COM-74-10702 2 National Technical information Service :nt of commerce i O f~\cr f"> a r^Tn *rt *T,S 0« ' National Technical Information Service U.S. DEPARTMENT OF COMMERCE P.O. Box 1551 Springfield, Va. 22151 Price of City Games Computer Files Includes Related Manuals NBSIR 73-110 CITY I PLAYER'S MANUAL Edited by John E. Moriarty Technical Analysis Division Institute for Applied Technology National Bureau of Standards Washington, D. C. 20234 March 1973 Final Report Sponsored by National Technical Information Service 5285 Port Royal Road Springfield, Virginia 22151 •"•CAU O* * > e t o - — 8 a ui U. S. DEPARTMENT OF COMMERCE, Frederick B. Dent, Secretary NATIONAL BUREAU OF STANDARDS, Richard W. Roberts. Director 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 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. 1 1 Digitized by the Internet Archive in 2012 with funding from LYRASIS Members and Sloan Foundation http://www.archive.org/details/city1playersmanu00inst TABLE OF CONTENTS Title Page I. INTRODUCTION 1 II. MODEL PROCESSES 12 A. The Computer 12 B. The Game Board 14 C. Levels of Aggregation and Scale 16 D. How to Begin Play of City I 16 E. The City I Round 17 F. Optional Citizen's and Mass Media Team 18 III. ECONOMIC SECTOR 19 A. Economic Land Uses 19 1. Development Level 20 2. Value Ratio 20 3. Capacity 21 B. Buyers and Sellers 22 1. The Commercial Process 25 C. Employment Process 26 D. Income 2 8 E. Expenditures 34 IV. INPUT 4 A. Economic Sector Decisions 40 1. Borrow or Lend Money 4 2. Transfer Cash 40 3. Invest in Speculative or Conservative Stocks 40 4. Restore Slums 40 5. Purchase and Bid on Land 40 6. Build or Upgrade Residences 41 7. Build or Upgrade Businesses 41 8. Demolish Residences 42 9. Demolish Businesses 42 10. Renovate Residences or Businesses 42 11. Change Prices or Salaries 43 TABLE OF CONTENTS (Continued) Title Page B. Procedures and Formats 4 5 1. Decision Code 45 2. Additional Information 46 V. OUTPUT 52 A. Description of Economic Output 52 1. Detailed Property Statement 52 2. Summary Property Statement 6 3. Summary Financial Statement 6 3 VI. GOVERNMENT SECTOR 66 A. Chairman and Council 6 8 1. Explanation of the Role 6 8 2. Chairman and Council Decisions 69 3. Input Procedure 71 4. Sample Decisions 73 5. Computer Output 75 B. Finance Department 7 8 1. Explanation of the Role 7 8 2. Finance Department Decisions 79 3. Input Procedure 81 4. Sample Decisions 83 5. Computer Output 85 C. Public Works and Safety Department 8 8 1. Explanation of the Role 88 2. Public Works and Safety Department Decisions 92 3. Input Procedure 95 4. Sample Decisions 97 5. Computer Output 99 D. School Department 104 1. Explanation of the Role 104 2. School Department Decisions 106 3. Input Procedure 109 4. Sample Decisions 111 5. Computer Output 113 VI TABLE OF CONTENTS (Continued) Title Page E. Highway Department 117 1. Explanation of the Role 117 2. Highway Department Decisions 119 3. Input Procedure 12 2 4. Sample Decisions 124 5. Computer Output 126 F. Planning and Zoning Department 133 1. Explanation of the Role 133 2. Planning and Zoning Department Decisions 134 3. Input Procedure 135 4. Sample Decisions 137 5. Computer Output 139 VI 2 COMPUTER PRINTOUT Title Page Chairman's Report of County Budget for Round 1 76,77 Congestion Map for 1 130 Finance Department Report, Round 1 86,87 Game Board 14 Game Board Sample 120 Highway Department Report for 1 128,129 Municipal Services Map for Round 1 102 Planning and Zoning Department Report for 1 140,141,142 Public Works and Safety Department, Report for 1 100,101 School Department Report for 1 114,115 School Map for Round 1 116 Simulated County, 4 Areas 15 Summary Financial Statement for A, Round 1 64 Summary Property Statement for A, Round 1 61 Team A for Round 1 54,57,58 Total Cost Increment Map for 1 132 Utility Map, Round 1 103 Value Ratio Map for 1 131 VI 11 I. INTRODUCTION City I is an operational simulation game in which participants make economic, government and social decisions affecting a hypothetical metropolitan area. Through the use of a computer, the simulated urban system responds to the participants' decisions as any real city would. Each player in City I is assigned to a team which shares an economic and governmental role. The interrelated decisions made by teams will guide the way the simulated city changes in composition and size. The simulation approach to cities offers the players an opportunity not only to make decisions but to implement them as well. They receive a feedback from their actions and see the effects from other forces that are constantly at work altering the effectiveness of the players' decisions. Players therefore have a learning experience in how to deal with a changing environment. The round-by-round play gives the players the necessary experience in selecting the type of analysis to move them towards their objectives while the allocation of their time and Game resources is a critical determinant of the success they hope to achieve. As the Game progresses, players learn to increase their involvement in the management of the environment while at the same time learning more about the relationships between business and society. One of the primary purposes of the Game is to improve the players understanding of urban problems in systemic terms. In other words, the aim is to encourage players to view the activities of the City as being closely related and interdependent (e.g. , an unemployment problem will exacerbate a health problem, the loss of industry and jobs in the private sector will reduce the number and quality of services offered in the public sector through reduced tax revenues, etc.). The Game also encourages players to use an interdisciplinary perspective when dealing with urban problems; that is, to look at the problem not only from the viewpoint of an economist, but also from the perspective of a geographer, planner, political scientist, etc.. For instance, if a player is dealing with a land use problem such as zoning, he soon realizes that he cannot escape the broader concepts of land-use planning. The problems of housing, unemployment, education, health, highways, etc., are all related in a system of interconnected activities and institutions to his original land-use problem of zoning. Hence, many of the outputs of this particular gaming model (e.g., land use maps, economic indicator tables, etc.) are designed in such a fashion that the City can be viewed more easily as a single entity than as several separate and dis- parate parts. Although no two games are ever identical, most games have common characteristics that are noteworthy. In a typical game, the economic decision makers can best be des- cribed as rather conservative and cautious players. This aversion to risk-taking is especially noticeable in the early rounds when players are uncertain as to the outcome of particular decisions. Economic decision makers generally do not have a game plan and most decisions in the early rounds are not made in a systematic fashion or developed in a coor- dinated manner. In later rounds, many decisions are made as the result of actions taken in earlier rounds. For example, an economic decision maker might build some housing units for rental purposes and then find that they are underutilized The decision maker might then consider building commercial or manufacturing establishments close by in order to induce more people to live in the underutilized housing units and build up a good supply of labor. Just as likely, the pro- cedure 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 econ- omic 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. 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 entre- preneur 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 decis- ions 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 Players manual is designed to be a reference manual for game players and cannot be read as a text book. This manual is one of a set comprised of a Director's Manual, Player's Manual, and Computer Operator's Manual. It is assumed that players will be given complete instructions in the rules for a particular game play by the Game Director who is experienced in running this particular game. Indiv- idual 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 sector 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 inter- preting 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 partic- ular objects of the players and thereby making the Game more flexible and susceptible to innovative approaches to urban problem-solving. The Director can structure the role assign- ments 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 interdis- ciplinary framework (e.g., a task force on transportation policy might include a sociologist, political scientist, geographer, planner, engineer and an economist) . With initial roles established, the game begins. The Director generally starts the game by discussing possible objectives with each player or group of players along with the present or initial city conditions. For example, if the Director chooses to use the planning-programming-budgeting systems approach, each player or group of players must: 1. Define his general Goal which is Output Oriented . 2. Identify objectives which indicate conditions or levels which must 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 effective- ness! (in cost/benefit terms) as compared to alter- native programs. Consider a political role in the urban system that is abstracted as follows: Political Goal : School Department Develop a school system comparable to the best in the nation, which will provide high quality, accessible and meaningful educational experience to the City's population. Objective #1 Maintain the pupil/teacher ratio at less than 21/1. Program #1 Using the population growth projections, determine future student levels. Hire middle and high income teachers, at the optimum mix, to meet this demand. Program #2 Redistrict school boundaries to better utilize existing City resources. Program #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 per- formance (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 104) political goal could apply to most school systems in any City. We all want low student/teacher ratios and the best possible teachers for our children. New construction, better utilization of facilities and adult education programs with the most competent teachers available is certainly a laudable goal. The only obstacle to this Utopian dream is that other government departments leave their dreams and all departments compete for the lion's share of limited tax dollars. Besides education, the government sector (see page 66) must consider the problems of budgeting, taxation, assessment and bonding (see page 78) > highways (see page 117), fire and police protection (see page 88) , planning and zoning (see page 133)/ utilities and bus and rail transportation (see page 117). Departments make decisions which include allocating capital and current funds, changing salaries and maintenance levels, requesting Federal-state aid, changing district boundaries, constructing or demolishing public buildings and changing levels of service. In the game, all of the above roles are enacted by various players who strive to optimize their goals just as in the example of the school department. Collectively, the Government players work from a tax base that is continually being attacked by the tax payers as excessive and yet their very employment is insured by the elective process which, of course, is determined by the same tax payers who are continually demanding more services from the government. The source of government revenue is taxes which are levied on the population just as in a real city. Other players must assume roles in the city's economic sector to create employment for the population. The activities of the businessmen must include the operation of the industrial, commercial, and residential establish- ments which in turn require land purchases and sales, salary changes, maintenance level alterations, business goods and services, purchases for operating exigencies, boycotts of commercial firms, acquisition of long and short term loans, and constructing, improving and demol- ishing businesses. The commercial activities (see page 25) are subdivided within the game into Basic Industries, Construction Indus- tries, Commercial Activities and Residences. The Basic Industry includes heavy and light industries and national services (including Standard SIC classes) which spend money for business goods and business services, utilities, a labor force, transportation and above all taxes. The Construction Industry (see page 41) builds and/or demol- ishes other developments and firms from outside of the local area may also perform construction work. Commercial activities spend money on many of the same items as the basic industry in order to maintain a level of service capacity. This service capacity is available to serve local customers. Finally, the residences, (single-family, townhouse, and highrise) spend money on goods and services, utilities, taxes and earn income based on rent charged and the number and type of occupants residing in their housing units (see page 41). 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 page 14 ) geographical map that can be loaded with data from any regional or metro- politan area. The map contains 625 parcels in which each parcel represents one square mile of land. Many of these land parcels are unowned at the beginning of play and those that are occupied are represented by a specific, representative land use. For instance if a square mile consists mainly of middle income residences, this parcel would be designated as such even though there could be a few commercial businesses within the square mile. The only requirement to assigning parcels is that the assign- ment typify the most representative land use. In a similar manner highways and roads are represented along the boundaries of the parcels. If you imagine a parcel as represented by a square, then a road is described as one or more sides of the square. Once the representations are made, there remains the task of determining the zoning classifications (see page 133), the cash available to each player or team, salaries, city financial resources, department expenditures, tax base estimates, road configurations and utilities and terminals (see page 28 ) • These inputs along with the parcel classifications describe the starting city. The files of this starting city are stored in the computer and can be altered by the game director to suit the players needs (see Director's Manual). Changes in these files may affect the output of the computer but will have no bearing on how the computer calculates the 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 consumating 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 changed city. In a typical game play the players generally behave in a predictable way with a minimum of player interaction early in the game. Players tend to feel that most inter- relations 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 educa- tors disperse favors (the patronage in the form of tech- nical 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 emer- gence of the city-manager. The political cooperation that grows from the new regime eventually leads to a full appre- ciation of the efforts of others and will open up higher levels of discussion concerning city-wide urban problems. Although the previous discussion concerns player behavior during game play, the influence of the gaming process has created a learning experience for the players. This learning experience is one of the fundamental purposes of City Games and these experiences with the game can be transferred to the problem of the real city. In most games, the Game Director's role diminishes as the play progresses and players become more familiar with the technical content of the game. Since bribes and boycotting are allowed along with collusion and other forms of special interest groups, a new aspect of the game appears, namely law and order. Players rapidly learn that disputes cannot be settled by opposing interest groups and the enforcement of agreements and compromises becomes almost impossible. Players demand legal systems and police departments and the local government is faced with new expenses to deal with. If these demands are met, the City managers must generate more income to meet these expenses and forego other spending plans. At this point, the hypothetical city is becoming very real and very complicated to run. Even though it is a hypothetical city, players become emotionally involved and the intensity of their involvement permeates the playing area. Time is a constant enemy for the players just as in real life. Every- one 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 commit- ments by their predecessors, well the best laid plans It is within this framework that the City I manuals are written. There are three manuals for City I: a Direc- tor'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 8 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 pro- gramming and understands formatting and coding in addition to being knowledgeable about Urban problems. The Dir- ector designs the initial city conditions for the start of a game. The manual provides initial conditions for a typical city and specific computer commands for altering these conditions. The Players' manual is also designed to be a reference manual and not a text book. The complexity of the game requires extensive reading on the players part prior to the start of a game or selective reference material which is coordinated with the Director's introductory lectures and possibly monitors who are trained in the gaming pro- cedures 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 memor- izing 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 1131 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 messages. It is not required for the operator to understand the Director's or Players' role but only to be knowledgeable in operating the computer. In general, the game should be played with at least 25 players utilizing a large room where players can move freely about. Computer printouts are usually taped on walls for easy access by all players. An optional display would be a gaming board for visual display of the city. The board is marked off in grids to conform to the City map and plastic playing pieces are used to represent the various types of buildings. Colored tape 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 his paper and distribute it before the players learn the results of the round. The detailed computer outputs are then distributed to the players so that they may learn how well their particular game plan went. In other words, the paper presents the overview and the computer reports on the specifics. This method allows the Game Director to concentrate his time on selected areas rather than all areas at the end of each round. In addition to the normal problems of the City, the Gaming Model can be used for more sophisticated analysis. The Economic Base can be investigated to determine the causes of a changing growth rate along with identifying the components of the economic base. Business cycles can be explored since they are dependent upon sales of goods and services outside the local economy and must be supplemented by an analysis of the condition of the National economy. This provides a useful yardstick for measuring economic performance. By charting the prices for basic industry output, the return on investments and the interest rate on loans and bonds, the players can determine which phase of the business cycle they are in, which in turn, would partially explain capital investment attitudes . Other basic studies important to public and private decision-makers concern the tracing of population growth and projecting future levels. Trends in employment (total) employment distribution by industry, unemployment rates and income distribution are available and in a usable form in the City's output. Here again a PPBS format would guide the player in assembling the pertinent facts and disregard peripheral information. Housing market analysis 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 addi- tional 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. 