Improving Participation in Green Infrastructure Planning

Green infrastructure is a strategic planning concept that is able to address environmental, social and even economic problems by supplying a variety of benefits for society. Especially in times of public financial crises and spatial transformation, it is important to ensure that those services are high quality to guarantee that they will provide the intended benefits by integrating stakeholders’ knowledge and experience into green infrastructure planning. Active stakeholder participation leads to legitimate and informed future planning that accounts for society’s needs. This paper investigates participation approaches of six green infrastructure investments in Belgium, the UK, Germany and the Netherlands. The major aim is to explore how and when participation should take place to optimize participation in green infrastructure planning. This is achieved by surveying the stakeholders involved and conducting stakeholder discussions to identify their views on the participation approaches employed and their integration into the planning process. We found that stakeholders were generally satisfied with how they were involved but desired a broader and more tailored mix of approaches. Furthermore, we found several Arnstein gaps, which lead us to conclude by suggesting recommendations that are helpful for successful participation in green infrastructure planning.     

Financial Reporting,Private Disclosure and the Corporate Governance Role of Financial Institutions

This paper explores how large UK financial institutions (FIs) pursued a private corporate governance agenda with their portfolio companies. It also investigates the role of financial reporting in private and public corporate governance. The case financial institutions argued that the limited quality of public information, especially in financial reports, was a major constraint on their ability to act in fund management and corporate governance roles. However, the financial reporting cycle determined a private institutional and company meeting cycle and this created opportunities for private information collection and for governance influence by FIs. In addition, the perceived limitations of public governance mechanisms such as voting encouraged private governance approaches. As a result, the case financial institutions had the incentive and the means to improve the quality of their sources of corporate information and to obtain a competitive edge over other financial institutions and the market through their direct contact with companies. Despite the limitations of public information, the paper reveals how public disclosure in financial statements and the financial reporting cycle played a central role in corporate governance. Public sources of information were combined with private sources to create a financial institutional knowledge advantage. The institutions used this knowledge to diagnose problem areas in strategy, management quality, and the effectiveness of the board, and their impact on financial performance. The financial reporting cycle meant that the quasi insider financial institution had the access opportunity and the joint public/private insight to influence companies across a wide corporate governance agenda and in a range of corporate circumstances. The case institutions exploited these private access and knowledge advantages for investment purposes and for Cadbury style corporate governance purposes. Thus, the private governance process was critically dependent on the FI knowledge advantage, which in turn relied on both financial reports and private disclosure. This wide ranging governance behaviour by institutions corresponds to recommendations subsequently made by the Hampel report in 1998 concerning UK corporate governance. The paper ends by exploring how the private institutional and company meeting agenda can suggest new directions for financial reporting and public disclosure and how this can further improve public and private corporate governance.     

Corporate planning— A personal viewpoint

The theme running through this article is a plea for realism in the preparation of corporate plans. The author outlines his views on corporate planning: the steps taken by the Greater London Council to introduce corporate planning supported by a programme budgeting system are described, and a summary is given of how the planning process operates.

The effect of the current industrial, financial and economic difficulties on corporate plans is discussed, and a note of warning sounded about the utility under present circumstances of corporate planning.     

Operations in Financial Services—An Overview

We provide an overview of the state of the art in research on operations in financial services. We start by highlighting a number of specific operational features that differentiate financial services from other service industries, and discuss how these features affect the modeling of financial services. We then consider in more detail the various different research areas in financial services, namely systems design, performance analysis and productivity, forecasting, inventory and cash management, waiting line analysis for capacity planning, personnel scheduling, operational risk management, and pricing and revenue management. In the last section, we describe the most promising research directions for the near future.     

