consumption for dam Priority A
(in tenths)
same for dam priority B
same for dam priority C
flood severity multiplier for dam
priority A (in tenths)
same for dam priority B
same for dam priority C
number of water quality levels to be
subtracted from surface water quality
rating for dam priority A
same for dam priority B
48 Typical Rents
1-5*
and Salaries
6-10*
11-15*
16-20*
21-25*
26-30*
49 Dam Priority
TTffor-to
1-2*
CLIcLiLb
3
4-5*
7-8*
10-11
13-14*
16-17*
19-20*
22*
24*
255
Card Group
49 Dam Priority Effects
(continued)
Cols
26*
31-35*
Description
same for dam priority C
location of dam in river basin
Repeat as in columns 31-35 in cols. 36-40, 41-45, etc. , for location of each
dam in river basin
1 card per river basin
SfC^^C^C^SJC^C^^C^'D'Jg^j-l'jr- ^OT-H^^^^ 5 ^^^^^^
50 Major
Recreation Areas
1-5*
7*
6-10*
11-15*
16-20*
21-25*
26-30*
31-35*
36-40*
41-45*
46-50*
parcel location
1 , if the major recreation area is
affected by dam priorities in its
river basin
percent of parcel in major recreation
PG units consumed at water quality 1-3
PS units consumed at water quality 1-3
PG units consumed at water quality 4
PS units consumed at water quality 4
PG units consumed at water quality 5
PS units consumed at water quality 5
PG units consumed at water quality 6-9
PS units consumed at water quality 6-9
1 card per major recreation area
51 Economic and
Social Histories
This Card Group consists of two sections , each of which has a single card
identifying the section, followed by cards containing information regarding
previous years.
256
Card Group
Card one:
Followed by:
Cols
1-4
5-80
Description
■HIST'
blank
1 card per economic team, in alphabetical order by team
1-4
average rate of return on developments
for year t-4 (in tenths of percents)
5-8
same for 1-3
9-12
same for t-2
13-16
same for t-1
20-23
24-27
28-31
32-35
networth (in millions of dollars)
in year t-4
same for t-3
same for t-2
same for t-1
Card one:
1-6
'SOCIAL'
Followed by:
One pair of cards per social team, in alphabetical order by team
first card in pair:
1-3
average quality of life index for
low-income class in year t-4
4-6
same for t-3
7-9
same for t-2
.0-12
same for t-1
.3-15
average qua
middle-income class in year t-4
257
Card Group
Cols
Description
16-18
same for t-3
19-21
same for t-2
22-24
same for t-1
25-27
average quality
high-income cla
.Si
28-30
same for year t-
-3
31-33
same for year t-
•2
34-36
same for year t-
■1
second card in pair:
1-5
6-10
11-15
16-20
21-25
26-30
31-35
36-40
41-45
46-50
51-55
56-60
average salary earned by low-income
workers in year t-4
same for t-3
same for t-2
same for t-1
average salary earned by middle-
income workers in year t-4
same for t-3
same for t-2
same for t-1
average salary earned by high-income
workers in year t-4
same for t-3
same for t-2
same for t-1
258
APPENDIX N
LOAD DECK INPUT CARD FORMATS
APPENDIX N: Load Deck Input Card Formats
I Boundary Cards (II, 7X, 12, 1415)
II Number of Social Decision-Makers (12, 78X)
III Round Number and Heading (15, 12A6)
IV Active Jurisdictions (13)
V Social Decision-Makers (215, 312)
VI Parcel Cards (15 , 13 , 12 , Al , 213 , 314 , 2 (14 , 213) , 4X , 13 , 3X , 18 , 18)
VII Time Allocation (212 , 513)
VIII Utility Card (A2 , II, 7X, 7(15, 12, 13))
X Terminal Cards (A2 , II , 7X , 7 (15 , 12 , 13) )
XI Parkland and Public Institutional Land (A2 , II, 7X , 1415)
XII Municipal Services (A2 , II, 7X , 3(15, 12, 513))
XIII RoadCards (A2 , II, 7X , 4(15, Al , 313))
XIV Unused Highway Land (A2 , II, 7X , 1415)
XV Team Cash (12, 7X, Al , 6110)
XVI Municipal Services Salaries (615)
XVII School Salaries (1215)
XVIII Bus/Rail Salaries (215)
XIX Bonds (AZ , II , 212 , II , 16)
XX Taxes (II, 1015)
XXI Assessment Ratio (6110)
XXII Appropriations (12, 6110)
XXIII Rents (1615)
XXIV Bus Routes Card 1: (13, 12, 215)
Card 2: (1615)
Rail Inputs:
260
XXV Station (A5 , nI5, mllO) n, m - variable
XXVI Land (A5 , 15, 7110)
XXVII Track (A5 , nI5, mllO)
XXVIII Rail Routes Card 1: (13, 12, 215)
Card 2: 7 (A2 , 315)
XXX Boycotts (12, 311, 15)
XXXI Bus/Rail Fares (415)
XXXII Maintenance level for raod types (915)
XXXIII Educational level (15, 313)
XXXIV Welfare Subsidy (II , 15)
XXXV Outside Price (A4 , 6X, 15)
XXXVI Topographic Restrictions (12, 2613)