10 Appraisal theory can be utilized to aid prospective purchasers and sellers as to the market value of partic- ular 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 above are only examples of types of game play because each time a game is played, it is structured to meet the needs of the particular group of players. 11 II. MODEL PROCESSES A. The Computer The computer performs several major functions in City I . First, it stores all the relevant statistics for the area ; updates data when changes are made, and prints out yearly reports. Second, the computer acts as an Outside System, simulating decision-makers, influences and markets that are outside the local metropolitan area. For example, the computer simulates the National Economy business cycle which determines interest rates on most loans, determines the income of basic industries, and is the source of required goods and services when the local system is unable to supply them. Third, the computer performs certain routine functions or processes that would be time consuming if the players themselves were to perform them. For example, the computer assigns workers to jobs under the assumption that workers will attempt to earn as much money as possible. Other processes include assessing all property, assigning buyers of goods and services to shop at particular commercial establishments, and assign- ing children to public or private schools based upon the capacity and quality of the public schools. Finally, the computer acts as a bookkeeper. It records all the transactions of players, deducts their expenditures and adds their incomes to their financial accounts . The computer does not have a large vocabulary. Thus, players must write their decisions or questions in a language developed specifically for the computer. This language is an abbreviated code which the computer can understand. For example, when economic team A wants to change a salary, it will write $CS followed by the neces- sary information, instead of the entire word. In order to send information to the computer, a player must fill in certain blanks on the input decision form. 12 B The Game Board The City I metropolitan area is represented on a game board consisting of 625 squares (25 x 25) . Each square represents one square mile of land. Many of these land parcels are unowned parcels at the beginning of play. Unowned parcels may be purchased and developed by deci- sion-makers during the course of the game. As players continue to play City I over the course of several rounds, the physical changes inherent to all cities will be visible on the playing board. The game board and all computer maps are keyed to a coordinate system of even numbers. Each square mile parcel can be identified by its coordinates. Horizontal coordinates range from 70 to 118 and vertical coordinates range from 12 to 60. Intersections are identified by odd- numbered coordinates and highways are identified by even- odd (east-west) or odd-even (north-south) coordinates. In all cases, the horizontal coordinate (i.e., the large number) is identified first. For example, in the map below the shaded parcel is identified as 7014. Further, the four mile highway indi- cated by ZZZ is identified as 7217, 7417, 7617, and 7817, while the two mile highway indicated by XXX is identified as 7318, 7320. The intersection marked £ is located at 7317. 70 12 14 16 18 20 22 72 74 77.7 A 7.77 ^ 76 ;< ;< ;< :< :< 78 zzz::zzz -118 60 north SCALE : 1 square = 1 square mile 14 Figure I-A shows the simulated county of four separate areas: Central City, Estateville, Farmington, and Newtown and indi- cates the location and jurisdiction code (1-4) of these areas. siAiui a»p for kouno TO U I. I* I* l» — I 1 — • 82 ■* It ■ U it ml ii i c I w I i I h If I muK m 2t »n« Hi2i «s6l rasiparki tc*i rc*| *C2\rkb4\naLM i ■ i s I I i I mi i T tmtti til t*--* -'"*•— »«.«». .-«.-•> 10 « m It IMUII 10 IF H B IC »l HUH uCtl RASI u I R8*l L 12 1 PS2M R82 1 R8 I H S I I I > 41 «<(. 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IC I HU 1 HE 1 A I RCll U I PG1H RA2I RAM IT HI H S 1 I .30 .32 .3* .36 H RC3I I F H A I RA2H U I -I- — li— =SS — I— -1. I H C H H NEWTOWN (4) .38 '. 1*0 .*2 f .»* .SO f* 86 88 90 92 9* 96 98 100 102 10* 106 108 110 112 II* PARCEL INFORMATION CODE TOP LINE: Economic Owner (A thru I) or Municipal (MU) MIDDLE LINE: Private Land Use and Level. Park, or Presence of Utility Service (U) HI ■ Heavy Industry LI • Light Industry BG ■ Business Goods BS • Business Services PG ■ Personal Goods PS ■ Personal Services RS • Slum Residences RA » Low- Income Residences RB ■ Middle-Income Residences RC » High-Income Residences BOTTOM LINE: Left Side: Units of Park (Maximum is 7) MlDCLE: SCHOOL(S) Right Sice. Municipal Service Unit (M) ROAD INFORMATION H or i - Type 1 H or - - Type 2 I or - - Type 3 - ROADBED TERMINAL INFORMATION (AT INTERSECTIONS OF ROADS) Type I X Type II ® Type HI UTILITY PL/NT f AT INTERSECTIONS OF ROADS^ 15 C . Levels of Aggregation and Scale Since City 1 is a fairly complex model, it has been necessary for the designers to build in a level of aggrega- tion in order to simplify calculations. For example, land is aggregated in square mile parcels, rather than acres or blocks. Furthermore, people are considered in groups of one thousand or more rather than as individuals. In City I , all dollar figures are scaled down by a factor of 1,000. You will discover, for example, that whereas an RBI supplies 1,000 middle income workers, the typical salary is $5,000 per 1,000 workers. Hence, the typical income of an RBI is $5,000 rather than $5,000 x 1,000 (workers) or $5,000,000. Furthermore, the typical income for an HI1 (Heavy Industry) is $70,000 per year rather than the more realistic number of $70,000,000 per year. Since this scale factor is constant however, it does nothing to affect the relationships in the City I model. On the contrary, it simplifies the calculations that must be performed by the players. D. How to Begin Play of City I At the beginning of play, participants should be divided into nine economic teams (A, B, C, D, E, F, G, H, I). These teams should then nominate and elect a Chairman and two Councilmen (1 from Central City and 1 from the suburbs, Estateville, Farmington and Newtown). Voting can be done either by a simple show of hand or by computing the voting power of each team in the Central City and the suburbs. The Game Director will help the players in determining their roles and will describe the voting regulations at the beginning of the Game. This is one of the reasons why the initial lecture as described in the introduction is so important. Once the Chairman has been elected, he should appoint teams to serve as his bureaucracy: Finance, Schools, High- ways, Public Works and Safety, and Planning and Zoning Departments. It is recommended that most teams have at least one governmental role in addition to its economic role (remember, there are nine economic roles and eight governmental roles.) After teams have been found, the Director will then ask each player to read the portion of the manual that applies to his role. When this is done, there should be a question and answer period for player's to ask questions and the Director and monitors to supply the answers. At this point, teams can begin to formulate their ideas and learn the mechanics of filling out the computer input forms. The Director should check the forms for accuracy and logic prior to submitting them to the computer. 16 E The City I Round In the City I game, a round represents a year of change in the life of the simulated area. From the standpoint of the participants, however, a round may be thought of as a decision-making cycle which starts when they receive output and ends when they feed their decisions to the computer. During the early part of a typical round decision- makers will be simultaneously reviewing their computer out- put and attempting to organize their possible actions. Economic decision-makers for example, will probably bid on the various unowned parcels of land and attempt to acquire desirable land from other participants. They may attempt to secure loans from local or outside sources, apply for zoning changes , ana request utility expansions and increased highway access. Meanwhile, the governmental decision-makers may be receiving requests from the economic and social decision- makers to lower taxes, improve schools, provide better municipal services, expand highways, build additional utilities, enlarge the park system, and improve other services. Budget officials are faced with the task of finding additional revenue to meet expanding public needs and dividing appropriations among the many local depart- ments, all of which have attempted to justify their expand- ing budgets. Toward the middle of the round, it becomes clear to many decision-makers that all of their requests will not be granted. Thus, trade-offs and bargains must be made. Elected officials will begin to worry about staying in office. Departments must plan to operate with less funds than they had requested. Businessmen begin to look for short-cuts to reduce their losses and increase their activity and profit-making ventures. As the round approaches a conclusion, the participants formalize the bargains they have made, continue to record their decisions for the computer, terminate the negotiations on new wage levels and new prices, and complete any other possible actions. When the round ends, participants cam- paign and carry out new elections, hold town meetings, debrief their actions, and develop new strategies while the computer is performing its functions and preparing new output on the status of City I . 17 F. Optional Citizen's and Mass Media Team A game director can choose to include a Citizen's and Mass Media team in a City I play to reflect the dynamics of public opinion and putlic pressure in an urban system. The team could function as the news media, public interest group, citizen's pressure group (as against more highways), civic and neighborhood associations, and the like in any combination of those activities. The team can be selected in several ways: as a separate team at the beginning of play, or comprised of representatives from other teams (to add a partisan or economically-based influence that usually characterizes such pressure groups) , or in other ways that the game director may devise. Some of the team's responses will be derived from the output entitled "Socio-Economic Parameters For Round". This output describes some of the factors which show how well the social units of the game are doing. For example, the Growth Desirability Factor for the Next Round is essentially a dissatisfaction index that tells how contented the residents are. 18 TTT. ECONOMIC SECTOR There are nine economic teams in C i ty 1 . Kach economic team (represented by A, B, C , etc.) is distin- guished by the fact that it controls tangible assets. In the first place, it owns land. Some of this land is developed (i.e., has buildings on it) and some of it is undeveloped. The economic team inherits the responsi- bility of operating the developments which are on its land. Another asset of the economic team is cash. Each economic team begins playing City I with a cash balance. A team may use these cash resources for such activities as acquiring new land, building new businesses, upgrading or demolishing old ones and lending and investing money. In a sense, the economic activity of the city provides a rationale for its existence, dynamic growth and future development. In City I , therefore, the economic sector is not only a series of individual teams concerned with maximizing their own profit but also an entrepreneurial community whose decisions, biases and judgements will greatly influence and change the simulated area. A. Economic Land Uses There are ten types of economic land uses in City I . Each of these land uses represents a development which Ts owned and operated by an economic decision-maker. These land uses are divided among basic industry, commercial establishments, and residences. They include: BASIC INDUSTRY HI Heavy Industry: steel, petroleum auto- mobiles, etc. LI Light Industry: electronic, pharma- ceutical , etc . COMMERCIAL ESTABLISHMENTS BG Business Goods: intermediate products, raw materials, etc. BS Business Services: computer, account- ing , legal , etc . 19 PG Personal Goods: food, drugs, appliances, etc. PS Personal Services: banking, dry clean- ing, restaurants, etc. RESIDENCES RA Low- income housing RB Middle-income housing RC High-income housing RS Slum housing 1. Development level Every land use has a development level. This level indicates the size of a building, the capacity of a business to produce output, etc. Levels range from 1 to 3 for all non-residential (HI, LI, BG, BS, PG, PS) land uses and from 1 to 8 for RA or RS , 1 to 6 for RB and 1 to 5 for RC residences. On all computer output, the devel- opment level is indicated by the number immediately to the right of the land use code. Thus, an HI2 is a heavy industry at the second level of development. 