Removing the obstacles to effective strategic planning

The purpose of this article is to explore the reasons for the decline in the importance and practice of strategic planning across American industry. The article identifies numerous bureaucratic obstacles to effective planning, and suggests how these obstacles can most effectively be eliminated by attacking their root causes. The article points out the risks to the planning process that are created by attempts to eliminate these obstacles. But, it concludes that unless these obstacles are removed and the promised financial returns from strategic business planning realized, the decline of long-term strategic business planning will continue.     

e-Participation: Comparing Trends in Practice and the Classroom

This article reports an assessment of the growing use of Internet-based public participation methods, e-participation, in planning practice and university-level planning education in the USA. After documenting results from case study reviews of practice and a web-based survey of planning faculty, a comparative analysis reveals that academic programs are incorporating a range of e-participation tools; however, there is a need to increase curricula content to mirror trends in planning practice. The article concludes with recommendations on how to build on the strengths and to address the weaknesses observed in this study to better prepare students for the demands of planning practice.     

A computerized financial planning model for a health maintenance organization

The time and resource costs needed to plan and start a prepaid medical program or health maintenance organization (HMO) are extensive. It can take up to 3 years to bring one on line and another 3 to 4 years to reach financial stability. Depending on the type of prepaid medical plan designed, the cost can reach $6 to $8 million before breakeven occurs. Because the financial stakes are so high, a systematic and sound business approach must be taken to find that one ‘best’ design that will survive in the market place. Thousands of hours are required to study all of the possible HMO design configurations. This paper describes how a corporation constructed a computerized financial planning model to simulate the financial behavior of a prepaid medical program with different organizational formats, operational policies and pricing and compensation schemes in varying market, economic and cost environments. Model development and application was a corporate affair. The computerized model provided a special design team with the capability to evaluate the economic impact of many different designs by asking ‘what if’ questions dealing with several key design and operating variables concerning different health benefit options, service utilization rates, staffing patterns, inflation rates and price and premium schedules. Thousands of hours of design time were saved and the corporation was able to find the ‘best’ possible design in a reasonable time and at a reasonable cost.     

Managing key interfaces in production planning and control

Detailed observational research, undertaken in two large and complex manufacturing businesses, identified ways in which work groups interface to employ knowledge to perform production planning and control activities. Eleven interfaces were observed and methods were established to classify them into types based on how knowledge is communicated and shared. Characteristics of the decision-making environment on either side of each interface were identified to explore their impact on interface type. Key differences in decision-makers’ predominant modes of decision-making, their agendas, and the form and scope of their knowledge were found to influence communication and decision-making processes. These findings have implications for production planning and control organisation and process design. In particular, it is seen that the effectiveness of interfaces may be improved through the alignment of decision-making approaches, agendas and knowledge across interfaces and/or through the effective use of interface tools that enable decision-makers to understand the consequences of decisions made.     

Planning for changes in stages of corporate development

A considerable amount of research has demonstrated how companies evolve in terms of strategy and organizational design. The evolution of firms reflects the dynamic response of companies to their changing environment. It is logical that planning must also change in response to changes in overall corporate strategy. This dynamic aspect of planning requires a different approach than planning for the continuing growth of existing businesses based on a consistent strategic outlook. This difference is illustrated by reference to two components of planning: fixed and variable. These distinctions are used to demonstrate the dynamic aspect of planning and how planning can, and should, change to accomodate changes in management strategies.     

Strategic planning in an age of uncertainty

Strategic planning and decision making in the face of uncertainty have always presented a serious challenge to top management, but the present scale of uncertainty is unprecedented. Decision makers used to be able to rely on the past to predict the trends of the future. Now they are increasingly being forced to make important decisions that depend upon highly uncertain external factors for which the past offers little guidance. In all areas of business and government, there is a vital need to understand and implement procedures that enable decision makers to deal more effectively with uncertainty for planning and allocating their organizations' resources.Because of differences in their social, political and economic environments, European and Japanese managers are today affected by many acute areas of uncertainty— such as industrial democracy, floating exchange rates, changing social and political values, growing environmental awareness, government regulation, technological change, pollution control regulation, energy cost, and raw material availability—earlier than their counterparts in the U.S.A. These uncertainties affect not only private sector manufacturing industries, but also financial and service industries as well as nationalized industries and government organizations.This article shows how ineffective methods of dealing with uncertainty can lead to serious mistakes with costly consequences. The cost of overconfidence and people's natural but futile tendency to ignore or to try to eliminate uncertainty is illustrated by the crises seen recently in the world steel and shipbuilding industries. The article then demonstrates how decision analysis procedures that focus directly on the major decision points in the strategic plan enable executives not only to include uncertainty directly in their strategic planning, but also to increase their understanding of the decision process and their ability to communicate the results to others.     

