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The purpose of this paper is to link economic value to urban green spaces to enhance the value of green urban spaces, along with the added benefit it can offer to the urban environment.

As part of the VALUE project (Valuing Attractive Landscapes in the Urban Economy, made possible by INTERREG IVB North West Europe, European Regional Development Fund, European Territorial Cooperation, 2007‐2013), this development approach was designed to enhance the planning of qualitative urban spaces by linking an economic value to green urban spaces, to enhance value and meaning.

Based on case studies conducted in The Netherlands, the approach proves that by linking an economic value to green urban spaces, space is considered differently, authorities tend to prioritize these spaces and additional spinoffs realize.

The notion of green‐value is subjective and differs between users, experts and between locations.

The paper provides local authorities with a new approach to spatial planning, considering the economic value of green urban spaces.

The paper transforms the way in which green urban spaces are valued and planned; by realizing the intrinsic value of green urban spaces, in terms of social, environmental and economic benefit.

The Value Added Planning approach stresses the need for qualitative planning processes that will enhance future economic value and sustainable development initiatives. The green environment is hard to quantify in terms of economic value, but it is this intrinsic value that can provide future benefit and sustainability in terms of place management and development.

Strategic plans are developed and executed by businesses in order to chart a course toward an idealized future destination for the organization. Normally, this means aspiring to become an industry leader or niche holder by increasing market share, developing customer loyalty, penetrating new markets or some other defined goal that is ultimately premised on growth in revenue attainment. Because of the competitive nature of business and the environmental changes that have occurred and continue to occur at an increasing rate, marketing has become a key functional area within most enterprises' strategic plans. Today's strategies require the development of plans that embrace customer engagement in an effort to increase revenue. As such, marketing is fast becoming a critical functional area surrounding the development and execution of a strategic plan. Examining marketing's role in strategic planning, as well as the critical thought work conducted by marketing and sales personnel as they influence organizational cultures that are friendly to implementing competitive strategy and planning activities, is useful for libraries if they wish to engage in beneficial and viable strategic planning of their own. Unfortunately, libraries as non‐profit service organizations are rarely in a position to create revenue based strategies. Instead, libraries must focus on strategies that encourage value creation. Additionally, in the absence of a dedicated, full‐fledged marketing group within a library, it becomes vital that such non‐profit service organizations develop replacements or similar organizational analogs for integrating marketing functions while at the same time developing a marketing‐like, patron‐centered orientation and culture required for successful market‐based strategic planning. This paper aims to investigate this issue.

Informed by the two authors' combined extensive experience in both the theoretical and practical applications of sales and marketing, the paper discusses the current trends in market planning, especially those aimed at utilizing the marketing function as a critical element of strategic planning and execution.

The paper finds that libraries that engage in strategic planning can incrementally improve their chances of success during the execution of that plan if they make an effort to include the marketing process throughout the development and execution of such plans. Additionally, since marketing and its implied customer orientations provide a strong conduit to an organization's understanding of customer needs and perceptions of value, library strategic planning that incorporates traditional marketing elements and tactics like environmental scans, customer value creation and promotion of unique benefits will provide the best foundation for competitive library strategic plans.

The authors rely on their practical and theoretical experience in marketing and planning to convey a more purposeful sense of library strategic planning that includes library marketing as a required element in order to foster strategic planning success.

The paper shares specific ideas regarding the purpose, role and benefits of strategic library marketing that are connected to improving the likelihood of long term strategic planning success, especially when such plans are aimed at increasing perceptions of library value.

The theoretical case for land value capture is well-known, but the effectiveness of affordable housing delivery as a capture mechanism is not so well-documented. Building on the earlier theoretical and empirical work of Whitehead (1991, 2007) and Crook and Whitehead (2002), the purpose of this paper is to consider the provision of affordable housing from a land value capture viewpoint, focusing on the process by which the amount of affordable housing is determined between landowners/developers on the one hand and local planning authorities on the other.

The paper adopts a mixed-mode approach for the data collection. Two surveys of local planning authorities were undertaken, together with a series of case study interviews.

The paper evaluates whether land value capture has been an effective mechanism for delivering affordable housing by focusing on three principal areas: first, the political agenda in relation to land value capture and the supply of affordable housing; second, the nature and motivation of the stakeholders involved in affordable housing decision-making; and third, the use of economic models as decision tools for determining the amount and type of affordable housing are negotiated.