2. Value Ratio Every land use depreciates each round. Basic industries (HI, LI) and residences (RA, RB, RC, RS) depreciate at 5% of their original value; commercial establishments (BG, BS , PG, PS) depreciate at 7% of their original value times the number of RPU's sold (output) divided by their design capacity. The value ratio of a building indicates its condition. Value ratio is determined by dividing the present value of a building by its original value (con- struction cost) . All buildings are, therefore, constructed at a value ratio of 1.00 — the highest possible. A building that has depreciated 5% would have a value ratio of .95. Value ratio affects the earning capacity of an industry and the capacity of a commercial establishment. Furthermore, a residence with a value ratio which falls below .50 becomes inhabited by the next lowest income class, until it becomes a slum. 20 3. Capacity In City I commercial establishments (BG, BS , PG , PS) have design capacities. The design capacity indicates the amount that a business can sell to cus- tomers in the local system during a round. Capacity is expressed in terms of RPU's or Round Purchase Units The design capacities of commercial establishments are outlined below: Land Use Design Type & Level Capacity Business Goods BG1 29 RPU's BG2 43 RPU's BG3 64 RPU's Business Services BS1 52 RPU's BS2 69 RPU's BS3 80 RPU's Personal Goods PG1 45 RPU's PG2 64 RPU's PG3 77 RPU's Personal Services PS1 51 RPU's PS2 74 RPU's PS3 90 RPU's As mentioned before, the value ratio of a commercial establishment affects its ability to produce and sell RPU's. The design capacity is multiplied by the value ratio to determine the actual number of RPU's that can be sold. In other words, a PS3 with a value ratio of .90 can sell only .90 x 90 RPU's or 81 RPU's. 21 B. Buyers and Sellers In City I economic land uses buy and sell goods and services among themselves and the Outside System. These intersector relationships are summarized as follows: Land Use Buys From Sells to HI BG, BS Outside LI BG, BS Outside BG Outside HI, LI, PG BS Outside HI, LI, PG, PS PG BG, BS RA, RB, RC, RS PS BS RA, RB, RC, RS RA, RB, RC, RS PG, PS Basic industries (HI and LI) require business goods v (BG) and business services (BS) for the normal operation of a plant each round. These BG and BS are purchased from local establishments. The requirements are outlined below: Requirements Basic Industry BG BS HI1 6 RPU's 6 RPU's HI2 10 RPU's 10 RPU's HI3 14 RPU's 14 RPU's LI1 8 RPU's 8 RPU's LI2 12 RPU's 12 RPU's LI3 14 RPU's 14 RPU's Commercial establishments (BG, BS, PG, PS) also require goods and/or services for their normal operation. Since BG and BS establishments cannot buy from themselves, 22 however, they are forced to purchase goods and services from the Outside System. These requirements are outlined below: Commercial Establishments BG1 BG2 BG3 BS1 BS2 BS3 Requirements $1500 x RPU's sold* $1500 x RPU's sold* $20,000 + $1500 x RPU's sold* $400 x RPU's sold* $400 x RPU's sold* $3000 + $400 x RPU's sold* BG BS PG1 PG2 PG3 PS1 PS2 PS3 2 RPU ' s 3 RPU's 4 RPU's 2 RPU ' s 3 RPU's 4 RPU's 2 RPU's 2 RPU's 2 RPU's Residences require personal goods (PG) and personal services (PS) for their normal operation. These goods and services are purchased from local PG and PS estab- lishments. The requirements are: Residences Requirements RC1 RBI RA1 (or RS) PG 3 RPU's** 2 RPU's** 1 RPU** PS 3 RPU's** 2 RPU's** 1 RPU** *These requirements are fixed and paid to the Outside System. **PG and PS requirements for residences are a function of the development level. For example, a RC3 requires 3 x 3 or 9 RPU's of PG. 23 The price charged for BG, BS , PG or PS is determined by the owner of the commercial establishment which is selling the goods or services. The maximum prices (including trans- portation costs) that will be paid by each customer are as follows : Maximum Prices That Can Be Paid for Customer BG BS PG PS HI1 $21,000 $10,000 ^ m ^ m t mm HI2 34,000 16,000 — — HI3 50,000 26,000 — — LI1 30,000 13,000 _ _ — _ LI2 46,000 20,000 — — LI3 56,000 23,000 — — PG1 6,000 4,000 —— — — PG2 10,000 5,000 — -- PG3 13,000 6,000 — — — PS1 _ _ 4,000 _ _ _ — PS2 — 4,000 — — PS3 — — 4,000 — — RC — — — — 3,580 1,890 RB — — 1,970 880 RA — — 1,070 450 The transportation costs which the customer must pay in order to travel to a particular establishment to purchase goods and services are outlined below on a per mile basis over a Type I road: Travel to: Customer HI1 HI2 HI3 LI1 LI2 LI3 BG BS : 500 $ 200 750 300 1000 400 500 50 750 80 1000 100 24 Travel to: Customer BG1 BG2 BG3 BS1 BS2 BS3 BG BS No transportation costs. BG and BS purchase from the Outside System. PG1 PG2 PG3 PS1 PS2 PS3 RC1* RBI* RA1* 150 200 250 PG 100 60 20 100 100 100 100 100 100 PS 70 40 10 [NOTE: Costs are double a Type III road. for a Type II and triple for ♦Residences pay transportation costs in direct multiples of their development level. For example, an RC1 pays $100 per mile and an RC3 pays $300 per mile. 1. The Commercial Process Since it would consume too much time for players to make individual contracts with commercial establishments, the computer assigns buyers to particular commercial estab- lishments. This assignment is called the Commercial Process. During this process, the computer first calculates the least transportation cost from each buyer to each seller. It then adds the seller's price to the transportation cost and looks at the seller at which the total cost (price plus transporta tion) to the buyer is least. A buyer shops at the seller which is "best" (least total cost) for him unless: 1) the total cost to shop there exceeds the maximum; or 2) the seller is already serving at its capacity. In case (1), the buyer will shop outside, since he cannot shop more cheaply locally. In 25 case (2) , the buyer will look at his second best shopping location. Again, the buyer will shop at that second best location unless: 1) the total cost to shop there exceeds the maximum; or 2) the seller is already serving at its capacity. In case (1) the buyer will shop outside and in case (2) the buyer will look at its third best shopping location. The process is repeated until the buyer finds a shopping location with sufficient capacity or finds it cheapest to shop outside. C. Employment Process The employment requirements vary for each business type and level. These requirements are summarized below: Workers High Middle Low (RC) (RB) (RA) HI1 111 HI2 12 3 HI3 2 3 4 LI1 110 LI2 12 1 LI3 2 3 1 BG1 111 BG2 12 1 BG3 12 2 BS1 2 BS2 2 10 BS3 2 11 PG1 112 PG2 12 2 PG3 12 3 PS1 10 PS2 110 PS3 111 Residences do not employ. 26 When an economic team builds a business, it sets salaries which that business will pay to employees of each of the three classes. Typical salaries are $10,000 per high income worker, $5,000 per middle income worker and $2,500 per low income worker. If a business requires 2 employees from a particular class, the same salary is offered to each; the business does not set two different salary levels within that class. Residents are assigned jobs by the computer in the following manner. The employment assignment process runs first for high income (RC) , second for middle income (RB) , third for low income (RA) , and last for slum (RS) residents. Each popu- lation group (actually 1000 workers) applies for the best job available. The "best" job for a worker is at the employment location for which the salary offered by the business minus the transportation cost to get there is greatest.* If there are more job applicants at a business than there are job openings, those applicants having the greatest dollar difference between their best and second- best jobs are chosen to work there. The assumption is that those workers will fight hardest for their "best" jobs because of the dollar differential. An applicant who is refused a job at his best employment location then applies for a job at his second-best job location. This process continues until either all workers have found jobs or all jobs are filled. If all jobs are filled and there are still workers without jobs, those workers are the first to be hired when the employment process runs for the next lowest class and is paid the salary corresponding to that lower class. Here the assumption is that an employer would prefer more highly skilled labor, particularly when the better labor does not have to be paid higher wages . If the employment process for a class is finished, all workers are employed and there are still job openings, those unfilled jobs will be taken by labor from outside the local economy. Outside labor must be paid an amount double the typical local wage. For example, a high- income worker from the outside must be paid $20,000. When calculating the transportation cost to an employ- ment location, the computer selects the cheapest route. When a road is congested, i.e., when there is more traffic on it than it was designed to bear, the cost to travel on it increases. If a road is being over-used by 50% of its ♦There is no transportation cost to get to a government 30b. 27 design capacity, the cost to travel on it is 50% greater Road congestion therefore affects the route selection. Transportation costs per mile for workers over the various types of roads are : Road Type II III High Income (RC) $130 $260 $390 Middle Income (RB) 90 180 270 Low Income (RA) 30 60 90 Slum (RS) 30 60 90 Since the people are represented by the owners of the residences in which they live, these owners should ascertain that fair salaries are being offered and that there are sufficient roads which are not overcrowded. Furthermore, by building new residences, economic teams can fill jobs which may presently be occupied by workers from the Outside System. D. Income Economic teams owning different land uses earn income from various sources. Basic Industry (HI and LI) earns income from the sale of its products to the Outside System represent- ing the national economy. The normal incomes for these industries at full capacity are: Normal Income Heavy Industry HI1 HI2 HI3 Light Industry LI1 LI2 LI3 70,000 112,000 173,000 83,000 129,000 162,000 28 The normal income for industries may fluctuate from round to round. The factor by which it fluctuates is the Ratio of Industry Income to Normal (see "Outside Economic Status Report," p. 114). This ratio is deter- mined by the computer, which simulates the business cycle of the Outside System. By multiplying this ratio times the normal income for an industry, you can deter- mine the income for a particular round. If the ratio is greater than 1, the income will be greater than normal; if it is less than 1, the income will be less than normal, Another factor which affects the income of basic industry is the value ratio . Since the value ratio affects production, industries with value ratio less than 1.00 will earn an income equivalent to the Normal Income times the Ratio of Industry Income to Normal times the effect on production of the value ratio. The manner in which the value ratio affects produc- tion is given in Figure II-A. For example, an LI3 with a value ratio of .78 would be producing at 60% of its capacity. Assuming that the Ratio of Industry Income to Normal is 1.07, the LI3 would earn an income of $162,000 (normal income) times 1.07 (Ratio of Industry Income to Normal) times 60% (effect of value ratio on production) or $104,004 . Commercial establishments (BG, BS, PG, PS) earn income from selling their goods and services (RPU's) to customers. in the local area and from the construction that takes place in the area. As mentioned before, commercial establishments sell RPU's to basic industry, other commercial establishments, and residences. Furthermore, teams owning commercial establishments can set the price charged to each customer This information is summarized below: Design Commercial Capacity Customer Land Use (RPU's) Consumption Business Goods BG1 29" HI1- 6 RPU's; LI1- 8 RPU's; PG1- 2 RPU's HI2-10 RPU's; LI2-12 RPU's; PG2- 3 RPU's BG3 HI3-14 RPU's; LI3-14 RPU's; PG3- 4 RPU's 29 FIGURE II-A PERCENTAGE OF GROSS INCOME RECEIVED BY BASIC INDUSTRY AS A FUNCTION OF THE VALUE RATIO .78 Value Ratio 30 Commercial Land Use Design Capacity (RPU's) Business Services BS1 ") BS2 69 V BS3 80 Customer Consumption HI1- 6 RPU's; LI1 -8 RPU's; PG1- 2 RPU's; PS1- 2 RPU's HI2-10 RPU's; LI2-12 RPU's; PG2- 3 RPU's; PS1- 2 RPU's HI3-14 RPU's; LI3-14 RPU's PG3- 4 RPU's; PS - 2 RPU's Personal Goods PG1 45 PG2 64 PG3 77 Personal Services PS1 51 PS2 74 PS3 90 RC1- 3 RPU's* RBI- 2 RPU'S* RA1- 1 RPU's* RC1- 3 RPU's* RBI- 2 RPU's* RA1- 1 RPU* [*NOTE: PG and PS consumption for residences is a function of the development level. For example, a RC3 requires 3 x 3 or 9 RPU's of PG.] MAXIMUM (TOTAL) PRICES THAT CAN BE CHARGED C onsumer HI1 HI2 HI3 LI1 LI2 LI3 Seller BG 21,000 34,000 56,000 30,000 46,000 56,000 BS 10,000 16,000 26,000 13,000 20,000 23,000 PG PS 31 Consumer Seller PG1 PG2 PG3 PS1 PS2 PS3 RC1* RBI* RA1* [*NOTE BG 6,000 10,000 13,000 BS 4,000 5,000 6,000 4,000 4,000 4,000 PG 3,580 1,970 1,070 PS 1,890 880 450 Prices charged to residences of other development levels are multiples of the development level. For example, if a PS charges 450 to a RA1 , it charges 1,350 to a RA3.] Value ratio affects the number of RPU • s that can be sold. RPU ' s , is .80 x computer at most 51 RPU ' s For example, a BG3 has a design capacity of 64 but if the value ratio is .80, the actual capacity 64 or 51.2 (rounded to 51) RPU ' s . When the assigns customers to that BG3, it will assign Also remember that the maximum prices paid by customers include transportation costs. Transportation costs for a Type I road are: Travel to: HI1 HI2 HI3 LI1 LI2 LI3 PG1 PG2 PG3 BG ; 500 per mile 750 per mile 1,000 per mile 500 per mile 750 per mile 1,000 per mile 150 per mile 200 per mile 250 per mile BS $200 per mile 300 per mile 400 per mile 50 per mile 80 per mile 100 per mile 100 per mile 100 per mile 100 per mile 32 Travel to: BG BS PS1 $100 per mile PS2 100 per mile PS3 100 per mile RC1 $ 150 per mile 70 per mile RBI 60 per mile 40 per mile RAl 20 per mile 10 per mile [Note: Costs are double on a Type II and triple on a Type III road.] Some commercial establishments (BG and BS) also earn income from a share of the construction that is undertaken by teams in the simulated county. In addition, construc- tion consumes RPU ' s of BG and BS (the equivalent of equipment and materials) which are subtracted from the effective capacity (value ratio times design capacity) of the establishment. BG establishments can receive 75% of the total expenditures for private construction in the county. BS establishments can receive 25% of the total. The manner in which an establishment derives its share of the construction income is determined by the proportionate amount of business which a particular establishment is doing in the county. For example, a BG which is doing 1/8 of all the BG business in the county is eligible to receive 1/8 of 75% of the total expenditures for construction during that round. $2500 of construction income consumes 1 RPU of BG output and $1500 of construction income con- sumes 1 RPU of BS output. A BG or BS cannot receive more construction income and/or be drained of" more RPU ' s than its effective capacity (design capacity times value ratio) . Residences earn income on behalf of the workers which they supply to the labor market. A RC1 supplies 1 high income worker (typical salary $10,000); a RBI supplies 1 middle-income worker (typical salary $5,000); and a RAl or RSI supplies 1 low income worker (typical salary $2500) . 33 Residences above the first level of development supply additional workers in proportion to their level of devel- opment. For example, a RC3 would supply 3 high income workers who, if employed and offered the "typical salary" of $10,000 each, would earn a total income of $30,000. Economic teams can also earn income from a variety of sources not related to the operation of a particular development. These sources include property sold, subsidies received, return on investments, and interest (fixed at 5%) on savings (i.e., unspent funds). E. Expenditures Basic Industries (HI and LI) and Commercial Estab - lishments (BG~ BS, PG, PS) spend money on salaries, business goods (BG) , business services (BS) for normal operation, transportation to BG and BS establishments (except BG and BS) and transportation to terminals (HI LI, and BG only) . Expenditures for salaries vary according to the salary per worker which is set by the team owning an industry, and the employment requirements of that industry The typical salaries are $2,500 per low income worker, $5,000 per middle income worker, and $10,000 per high income worker. If the local labor force does not supply sufficient workers, the computer is forced to recruit workers from the Outside System and salaries equivalent to double the typical must be deducted. The typical wage bill for all employees is given below: Employment Type of Business Requirements Typical Wage Bill High Middle Low (RC) (RB) (RA) HI1 111 $ 17,500 HI2 12 3 27,500 HI3 2 3 4 45,000 LI1 110 15,000 LI2 12 1 22,500 LI3 2 3 1 37,500 BG1 1 11 17,500 BG2 12 1 22,500 BG3 12 2 25,000 34 Type of Business BS1 BS2 BS3 PG1 PG2 PG3 PS1 PS 2 PS 3 Employment Requirements Typ: Leal Wage Bill High (RC) Middle (RB) Low (RA) 2 2 2 1 1 1 $ 20,000 25,000 27,500 1 1 1 1 2 2 2 2 3 20,000 25,000 27,500 1 1 1 1 1 1 10,000 15,000 17,500 Businesses must buy goods and services for their normal operation. The prices of BG and BS are set by the owners of the establishments. Different prices are charged • u different customers. There is a maximum charge (including transportation) that a buyer will pay. These consumption requirements, maximum prices, etc., are outlined below: Consumer Transportation Charges To BG To BS RPU's Consumed &Maximum Prices HI1 HI2 HI3 LI1 LI 2 LI 3 BG1 BG2 BG3 BS1 BS2 BS3 PG1 PG2 PG3 500/mile* 750/mile* 1000/mile* 500/mile* 750/mile* 1000/mile* 150/mile* 200/mile* 250/mile* 200/mile* 300/mile* 400 /mile* 50/mile* 80/mile* 100/mile* 100/mile* 100/mile* 100/mile BG 6($21,000) 10($34,000) 14($56,000) 8($30,000) 12($46,000) 14($56,000) BS 6($10,000) 10($16,000) 14($26,000) 8($13,000) 12($20,000) 14($23,O00) $15,000 x # RPU's sold $20,000 + 15,000 x # RPU's sold $400 x # RPU's sold •i n H $3,000 + $400 x $ RPU's sold 2($6,000) 3(10,000) 4(13,000) 2($4,000) 3($5,000) 4($6,000) 35 Consumer Transportation Charges RPU's Consumed & Maximum Prices To BG To BS BG BS PS1 -- 100/mile* -- 2($4,000) PS2 — 100/mile* — 2 ($4,000) PS3 — 100/mile* — 2 ($4,000.) * [NOTE : These costs are per mile on a Type I road. Costs are double on a Type II and triple on a Type III road. ] If total costs (including transportation) are below the maximum, all industrial and commercial establishments (except BG and BS) will purchase goods and services from local BG and BS establishments until the supply is depleted, in which case they purchase goods and services from the Outside at prices equivalent to the maximum. There are no transportation charges when purchasing goods and services from the Outside. Since HI and LI sell their output to the Outside they must ship their goods to a terminal for distribution. BG estab- lishments also incur transportation costs to terminals for receiving goods from the Outside. These costs are summarized below: Transportation Charges to Terminals on Type I Road* $2 ,000/mile 3,000/mile 4,000/mile 500/mile 1,000/mile 1, 500/mile 500/mile 1,000/mile 1, 500/mile [Terminals are built by the Highway Department. They arc usually located at intersections of major roads in the simulated areaj *Costs are double on a Type II and triple on a Type III road. Land Use HI1 HI2 HI3 LI1 LI 2 LI3 BG1 BG2 BG3 36 Residences * spend money on transportation to work, purchases of PG and PS, transportation