Small businesses do plan and it pays off

An examination of the performance of 135 small businesses revealed that, in general, planners outperformed non-planners. The specific relationship depended on the type of business and the nature of planning their activities. Two types of activities were identified—one dealing with the active or analytical aspects of planning, the second with the more formalized aspects of planning. Only the former showed any significant relationship with planning. In fact, for one sub-group there was a negative relationship between formalized planning and performance. Avenues for further research in this area are explored as well as recommendations for improving small business planning effectiveness.     

A decision support tool for planning bills-of-material

In this paper, the framework for a decision support tool for planning bills-of-material is presented. This tool generates a set of modular planning bills-of-material from the manufacturing bills-of-material for a company. The tool attempts to consolidate options in a product family which are specific. The force with which the tool attempts to consolidate two or more options is dependent on the financial control parameters. As well as having a minimum amount of common material, the financial value of such a match must also be of sufficiently high value to be worth planning together. The tool also examines the long-term inventory effect of planning two or more options as common.     

Designing an effective financial planning and control system

This article addresses the problems to be found in the design of financial planning and control systems. The primary purpose of an effective planning and control system is to minimize the possibility of management crises and to accomplish this, management must plan for the development of such systems as it would plan for plant expansion or new product development, recognizing the changing needs of the system as the company evolves.     

Designing computer models that work

The techniques of financial modelling are becoming more popular and accepted as a useful information processing tool. However, what is ‘financial modelling’ and does the term adequately describe current applications? Why has financial modelling been such a growth area and what are the benefits? Given a desire to build models, where does the manager begin? What type of system and language should be used and by whom? What type of computing facility is most suitable? Which modelling system should be selected and what features are important? As well as an increase in the number of financial modelling applications they are now more complex. What guidelines can one use when designing large and complex models? This article seeks to answer these questions, concentrating on the large and more complex models, particularly for long term planning and budgeting applications. Finally an example is given illustrating how a large modelling system can be constructed and maintained with little technical computer expertise.     

On the relationship between compliance with recommendations on the audit committee of codes of good practices and financial reporting quality

Codes of good practices provide a soft alternative to the hard legislation approach to corporate governance. These codes include a set of recommendations that companies are expected to follow in order to enhance governance structures and practices. Some of these recommendations specifically aim to improve the effectiveness of the audit committee. We investigate the relationship between the level of compliance with recommendations on the audit committee of the Spanish Unified Code and financial reporting quality, as measured by discretionary accruals and by the opinion of the audit report. We use a sample of companies listed in the Spanish stock market for the years between 2007 and 2013. Results show a strong and positive relationship between the level of compliance with recommendations and the quality of financial reporting. We also report significant results for some specific recommendations. These results are robust to various checks. Therefore, the level of compliance with recommendations on the audit committee might provide a feasible and reliable indicator of the quality of financial reports released by the company.     

How corporate planning responds to uncertainty

This article is based upon an SSRC research project into the influence of computer methods on decision making. During this research, information on the planning systems of a cross-section of British industry was obtained.The paper illustrates how managers in these firms were coping with planning in the present conditions of extreme uncertainty about the future, combined with adverse economic and business conditions. Conventional planning theory, together with some modern observations on it, are briefly described and then the paper shows how, in the firms visited, the structure of planning was more complex than this theory.It goes on to show that today's critical conditions were not leading to management putting aside their plans and computer models and “muddling through’. They were actually leading to an acceleration in the adoption of formal planning and decision making methods but in a somewhat different manner to conventional planning theory.Seven different modes of planning were identified with integrated operational planning being the most common, possibly the most essential to survival and sometimes the only planning possible into today's conditions. A trend to extend the operational plan to 2 to 3 years and to reduce the firm's long range plan from 5 to 3 years was also observed.Long range plans were being considered as planning and decision making tools and not as blue-prints of the firm's future, as accurate long range forecasting was impossible. Three types of strategic planning were identified with that carried out at intervals probably being the most appropriate for medium sized firms in today's conditions.     