261
APPENDIX O
NOTES ON THE LOAD PROGRAM
APPENDIX O: Notes on the Load Program
The City IV load program will load data bases configured for
the following models:
City II (1108 Version)
City III (1108 Version)
City III (360 Version)
City IV (360 Version without water system)
City IV (360 Version with water system)
The flexibility of the load program allows the user to load previously
developed data bases into the same operating model for which new data bases
may be configured.
The model user should be extremely careful when loading a new
data base into the model. Whereas the edit program which handles player
inputs has many checks against errors , both coding and substantive , the
load program makes very few checks on the data submitted to it; it merely
allocates the data to the appropriate files for storage according to the
card columns and groups in which the data appear. The coding, card
punching , design processes and design intentions should be rechecked
several times before a data base is loaded. Failure to do so almost always
results in many wasted man-hours and much wasted expensive computer
time . Even when a data base is completely accepted by the LOAD program ,
many errors may appear in the first round of output as a result of loaded
data errors.
© If the load program blows off the system , there is an
error in the data cards. All cards should be rechecked .
e Whenever the load program indicates a data error (which
it is programmed to detect for very few data items) ,
the data card should be fixed before the load program
is executed again .
e If an error appears in Round 1 output , the loaded data
should be checked for errors and omissions .
There are only two types of data errors which do not have signifi-
cant effects on the rest of the model , and the load program does note when
these occur. The first occurs when an economic activity is loaded on a
parcel which has less utility service installed than the activity requires
in order to operate. If the error is not corrected, the activity will still
pay for the full amount of utility service which it requires , and the
Utility Department will receive the full revenue. However, the level of
utility service on the parcel remains at its loaded value until changed by a
Utility Department input.
263
The second type of data error occurs when the various land uses
on a parcel consume more than 100% of the land on the parcel. Before any
land uses are processed by the load program (i.e. , before Card Group
6 is processed) , the amount of land on each parcel is set to 100%. As
each type of land consumer is processed, the appropriate amount of land
is subtracted from the running total of the parcel's remaining land. If,
when the program attempts to decrement that running total , a parcel
would have less than zero remaining land, the program prints a message
to that effect, and does not decrement the running total, but does register
the land use as existing on the parcel. The land use is handled as usual,
except that it does not decrease the remaining land on the parcel. In effect,
a parcel can be more than 100% used. If a card from card groups 8 , 9 , or
12, indicates a land requirement greater than the remaining land on a
parcel, any undeveloped land appearing on the card is not registered.
Only actual land uses can cause a parcel to be more than 100% used. When
the program encounters a land error , it prints:
NEGATIVE LAND ATTEMPT AT LOCATION - AMOUNT NEEDED - AMOUNT AVAILABLE
As data is fed to the load program and processed, the program prints
output indicating what errors it does detect and, in most cases, prints the
information which was on the data card . In the following notes concerning
the load program, the program checks on the data are noted as well as
the form of the printed output which the program produces for each Card
Group. Ramifications of some data errors are traced.
The listing which follows these notes are the data loaded for RAYWID ,
a large three-jurisdiction data base of 2,500,000 population, and TWOCITY , a
two-jurisdiction data base of 300 ,000 population. RAYWID was developed new
for the water model; TWOCITY is a modification of a data base originally
developed for the 1108 version.