to PG and PS, and in some cases, schools. Costs for transportation to work on a Type I road are summarized below: Land Use Number of Workers Transportation Charges High Middle Low RC1 RBI RA1 (RS) $130 per mile 90 per mile 30 per mile Like basic industries and commercial establishments, residences spend money on goods and services required for normal consumption. The amount of money expended for PG and PS depends on the price charged by the teams owning PG and PS establishments. However, there is a maximum amount (including transportation to PG and PS) that a residence will pay. This is summarized below: Residence Type Requirement for Normal Transportation Charges Consumption: RPU's con- sumed and Maximum Price To PG To PS PG PS RC1 RBI RA1 (RS) $10 /mile 60/mile 20 /mile $70/mile 40/mile 10 /mile 3($3,580) 2($1,970) K$l,070) 3($1,890) 2( $880) K $450) [NOTE : These costs are per mile on a Type I road. Costs are double on a Type II and triple on a Type III road.] If total costs (including transportation) are below the maximum all residential establishments will purchase goods and services from local PG and PS establishments until the supply is depleted; in which case they purchase goods and services from the Outside at prices equivalent to the maximum. There are no transportation charges when purchas- ing goods or services from the Outside. *A11 costs and characteristics for residences of different development levels are directly proportionate. For example, an RB3 spends three times as much on transportation as an RBI. The same holds true for PG and PS requirements, and transportation to PG and PS.] 37 School costs are incurred by residences under either of two circumstances: (1) if they are forced to attend private schools because the local schools fail to meet certain criteria for attendance; or (2) if transportation costs for schools are excessive. Students from a middle-income residence (RB) will not attend a school with any one of the following characteristics (1) a student-teacher ratio in excess of 16 to 1; (2) a value ratio less than .65, or (3) a larger number of middle- income teachers than high-income teachers. Similar- ly, students from a high-income residence will not attend a school unit with (1) a student-teacher ratio in excess of 13.0, (2) a value ratio lower than .85, or (3) a teacher staff with less than twice as many high-income teachers as middle-income teachers. If a team has residence units whose students do not attend local public schools, it is charged $2,000 per re- sidence (development level) for private school costs. Teams also pay for all the transportation costs to school for residence units that have more than a $500 transportation charge. If the transportation cost for students is $500 or less, it is paid by the School Depart- ment. Transportation costs to schools are $50 per mile on Type I road, $100 per mile on Type II road and $150 per mile on Type III road, per residence (development level). Teams may also spend money on items not related to the operation of a specific business. These include purchase of land, loans granted, investments, loan payments, and taxes and construction. Taxes are paid on the property (the assessed value of land and developments) ; net income (all parcels earning positive income) ; and sales (purchases of personal goods) . All tax rates are set by the Chairman. Construction costs involve building a new development or upgrading an older development. These costs are: Construction Costs $100,000 150,000 200,000 120,000 175,000 200,000 Land Use HI1 HI2 HI3 LI1 LI2 LI3 38 Construction Costs $150,000 175,000 200,000 150,000 175,000 200,000 50,000 75,000 100,000 30,000 45,000 60,000 30,000* 15,000* 7,500* *NOTE: Construction costs for residences are multi- ples of the development level. For example, an RC3 would cost 3 x $30,000 or $90,000. Upgrading costs are the difference between costs for the present level of development and for the level to be attained. For example, it costs $80,000 to upgrade an LIl to an LI3. Demolition costs (i.e., lowering the level of develop- ment) are 1/5 of construction costs. Land Use BG1 BG2 BG3 BS1 BS2 BS3 PG1 PG2 PG3 PS1 PS2 PS3 RC1 RBI RAl 39 IV. INPUT A. Economic Sector Decisions 1 . Borrow or Lend Money Economic teams may take out loans from the Outside Economy or from other teams. When borrowing from another team the interest rate and term of the loan is determined by the teams involved. When borrowing from the Outside the interest rate is determined by the computer (see Outside Economic Status Report) and the term is five years. Teams may not incur a debt to the Outside of greater than 13.3% of their total assessed value (land and develop- ments) . 2. Transfer Cash Teams may transfer money to each other without making loans. 3. Invest in Speculative or Conservative Stocks Teams may invest outside the local economy. Two types of national investments exist: speculative and conservative. Speculative investments average a return of between 4% and 14% for 80% of the time and -30% and + 30% for 20% of the time. Conservative investments have an average rate of return of between 3% and 9%. 4. Restore Slums Low-income housing which has depreciated below a value ratio of .50 (see page 9, value ratio) becomes slum housing (RS) with a value ratio of 1.00. The workers are out of the labor market for a round while the population is in transition. Slum workers are the last to be considered for low-income job-openings. Slums can be restored to low- income housing at a cost per RS of $5,000 + (1.00 - value ratio) x $20,000. When a slum has deteriorated to a value ratio below .80, it is cheaper to demolish it and build new low-income housing. A restored slum becomes a low-income residence (RA) with a value ratio of 1.00. Restoration is not affected by local growth restrictions. (For more informa tion on growth restrictions, see "Socio -Economic Parameters for the Round.") 5. Purchase and Bid on Land Teams may trade, sell, or give away full parcels of land among themselves. It is not possible for two teams 40 to own parts of the same parcel of land; but public and private ownership of parts of the same parcel is possible if the parcel is undeveloped or developed residential. When land is sold to an economic decision-maker, all buildings on the parcel are included in the transaction. Teams may bid on unowned parcels of land.* The minimum amounts of bid are in Estateville, $5000; in Newtown, $300 0; and in Farmington, $1500. Bids must be in multiples of $100. The probability of a land bid being accepted is proportional to the excess of the bid over the minimum bid. If an amount above the minimum bid is offered then the probability of acceptance increases. Regardless of the amount of the bid, however, the probabil- ity of acceptance does not rise above 70 percent. The maximum probability of acceptance (70 percent) is reached when $10,000 is bid in Farmington; when $15,000 is bid in Newtown, and when $20,000 is bid in Estateville. When bid- ding on land owned by the Outside there is a bidding fee of 10% of the bidding price. This fee is charged regardless of whether or not the bid is successful. 6. Build or Upgrade Residences An economic team may build new residences or up- grade old ones (i.e., add an existing level of development). The costs for construction are $30,000 for an RC, $15,000 for an RB , and $7,500 for an RA for each level of development. Only one type of residence may exist on a parcel. When building residences on a parcel of land, the economic team should check to see that zoning is not prohibitive and that the parcel, if undeveloped, has utility service installed. Zoning codes are listed on page 73. 7. Build or Upgrade Businesses An economic team may build new businesses or up- grade (i.e., add an additional level of development) old ones. The costs for construction are outlined below: Land Use Construction Costs HI1 $100,000 HI2 150,000 HI3 200,000 *These parcels of land are owned by the Outside Economy . 41 Land Use LI1 LI2 LI3 BG1 BG2 BG3 BS1 BS2 BS3 PG1 PG2 PG3 PS1 PS2 PS 3 Construction Costs $120,000 175,000 200,000 150,000 175,000 200,000 150,000 175,000 200,000 50,000 75,000 100,000 30,000 45,000 60,000 Only one type of business may exist on a parcel. When building a business, economic teams should check to see that zoning is not prohibitive and that the parcel, if undeveloped, has utility service installed. (Zoning codes - page 98 ) 8. Demolish Residences Economic teams may lower the development level of any residences. Demolition costs are 1/5 of construction costs. A low-income residence may not be demolished unless a low-income residence has been constructed previously in the same round. 9. Demolish Businesses Economic teams may lower the development level of any business. Demolition costs are 1/5 of construction costs . 10. Renovate Residences or Businesses Economic teams may renovate (i.e., raise the value ratio) of any land use and thereby increase the value and improve the physical condition and the capacity of a build- ing. The cost of renovation is determined by taking the difference between the present value ratio and the new (renovated) value ratio and multiplying it times the 42 construction cost. For example, the cost of renovating an HI 3 with a present value ratio of .80 to a value ratio of 1.00 would be .20 times $200,000, or $40,000. Renovation is necessary because the value ratio affects the gross income from the Outside Economy for basic industry; the capacity of a commercial establishment; and the class of a residence unit. For all land uses, as the value ratio decreases, the chances of natural disaster increase (see page 120) . 11. Change Prices or Salaries A team may change the price charged at any of its commercial developments by giving the location of the development and the new price to be charged. For example, a BG sets a price only for HI1, LI1 and PGl, and a PG sets a price only for low (RA) , middle (RB) and high (RC) . Prices are set only for the lowest level of development because the prices for higher levels of development are specified proportions of those for the lowest level. The maximum prices (including transportation charges) and the proportional constants (for all other levels of development) for all consumers of goods and services are given below: Buyers Sellers HI1 HI2 HI3 LI1 LI2 LI 3 PGl PG2 PG3 PS1 PS 2 PS 3 Proportional Proportional BG Constant BS 10,000 Constant 21,000 1.00 1.00 34,000 1.62 16,000 1.6 56,000 2.67 26,000 2.6 30,000 1.00 13,000 1.00 46,000 1.53 20,000 1.54 56,000 1. 87 23,000 1.77 6,000 1.00 4,000 1.00 10 ,000 1.67 5,000 1.25 13,000 2.17 6,000 1.50 _ _ — — 4,000 1.00 — — 4,000 1.00 — — 4,000 1.00 43 Buyers Sellers Proportional Proportional PG Constant PS Constant RC1 1,070 450 RBI 1,970 880 RAl(RS) 3,580 1,890 — In other words, if a BG sets a price of $19,000 to an HI1, it is charging an HI2 $30,780 (1.62 x $19,000) and an HI3 $50,730 (2.67 x $19,000). Residences are charged in direct multiples of their development levels.- (i.e., an RB2 will be charged twice as much as an RBI . ) Economic teams can also change the salaries offered to employees at businesses which they own. The "typical" salaries are $2,500 per low income (RA) workers, $5,000 per middle income (RB) workers, and $10,000 per high income (RC) workers. Salary changes may be desirable in periods of inflation or deflation in the local economy. If the number of workers becomes scarce, employment services can be acquired by raising salaries to an appropriate level*. Conversely, if the number of residential units seeking jobs is excessive, a lowering of salaries will still obtain workers for the business offering the lowered salaries. * Remember : If a business is forced to employ workers from the Outside, it pays salaries which are twice those offered to local workers. 44 B. Procedures and Formats Since City I is a computer- ass is ted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form (see Figure V-A) with certain information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats (see pages 136 to 143) . There are six inDut explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: 1. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: r l. $L0 - borrow or lend money 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks 4. $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses ^. $RN - Renovate residences and businesses CO C O •H CO •H U •H U 45 w C o •H W •H U 0) Q U •H .H -Q C •H 10. $BR $BB s \ •H 11. \ 12. $UB $CS o< 1 13. $Z0 14. $LB 1 ' 15. $TR 16. $SB 1 17. $UR 18. $RR 19. $BT 20. $BM 21. $RM 22. $DS 23. $CH 24. $BU - Build and upgrade residences - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools 2. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) , (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms, it is suggested that participants review the sample decisions on page 84 of this manual. 46 W H O Z § fy fy < > D &> |-> 0) O U & v> v> 47 co z o H CO H CJ Q w CO rH T5 Tt •H e u O U-4 O O LD 4-> CO a) -H fd I— I fd to CD tjl c fd XI u o ■M CO x: to •H 4J c CD B 4-> J-l fd to u (1) rC Q U rd rH 0) o -P o x: CD u e CO o u CD C H I x: • -H rH XJ O LH O O IT) >4-l H3 u X! fd U CO T3 C fd c X 0) •h a) u £ to T3 O •H u o u c CD •H a ■00- CD 0) u x: -p to •H CD 4-> 0) X a fd CD 4J o ■H e o c o u a) o 4-> o o o •« in CM v> to LO TJ *x> c (D e fd CD 4J u •H c#> £ r- O C to O -H u H CD 4-> fd CM 4-> to CD u CD 4-> C •H CD x 4-> c fd to C O U o co CQ o in CM Q o o VD O CN o CO- o fck CD 00 X} rH ■CO- rH t-\ •k ■H rH £ M .-4 CO a; •H 4-> m fd O rH O fd O CO ^ CM CM • ■to- ■>* m CD I X! 00 (Ti i-\ rH 4-> •H fd £ OQ V4 fd fd x: u Cn C CD •h x: T3 Eh rH •H 3 • X) x: tP CO •H •h x; CJ 5^ e 4-1 fd CD O 4J o T~\ U *t •H o e rH c ID U c w fd »* t • CD r-\ ro r-< CJ TS f^ T3 •H g -M 5H O o o IJH O O LD O -CO- rH ID T3 C fd *. £ - rH i-\ M ffl M 4-1 -P *fc ^ CM o rH o CQ o o <-^ in ^ rH o m in o 00 00 a> <-\ u vo o CM o CM CM CQ ■co- co- co- 48 iu CD 73 O a>« a) -p a> g a) 00 C C CD -H to ■H-H Id -P — * •H Cn c •H 73 »4-l C •H 0) rH e e u ?d a) a) -P -P J-^ ~ i u u o xi g id Cn 0) C ■P -H M 0) O C O * S O U 73 V-i C O CD ffl J c •H I > •H 0) O Xi 0) W M > H •P I •P (A 0) > C •H g > M U CD u o > c & M > •H H (A -p c o •H •P id o o CD c 8 Cn c •H c 5 CU H O CnT3 O (A H e O M *w n a> •H rH 73 0) W iS c (0 •H •H -P rH M 0> O u a ». ffl U U M O id r-t a S O 0> (A id jC O t3 04 J OQ u M >i e *— ' Q) -P U-l <1) rH C •H 73 u iH 3 •H 0) U 73 — cn > 0) C id 0) rH IH O O jC 73 •H +J -H o -p CD P H ? c -rH -H 3 0) CD o a-H a c 6 c O •H CD N— * __^ c o U C ■P cn •H CD c - +J 73 3 o id •H O o O cn £ iH O CD lu V> iH M u CD c g Q XJ cn •H £ cn CD o C CD 73 •H cn CD OS 49 «M P c o u en -P id e p o u* c o •H en •H o a; Q o c o •H P rH -H > u-i a) C E •H 73 c o •H P fO o o * o O -H 0) p C4J ID O c o •H P it) u o o 0) c u o c •h a) P 73 Ifl -H u in o a) rH P u P P a> en a) .c en in in •h a) c •H in 3 O 2 in in in a) a) 0) o c 4J c -H rrj a) in > TJ 3 O -H c in 4) 0) P as a* o in in 73 0) i a> C in * 0) p c e a. o rH 0) > 0) 73 c SB 1/3 O P •H 73 rH •H 3 O CO 0* 0) Q< - "iM O * p »j cu in 0) — e w O - O O c o •H rH cn- cp c •H -H o c o •H P — p a) in E - woo oj O o •H C rH p -H rH ^ C fd cr«u £Htf O r — to o> CO U O O P 10 0) O I — tn eo a. O ey— en u 03 p - O (0 rH o i c H :.': -^ rH in CPrH P 73 •TJ 7J >H £ H H O £ -H U E g c O H u — 10 CO 03 p o o 03 •H V> CO Ou p O 10 CD -H p a. rrj rH £ m *w O _3 -H O P 10 P (T3 U cu E O u c c H to rH ^^ V> > 73 a) c p d) CU E > a a> o - o c o tn en •h m 73 0) «3 c p -H Cn en 0*3 D 50 M-i 5 C § «4-f Q) -H O O d) -H O -H C — -PO4 G -' -M s c o H -M «0 U O CO U u cn "*^ -u i E to J-4 0- cd rH C O cd •H rH to co- x: £ tP c i CQ to U CD 2 - ffj rH "■•* O rH T3 O «J T3 -21 $ PAYMENT TRANS BS LOC PAYMENT TRANS TERM LOC TRANS $ 0- $ 0- $ PG1 3400. PS1 3400. CUSTOMER LIST t2S«II2- lltl i£Y. EL " RPUS CHARGE 80-24 74-26 82-30 102-44 TOTAL PS LI LI LI 1 1 1 1 2 8 8 8 $ 3^00. $11000. $11000. $11000. 