The research provides some insight into the effectiveness of local authority affordable housing targets as a means of capturing the uplift in land value that results from the grant of planning permission.

Last year's conference focused on the some of the ways in which corporate planning experts can add value to their line organizations. The theme was so well received that the conference planners decided to offer an encore this year. Once again I will approach this review essay from the perspective of a planning executive looking for new ways to add value to his or her firm.

The purpose of this paper is to know how do early-phase planning of real estate (RE) and facilities management (FM) create value for owners and users of commercial and public sector buildings.

The data were collected in Norway in 2015 through a national online survey (N = 837). The sample gives a good picture of Norwegian owners’ and even users on tactical-level (customer) perspectives on RE and FM. The data have been analysed through descriptive statistics and exploratory factor analysis. The hypotheses have been tested through analyses of correlations and ordinary least square (OLS) linear regressions.

Exploratory factor analysis made it possible to establish seven composite variables (constructs). Based on these seven constructs, six hypotheses were derived and tested. Obstacles and financials have no significant effect on buildings’ perceived usability. The most important factors during early-phase planning that influence buildings’ perceived usability and lifetime value creation are measures promoting environment and life-cycle costs (LCC), FM, adaptability and image.

Further empirical and preferably, comparative studies are needed to establish whether the findings can be generalized. The study has shown that a building’s usability and lifetime value creation is largely determined by decisions made during early phase planning.

Well-founded early-phase planning of RE and FM may actually provide very high return on the investments and significantly improve the buildings’ lifetime value creation for owners and users. Early-phase planning is also of great importance both for buildings’ physical design, as well as for successful FM during the buildings’ use phase, and may prevent irreversible blunders.

This is a large N empirical study in Norway. The findings indicate what owner and users of buildings should emphasize during early phase planning.

Amersfoort Local Municipality implemented the workbench spatial quality method (referred to as workbench method) to enhance participation in green‐planning processes.

As part of the Valuing Attractive Landscapes in the Urban Economy project (made possible by INTERREG IVB North West Europe, European Regional Development Fund, European Territorial Cooperation, 2007‐2013), the method was evaluated based on its contribution to three core issues: understanding the value of green spaces; identifying these values; and planning for the enhancement of thereof.

Based on case studies conducted in Amersfoort, The Netherlands, this interactive method invites people to think about the use and experience values of spatial aspects and rate them according to importance and vulnerability. The method focuses on participatory planning and quality identification.

Assessment of the value of green space will differ between users, experts and between locations.

Meaningful participation processes enhance the sustainability and feasibility of urban development projects, as it captures the real use values and enhances green‐planning initiatives.

The workbench method is a communication tool that enhances social perspectives, social responsibility and awareness of values.

The workbench method stresses the need for participatory processes and the added value that these processes can have on urban development and future green‐planning initiatives. It furthermore identifies adequate ways of approaching participation to ensure successful implementation thereof. The workbench method report 2009 as compiled by the University of Applied Sciences Van Hall Larenstein contains all details and data of the study evaluating the workbench method in terms of stakeholder identification and level of involvement of these stakeholders.

Good quality planning methodologies were developed in the last decades of the twentieth century that are still widely used. But competition is getting harsher and harsher and the search for more effective approaches to planning for competitive customer value can never stop. The purpose of this paper is to offer an alternative method for planning for customer value that is the result of his long experience with large organizations, both in manufacturing and service.

The paper summarizes the approaches followed and the results reached. It also rationalizes such experience with the support of figures. Such process may require mental efforts to overcome conventional thinking in managing for quality, which should be accepted. A preliminary condition is understanding the author's quality vision, which quite often is at odds with traditional visions. For that reason the first part of the paper is dedicated to the illustration of the quality‐related concepts that are at the basis of the following discussions. Such concepts are based on the systems view of the organization, on a definition of quality as both doing the right things and doing things right, on accepting that the word quality is neutral and acquires a positive or negative meaning only when associated with the concept of value. The above concepts are not accepted by all quality experts today.