In order for the listing to fit on standard-size paper, cared
columns 73-76 have been deleted, leaving columns 1-72 and 77-80. The
listing is intended to be used as an example of a complete load deck, and
the missing columns are not essential to the example.
Superimposed on the listing is notation which groups cards
beloging to the same Card Group. The Card Group number is also noted.
264
Card Group Notes
1 If a number greater than 7 appears in column 1 , the program
prints: INVALID DISTRICT TYPE NUMBER. The RAYWID example
contains considerably more pairs of coordinates than are actually-
required for the definition of the various districts. Note that when
one card does not have enough room for complete specification
of a district, more cards may be used.
3a This section of the load deck allows the director to specify
how data is being loaded and to determine what model will be
run on the data base. These are the Option Cards. It is not
a required Card Group , so no blank card is necessary if no
director option cards are loaded .
Use one card per option. They may be loaded in any order. The
option code words should begin in column 6, and the remainder of the
card to the right of the option code word should be blank. Some option
cards contain information to the left of column 6 .
1. WATER
This code indicates that the water-related data, card groups
39-50 are being loaded. If this card is not used, the load program assumes
that water is not being included in the model, and the water phase of the
model does not run. The water related maps do not print and Migration has
a different output format from the example shown in the Player's Manual.
2. NOCI
This specifies that the NOCI option is in effect. There must be
no CI's loaded. All construction is done by the Outside with no round lag.
If this card is not used, construction has a 1-year lag and CI's may be
built or loaded.
3. RDLENG
Columns 1-5 should contain, right justified, the length of the
side of a parcel in lOOths of a mile. If the number there is greater than
200, the rest of the programs use the water model land requirements. If
the length is less than 200 , the industries use the HI and LI land requirements
and all land uses have City 3 land requirements.
4. NEWFMT
This indicates that land is specified in 1% units. If NEWFMT is
not given, land is assumed to be in 4% units . This is significant for Card
Groups 8, 9, 10, 11, 12, 14 and 26, where land amounts are coded in 25ths
265
Card Group Notes
of parcels in the 1108 version. NEWFMT also indicates that Card Group 35,
Outside Prices, has the format shown for it in "Formats for Loading a
Data Base" . If NEWFMT is not given, the format shown in the "Notes On
the Load Program" for Card Group 35 must be used.
5. NEWROAD
This indicates that the road format in Card Group 13b is being
used to load roads. If NEWROAD is not used, 13a is assumed to be the
road format.
6. LOTRV
Columns 1-5 should contain, right justified, the maximum percent
of the salary offered at a job location which a low-income worker will pay
in order to get to the job. This percentage is used when a list of potential
employment locations is created for a worker. If LOTRV is not used, the
percentage is assumed to be 25.
7. MIDDTRV
This is the same as LOTRV except that it applies to middle-income
workers. If MIDDTRV is not used, the percentage is assumed to be 20.
8. HIGHTRV
This is the same as LOTRV except that it applies to high-income
workers. If HIGHTRV is not used, the percentage is assumed to be 15.
The standard option cards used in City IVwith water are:
bbbbbWATER
bbbbbNOCI
bb250RDLENG
bbbbbNEWFMT
bbbbbNEWROAD
In the RAYWID example , NOCI does not appear as a loaded option
card . It must be input to the Round or Round 1 data base . In TWOCITY , the
land is input in 4% units , since TWOCITY was originally developed for the
1108 version. Roads are in card group 13a format.
3b There are two reasons that the round number should start at
zero. The round number is updated in CITY4. Before that point,
two programs check the round number as a basis for deciding
266
Card Group Notes
whether to execute. One, migration, does not run if the round no.
is zero. Round 1 output thus has the same population as is
loaded into the data base . The other program runs only if the
round number is zero. It sets the utility price per unit to
$10,000 in each jurisdiction. Note that utility prices are not
loaded. Neither can they be input to the Round data base,
since when CITY4 is executed to produce Round 1 output, all
utility prices are set to $10,000.
4 A new jurisdiction cannot be created after the load program has
been executed. This card group indicates to the print programs
how many jurisdictions to print output for.
5 Team number (1=A, 2=B , etc.) is used instead of team letter in
data bases originally developed for use in the City II and City III
1108 versions. Either team letter or team number may be used here.