26 $ 36400. SERVICE CMAKOES i 10- or < D cO * * * * D O ar o z UJ z 1/) UJ X < t— o < 3 cO UJ or < r > UJ CO cO UJ ID or < r co z < 0£ ♦— uJ O cO co o a: o < a: UJ _i < > < UJ a: < UJ cO a z o n x> 4 30 p»- n -o cm f>J O 30 n o 3 30 4 4 CO r\l I 4 n 4 (*» tM I 4 4 4 4 30 30 r\l rg fN4 4 4 in 30 3 J- I 4 I >0 -o I rg s0 4 ~* O n CO CO a ^ m 333 z z z ^ ^ n < ►— ~> _j _l _J _j O vO 4 «o vO ao < 3 < >o < 4 < CM ao ao < ►- •~i t-i fSi rg 4- 4 »— og »- rg •— rg t- (Ni rg ^~ ♦— 1 1 1 1 1 1 O 1 O 1 O 1 O 1 1 1 O a 3 rsj fNJ r\j eg 3 »— O »- ao K- 3 ►- go 3 O t— z r- 00 CO ao 3 3 t-t CD c0 r- CO D CO hr OD c0 ao CO D CO ao r- O ao CO < or 61 c. Area - the political jurisdiction in which a land parcel may be located. They are: 1. Central City; 2. Estateville; 3. Farmington; and 4. Newtown. d. Value Ratio - the value ratio of a development. The value ratio affects gross income from the Outside economy for basic industries and the capacity of a commer- cial establishment. When the value ratio of a residence falls below .50, its occupants become members of the class below their previous class, i.e., an RC would become an RB, etc. Furthermore, the developments with the lowest value ratios are those most likely to be struck by natural dis- asters (see page 79) . The value ratio of all undeveloped land is 0.00 and all new buildings have a value ratio of 1.00. e. Gross Income - the total income earned by each parcel. Owners of residences earn income by supplying workers to employers in the county. Commercial establish- ments earn income from sellina aoods and services to the local economy and from performing construction. Basic indus- try earn income from the sale of output to the outside economy f. Transportation Charges - the total transporta- tion charges paid by each land use. For residences, this includes transportation to work, to PG , and to PS. For commercial establishments, it includes transportation charges to BG and BS (PG and PS only) and to terminals (BG only) . For basic industry it includes transportation charges to BG and BS and to terminal. g. Service Charges - total purchases of BG , BS , PG, and PS required for normal operation, whether purchased from local establishments or from the Outside economy. School costs (if any) for residences are also included in this category. h. Wage Costs - total salaries paid by each devel- opment. i. Taxes - total taxes paid by each parcel. Sales taxes are levied on residences onlv (on ourchase of PG) ; property taxes are levied on the assessed value of all land and development, and income taxes are levied on any developments earning a positive net income before taxes. All tax rates are set by the Chairman. j. Net Income - the gross income minus expenditures (transportation charges, service charges, wage costs, taxes) for each parcel. Usually, the net income for an undeveloped 62 parcel is negative, since it earns no income but must pay a property tax. 3. Summary Financial Statement This output is a combination of a cash flow statement and a balance sheet. The cash balance sheet shows : a. Cash on Hand at End of Round - cash available at the end of the previous round, after all expenditures have been made. b. Previous Cash Balance - cash on hand at the beginning of the previous round before any expenditures are made. c. Minus (Expenditures) - these include funds spent for such items as: properties purchased, new con- struction, loans granted to others, investments (specula- tive or conservative) and loan payments to other teams or the Outside economy. d. Plus (Income) - income from various sources, including: property sold, loan payments received from others, subsidies received from the government, loans granted by others or the Outside economy, the total net income of all parcels (developed and undeveloped) ; interest on savings (unspent funds earn 5% interest) ; and miscellaneous (i.e., cash transfers from other teams, stocks bought or sold) . e. New Cash Balance - cash on hand at the end of previous round minus expenditures plus income. This becomes the cash available for the next round. The cash balance sheet outlines the following: (1) Assets (a) Property - the market value of all land and developments owned by a team. (b) Speculative and Conservative Invest - ments - the amount of money invested in Outside stocks and return on the investments. (c) Accounts Receivable - money owed to the team by others. "~ 63 • • • • • oo o o Q m 0 * ** o CM < oo O O AOO «0 f"» or o o <00 >o (M < O O tSi—t fH O il ujor zor or UJ to UJ UJO to o 1-3 tOh- UJ -1 u. < a UUJ z. tOUJ UJUJ CO tO o UJ xz < UJ> *m ujot >or < h- KJ uo 21 or— > > z > co o z a— UJO < ze> — o »-• UJ »- z < 3»-0 tO O UUJ to to — z z UJ o »-• UJ -J auuj *- -J*-UJ> 3 KM UJ— u o r < 3»-tOZ ozor— zo UJO >o UJ z a •-» ►- »— CD lOCKZh-LU tOUJ UJUJOUJ >3 —3 or < z -j z < UJ»--— _l »--J X — UJ X —toaujv >->-UJUJO»-< ♦-I-U z »— z z z UJ z < oro i-a ctao zuj_j w UJ-J— or— z o tO< •— • »- < u ujvjtoto uj — to— ckuj z a.3 UJ 3 UJ»- 2 < X a zujz aztoz UJO < ♦- C\J tO O X — tO X O »- to ox >< 0- *M 2 CO O X > 3 to X UJ CO -J • UJ UJ u a. 5" a u z < -1 z z X < tO 2 -J < UJ < u z CO 64 (d) Cash on Hand - cash balance from Cash Flow Statement. (2) Liabilities - Outstanding Debts - funds owed to other teams or the Outside economy. (3) Net Worth - assets minus liabilities. 65 VT. GOVERNMENT SECTOR The Government Sector in City I comprises the elected officials, a Chairman and two Councilmen (one from Central City and one from the three suburban juris- dictions) , and the five bureaucratic departments: Finance, Highways, Schools, Public Works and Safety, and Planning and Zoning. Each team has at least one governmental role in addition to its economic one. Each team acting as a public official has a number of responsibilities and resources which provide some general direction for its behavior as a public official. For example, the Planning and Zoning Department has the re- sponsibility to acquire parkland and to maintain local zoning regulations. The resources available to the Planning and Zoning Department are its local appropriations and fedoral-s tate aid and its power to change the zoning of up La five parcels of land during each round. Given these responsibilities and resources, the team acting as the Planning and Zoning Department may attempt to achieve a vide variety of goals. It is both the difference and the similarities in goals, established by different teams and with different resources, that bring about the dynamic interplay of decision-making in the public sector. For example, the Planning and Zoning Department may favor the development of industrial parks and satellite residential communities, but the Public Works and Safety Department may disapprove because of the need for new utility plants and new municipal service units. Naturally, the interests and desires of the private decision- makers (as voters and entrepreneurs) could be for or against the plan for any number of reasons. As public decision-makers, teams should always remember that as a group, they comprise all of the decision-makers of the local system. Thus, the teams as a group may estab- lish a legal system and enforce it if they so wish. At the beginning of play, there are no legal restrictions on private or public decision-making. (There are, however, procedural restrictions that are imposed by the computer programs). If teams want to, they may impose legal restric- tions on the misuse of the powers of government office, bribery, conflict of interest, or any one of the other types 66 of actions that might not meet with the approval of the teams as a group. Once a law is passed by the teams in a demoractic vote, it must be enforced by the teams in any way they wish. There are several major government programs in actual life, such as welfare and public housing, that are not explicitly institutionalized in the City I Model. Public programs such as welfare and public housing may be estab- lished through the use of public subsidies which are granted by the Chairman through the budget of the Planning and Zoning Department. For example, if a welfare program providing unemployed residence units with a minimum payment is desired, the Chairman team can establish the per resi- dence unit payment and have the teams controlling unemployed residence units apply for payment based upon proof of un- employment during the previous round. 67 A. CHAIRMAN AND COUNCIL 1. EXPLANATION OF THE ROLE The Chairman team has the resources to be the most powerful political force in the community. It is elected by a majority of the teams and is responsible for appoint- ing the five bureaucratic departments (Finance, Highways, Schools, Public Works and Safety, and Planning and Zoning), recommending tax rates and a budget to the Council and voting with the Council on a final budget. In addition, the Chairman controls the allocation of any public sub- sidies for private development. The Chairman team has responsibility for and con- trol over its bureaucracy, organizing and running the bureaucracy in any way it wishes. The success of the Chairman team is judged in the same manner as the success of elected government officials is judged in a real life situa- tion, (i.e., at the polls). The Council is comprised of two Councilmen who represent the four jurisdictions of Central City, Estate- ville, Farmington, and Newtown. A Councilman is elected by a majority of the residences in the Central City and suburban jurisdictions with the vote of each residence weighted by income class. The Chairman and Council base their decisions on (1) computer output showing county revenues, expenditures, and fiscal balance in the last round; (2) estimates of the tax base for the round for which a budget is being prepared; (3) department appropriation requests; and (4) city condi- tions which may indicate what public actions are necessary. The computer output indicates public expendi- tures in the last round, the Finance Department estimates the tax base and department requests show the need for public expenditures in the round under consideration. From this information the Chairman and Council attempt to balance the public needs of the community with its fiscal resources . 68 2. CHAIRMAN AND COUNCIL DECISIONS In order to carry out his governmental role, the Chair- man may make any or all of the following decisions (subject to the approval of the Council) during a round of play: Grant Appropriations The Chairman can grant appropriations to each of four departments: Public Works and Safety, Schools, High- ways, and Planning and Zoning. All appropriations come out of local tax revenue sources. It is the function of the Finance Department to coordinate the budgetary process and review appropriations requests from each department. When granting appropriations, the Chairman should be aware of the availability of federal-state aid for each department. This aid is automatically granted by the computer each round. The amount of aid is dependent upon the population of the county and matching ratios for each department. This information is summarized as follows: Maximum Matching Ratio Aid per 100 (Local Funds : Fed- Department Population eral-State Funds) School $20.00 2:1 Public Works and Safety 7.00 5:1 Highway 18.00 1:2 Planning and Zoning .50 1:1 For example, if the population of the county is 300,000 the School Department is eligible for $60,000 in aid. Under the matching ratio of this department (2:1), one dollar in aid is allocated for every two dollars of local funds that are spent by the department. Therefore, if the department requests a budget of $120,000, the Chairman must appropriate at least $80,000 for the department to be eligible for the remaining $40,000 in federal-state aid. Set Tax Rates and Estimate Tax Base The Chairman may set tax rates of three types : sales, income and property. Sales taxes are paid by residences on their total purchases of personal goods (PG) ; income taxes are paid by all parcels owned by economic teams which earn a positive income; and property taxes are paid by economic teams on the assessed value of land and developments which they own. 69 Tax base estimates are sent to the Chairman by the Finance Department. This provides a method for predicting revenue for the current round. Transfer Cash The Chairman may transfer cash to any economic team. Cash transferred in such a way comes out of the Chairman's budget. Grant Subsidies The Chairman may grant subsidies to teams for a variety of purposes, including development incentives, tax rebates for low income housing, etc. Subsidies come out of the budget of the Planning and Zoning Department . 70 3 . INPUT PROCEDURE Since City I is a computer-assisted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form with certain information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats. There are six input explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: a. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: ^1. $L0 - borrow or lend money en c o •H (0 •H U 0) Q Q) -P > •H U a* 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks 4. $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses \J. $RN - Renovate residences and businesses 71 $BR - Build and upgrade residences $BB - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools b. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) , (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms, it is suggested that participants review the sample decisions in this manual. 72 CD T3 13 -H £ >H IH O O LO «. <£> co- o 4-> CO CD •H 5-1 rd rH rd CO dJ tn C fd x: -M CO CO Z CD O X H CO • CO ■H CO H S H U CD w -P X Q c u CD fd W E CD ►H" +J 4-> Ph >H y fd CD CO •H £ r4 CD -p CD X Eh Q £ rd CD -M U •H E O C O U CD O 4-) O O o tal LD CN ■co- co in TS •h fd E r4 o C 4J O CO U 0) w TJ C fd co C O r-l O r> ro PQ o in Q rH" •CO- o o o *h 00 rH o •CO- o VD V (N rH CO M (H* CD X) O 4-> rH rH O •H O S O CO (N CD CN •H co- U rd CD rH X rd CO rH rH •H • £ ■*r ro CD i tn 00 H <7\ rd X +J u rd CD fN X o Eh 04 rd • X Cn tn C •H -H X TS rH U •H 3 <4H X o CO o •H rH tab U o rH E co- rd CD TS 4-) C rd o •H v. • E CD -H rH a C TS Pm T3 U •H W E 4-> r-l O • o m 44 o O in o co- rH in T3 CO- fd ** £ «. rH rH H U 1+4 4-> 0-4 o rH O CQ O o rH in •^r rH o ro in o 00 00 CT\ rH u UD O CM o (N (N co- co- co- 73 (4-1 CO P , o c C -H •r| D>^ c c c c •H O Q) u o en u o CO 4-1 CO 4-> c CD £ P P en a c •H i id o o o P n id a U cd o-oc 4-1 -H t-\ — co O TJ O c x: 3 U 4-1 CO CO o P O C O i-p CO CO M u P C O o o * 0) U flUH •h to u (0 a c cu -H €1 *p a 1 -p ■p c P CO 0) co a) x: o cv a-p o c P 0) a-P p ITJ P p & X p o Id e H 4-1 P 4-1 w O X (d H 0) ■p - P C O -H CD 0) co g to id o 0) XI o CO x a; rd iH -^ ■P id co co - o p o O o iO •H U OS pq cq P CO C - P O O o G I > •H CI) O CD U id t?> 0) c •P -H u U M CI) (P CO § u EH x: CO id U P CO c - D O O O 6 H id co- I > •H CD O CD U £ id tj» (D p CQ CO V)- •H C >i id tj P -H U en 74 5 . COMPUTER OUTPUT Both the Chairman and Council teams receive copies of the entire county budget which includes detailed department expenditures (by individual capital and current items) , summary department finances (local funds appropri- ated, federal-state funds used, total funds, total expendi- tures, and the surplus or deficit for each department), tax base, rate, and revenue by category, and the county treasury balance and county population. 75 * Q Z O at or O u. 13 Q 3 CD 3 O O Q. UJ a: co z < OCT < X * * * * * * * * * * * * * * 4= * * * * * * * * * * * * * * * 4( 4« * * * * * * * * * * * * * * * * * * * 4( * * * 4c * * * CO o o ao • • 1 o CO| o >t 1 in vO| ^3- -«! «o vOl 1 1 1 1 o m co UJ cr 3 O z a x u> UJ »- < a UJ a UJ u, < CO O z < CO *: a: O 03 3 a z oz ~o I— — u«- OT3 t-a: t0 cOI- X ZcO t0 CO OZ UJU-3E UO 0£O tO U 3 U.UJI- t-ZOcOZUJ — O < mm tOOO-J-J JZZZ«m t*Ml OHO I ^ CM I I I I I I tO UJ cO • • • I OOO I OO I ojao I ^«n I vO l l l l I • • I oo I oo I OOO I mrg | ^tnji I I I I I a x UJ to o UJ z a — 3 Zf- ►- o< •■^ «— «/y O t-UJ z »_ uj«a»- O Qft0«-» »- »--3 a: 3 03 3 VO z o ~»z CO to»-o UJ UJOi— oc QT3»-t0 3 z 3CCC0 •— • *-» •-*tOO< o •- OZZI z < •— ZOUJU UJ h- z ujucea: _J acotr -J UJ Q- 3 < XUJO < z xjja H- UJmQ. t— »— UiOO o aco O -J cr OOO 1— l- X> 4c 41 * OiTt 1 U> 4- O * 4c * _l O>0 1 vO O sO * * * < o> 1 > n * * 4c * h- lAtM I r»- — * 4c 4c * O rg-n l x» «> 4c 4c * t— 1 4c 4c * 1 « * * 1 4c 4c * * 1 4c 4c * 4c * * 4c 4c * 4c 4c ♦ 4c 4c * 4c 4c * O 4c * * oz O^ 1 r~* o r-H * * * Z~ OrO 1 ro CO 4c * * «z OCO 1 CO 00 4c 4c * zo o-« 1 — « rg 4c * * ZrS| ft 1 .-H 4c 4= * < 1 4c * * -JO 1 4t LU • • • 1 • 4c * az 1 4c O 30 f>J 1 4c * < 1 4c z —« en 1 en 4c * * 1 w UJ CO CO 1 -H 4c M * > J\ iT\ sQ 1 r«- 4c O * 4c LU <-* 1 -m * O 4c 4c or — « I -* 4c m • • * 4c I 4c O O * ♦ X I 4c V0 O O * h- • • 1 • • • w < I ■f m m 00 * Z 00 1 O -UJ 00 1 sO •O * 4c 4< * * 4c 4: IGHWA PARTM OCO 1 00 1 lAvO 1 1 1 CO •-4 ft > ■-I 4c 4c 4c 4c * 4c 4c 4c 4c 4C z < (A * 4: * 4: 4c * ILU O 1 1 * 1 V 4C 4c 4r 4c 4c 4c 4c 4c * D a a • I « 1 * >k u h- 4c I Oi 4> * h- \J 4c _j Ol 01 4c 4c < a 4> < co 1 01 4c t— • •! • • • M or 4c t— 'i 1 1 * z OCO I CO O vO V O O * I 1 * -JUJ 0«T> 1 m O ¥■ X • • • 4c »— 1 1 41 05: OO 1 t> CO co * < OJ CM ^-t 4c 1 1 4« Oi- oin 1 in r» r-4 * *- * 1 1 * IC CO* 1 (NJ m r-« 4c 4c 1 1 4c u< I r-l »-« 1 4= 4c <* 1 * 1 4c * * * 4c coa UJ I I 1 4c * 4c 4c * * 4c 4= 4c • • • • • • 4c 4> 4c oooo 00 4c 4c 4c 000 1 4c 4c 4c 0f^«0 00 * 4c 4c coo^fO * to • • I • • • 4c • • • 4c • >rm # *f>- o«» 1 * CO vO 4c f-t O »-« * 4c OT»- OOJI O * 4c < — if\J | vO O 4c tf» * 4t 4c 4c * 4c * 41 4c 4c PUBLIC AND S — 1 1 1 1 «A 1 O .-4 r-i 4c 4c * 4c 4c 4c 4c 4c * 4c X < »— OJ O 4c * 4c 4c 4c 4c 41 4c 4c * * z 4c LU 4c 4c > o 4c > 4c 4c or •■^ 4c O — 4c 4c D »— 4c LULU 4c * CO p^e; w 4c >U 4c 4c < iflOZ O co * ►-•LU O 4c 4c LU LU— — Z. Qf uj 4c luot LU 4c 4c or or »-OjOco»— or CO * u > CO >- * 4c »— _Di^< — -LUcO D LU 4c LUO •-# LU ►-. 4c 4c »- Dcr»-cOZ »- CO * >- or«~ LU or u 4c 4c z — aro<<0 O •■■• < 4= a: < U z> »-« 4c 4c *— • *- o»-a>iu Z Q r 4> < co LU »— u. 4c 4c z ZiflDOU t—* ZcOU 4c 5: ZLU or t— • LU 4c 4c lu cue zor_j _j Z LUIUO' _J 4c s Or- O 4c 4c z 2T a oqwd< < O m. «D < 4< D — < cO z 4c 4c •— •' ►- XW7QTQ.? ►— M xoa »— 4c m t-»- LU or 4c 4c z QT LU < •-• O _J LU _J 4c 4c < a _i< <^cr 33 t- Z -JCGZ CD *- 4c < or-» U. LU CO 4c »- 4c 2: UJ - *-\ Z a * ZL ao 1— »- or 4c O _J V t- 4i UJ < < •—• < * 1— au.i O O 4c or < z O 4c u jt e— 4c 00 77 B. FINANCE DEPARTMENT 1. EXPLANATION OF THE ROLE The Finance Department is responsible for estimating the local property, sales, and income tax for the round for which the Chairman is preparing a budget. The Chair- man uses Finance's estimates to determine the tax rates necessary to obtain the revenue required. The department bases its estimates on computer output which shows last round's tax bases and its estimate of future county growth. The Finance Department can also coordinate the budgetary process between the Chairman and the departments requesting appropriations; determine the eligibility of the departments for federal-state aid; and report to the Chairman on the status of bonding in the county. 