The following are the most significant conclusions: the “customer‐perceived value vs, performance” curves look rather different from those that are mostly used today; consequently, the “quality life‐cycle” presents some significant differences if compared with the Kano Model; extensive use should be made of time‐related curves, which happen to be the most significant in relation to planning; proximity to users (not just own customers) is more important than questionnaires in relation to critical planning decision; both satisfiers and dissatisfiers are important to understand customer/stakeholder perception; the proposed combination algorithm for the two may look conceptually difficult to those who look for simple solutions; but sometimes difficulties look unavoidable.

The paper is original inasmuch as it challenges conventional wisdom in this area. But, if the experience of the author finds confirmation in a wider context, it can be of significant value for those companies that operate in high competitive sectors. It can also stimulate organizational innovation in the fundamental area of value creation.

This article aims to present a methodology applied to the transition between the “as-is” and “to-be” stages of the Business Process Management (BPM) life cycle, supporting its implementation and maintenance for the organizational stability, using techniques from Operations Research and Information and Decision Theories, applied by a gamified system.

The study used Design Science Research, considering the following methodological elements: (1) artifact model, after initial analysis of the organization; (2) problem relevance, incorporating components to the Markov transition matrix and the integer programming model for resource optimization; (3) model evaluation, establishing mechanisms to validate the methodology created; (4) research contributions, showing benefits found; (5) systematic approach, detailing methods used; (6) model's research process, revealing the means for execution; and (7) final presentation of results.

After planning three scenarios for the company, containing zero, one or two implemented processes, the matrix of states in the Markov chain effectively identified the states of greater and lesser transition uncertainty. At the same time, the optimization model guided the organization toward a stable change in its operational and financial areas.

The company's planning capacity has increased, as its managers now have a methodology to promote rational decisions about the development of plans. Before, managers believed that the methodology used was only for large companies. However, this view changed with the results, showing a structured view of the ability to absorb new customers, relocate established ones, increase the comfort level for employees and increase profitability for the company's business.

The study showed that the combination of techniques opens a new perspective to the incorporation of BPM in organizations, allows a smooth change between the current and future state, making it possible to predict the evolution of transition scenarios.

To raise public awareness of protecting Buddhist temples, this study considers Hebei Province of China as an example, and explores the value of architectural planning and design of Buddhist temples. After 11 Buddhist temples in Hebei Province of China are selected, the paper adopts a Delphi method and questionnaire survey method, establishes the value evaluation system from four dimensions: historical value, artistic value, scientific value, and sociocultural value; and calculates the value of the Buddhist temples’ architectural planning and design according to expert rating. Research results indicate the following. Puning Temple, Jinhe Temple, and ShiEn Temple rank at the top because they are complete extant ancient buildings and have beautiful architectural styles. Chongguang Temple and other Buddhist temples have low comprehensive score because they are severely damaged and other reasons. The comparative study indicates that Buddhist temples at different historical periods have different architectural heritage values, and different influencing factors exert different effects on the architectural heritage value. The study establishes an evaluation indicator system, studies the value of Buddhist temples’ architectural planning and design, and achieves certain innovative research perspective. The evaluation of the value of Buddhist temples’ architectural planning and design can help the public gain a better understanding of the value of temple architectural culture. This understanding benefits the preservation of the temple building heritage.

The purpose of this paper is to presents a conceptual framework for a value-based monitoring system that serves as the core element for heritage conservation planning of World Heritage Sites. It reports on the early stage of heritage management research within the PRECOM3OS framework, in collaboration with the University of Leuven in Belgium and the Universidad de Cuenca in Ecuador. A new management concept was developed throughout a five-year interdisciplinary and multi-actor growth process within an international setting.

The application of the preventive conservation approach to world heritage management places the concepts of authenticity and integrity at the core of the heritage monitoring system. Moreover, the monitoring system is converted into a decision support tool for intervention and maintenance planning, beyond the mere purpose of inventorying or generating alerts.

The regular update of information for condition, risks and value assessment strengths and support strategic heritage planning. The conceptual information system developed is based on an inventory system and updated through monitoring. Therefore, planners are supplied with a tool for alternative scenarios, potential prioritization of intervention, options for preventive conservation and multi-criteria support for strategic planning over time.

The monitoring system is not fully implemented in the World Heritage Site of Cuenca; however, a generic model is put forward, developed to generate a planning tool that can be applied for different heritage sites.

More specific, the integration of two concepts: the value assessment and monitoring from a preventive conservation perspective is considered an innovative contribution to the development of decision-making systems in the broader urban planning context of historic cities.