Note that in TWO CITY , the last three cards in this Card Group
repeat parcel locations for which social control has already been allocated
on previous cards . Control was reallocated after the data base was first
loaded, and rather than change several cards, the new data was loaded over
the old . The last card entered for a parcel is the one that counts .
6 Data bases developed for the 1108 version: team number is in
columns 7-8; column 10 is a one-digit land-use code (0=undeveloped,
l=residence, 2=LI, 3=HI , 4=NS , 5=CI , 6=BG , 7=BS , 8=PG , 9=PS) ;
column 11 is residence type (A, B or C) . Team number is used
for all team designations in the data bases originally developed
for the 1108 version. The TWOCITY example contains both 1108 and
360 formats for this Card Group.
Land parcel cards need be loaded only for parcels which have
local system economic owners. Parcels which do not have local owners are
automatically assigned to the Outside as owner .
The only check on this card group is for valid parcel coordinates.
A card having invalid coordinates is entirely rejected.
The level of economic activity given in columns 12-14 assumed to be
its constructed level. If the director wishes to start an activity with a lower
operating level , he should make that input to the Round data base created
after the load program is executed.
267
Card Group Notes
Columns 40-43 (rent per space unit if non-residential) do not
require rents. Rents can be loaded in Card Group 23. Any rents appearing
in that card group override rents appearing in Card Group 6 . If all rents
are in Card Group 6, Card Group 23 should contain only a blank card.
The data bases originally developed for 1108 versions of the
model have all rents in Card Group 23 .
For any parcel which is loaded as having no economic team
owning it (including OU as an economic team) i.e. , all land is either
lopable or owned by the government, an assessed value should be
give . . it in the card group , even though the parcel card will show no
economic owner .
7 If columns 9-11 are non-zero for PH , the program sets them to
zero but does not print a message to that effect. High-income
cannot allocate time to free education. There is no check that
low-income does not allocate time to pay education.
There is no way to separate the time allocations of people
controlled by the same team and of the same class but living in different
jurisdictions. To make such a distinction before the beginning of a game,
the director should input new time allocations to the Round data base .
If time allocations are not loaded for a class on a parcel, those
PL's take the time allocations of inmigrants of their class. The time alloca-
tions of inmigrants are:
PL PM PH
Extra Job 40 30 20
Free education 20 30 20
Pay education 5 20
Politics 10 20 40
Recreation 20 10 10
8 , 9 , 10 , Special care should be taken to make sure that the parcels
11, 12, designated as being owned by these departments are in fact
13a, 14 located within the jurisdictions to which they are assigned by
these cards. An error here can lead to many other types of
problems and contradictions when the model is run.
8,9, After the utility cards (Card Group 8) have been processed,
10, 12, the program prints a table showing some information about
13 what was on the cards. The table has the following headings:
268
Card Group Notes
LOC (location of parcel) , LVL (level of development of the
utility plant there) , LND (total amount of land owned by the
Utility Department there in 1% units) , SQ (the internal program
coordinates of the parcel) , LDN/UT (amount of land on the
parcel which is developed in utility plants) TTL CTV (a column
which is always blank) . The same format is used for Card Groups
9 and 12. For Card Group 10 (terminals) , there is one row for
each parcel from which a terminal takes land. For Card Group
12 (roads) , DIR (direction, E for east or S for south) is given
instead of LVL . There is one row for both parcels from which a
road segment consumes land.
The program also prints the number of cards submitted in each
of these Card Groups.
10 If columns 18-20 do not contain the correct amount of land for
the type of terminal being loaded, the terminal is rejected.
13 It is generally wise not to load roads all over the board or
even on half of the roadbeds , since the transportation programs
consider all possible routes between parcels and will run for
extreme lengths of time if presented with a myriad of alternatives.
15 The program makes no checks on and prints no error messages
for this Card Group . It merely prints the cards as they are
processed. The cards must be in alphabetical order by team .
The only economic teams ever recognized by the program for
a game using a particular data base are those initially designated as in
existence by Card Group 15 during LOAD. If the director wishes to allow
for the creation of new economic sector teams during a game, those teams
must be included in this card group. For example, the director might
want to allow for the social sector's development of their own housing
complexes, industries, or investment in Outside businesses (stocks) .
Such social action would have to be done through an economic team .