78 2. FINANCE DEPARTMENT DECISIONS Federal-State Aid Federal-state aid is automatically allocated by the computer when the departments spend their bcal appropria- tions . The amount of this aid is based on the population of the county in the present round. Matching is at fixed ratio, as shown in the table as follows: Department Aid per 100 Population Matching Ratio (Local: Fed- eral-state) School Public Works and Safety Highway Planning and Zoning $20.00 7.00 18.00 .50 2:1 5:1 1:2 1:1 For example, if the population of the county is assumed to be 300,000, the School Department is eligible for $60,000 in federal-state aid. Under the matching ratio requirements for the department (2:1), one dollar in federal-state aid is allocated for every two dollars of local funds that are spent. The department receives the maximum amount of federal-state aid it is eligible for if it spends at least $120,000 of its local funds. Bonds If the county revenue is less than county expendi- tures, the computer automatically allocates the necessary money from any surplus the county treasury may have from the past rounds. If treasury surpluses are insufficient to meet expenditures, the computer looks first to see whether the Chairman appropriated more than he received in revenues. If so, it floats a general bond to cover the deficit up to the difference between total revenues and total appropriations. If there is still a deficit, the computer chooses the department whose expenditures were greater than its appropriations and floats a general purpose bond in the name of that department. All bonds have a duration of four rounds and the interest rate is set by the computer. When the maximum bonding limit is reached, the computer levies a special assessment on all property to finance county expenditures. As the county floats more bonds, the interest rates increase. The bonding limit is 13.3 percent of the assessed value of all land and developments in the county. 79 The Tax Base Estimate The Finance Department has last round's actual tax bases to use as a guide in estimating future tax bases. If the game has been played for a few rounds, Finance can use previous reports as an indication of future develop- ments. a. Property When property is sold, the new assessed value is a weighted average of the sale price and the previous assessed value. If the sale price is less than 75% of the previous assessed value, the new assessed value = 2 x previous assessed value + sale price. — - 3 " The assessed value of each parcel is then calculated as the average of the value of the surrounding parcels. The property tax base is the total of the full assessed value of the parcels owned by teams in the county (see "Assessed Value Map") plus the total construction costs of the developments times their present value ratios (see "Economic Sector Master Sheets.") b. Sales The sales tax is placed on personal goods (PG) sales only. All residents must buy personal goods. The maximum expenditures of residences for PG are given below: Residence Maximum Expenditures for PG RC $3580 per development level RB $1970 per development level RA (or RS) $10 70 per development level In other words , if the county contains 26 levels of RC's, 30 levels of RB's, and 15 levels of RA's (or RS's) , the maximum sales tax base would be 26 x 3580 plus 30 x 1970 plus 15 x 1070, or $168,230. c. Income The income tax is applied to the gross income of each parcel, less service charges, wage costs, and transportation costs. If this total is negative, the parcel pays no income tax. Income estimates can be obtained from economic teams. Tax base estimates are sent to the computer on the Chairman and Council input form. 80 3. INPUT PROCEDURE Since City I is a computer- ass is ted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form with certain information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats . There are six input explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: a. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: fl. $L0 - borrow or lend money 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses \l. $RN - Renovate residences and businesses (0 c o •H CO •H O Q) Q 0) > •H U : 81 ' 9. $BR 10. $BB 11. $UB \ 12. $CS / 13. $ZO 14. $LB 15. $TR 16. $SB 17. $UR 18. $RR 19. $BT 20. $BM 21. $RM 22. $DS 23. $CH 24. $BU - Build and upgrade residences - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools b. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) , (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms, it is suggested that participants review the sample decisions in this manual. 82 CD ti 73 •H e ^ o 4-1 O o in * o -p W 0) •H U fd rH rd 10 CD CP C fd X u ■p in to 2 CD o rd H w • co •h to H £ r-l u 4-1 CD T5 in U fd TS c: fd c o 0) -H (D g 10 T3 •H o u u c (L) •H Q CD CD u s: -p 10 •H e r-l CD •p CD ,e fd CD •P U •H e o c o u cu o -p o o o k» in CM ■co- co in Ti vo c (1) CQ CrP £ rd co (L) -H -P CD U -P rd u •H £ O C -P O co U CD w CN u CD -P •H -P C fd co O U O ro CQ o in CM Q O o O ** 00 rH o o V£> •* CN rH •co- H cd .q -P rH rH o •H O £ O CO CN CD CN •H M fd CD rH & fd CQ rH rH •H • S ■^ 1 CD 00 M cr> fd -P CJ fd CD (N X o E-i CQ fd • tP t7 c •H •H £ T3 rH J-1 ■H P 4-1 X3 o CO o •H rH U o rH e •C0- fd CD T3 4-> fd O •H ** • £ CD v> v> 83 <4H n o o o H 4-> o •h CO •H O Q in 1 O 4-> O TJ M O C lOH C 4-1 >i (tJ x: -p c Q) e 4-> H tn o o o ■H CO- •H d> -H x: ti — ' i -p (TJ M d> TJ C -H 4-4 W tj c 4-1 o 4-1 W TJ C 14-1 Ifl o x: o tn u o u •H O 4-> O C O d) rH e - 0) >i-p- -P C o a) 6 U (TJ CU C a) -h 0) ■g o o rH co- a (TJ T3 m J co- a M a a to < c -p •H c 4J id (0 M •H O M (TJ r-l 4-1 C •H 4-1 d> ^ — -p «0 ■p cu tn en x: 0) 0) -p 4-» rH ■p c W d) o u 0) (tj (d a) a. (TJ c H 4H 4-» 4H *-^ X U (TJ ■P c >1 r-l W d) 0) CU-P o c r-i a) a (TJ -p (TJ 0) X (TJ -H 4H -P 4H — O OH Eh co- X (TJ X H (TJ En TJ a) a) (3 •P rd tr E c a) •H d) (TJ 4-> -P W J= (TJ (0 (TJ u o: w m X (TJ 4-> T> a) 4-1 en o o i o C rH •H 4-» in E tn O g UH rH •H 0) 4J tn C tn (TJ ■H 0) J3 *-* X (TJ 4J I o u a c U -H — o °" tn aj 4-i £ So ■H Q) -P O -P tn r-l o «) (0 •H 0) o 0) )-l (TJ CP 0) c 4J -H u Eh U CO- J-l 0) to c (TJ M Eh x: 0) (TJ U C -H -P tn C - o o (TJ CO I > •H d) u 0) rH £ (TJ cn d) C 4-1 -H CQ CO CO- CO 4-> C >i (TJ TJ U -H O tn 84 5 . COMPUTER OUTPUT At the end of each round, the computer prints a two-page report of the county's financial transactions during the round. The tax bases estimated by the Finance Department for the round, the true tax bases, the estimated base as a percent of the true base, last round's tax rates and last round's revenue from each source are listed. Next, a list of each department's appropriations of local funds, federal-state aid available, federal-state aid used, total expenditures, and surplus or deficit. Old and new bonds floated to cover the differences between revenue and expenditures, the names of the department (s) incurring them, the interest rate, and the principal are listed. The last part of the report gives the county's overall financial condition. Last round's cash balance (including new income from sale of public land) , the income from taxes, federal-state aid, and new bonding are listed and totaled to give the total amount of funds avail- able last round. The total department expenditures plus bond payments equal the county's expenditures last round. The new cash balance is the difference between funds avail- able and expenditures. The last item on the report is the new bonding limit 13.3 percent of the assessed value of all land and develop- ments in the county less the amount outstanding in bonds. 85 * 4c 4c 4> • 4c * * * (/)••• I • 4c at ••••!• 4c 4c 4c aroaocx) 1 O 4c O OvO'O'H 1 00 4c 4c * ItKOtOH | in 4c ♦— h-O'OW 1 O 4c 4c * 3_iocnao I —4 4c i/>«~taoaoif\o 1 «o 4c 4c 4c Z-j>Oincn I r» * DUvt^OtNi | ^ * * * LUO -* 1 rg 4c _j«~« '-*—* I f-* * 4c 4c >Q r-t | H 4c au_ 1 1 4c * * LU 1 * a:uj 1 4c 4c * QCZ 1 * DO 1 4c 4c * —•♦A 1 «A * i/> * 1 tf» 4c 4c * 4c * 4c * * * 4c 4c 4c 4c 4c * 4c * 4c * t— 4c • • • • I • * * * LUO * QfflOOO 1 00 * * * *-*— a. * LU4-000 1 4" * * * z< 4c uOQ«~«cor«>ao 1 O 4c 4c 4c UJQCOOO * QZv0r-«-ic> I XV * 4c * rx • • • * ZaJojcOO I vO * 4c * QCX*-«iMOJ 4c DQ.r-4.-l 1 CTI * * * 3< 4c U.X 1 * 4c * U»- 4c LU 1 * * * 4c tA | *rt * 4c 4c * 4= 4c * 4c * 4c * 4c 4c 4c * 4c * 4c * »— 4c LU • • • • 1 • 4c • • 4c * LUVJ 4c »— Q>tCOvOr-l | sQ * _J OO 4c * zcoa. 4e OtT» I in 4c < OO 4c * ~< 4c H-iOOOQOOO I sO 4c a org 4c * QD>Ot7»»— * 4c l/)DH(AOH | O * »-• f-tlTI 4c * at • • • 4c 1 CM^vO 1 fM * «w> f-iO 4c * O «o>*"»r> 4c • O 1 -• 4c z 4c * at-vOfvjH 4c 0~« 1 4= ■— • 4c * (Tcy)| | 4c LU< I 4c CC * * LULU 4c U_ & I tf* 4c a *»t> 4c >-<>O»ncoLO»-i 1 4c att- ocn 4c * O0«0t> 4c 1 Ot\lf*- 4c • 1 rH 4c •-a: 000 * * D m 4c 00 1 4c z 4c * 0£Z 4c LU«-« 1 4c •-• 4c * ►--•** 4c U_o 4c ziHcDinH 1 in 4c or at: oa 4c 3 4c • 0«Mo 4c u-a: l 4c au xz 4c cc 4c lOZ 4c a. 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PUBLIC WORKS AND SAFETY DEPARTMENT 1. EXPLANATION OF THE ROLE The Public Works and Safety Department is responsible for building and maintaining municipal service units which provide such services as sanitation and fire and police protection to all residences, and for providing the utility service necessary for developing a parcel. Municipal Services An MS unit can be built for $50,000 and is designed to serve people living in residences. The number of people living in each of the various types of residences is sum- marized be low : Residence Number of People Living There RC 3800 per development level RB 3400 per development level RA (or RS) 2300 per development level a. Capacity An MS unit with 1000 employees and a value ratio of 1.00 is designed to serve 30,000 people. The computer assigns residences to be served by MS units. The assignment is on the basis of the lowest cost for transportation. The Public Works and Safety Department pays $100 per mile on Type I roads, $200 per mile on Type II roads, and $300 per mile on Type III roads to transport service to a residence. Since all residences must be assigned to an MS unit, it is possible that an MS unit will be .forced to operate beyond capacity. As the ratio of total population/employment of MS unit increases above 30:1, the MS unit begins to become overused. The extent to which an MS unit operates at its design capacity is defined as : %capacity = _ Popu l at i on Served - — ___ x i o 30,000 x value ratio x total employment of MS TSul) For example, an MS unit with a value ratio of .80, a total employment of 1,000, and a population served of 60,000 people is operating at: 3u,u6u'x°?56 x r OQO x 10 ° or 250% of C ** acit * 1000 88 Maximum efficiency occurs when an MS unit is operating at 100% of capacity. The degree of damage suffered by a residence which is struck by a natural disaster is determined by the percentage of capacity at which the MS unit serving that residence is operating. As will be seen later, the team representing Public Works and Safety Department can increase the capacity of an MS unit by exercising one or more of the following three options : (1) Building new MS plants to take the load off of overused MS units. (2) Renovate (i.e., raise the value ratio) of MS units which are over capacity. (3) Hire new employees or reallocate ones (in 100's) from other plants. Employees are essential to the operation of all MS units. b. Employment The Public Works and Safety Department hires low income (RA) and middle income (RB) workers only. There are 1000 workers in each group, but due to a level of aggregation in this model salaries are only paid to 1 worker per 1000. The department may request additional workers at a plant in order to increase the capacity of the plant. In the example above, if 1000 additional workers were hired for the MS unit with a value ratio of .80 serving 60,000 people, the unit would be operating at a capacity of: 30,000 x 80 x 2000 x 10 ° = 125 * TTTuTT instead of 250%. Furthermore, increasing the value ratio to 1.00 would result in a capacity of 60 ,000 30,060 x 1 x 3660 x 10 ° = 100% 1000 and the unit would be operating at its design capacity and the maximum efficiency level. MS employees are hired in groups of 1000' s and allocated to individual MS units in groups of 100' s. 89 30 ,000 1, ,000 60, ,000 2, ,000 90 ,000 Utili 3, ties ,000 The degree of damage suffered by a residential land use is also affected by the employment mix of a particular MS unit. The damage tends to be less great when there are more middle income workers than low-income workers employed. When the situation is reversed, the degree of damage incurred at a residential parcel increases substantially. It is therefore advisable to allocate more middle-income workers than low-income workers to each MS plant. Furthermore , there can be no more than 1500 workers of one class at each unit . The following table summarizes the employment requirements of MS units. If Population Employees Re- To Maintain Optimal Popula- Served is : quired are: tion Served/Employment Ratio 30:1 30:1 30:1 All land uses require utilities. These require- ments are summarized below: Land Use Utility Units Required HI 10 per level of development LI 5 per level of development BG 1 per level of development BS 1 per level of development PG 2 per level of development PS 1 per level of development RA (or RS) 1 per level of development RB 1 per level of development RC 1 per level of development Public Works and Safety provide utility service by building utility plants and installing utility units on a parcel. A utility plant costs $50,000 and must be located at an intersection. Utility plants do not require land. One utility plant can provide a maximum of 200 utility units, although operating costs increase sub- stantially above 100 utility units. It costs the depart- ment $1,000 to install service in a parcel and $500 to transfer service on a parcel from one plant to another. The parcels served by a utility plant must always be contiguous to each other. 90 The cost function of operating a utility plant is given on the following page: Average Cost Total Units Served Per Unit Operating Cost 20 92.00 1,840 40 81.59 3,264 60 71.19 4,272 80 63.19 5,056 100 60.00 6,000 120 63.99 7,680 140 77.59 10,864 160 103.19 16,512 180 143.19 25,776 200 200.00 40,000 91 2. PUBLIC WORKS AND SAFETY DEPARTMENT DECISIONS The Public Works and Safety Department may make any or all of the following decisions during a round of play: Purchase land The department may purchase land for the construc- tion of MS units. MS units may only be constructed on residential parcels or parkland. When purchasing a portion of a parcel, the computer will automatically allocate the necessary amount of land required for an MS unit. Land requirements for an MS unit are 1/5 of an RC parcel, 1/6 of an RB parcel, of an RA parcel or parkland. When purchasing land from another team or the outside (i.e., unowned land) the department should offer a price equivalent to the amount of land which it will be using, since it cannot purchase the entire parcel. Build MS Units The Public Works and Safety Department can build MS units at a cost of $50,000. The department should make sure that they own sufficient land before attempting to build an MS unit. Demolish MS Units The department may demolish an MS unit at the cost of $10,000. Build Utility Plants The Public Works and Safety Departemnt can build a utility plant at a cost of $50,000. A utility plant has a capacity of 200 units. A Utility plant must be built at an intersection. Install Utility Service The Public Works and Safety Department can install service on undeveloped parcels which lack utility service at a cost of $1,000 per parcel. There is a cost of $500 to transfer service from one utility plant to another. All parcels which are being served by the same utility plant must be contiguous. No private development can take place on a parcel which lacks utility service. 92 Renovate MS Units The value ratio of an MS unit depreciates at 5% of its original value per year. The Public Works and Safety Department may renovate (i.e., raise the value ratio) of an MS unit at a cost of $50,000 times (new value ratio minus former value ratio) . The value ratio of an MS unit affects the capacity of that unit, and hence, the extent of damage that occurs when any parcel served by it is struck by natural disaster. Change MS Employment The Public Works and Safety Department can also increase the capacity of an MS unit and thus lower the population/employment ratio of that unit by changing the number of low and middle income employees working there. Employees must be assigned in groups of 100. Since the department pays salaries on the basis of 1,000 (i.e., "typically" $2,500 per 1000 low income workers; $5,000 per 1,000 middle income workers) it is best that the total employment requested in each class add up to multiples of 1,000. Otherwise, the department would be paying for employees which it hadn't assigned to MS units. Change Salaries The department can change the salaries which it offers to low and middle income workers. The "typical" salaries are $2,500 per low income worker and $5,000 per middle income worker. However, if there is a shortage of workers in the county, the department may want to raise salaries in order to assure that it will have full employment. If there is a surplus of workers, the depart- ment may wish to lower salaries. See the employment summary (page 78 ) for labor market conditions. Remember because of the level of aggregation in the City I model (see page 5 ) the department hires workers in groups of 1,000 but only pays 1 worker per 1,000 working there. Suggestions on Expenditures and Income Federal-state aid pays a maximum of $7 per 100 population, matching one federal-state dollar for every five dollars of local funds spent. An MS unit costs $50,000 to construct and can serve 30,000 people. Two MS units may not be constructed on the same parcel of land. The original value ratio (i.e., 1.00) of MS units depreciates at a rate of 5% per round. Renovation cost is defined as (proposed value ratio minus present value ratio) x $50,000. 