Managers' Perspectives on Making Major Investment Decisions: the Problem of Linking Strategic and Financial Appraisal

Major investment decisions are an important factor shaping strategic change in complex organisations. Traditionally, they have been primarily regarded as the domain of financial theory, with a few notable exceptions. This paper explores how the apparent gulf between strategic and financial appraisal of major investment decisions can be bridged. The approach taken in this research study was to explore linkages between strategic and financial appraisal from managers' own perspectives. These perspectives were examined through a learning process. This enabled managers to reflect and debate on their experiences and issues - upon both strategic and financial theory(s). Unlike many prior studies, this research took a qualitative approach to data analysis and interpretation. This yielded a range of insights - some of these amplified findings in earlier research studies; others suggested a more radical shift in thinking on strategic/financial appraisal linkages towards a closer fusion of the two disciplines.     

The impact of operations anticipations on the quality of stochastic location-allocation models

It is now a common practice to use optimization models, such as location-allocation models, to support the design of supply chain networks (SCN). The value creation potential of a SCN design must be evaluated in terms of capital expenditures, but also of the operating revenues and expenses incurred during the planning horizon considered. The design model used should therefore be formulated to anticipate these revenues and expenses (relatively) accurately over the planning horizon. In classical location-allocation models, the aggregate flow and throughput variables used yield very crude anticipations. It was never shown that they lead to the best SCN design that one should expect. This paper draws on the stochastic multi-period location-transportation problem (SMLTP) for studying the impact of various types of operations anticipations on the quality of the SCN designs obtained. Since accurate anticipations yield more complex models, solvability is also an issue. Several alternative SCN design models based on more detailed anticipations than the ones embedded in classical location-allocation models are proposed and tested. Accuracy-solvability trade-offs are explored and recommendations are made on the modeling strategy to use to get better SCN designs.     

在相关系数暧昧环境下的市场微观结构研究

投资者对相关系数的认知存在暧昧性从一个新的视角解释了金融市场中投资者有限参与现象。为了研究如何从市场微观结构设计的角度降低投资者的认知暧昧性,提高其市场参与程度,本文假设所研究经济体中存在两个证券发行市场：投资者认知暧昧性较低的A市场和较高的B市场。当两种风险资产分别在不同的证券市场上发行时,投资者的资产组合决策将会不同,从而各市场的均衡状态和风险资产的均衡价格也不相同。考虑公司上市成本和收益,理性的公司管理者将选择均衡价格较高的市场来发行证券。本文的研究发现,最大相关系数暧昧性、投资者结构等因素的变化对公司选择证券发行市场有重要影响,说明了通过市场微观结构设计来降低投资者对市场认知的暧昧性具有重要意义。市场微观结构特征,如严格的证券发行标准、充分的信息披露等旨在提高市场透明度的设计,能够在一定程度上降低投资者的认知暧昧性,提高其市场参与程度,以提高金融市场流动性,使公司股票的市场均衡价格更好地反映其资产的真实价值。我们的研究还发现,为满足不同特征上市公司的融资需求,需要建立多层次资本市场。     

A multi-stage stochastic supply network design problem with financial decisions and risk management

In this paper, a multi-period supply chain network design problem is addressed. Several aspects of practical relevance are considered such as those related with the financial decisions that must be accounted for by a company managing a supply chain. The decisions to be made comprise the location of the facilities, the flow of commodities and the investments to make in alternative activities to those directly related with the supply chain design. Uncertainty is assumed for demand and interest rates, which is described by a set of scenarios. Therefore, for the entire planning horizon, a tree of scenarios is built. A target is set for the return on investment and the risk of falling below it is measured and accounted for. The service level is also measured and included in the objective function. The problem is formulated as a multi-stage stochastic mixed-integer linear programming problem. The goal is to maximize the total financial benefit. An alternative formulation which is based upon the paths in the scenario tree is also proposed. A methodology for measuring the value of the stochastic solution in this problem is discussed. Computational tests using randomly generated data are presented showing that the stochastic approach is worth considering in these types of problems.