The director could , by designating a few extra economic teams in this
card group , give the social sector those extra economic decision-maker
codes. Cash balances need not be loaded; a team letter is sufficient here
to create an economic team.
The social sector's initial dollar value of time is also loaded in
this card group, although there may be more or fewer social than economic
teams. The social teams allowed are designated in Card Group 2 and
Card Group 5. Card group 2 gives the number of social teams, but Card
Group 5 allocates geographic control to those teams. If seven social teams
are specified in Card Group 2 but only six are given control in Card Group 5 ,
then only six social teams can ever control Pi's. If there are to be more
social than economic teams, then Card Group 15 should contain at least as
269
Card Group Notes
many team cards as there are social teams , or else those social teams which
are not included here have a dollar value of time of zero. Of course , the
director can input dollar values to the Round data base.
18 If water is being used in the model, no card should be included
for Card Group 18. No blank card should be used either. If
the director wishes to include Bus or Rail in the water model,
he must input their salary offers to the Round data base .
19 The only check on this Card Group is on whether there is an
invalid department name given on the data card. The program
prints the following message if there is an invalid name:
ILLEGAL DEPARTMENT
21 At one time during the model's development, assessment ratios
were loaded , but now they are set by the LOAD program . The
blank card is necessary here, however. The director can
change the initial assessment ratios for the game by an
input to the Round data base .
22 There is no program check that the departments which can
receive appropriations are the only ones given appropriations.
If Utilities , Bus , or Rail are given appropriations during
LOAD , they will continue to receive appropriations throughout
the game, although the appropriations will never appear itemized
as such on those departments' output. There is no way to cancel
a Utility , Bus , or Rail appropriation through EDIT .
If Planning and Zoning receives a current appropriation in
the load phase , it will never be able to spend that money , since the
input (edit) program does not acknowledge a current account for Planning
and Zoning . However , the Chairman will spend the amount of the appropria-
tion every round.
23 See note for Card Group 6 , columns 40-43. If Card Group 23
has some rents , and if there are more than one jurisdiction
(as indicated by Card Group 4) , then the rents in Card Group
23 are set to 92% of the value punched on the data card. When a
two-jurisdiction data base was first loaded into the model, all
of the rents were too high. Rather than change all of the rent
cards, we changed the program to lower the rents loaded.
Card Group 6 is never affected by the number of jurisdictions.
If a rent is specified here for a parcel which does not contain a
residence, there is no error message but the rent is ignored by the program.
RAYWID has all rents in Card Group 6; TWOCITY has all rents
in Card Group 23.
270
Card Group Notes
24 The program makes two checks: 1) that the coordinates
specified are in fact valid intersection coordinates , and
2) that all portions of a route travel along roads.
25, 27 The only program check here is that the intersection coordinates
are valid.
28 This Card Group should be coded very carefully because the
program does not check that there are stations or track segments
where routes are specified.
29 The program makes three types of checks on the data: 1) that
the department having the contract is SC or MS; 2) that no
more than three BG or three BS contracts are granted to a
single department; 3) that the type of contract specified
is with BG (cols. 1-2) or BS (cols. 3-7) .
30 If on the same boycott card both a land use (col. 3) and a
class (col. 4) are specified as boycotting, the program
rejects the boycott and prints: INCONSISTENT BOYCOTT
Note that a use (of bus or rail) boycott cannot be loaded.
If the director wishes to start the game with a use boycott in effect, he
must input the boycott to the Round data base .
32 If the road format of Card Group 13b is used , then the road
value ratios are set to the maintenance levels specified here.
If no maintenance level is specified here , the value ratios are
set to 100, but the maintenance levels are 0.
If the road format of Card Group 13a is used, then the value
ratio of any road for which a value ratio is not specified in that Card Group
is set to the maintenance level specified here. If no maintenance level is
specified here, the value ratio of such a road is set to 100.
33 If the coordinates of the parcel are invalid or if the designated
parcel does not contain a residence, the program rejects the
data card and prints: ILLEGAL LOCATION
If educational levels are not loaded for a class on a parcel ,
those Pi's have the educational levels of inmigrants of their class
(PL-15;PM-55; PH-85) .
35 If the NEWFMT option is not used (see notes on Card Group 3a) ,
then columns 1-4 should contain 'P/CU' and all other information
on the card should be shifted four columns to the right.