93 An MS unit may only be located on a residential parcel or parkland. Land requirements are 1/5 of an RC parcel, 1/6 of an RB parcel, and 1/8 of an RA parcel or parkland. Public Works and Safety employs low-income and middle-income residence units (1000 workers each) in MS units. Employees are assigned in groups of 100. The department sets the salary for each class of employees and competes for labor with every other employer in the system. The department must set a salary for low-income or middle-income employees only if a salary is to be different from the last round's salary. Typical salaries are $2,500 per low-income worker (actually 1000 workers), and $5,000 per middle-income worker (1000 workers) . The computer allocates residences to MS units on the basis of least transportation costs incurred. Trans- portation charges are incurred by the Public Works and Safety Department to transport services from an MS unit to the residence which it serves. These charges are $100 per mile on a Type I road; $200 per mile on a Type II road; and $300 per mile on a Type III road. The department can cut the transportation costs by building and locating MS units in an optimal pattern. Utility plants can serve up to 200 utility units, although operating costs increase sharply above 150 units. Plants are located at intersections and require no land or employees. The construction cost is $50,000. The cost to install utilities on a parcel is $1000. The cost to transfer service from one plant to another is $500. The costs of operating a utility plant depend on the number of units served. These costs are given below: Utility Units Average Cost Total Operating Served Per Unit Cost 20 $92.00 $1840 40 81.59 3264 60 71.19 4272 80 63.19 5056 100 60.00 6000 120 63.99 7680 140 77.59 10864 160 103.19 16512 180 143.19 25776 200 200.00 40000 As you can see, the per unit operating cost is least when 100 units are served, and increases substan- tially after 120 units are served. 94 3. INPUT PROCEDURE Since City I is a computer-assisted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form with certain information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats- There are six input explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: a. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: r l. $L0 - borrow or lend money 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks 4. $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses \J. $RN - Renovate residences and businesses (0 c o •H (A •H O 0) Q 0) 4J > •H U a* 95 c o en •H u C cd E 03 CO <1) -H P CD U -P 03 U •H E O C P O CO U -i o co- o vo V CN rH CO M ►J cd Xi ■P rH r-i o •H O 5 O * (0 CM a) CN •H C0- M 03 CD rH XI 03 CO f-\ r-\ •H • fc ^ ro CD 1 Cn 00 M CTi 03 XJ ■P U 03 CD CM J a Eh « 03 • X! tP c c •H 'H XJ T3 rH M •H 3 lW X> o CO o •H rH •> U c rH E CO- 03 CD 73 -P C 03 U •H *. • E CD «-H OrIK C 73 CM 73 U •H W E P M O • o en M-l O o in o co- rn in 73 co C 03 •* 5 - H r-H M a u <4-l P ». V CN o r-i O CQ O O rH in ^ r-i o m in o 00 00 CT\ <-\ CJ V£> O CN O CN CN CQ CQ co- co- co 97 en p (0 6 u o HA c o •H en •H U 0) Q H-i o c o •H p c rH a x w Eh 2 Eh OS < a, w Q >H Eh W En < CO CO o u M •J CQ D 04 0) 5 & CO CD - O o •H O 1-1 -H a (1) TJ D X cu CO O d O TJ •H C C co O •H -H U -P a h )_4 0) CO <0 CO o (0 0) Q JC TJ P u »H C M •H «0 3 3 H On CQ Cu C c o •H •H P p (TJ ffl CJ u o u 1 o H a 6 d) C o •H p (0 u X CQ P CO C 2 0) e 0) >i tT o C iH * a x: E u u o c iH CO CO u 0) 0) in D>~ a o) co X 4J CO 0) C 0) ~-H »H c o •H P o o 0) ■p rtJ CO > -P o c C «J 0) >H OS Cu c o ■H p «0 o o CO X CO Q CO s CO •H .H -p O C 6 * 0) rH O 0) o CO CM CD .C CM .C P o CO -H CO 00 ffj 5 * \ rH CO O W LT>-H CM C U O >,-H 0) 00 ~ Xi TJ P * •H TJ 0) A (0 0) a en u o 0) TJ TJ c 0) ^r O • CM 5 -H O > (0 -p -^00 -> 0) TJ CP~ ■H C •H <0 ja u -Mo c •H * p P fC C CJ >1 >, W= P P •H •H \rH rH TJ •H •H c P P ffl 3 D 0) CO 0> o TJ p tT-H rH c c > •H (0 (0 M 3H£ 0) CQ & u CO TJ d) •H U-t •H o a> a en 0) XI in e c o •H P fd o o 0) x: en c o •H P o 0) en 0) p c p — (TJ rH CM TJ rH 0) oo p i O P O •H H TJ •H TJ P Z> I TJ 0) TJ O O c •H >i W XI * 98 5. COMPUTER OUTPUT The computer output for the Public Works and Safety Department is divided into four main parts: (a) a status report on municipal service units, employment , and utility plant operating costs, (b) a summary report on municipal services and the department budget, (c) a map of residences served by each MS unit, and (d) a map of utility service provided by each plant. a. The status report for each MS unit lists the code number assigned to the MS unit, the location of the MS unit, its value ratio (the ratio of present value to original value), the number of people served, the number of low-income workers, the number of middle-income workers, and the ratio of the population served to employment. Under the employment heading, the location of each residence employed, the income class, and the salary paid to each resi- dential unit are listed. Under the utility heading, the code number of each plant, the number of utility units served, and the operating cost of each plant is listed. b. The summary report shows the local population, the average population served per MS unit, the total MS employment, and the ratio of total population served to employment. The Public Works and Safety Department budget shows the revenue of the department, the capital and oper- ating expenses, and the budget surplus or deficit. Revenues are comprised of local appropriations plus federal-state aid used (i.e., matched at the designated level of 5 local dollars to 1 federal-state dollar up to a maximum of $7 per 100 population) . Capital expenditures are made for construc- tion of MS units, renovation, land purchases, construction of utility plants, and construction of utility lines. Oper- ating expenditures are made for salaries , transportation of MS services to the populations served, and utility plant operation. If total expenditures exceed total revenues, the budget has a deficit, and if revenues exceed expenditures, the budget has a surplus. The percent of revenues actually spent is listed as the final item on the summary report. c. The Municipal Service Map shows the location of each MS unit and the location of all residential units served by each MS unit. The residences served by an MS are numbered with the code number of that MS unit. d. On the Utility Map each parcel served with utilities is numbered with the code number of the plant serving the parcel. Parcels served by a single plant must be contiguous to each other. 99 a so OCX a. • ••••••••••••I • vOrocsioicncaiMmojcMrgin I <*» '-LIS >- o _l Q. ^ SO UJ-I ooooooooooooo ooooooooooooo o o o m OOOOOOOOOOOOO I o ooooooooooooo I o O — O »-UJ <> ja r-H OuJ awo o Ql QL O u. •— QC O CL o UJ t— 4 cc *— < * ct z UJ UJ o 51 _J i— < a; > < a UJ o >- h- UJ z u. o < •—a uO •— < o U z o < -I «/> * ot ac o o 1— ^ u UJ w tO •— • -J • CD in O • Q- s ooooooooooooo ooooooooooooo (\iaoo»f\cocD>3-^>fr^%o>oo* m -t cm o r*- f*- P- «a »a cm «-• o ^> s0 4" o cm >*■ oo ^ od cm cm cm t-4«— «r^»r\ooiniAfOOr , -if\»-< I oaoaDf^covoocooooooooao I •••••••••••••I ooooooooooooo I 4 ao < »- o >- ooooooooooo I o ac ooooooooooo I o < ooooommmirnnm I o J mtf\m trim cm cm cm cm cm cm i o < I 4 (A tO J-J-J-J-J _j mhmmmOOOOOO U IZZZIJJJJJJ 10 o u e> z < UJ a o Q UJ > a UJ WO • • e • | e ro«-*tr\vO I oo f*-aor^-.-i I 4 OOfOr-<00 I cm ao en in cm | o I CM I I I I f\»oooo i r- cm4odco I ao I o < KJ o CM 00 00 CM 00 4" «0 «M CM CM O rHHH ^ r-4»-t 4 .-» r-4«H CM I I I I I I I I I I I CMO »0 00 4 4 CM %0 »0 *0 O aor- coo coaoof*- r-r*- r- z m»-icoir\ o #-4fMCM4 _j »-• till < t— r*-—«r>-r- »- < r-oor^o o u ►- o -I UJ X. >■ o -j a s: UJ < -I Q. >- HiNtn^ 100 O • 1 • CO 1 vO >* 1 r- r- 1 CO *0 1 <* -NJ 1 -t 1 1 1 1 kA I tf o o 05 • I CO I 4- 1 nO i SO I I I I I a: o or o a UJ or ooom or*o • CO^OfO • • 1 • • • • • 1 • • • 1 04- 1 OOOOO 1 OOOO I Org | OO O 1 OO-J 1 OO 1 Oif> O 1 O-4-rg 1 o«^ 1 vOrg vO 1 O^O 1 rH<\J | iT> 1 J- rvi | ^ 1 1 1 1 1 1 1 1 1 1 1 1 M* 1 MMIA^ 1 MMIM 1 UJ a co UJ a: UJ < X a »— UJ a UJ UJ or :e Q UJ >- - -i ►- a a UJ UJ IF u. a uj < ^ to z z o o O ■«>.«—■ z I-Z»- < 3 V aoa a ZOJO o oaaa i — 3: l-UJUJ-J u o> a a.<»-o o UJ CO z •— • < •— • to ►- ZUJ z o»- 3 — < o t-t- u »-iO ZUJ -o -J •— « UJU-«QCUU < xcoor < Q HDhDDD »— UJUJO>- »— Z xa; »-♦- >— e?orco«~» t— a cOOO«OcO 1 Z- 3 3 ♦-Utt-JUU cO •H u 04 109 c o •H W •H U Q) Q U •H •H XI CO G •s 1 1 .. $BR iJ 10. $BB &\ 11. $UB <0 •H U \ 12. $CS CU / 13# $ZO / 14# $LB ' 15. $TR 16. $SB 17. $UR 18. $RR 19. $BT 20. $BM 21. $RM 22. $DS 23. $CH 24. $BU - Build and upgrade residences - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools b. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms, it i suggested that participants review the sample decisions in this manual . 110 Q) T3 T3 •H B u iw o o in *. 4-» Cm H § 03 <4H Q) T( in U 03 U CO n c 03 C CU •H (1) e to T3 •H u u u c cu •H a U cu CU U 4J 03 U •H e o o to U CU w CN CU 4-> C •H CU 4-> C 03 to n c O u O m CQ o in CN c o o *w 00 rH o o H CU .Q -P iH rH O •H O £ O to CM CU CM •h 03 CU TJ 4-1 C 03 U •H K • e CU f-\ rH X c *a CU TJ U •H w B 4J u o • o m 4-1 o o in o rH in T3 C 03 *. £ ^ rH rH H M 14-1 4-> CN u rH O CQ o o rH m ^r rH o m in o 00 00 v> 111 1 0*0 c ■H id a XI 6 u u CO CO O CO CO P p en a a) S X -P 0) 0) c C W -H o •p -p H o •H -P (d o o 2 C o •H P •d u o u co CO Q w 0) xz P CO co a* id »h •H rH > rH O O O C JZ a) u §€ OS CO a co CO p 1 H x: 0) 4J co •H £ ai 5 g 0) O c p id rH CQ u id T3 ■H -P u co u CO 0) cy» p c id Id rH £ id u co 112 5. COMPUTER OUTPUT The computer output for the School Department is divided into three main parts: (a) a map of residence parcels served by each school unit, (b) a status report on school units and employment, and (c) a summary report on school service and the school budget. a. The school map shows the location of each school unit. Each residential parcel has the code number of the school unit which the students attend. b. The status report for each school unit lists the code number assigned to the school unit, the location of the school unit, its value ratio (the ratio of present value to original value) , the number of students enrolled, the number of middle-income teachers , the number of high- income teachers, and the student-teacher ratio. The residential income-class, and salary paid to each residen- tial unit employed as teachers are listed under the employment summary. Each residential unit employed by the School Department provides the school system with 1,000 teachers. These 1,000 teachers are assigned to work in school units in groups of 100. c. The summary report shows the local school age population, the number of local students enrolled in the local school system, and the number of local school aqe population not enrolled in the local system, and therefore, receiving educational services from outside the local school system at additional expense to the Economic Sector. Also shown are the number of school units, the average enrollment per school unit, the total number of teachers employed, and the overall student-teacher ratio for the local school system. The school budget shows the revenue of the School Department, the capital and operating expenses, and the surplus or deficit. Revenues are comprised of local appropriations plus federal-state aid used (i.e., matched at the designated level of two local dollars to one federal- state dollar up to a maximum of $20 per 100 population. Capital expenditures are for construction, renovation, and land purchases. Operating expenses are for salaries to teachers and transportation of students to local school units. If total expenditures exceed total revenues, the budget has a deficit and if revenues exceed expenditures the budget has a surplus. The percent of revenues actual- ly spent is listed as the final item on the summary report. 113 • ••••••••I • l/> o «/»x UJ X u < UJO OOOOOOOOO I o OOOOOOOOO I o Icn OOOOOOOOO I o OOOOOOOOO I o cO UJ a D OOOOOOOOO I •£0 I I I o > OOOOOO I o a oooooo i o < OOOOOO I o -J ooom I «*> CO MMMM^M I < mtnooiftoomm l so oc cntf>^-»r*-r^r-ifN»04n I cm UJ •••••••••!• 3 OOOOOOOOO I o CO CO IIIJJJ < oooooo ^ J MMM I II II I KJ IIIZIZ a: o o a UJ at z UJ x »- a UJ O o o I u CO o -I rMootao>too>o I I I I I I I I I ^ <0 O <* (MO i-oo < I I I I I I U 0000 4^)4 O OOODOOCO O o X CO •~**Ni- o -I a x UJ 114 SCHOOL DEPARTMENT REPORT FOR SCHOOL AGE POPULATION STUDENTS IN LOCAL SCHOOL SYSTEM STUDENTS ATTENDING OUTSIDE NUMBER OF LOCAL SCHOOLS AVERAGE STUDENTS PER SCHOOL TOTAL TEACHERS OVERALL STUDENT/TEACHER RATIO 89030 77630 11400 9 8620 6000 12*9 FINANCIAL ACCOUNTING REVENUES APPROPRIATIONS FEDERAL-STATE AID USED TOTAL CAPITAL EXPENDITURES CONSTRUCTION RENOVATION LAND PURCHASES SUB-TOTAL OPERATING EXPENSES SALARIES TRANSPORTATION SUB-TOTAL TOTAL EXPENDITURES s s 80000* 45933* s s s 0* 64200* 5800* s s 45000* 22800* i 125933. 70000* 67800* 137800. DEFICIT 11666. 109 PERCENT OF APPROPRIATIONS WERE SPENT 115 SCHOOL MAP 70 72 74 FOR ROUND 1 76 76 80 82 84 86 88 90 92 94 96 98 100 102 104 106 • 12. 14*i 16* 18*. 20! • 22. • 24. 26! 28*. 30! 32^ • 34. 36! 3&! 40! 42! 44! 46! 48! 50! 52! 54! 36! 5&! 60! 6 ♦ *** * 6* 6 7 #«* 7» ««« 7 *##♦ 1 1 * 8* ##» 3* ##» 5 ** 5 *• *( 5 ( 8 8 ( 2) * 4* ( ( 2 4 *«* 2* *** **** « 9* **** 70 72 74 76 78 80 82 84 86 86 90 92 94 96 98 100 102 104 106 ASTERISKS ENCIRCLE SITES OF ALL FACILITIES 116 E. HIGHWAY DEPARTMENT 1. EXPLANATION OF THE ROLE The Highway Department is responsible for construc- ting roads and terminals and maintaining roads . Although the private sector pays the cost of travel on roads, that cost is a function of the type and quality of roads. Basic industries ship their goods to terminals, BG estab- lishments receive goods through a terminal, and the closer the terminal, the more profitable the business. Highways a. Types There are three types of highways in City I : Tyee I, II and III. A Type I road is the largest road and Type III road is the smallest. b. Capacity Roads are used by employees living in residen- tial units to travel to work (peak-hour) and to purchase personal goods and services, and by businesses to ship their goods to terminals and receive goods from each other (off-peak hour). The capacity of roads (i.e., the number of journeys on a road segment) affects peak-hour travel only. The design capacities of the roads in City I are Type 1-6 (worker) journeys; Type II - 4 (worker) journeys; and Type III - 2 (worker) journeys. c. Depreciation The design capacity of a road depreciates at a rate of .05 times number of journeys to work/design capacity of segment. In other words, if there is a Type I road being used by 12 workers it would depreciate at the rate of .05 x 12/6 or .10. If the former value ratio of this road segment was 1.00, its new value ratio would be .90, and the effec- tive capacity (capacity due to depreciation) of the segment would be .90 times 6 (design capacity) or 5.4 (rounded off to 5 journeys) . 117 d. Congestion Congestion occurs on a road when the number of workers using it exceeds the effective capacity of the road. Workers who travel on congested roads must pay additional transportation costs in proportion to the amount of conges- tion that occurs. For example, if a road is overcrowded by a factor of 20%, the workers using the road must pay 20% additional transportation costs. e. Land Requirements A Type III road requires no land. A Type II road requires 1/5 of an RC parcel, 1/6 of an RB parcel, or 1/8 of an RA parcel from either side of the road. A Type I road has the same requirements as a Type II road, but from both sides of the road. Land requirements apply only when the parcels adjoining a road are developed as residences . All land must be purchased before construction of a road. Any park- land can fulfill the land requirements for road construction Terminals Terminals are used by basic industries (HI and LI) to ship their goods to and by BG to receive its goods from the Outside economy. There are three types of terminals (I, II, and III). Type III is the smallest and Type I is the largest. Terminals must be located at the intersections of roads and require no land. Different types of terminals can serve different maximum industry levels. The information is summarized below: Minimum Required Maximum Terminal Road Intersection Industry Level Service * Type I Four Type I roads Level of Development :3 Type II Two Type I roads Level of Development :2 Two Type II roads Type III Four Type II roads Level of Development :1 *For example, a Type I terminal can serve any level of BG, HI or LI, but a Type II terminal cannot serve a BG3 , HI3, or LI3. A Type III terminal can serve only a BG1, HI1, or LI1. 118 2. HIGHWAY DEPARTMENT DECISIONS The Highway Department may make any or all of the following decisions during a round of play: Purchase Land Land is required for all proposed new roads (except Type III) which adjoin a residential parcel. A Type II road requires 1/5 of an RC parcel, 1/6 of an RB parcel or 1/8 of an RA parcel from either side of the road. A Type I road has the same requirements as a Type II road, but from both sides of the road . When purchasing land from a team owning a residence, the computer will automatically allocate the amount required, but the purchase price is agreed upon by the teams involved. Terminals do not require land. Build or Upgrade Roads The department may build new roads or upgrade existing ones from one type to another. New roads may be constructed on any horizontal or vertical coordinate (road- beds) on the map. The costs for constructing new roads or upgrading existing ones are: Type of Road I II III Construction Cost $30,000 25,000 17,000 Renovate Roads Upgrade to Type I $ — 5,000 13,000 Upgrade to Type II $-— 10,000 The Highway Department may counter depreciation and its effects — congestion and greater transportation costs — by renovating (i.e., raising the value ratio) existing roads in the simulated area. The cost of renova- tion is defined as the original construction cost of a road times (proposed value ratio minus former value ratio) . The original construction costs of roads are $30,000 (Type I), $25,000 (Type II), and $17,000 (Type III). Build or Upgrade Terminals The Highway Department may build or upgrade terminals 119 The construction costs are $40,000 (Type I), $30,000 (Type II) and $20,000 (Type III). Remember that terminals must be located at intersections. NOTE: When specifying the location of highway segments on decision forms, the department must always use either odd- even (north-south) or even-odd (east-west) coordinates. Since terminals are located at intersections, they are identified by odd-odd coordinates. 12 14 70 16 18 20 22 72 74 ZZ % zzz ;< :< ;< :< 76 ZZZ 78 ZZZ 118 ^ = Terminal XXX = Road 60 north In the example above, the east-west road segments are identified as 7217, 7417, 7617, and 7817 and the north- south road segments are identified as 7318 and 7320. The terminal is located at 7317. Suggestions on Expenditures and Income Federal-State aid is automatically granted in the amount of two Federal-state dollars for every one local dollar spent on highway construction up to a maximum of $18 per 100 population. 120 Construction includes both upgrading existing roads (i.e., going from a Type III to a Type I or II) and building new roads on roadbeds. The department should base its decisions on the value ratio and congestion maps for existing roads and on anticipated development for new roads . Construction costs are: Type Cost Upgrade to : Type I Type II I $30,000 II 25,000 $5,000 III 17,000 13,000 $10,000 Renovation (i.e., raising the value ratio) as: (proposed value ratio - present value ratio) x original cost. Original costs are: Type I - $30,000; Type II - $25,000; Type III - $17,000. A Type I terminal costs $40,000, a Type II terminal costs $30,000 and a Type III terminal costs $20,000 The cost to upgrade a terminal from one type to another is the difference between their original costs. 121 3. INPUT PROCEDURE Since City I is a computer- ass is ted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form with certain Information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats-' There are six input explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: a. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: 1. $L0 - borrow or lend money 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks 4. $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses ^. $RN - Renovate residences and businesses c o •H W •H O & 0) > •H U 122 ' 9. $BR 10. $BB 11. $UB [ 12. $CS / 13. $ZO ' 14. $LB 15. $TR 16. $SB 17. $UR 18. $RR 19. $BT 20. $BM 21. $RM 22. $DS 23. $CH 24. $BU - Build and upgrade residences - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools b. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) , (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms , it is suggested that participants review the sample decisions in this manual. 123 -M W Q) •H U rd rH fd W U -H W A 0) U £ Eh M-i O • O rH in d) T) in u fd c/> T3 C rd C d) •H 0) e 0) T3 •H U O c 0) •H Q aa u v> 0) 0) M JC •P w •H e n 0) -p 0) JC E-t E fd 0) ■P u •H e o c o o CD o -p o o o *k in CN W in T3 >^5 C 0) r> g fd w 0) -H +J 0) U -P •h fd e u o C 4-» o w O 0) W M O O O fc» 00 rH VD ■* CN rH {/> H l-H >H fd CD rH Si fd c/) H rH •H • £ ■^ 1 00 rH CTi fd P u fd d) CM £ O Eh CQ rd • tn tr« C •H •H .£ 'd rH rH ■H 3 UH A O ID O ■H rH U O rH e rd fd «• > «» -H rH M U O <+H -P CN rH O Ph O O rH in -s* rH m m 00 00 cr> rH u UD O CM O CN CN Ph PQ v> ■co- <^- 124 M-l CO ■P (TJ 6 M O En C •H 0) •H O a> CO >H SB •rH 10 u •H o o D CO P id Id u O O u 0) o a >i * P CM 0) rH ^-> C -TO D S P -o U (0 3 u P CO c o u M a co 3 T3 (d H O o u 3 rH Id > o •H a) id c n « c o •H p >d o o CO T3 Id O Jh CD o c a> OS 0) a >i •p a) c * * c o •H p o — T3 O CO O 0) 1 C P T3 a) id T3 > c O 0) -H 1 T3 CO TJ M p T3 •H O U >. c XI •H T3 13 T3 T3 O cu 0) 1 •H •H C H4 m-i a> •H •H > U O 0) 0) 0) a a^ CO CO c id CO •H CO * •H CO rH T3 id id c • TJ o •H — id m g cn M rH u jz 0) r* P p r* 3 id o id o CO u id U Mn 0) c s rH -H rH ,-. 1 T3 CO ■p 0) M 0J WITH A VALUE RATIO LESS THAN .75 THERE ARE 2 ROAD(S) WITH CONGESTION COSTS GREATER THAN 56 PERCENT *** '7413****7813 THERE ARE 1 ROAD(S) WITH CONGESTION COSTS GREATER THAN 96 PERCENT ****7613 NUMBERS OF ROADS VALUE RATIO... 1.0-0.9 0.9-0.8 0.8-0.75 0.75-0 ROAD TYPE • 1 2 3 33 64 263 3 CONGEST. COST... ROAD* TYPE* 1 2 3 25 56 96 AND UP» 33 64 262 1 2 1 129 CONGESTION MAP ' FOR t 1 1 1 I 70 72 74 76 78 80 82 84 86 88 90 92 94 96 9b 100 102 104 106 ♦ ♦ ♦ ♦ ♦ ♦ ♦ 4 " 12! 1 I I I I I I I I I I I I 56 + 95* ♦ ♦ ♦ ♦ ♦ ♦ >f ♦,( 14! . I I I I I I I I I I I I 1 ♦ + ♦ ♦ ♦ •♦■ ♦ •♦( 16! . I I I I I I I I I I I I •♦■ + 4 ♦ -f ■f •♦• •♦< is! > I I I I I I I I I I I I 20! , I I I I I I I I I I I I ♦ ♦ ♦ ♦ ♦ ■♦• •f ■«- 22! > I I I I I I I I I I I I ♦ + ♦ ♦ ♦ ♦ ♦ H ! < 24! . I I I I I I I I I I I I ♦ + + ♦ ♦ •f ♦ 1 26! , I I I I I I I I I I I I ♦ + •f ♦ + •♦■ ♦ 2e! . I I I I I I I I I I I I + + ♦ + ♦ ■♦■ ♦ 30 ! > I I I I I I I I I I I I ♦ + + ♦ + ■♦■ ■f 32! . I I I I I I I I I I I I ♦ ♦ ♦ ♦ -f ♦ ♦ 34! I I , ♦ ♦ ♦ ♦ ♦ ♦ ♦ + ♦ ♦ + ♦ •¥ ♦ ♦ ♦ + ♦ -f 36! I I t ♦ ♦ + ♦ ♦ ♦ ♦ ♦ + ■f •¥ + •♦• 3e! I I , ♦ ♦ ♦ + ♦ ♦ ♦ ♦ ♦ ♦ ♦ ■f ♦ •f ♦ ■f + + + 40! I I 1 ♦ ♦ + ♦ ♦ ♦ ♦ ♦ + ♦ ♦ ♦ •♦• 42! I I I I I I I » ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 44! I I I I I I I 46! 1 + + + I ♦ + ♦ + ♦ ♦ ♦ ♦ I I I I I I > ♦ ♦ ■♦■ + ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 43! I I I I I I I 1 ♦ ♦ * ♦ ♦ ♦ + ♦ ♦ ♦ ♦ ♦ ♦ 50! I 1 , ♦ ♦ + ♦ ♦ * ♦ ♦ ♦ ■f ♦ ♦ + ♦ ♦ ♦ •♦• •♦■ ♦ 52! I I , ♦ ♦ + + ♦ ♦ ♦ ♦ + ♦ ♦ ♦ ♦ ♦ ♦ ♦ +• •f ♦ 54! I I • ♦ ♦ + * ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ + ♦ ♦ ■f ■f ♦ ♦ 56! I I , ♦ ♦ + ■f ♦ ♦ ♦ ♦ ♦ + ♦ ♦ ♦ ♦ ♦ ♦ ■♦> + ♦ ^ 5s! I I • ♦ ■f ♦ ♦ ♦ ♦ ♦ ■f ♦ •f ♦ ♦ •♦• ♦ ♦ ♦ + •♦■ ♦ 4" 60! I I 1 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ + •f ■f ♦ ♦" 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100 102 104 106 130 ■ VALUE RATIO MAP FOR 1 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100 102 104 106 • + + + + + ♦ ♦ 12* I I I I I I I I I I I I • +— — f 95 + 90+ 87 + 90+ 94 + 96 + + + + + ♦ ♦ + 14. I 97 I 95 I I I 99 I I I I • +— -+ 99+ 95 + + + + + + + + 16. I 95 I 98 I I I I I I I I • 97 + + + + + + ♦ ♦ 18. I I I 97 I •-+- 97 I .--+ I 97 I I I I I 20. I I I 99 I I I I I I • ♦— — -+ 99+- *■■»+ 98 + 97+- — + 97 + 97 + 97+- >•»»+«■< --+ ♦ + + + + + + 22* I 97 97 I I 95 I I I I I I • + ♦ + + ♦ ♦ ♦ 24* I I I I I 98 I 97 I I I I • +«»— — f ♦ ♦ + + + ♦ ♦ 26. I I I I I 98 I 97 I I I I • + + + + ♦ + ♦ 28. I I I I I I I 99 I I I I • ♦ + ♦ ♦ ♦ ♦ ♦ 30* I I I I I I I 99 I I I I • ♦ ♦ + ♦ ♦ ♦ + 32. I I I I I I I 99 I I I I • 99 + 99+ 99+- --+ ♦ + + ♦ ♦ ♦ ♦ 34. I 99 • + + ♦ ♦ ■f ♦ + + + + + + + + + + + + + 36. I 99 • ♦ + ♦ + + ♦ ♦ + ♦ ♦ ♦ 99+ 99 + 99+ 9 9+ 99 + + ♦ ♦ 38. I 99 • ♦ ♦ ♦ + + + ♦ ♦ + + + ♦ + + + + + + + 40. I 99 • + + ♦ ♦ + ♦ ♦ + ♦ ♦ ■♦• + +- ••»+■ — +- — +- -.+.. »— + ♦ 42. I I I I 99 I I . ♦ ♦ + + ♦ ♦ + ♦ + + + + 97+— ■»♦ * 44. I I 97 I 99 1 I • + + ♦ + + + + + + ♦ + + +- — + 9 7+ 99+ 46. I I 97 I I I I . ♦ ♦ ♦ + + ♦ + ♦ + ♦ ♦ + ♦- — + + 48. I I I I I I I . ♦ ♦ ♦ ♦ ♦ + ♦ ♦ ♦ ♦ ♦ + •♦• 50. I I . ♦ ♦ ♦ + ■*• + + * + ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ■♦■ ♦■ 52. I I . ♦ ♦ ♦ ♦ ♦ ♦ + + + ♦ + + + ♦ + + + ♦ + 54. I I . ♦ ♦ ♦ ■f ■f ♦ + + ♦ + ♦ ♦ ♦ ♦ + + + ♦ ♦ 56. I I . ■♦• ♦ ♦ ♦ ♦ + ♦ ♦ + ♦ + + + + ♦ + + + + 58. I I . + •♦■ ♦ * ♦ + ♦ + ♦ ♦ + ♦ ♦ ♦ * + + ♦ + 60. I I . + ♦ ♦ + ♦ ♦ + + •f + + + ♦ ♦ + + + + ♦ 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100 102 104 106 131 TOTAL COST INCREMENT MAP FOR 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100 102 104 106 4444444 4444444 + 444444 4444444 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 I I I I I I I I +-.. + 5* 73 + 122* 73+ 64 3* I 3 1 5 I I I 1 +_..+_...+ 5+ 35+— +— ♦— + I 5 1 1 I I I I +-«»+-_-+---+ 2+ 54— 4— 4- III 311 21 +-__+— •.+—♦— ♦—+ 2+— —♦——♦• I I I I 2 I I I I ♦—■»♦—♦-—♦ i+ 34— 4 2 + 2+ .-4« I 2+- I !♦• I »4« I ■4« I I ■4« I »+ I »4 I •4 I I I 2 2 +-„-+—-+-. I I I ♦ ♦ 2+- I I ♦ 4 4 4 4 ♦ ♦ 4 4 ♦ ♦ + •f ♦ 4 4 4 4 ♦ 4 4 4 4 ♦ 4 4 I >4« 5 I . 5+- 1 I I I I I I I I I I I 24—4—4 I 4 I 4 I ♦ I 4 I 4 I 4 I 4 I 4 I 4 I 4 I 4 I 4 I ♦ I 4 4 4 4 ♦ ♦ 4 4 ♦ 4 4 4 4 4 ♦ 4 4 4 4 4 ♦ 4 4 4 4 ♦ 4 4 4 4 4 4 4 4 4 4 4 4 4 4 ♦ 4 4 4 4 4 ♦ 4 4 4 4 4 I »4- I »4« 4 4 4 4 4 4 4 4 4 I •4« I I 4 I 4« 4 4 4 4 4 4 4 4 ♦ 4 I ■4 I I I I I I 1 I 2 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 4 4 ♦ 4 ♦ 4 ♦ 4 4 4 4 4 4 4 4 4 4 ♦ 4 ♦ 4 4 + •4«— 4- ♦ 4 4 4 4 4 4 4 4 4 4 4 4 ♦ 4 4 4 4 4 4 4 4 ♦ ♦ 4 4 4 4 4 ♦ -«—♦---+——♦---♦-' III II 4— 4—4—- 4 24-« I 2 1 II ♦ «. 2 + 1+ 1+- I 2 I I I 4- — 4 24 — -4- — 4-< I I I I I I I »4 I 4 I 4 I 4 I 4 I 4 I 4 4 4 4 4 4 ♦ 4 ■♦■ 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 92*" 94 " 9 6* * 98* 100* 102* 104* 106 70 72 74 76 78 80 82 84 86 88 90 OVERALL COST INCREMENT 22 PERCENT 132 F. PLANNING AND ZONING DEPARTMENT 1. EXPLANATION OF THE ROLE The Planning and Zoning Department is responsible for the acquisition of parkland and the administration of the zoning process. Although Public Works and Safety, Schools, and Highways may purchase land, their purchases are classified as parkland until developed. This means that all public land is controlled by Planning and Zoning. All private developments must meet the zoning requirements, so Planning and Zoning can in effect control the development of the county. The department bases its decisions on computer out- put listing the previous year's expenditures; the amount of parkland, and the present zoning classifications; team request for zoning changes; and whatever other criteria it may establish. Zoning Codes The Planning and Zoning Department in City I can specify zoning codes which limit not only the type of land use on a parcel, but also the density (i.e., level of development) on a parcel. The zoning codes are: 10 - Any Industrial 32 - Any residential, 11 - LI only ment levels 1, 2 20 - Any Commercial (BG, BS, PG, PS) 33 - Any residential, ment levels 3, 4 21 - BS or BG 34 - Any residential, 22 - PS or PG ment levels 1,2, 23 - BS only 35 - Any residential, 24 - PS only ment levels 1,2, 25 - BS or PS 36 - Any residential, 30 - Any Residential ment levels 6,7, (RA, RB, RC) 37 - Any residential, 31 - Any residential, ment levels 5,6, maximum development 40 - Parkland level - 1 50 - Any commercial o 32 - Any residential, devel- 51 - Any residential, opment levels 1 , 2 60 ment levels 3,4, - Any use develop- develop- , 5 develop- 3, ,5 develop- 3,4,5,6 develop- 8 develop- 7,8 r LI develop- 5, or BS, PS 133 2. PLANNING AND ZONING DEPARTMENT DECISIONS The Planning and Zoning Department may make any or all of the following decisions during a round of play. The department may purchase an entire parcel from another team or the Outside Economy. When purchasing a portion of a parcel, the department may only purchase land on parcels where residences are located. In such a case the computer will allocate 1/5 of an RC parcel, 1/6 of an RB parcel, and 1/8 of an RA parcel. A recommended ratio of population per square mile of parkland is 30,000 to 1. (See "Socio-Economic Parameters," page ) . The Planning and Zoning Department may change the zoning codes on a maximum of five parcels during a round. 134 3. INPUT PROCEDURE Since City I is a computer- ass is ted model, it is necessary that information be fed to the computer in a certain format. This format is quite elementary and requires no knowledge of computer programming. It merely involves filling out forms in the proper manner with the required information for each decision. In order to make a decision and feed it to the computer, participants in the City I game must fill in an input deci- sion form with certain information. The information which is required on the input decision form varies with the type of decision being implemented. The type of information which is required is explained on the decision formats. There are six input explanation formats: one for economic teams, and one each for the Chairman and Council, School Department, Public Works and Safety Department, Highway Department, Planning and Zoning Department. An input decision form has the following components: Decision Code; (first card) and additional in- formation (second card) . Each of these components is ex- plained below: a. Decision Code This indicates the type of decision that is being made. It is always a two-letter abbreviation preceded by a dollar sign ($) . Essentially, the decision code describes the type of decision being made to the computer. These codes are summarized below: ^1. $L0 - borrow or lend money W c o •H W •H O 0) Q 0) 4J > •H u 2. $CT - transfer cash 3. $IN - Invest in speculative or conservative stocks 4. $RS - Restore slums 5. $PU - Purchase land or bid on land 6. $DR - Demolish residences 7. $DB - Demolish businesses ^. $RN - Renovate residences and businesses 135 a o •H en u Q) Q U •H r-4 Si 04 G •H 3 1 / .. $BR I J 10. $BB 0) 1 4_> ) 11. $UB •0 \ 12. $CS CU / 13. $ZO / 14, $LB ' 15. $TR 16. $SB 17. $UR 18. $RR 19. $BT 20. $BM 21. $RM 22. $DS 23. $CH 24. $BU - Build and upgrade residences - Build businesses - Upgrade businesses - Change prices and salaries - Change Zoning - Grant appropriations - Change tax rate and estimate tax base - Grant subsidy - Construct and/or upgrade roads - Renovate roads - Construct and/or upgrade terminals - Build MS plants and change MS employment - Renovate MS plants - Demolish MS plant and demolish schools - Change MS salaries and school salaries - Build utility plants and/or change utility service 25. $BS - Build schools and change employment 26. $RS - Renovate Schools b. Additional Information The additional information concerning a decision is filled in the spaces immediately following the decision code. These spaces correspond to the columns marked (a) , (b) , (c) , etc. on the input decision form and the input explanation form. The amount and type of additional information varies with the type of decision being made. To clarify the procedure for filling out forms , it is suggested that participants review the sample decisions in this manual. 136 CD TJ TJ •H B u o M-l O o m *k VD P CO C/3 CO z a C x: H 10 • in •rH CO H S H u CD w -P X Q C CD rd W e U -H cn x: CD U X! o Eh Mh O • o rH LO v> iw CD T3 in u rd U co T3 C rd c CD •H CD e co ^a •H O u u u c CD •H a CD CD Xj -p CO •H e n CD -P CD Eh Q e rd CD -P U •H e o c o u CD P o o o V. IT) CN v> co in 'd c CD PQ <*° e rd co CD -H -P CD U P •H rd B U C P CO U CD W CN u CD P C •H CD x: -p c rd CO C >H o m CQ o in a ■to- o o o V. 00 rH o ■CO- o V£> *. CN rH H rH rD X) P rH rH o •H o S o CO CN CD CN •H ■CO- Sh rd CD rH X> rd CO rH rH •H • £ ^r no I CD 00 H CTi rd XJ P U rd CD CN X! O Eh PQ rd • X! tn t c •H •H XJ 13 rH u •H 3 4-1 rQ o CO O ■H rH •fc. CJ O rH £ rd CD T3 -P c rd O ■H v, • B rH IT) T5 CO- C rd V S •». rH rH H U 4-1 P CN o rH o PQ o o rH LO •^r rH o CO in o 00 CO CTi rH CJ *•£> O CN o CN CN PQ CQ ■co- 137 H o w o Q 1 1 M M 3 a*w a O -1 0) 0) *w en C u •H «j O M .c •H «J rH U JJ a u T •H *. £> H 0) <4-4 rH •H rH (1) D OT O c (0 0) - O O •H O M -H C o -H -P 03 U D 0) (A u ft. c ••H c o N 0) 0) O c o c o •H •P (0 o o o CS3 C C s a) c (0 u 138 5. COMPUTER OUTPUT The computer output for the Planning and Zoning Department is divided into three main parts : (a) a map of parkland; (b) a summary report; and (c) a map of existing zoning. a. The parkland map shows the fraction of each re- sidential or undeveloped land parcel that is devoted to parkland. Parkland represents recreational land that is used by the local population. The fraction represents the proportion of a square mile that is parkland, and there- fore, available for recreational use by the local popula- tion. b. The summary report shows the local population, the number of square miles of parkland, and the popula- tion per square mile of parkland. Also shown are the zoning changes made during the past round. The depart- ment budget shows the local appropriations for the last round^the amount of federal-state aid received, and the actual expenditures for parkland and subsidies. c. The zoning map indicates the existing zoning for the city. All construction just be in accordance with these codes, unless changed. 139 PLANNING AND ZONING DEPARTMENT REPORT FOR POPULATION 366300 SQUARE MILES OF PARK 14.75 POPULATION PER SQUARE MILE 24819 FUNDS AVAILABLE LOCAL APPROPRATIONS FEDERAL-STATE AID TOTAL S $ 10000. 1831. 11831. EXPENDITURES LAND PURCHASES SUBSIDIES TOTAL SURPLUS PERCENT OF APPROPRATIONS SPENT $ $ 9800. 0. $ 9800. NT $ 2031. 82 140 PLANNING AND ZONING DEPARTMENT REPORT FOR PARKLAND OWNED 70 72 74 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 70 72 76 78 7/8 • ••••••••••• • 8/8 80 82 84 66 88 90 92 94 96 98 100 102 104 • •••••••••a 8/8 8/8 8 • • • 2/8 1/6 • 2/5 . • • 1/8 • • • • 74 ••••••• 76 78 8 • • • 80 8/8 1/5 8 8/8 8/8 1/8 ••••••• 8 1/6 7/8 8 1 /5 /8 82 84 e6 88 90 92 94 96 98 100 102 lOfc 141 PLANNING AND ZONING DEPARTMENT REPORT FOR 52! 56^ 58! 60! ZONING MAP 70 72 74 76 78 80 82 84 86 88 90 92 94 96 9* 100 102 104 106 12. 10 10 36 35 40 34 34 32 40 40 32 32 32 32 32 32 32 32 3c 14. 10 21 37 40 34 11 22 34 32 32 32 32 32 32 32 32 32 32 32 16. 37 — 34 22 33 34 34 40 32 32 32 32 32 32 32 32 32 32 3c 18. 35 34 22 33 33 40 34 32 32 32 32 32 32 32 32 32 32 32 3/ 20. 34 40 10 10 21 — 40 — 40 32 40 32 32 32 32 32 32 32 3*. 22. 32 20 21 — 11 11 33 22 — 40 32 32 32 32 32 32 32 32 32 24. 32 33 22 36 34 20 34 32 32 32 32 32 32 32 32 32 32 32 32 26. 32 32 11 34 21 — 32 — — 32 32 32 32 32 32 32 32 32 3t 28. — 32 — — 34 34 34 32 40 30. 34 — — 11 32. 20 — 34. — 36. — 38. — 40. -- 42. 20 35 35 — — — 44. 35 10 — 11