271
Card Group Notes
After this Card Group is processed, the program checks that
all economic activities have sufficient utility service and that all parcels
having utility service are in utility districts. Any discrepancies are noted
by printed messages, although the porgram does not reject or modify
discrepancies.
36 Lake parcels should be included as parcels entirely topographically
restricted , since there is no check in $ BUILD to prevent construc-
tion on a lake parcel.
37 , 38 The only checks are that the coordinates are valid. If a surface
water parcel dumps on a parcel that does not have surface water ,
the program prints: PARCEL DUMPS ON NON-RIVER PARCEL.
40 The program checks that the parcel coordinates are valid and
that the water quality is valid (1-9) . A parcel which is a
lake parcel cannot have any land use on it.
42 The program checks that the farm parcel's code number matches
a farm code number loaded in Card Group 41.
44 The program checks that the coordinates are valid, that the
two-letter treatment type code is valid, that column 10 contains
only or 1 , and that the treatment plant is in a utility district.
If a treatment plant of the same type has already been loaded
for the utility district, (intake or outflow) the program takes
me latest plant, erases its record of the previously-loaded plant,
and prints a message that it has done so.
Note that in the sample data decks intake treatment plants have
two-letter type codes. Those codes are ignored by the program in the case
of intake treatment plants, which do not have type codes.
45 The program checks that the point location has water , that there
is a utility plant at the location specified in columns 6-10, and that
column 15 contains or 1 .
47 The program checks that the two-letter activity type code is valid.
49 The program checks that the dam priority is only A, B, or C and
that there is surface water on each parcel designated as having a
dam. If no dam priority values are loaded for a river basin, all of
the multipliers are assumed to be 1.0 and the water quality effect
is , even if a dam is loaded in the river basin .
51 Any columns to the right of those specifically designated as data
fields are ignored by the program. In the RAYWID and TWO CITY
examples , the letter of the team for which the data applies is
punched on each card. If the 'HIST' section is omitted from the load
deck, the program does not attempt to process any cards for 'SOCIAL'
272
APPENDIX P
THE VOTE PROCEDURE
APPENDIX P: The Vote Procedure
Players submit input forms with votes for candidates for public
office, opinion polls, and measures of governmental performance. Each
of these categories fall under the VOTE option. However, none of the player
inputs are in the form acceptable to the computer program. Consequently,
the game director must recode the vote inputs based on the information from
all player vote inputs .
As described in the Input Description Section, Social Sector, of
the Player's Manual, players (social decision-makers) submit their inputs
for each election or poll and identify the category and purpose of each vote
on the right-hand side of their input form . For each election or poll the
game director must assemble each decision-maker's votes and then order and
punch the voting inputs as described in the following pages.
VOTE As An Operating Program
The game director must coordinate the vote process with the game operator
(see CITY MODEL Operator's Guide) . These vote inputs cannot be run
(executed) by the EDIT program. VOTE is a separate program like EDIT
(input processing) , CITYIV (the simulation) , LOAD (prepare a new
configuration) , and MAPS (print extra copies of the status maps) . VOTE
must be executed following the execution of EDIT . Thus , the sequence of
computer cards beginning with @XQT EDIT is:
@XQT EDIT
$CVPT/#A/
$OTHER/#B/
etc . (all player inputs except votes)
@XQT VOTE
All vote inputs and commands (to be explained)
@XQT CITYIV (to run the simulation)
As is explained in the Operator's Guide, variations on the execution
of programs are possible. These variations are dictated by the game director
according to the purpose of a particular play. Subsequently, it is possible
for VOTE to be executed independently of any of the other programs .
Detail on these options will not be presented except to note that the
same file reading procedures required to execute EDIT are required to execute
VOTE . VOTE , unlike EDIT , does not change any data so nothing is read out
to the data tape following the processing of all votes. Therefore, if VOTE is
run by itself, the "©FIN" card should immediately follow the final VOTE
input (a period) .thereby terminating this particular "job."
274
The Structure and Order of VOTE Inputs
Assemble all social decision-maker vote inputs by each vote
category which represents a separate vote:
1 . Election of slate or candidate for particular administration
or department for a particular jurisdiction.
2. Measurement of government performance for a particular
jurisdiction.
3 . Opinion poll on a particular issue .
Each item of information — either a command or vote — must be
put on a separate card.
The director should note the order of the separate T? ote Dries and
for what purpose each vote is taken. The computer program does not disting Liish
results according to individual categories; it merely tabulates total >otes foi
each letter. Of course, the letters represent slates, candidates, yes/no votes
or relative quality measures (excellent, adequate, etc.) . The director must
note the meaning of each letter for every vote .
The social decision-makers' votes need not be input in alphabetical
order.
On the following cards, all social decision-makers' inputs for the
particular vote are entered. Note that the;/ may vote by class of population
units they control within the jurisdiction or for all their population unii
in the particular jurisdiction. The format which must be followed is:
Zy/W
where Z is the social decision-maker's letter
y is either a number which represents socio-economic
class (1 for low; 2 for middle; 3 for high) or ignored
if the decision-maker elects to have all his classes vote
for the same "letter."
/ is a special character
W is the letter which represents the candidate, quality
measure, or yes/no response
275
The final card for each vote must be a period (" .") .
For example: (one vote: an election of the chairman for juris-
diction 2 . Candidates A , B , C , and D are running .)
Card Image Explanation
2 jurisdiction
A/A all of A's Pi's in jurisdiction 2 vote for A
Bl/B B's low Pi's in jurisdiction 2 vote for B
B2/C B's middle Pi's in jurisdiction 2 vote for C
B3/D B's high Pi's in jurisdiction 2 vote for D
Cl/D C's low Pi's in jurisdiction 2 vote for D
C2/C C's middle Pi's in jurisdiction 2 vote for C
C3/D C's high Pi's in jurisdiction 2 vote for D
D/D all of D's PI; c in jurisdiction 2 vote for D
E/B all of E's Pi's in jurisdiction 2 vote for B
Gl/C G's low Pi's in jurisdiction 2 vote for C
Note that none of F's population units nor G's middle and
high-income population units voted. It is possible that F controlled
no Pi's in that jurisdiction likewise for G) .
The final card signifies the end of the entire voting process
(no more separate votes) . It must have a period in the first column.
Thus, at the end of the vote "deck" there should be two periods (one
each on separate cards) . The first signifies that there are no more
"ballots" for a particular vote; the second period terminates ths vol
procedure.
276
BIBLIOGRAPHIC DATA
SHEET
1 . Report No.
3. Recipient's Accession No.
.COM -74 -10702-1
4. Title and Subtitle
CITY GAMES -
CITY h
DIRECTOR'S MANUAL
5. Report Date
September 1973
6.
7. Author(s)
Mr. John E. Moriarity
8. Performing Organization Kept.
No.
9. Performing Organization Name and Address
National Bureau of Standards
5285 Port Royal Road
Springfield, Virginia 2215>1
10. Proiect/Task/Work Unit No.
11. Contract/Grant No.
12. Sponsoring Organization Name and Address
13. Type of Report & Period
Covered
Final
14.
15. Supplementary Notes
This manual is normally used along with the CITY h Operator's
manual published under a separate title.
16. Abstracts
City k is an operational
make economic and government
metropolitan area. Through
urban system responds to the
The City k Director instruct
the overall game play. This
administering the game from
examples of decision codes,
to direct the game .
simulation game in which participants
decisions affecting a hypothetical
the use of a computer, the simulated
participant's as any real city would.
s the players in procedure and coordinates
manual describes the details of
the Director's point of view and presents
formats, and general information necessary
17. Key Words and Document Analysis. 17a. Descriptors
City; computer; director's; economic; games government; metropolitan
players; sectors; simulation; social urban.
1 7b. Identifiers/Open-Ended Terms
17c. COSATI F ie ld Group
18. Availability Statement This manual is available only with
the lease of CITY k Games system on magnetic tape,
COM-7U-10706.
19. Security Class (This
Report)
UNCLASSIFIED
20. Security Class (This
Page
UNCLASSIFIED
21. No. of Pages
286
22. Price
I'form ntis-35 (rev 10-73) ENDORSED BY ANSI AND UNESCO.
U.S. GOVERNMENT PRINTING OFFICE: 1974- 543—048:32
THIS FORM MAY BE REPRODUCED
U5COMM-DC 8265-P74
PENN STATE UNIVERSITY LIBRARIES
i ii mi 1 1 mil
DDDD7D t m3mE