Including values for non-market natural and cultural resources in decision processes present challenges to resource managers. This dissertation uses a place-based resource-driven approach to assess the values associated with non-market resources in a national park. Existing valuation methods produce reliable measures for market resources, but are criticized for their inability to express values beyond uni-dimensional monetary values. Expressed values of park visitors for the natural and cultural resources within a national park are analyzed in order to quantitatively depict multiple dimensions of value for each resource relative to all others. Resulting abstract value-spaces are used to depict stakeholder group values and illustrate shared and unique values that can aid in decision processes. Value spaces are also used to examine the effects of resource losses on expressed values. These are observed through potential impact scenarios and can inform long-range planning and adaptation efforts. This research finds that a two-dimensional value space, representing aesthetic and functional qualities of resources can be formed to depict the values for included resources relative to one another. A core set of resources commonly valued by all major stakeholder groups is easily identifiable. Direct comparisons of value spaces for groups provides clear distinctions between group values for specific resources. Finally, subjecting value spaces to resource loss scenarios, indicates consistent changes in values while patterns of resource values remain stable, which can be used in participation and in conflict resolution efforts. These findings provide previously unobservable insight regarding the similarities and differences of group values and value stability as resource managers seek public input, resolve conflicts and craft long-range resource plans. This methodology establishes a basic framework for assessing relative resource values, non-monetarily, and along multiple dimensions. Value spaces can be used to proactively inform planning and decision processes from initial problem identification, establishment of alternative solutions and through assessments of implementation.

<p>Background:</p><p>Over the last three years uranium prices have soard from US $14 per pound (lb) to the current price of US $120/lb and this rapid incline of the commodity have created a boom within the uranium prospecting and min-ing industry. There are currently 435 nuclear reactors all over the world and these reactors demand 180 millions of pounds of uranium each year to run at full production. Currently the uranium mining industry only sup-plies 110 million pounds of the demanded quantity. The remaining 70 mil-lion pounds are coming from secondary sources such as decommissioned nuclear warheads and other sources. Market estimations say that the sec-ondary sources will only cover the shortage up until around 2012 then primary sources have to supply almost the whole quantity demanded. These factors imply that some sort of analysis model for uranium mining companies would be needed.</p><p>Purpose:</p><p>The purpose of this report is to valuate three companies within the ura-nium industry and to establish if the current market value is coherent with the fundamental value of these companies. The authors will propose a valuation model that could be used when valuating companies within the uranium industry.</p><p>Method:</p><p>A qualitative method has been used in order to value three companies within the uranium mining business that are fairly large players on the market. The valuation of these companies is based upon a discounted cash flow analysis, a relative PV valuation and relative valuation. The compa-nies included in the report are corporations that are quoted at Toronto Stock Exchange and they have started mining uranium. Data have been collected through annual reports and the companies Internet pages. Other secondary information such as valuation theories has been collected from academic search engines and books on the subjects.</p><p>Conclusions:</p><p>The current market values of uranium mining companies are not coherent with the actual fundamental values according to the authors. Both funda-mental and a comparative approach could be used when valuing these companies and the most important part in the valuation is to try and fore-cast the commodity price and then to estimate the companies possible mining reserve/extractable resources.</p>

Background: Over the last three years uranium prices have soard from US $14 per pound (lb) to the current price of US $120/lb and this rapid incline of the commodity have created a boom within the uranium prospecting and min-ing industry. There are currently 435 nuclear reactors all over the world and these reactors demand 180 millions of pounds of uranium each year to run at full production. Currently the uranium mining industry only sup-plies 110 million pounds of the demanded quantity. The remaining 70 mil-lion pounds are coming from secondary sources such as decommissioned nuclear warheads and other sources. Market estimations say that the sec-ondary sources will only cover the shortage up until around 2012 then primary sources have to supply almost the whole quantity demanded. These factors imply that some sort of analysis model for uranium mining companies would be needed. Purpose: The purpose of this report is to valuate three companies within the ura-nium industry and to establish if the current market value is coherent with the fundamental value of these companies. The authors will propose a valuation model that could be used when valuating companies within the uranium industry. Method: A qualitative method has been used in order to value three companies within the uranium mining business that are fairly large players on the market. The valuation of these companies is based upon a discounted cash flow analysis, a relative PV valuation and relative valuation. The compa-nies included in the report are corporations that are quoted at Toronto Stock Exchange and they have started mining uranium. Data have been collected through annual reports and the companies Internet pages. Other secondary information such as valuation theories has been collected from academic search engines and books on the subjects. Conclusions: The current market values of uranium mining companies are not coherent with the actual fundamental values according to the authors. Both funda-mental and a comparative approach could be used when valuing these companies and the most important part in the valuation is to try and fore-cast the commodity price and then to estimate the companies possible mining reserve/extractable resources.

Funding strategy has often been the determinant factor in the level of success for social entrepreneurships. The strategy could be a preference for internally generated revenue, externally generated revenue or a combination of the two. Interestingly, scarcity of resources has always been ‘a clog in the wheel’ of meaningful execution of projects irrespective of the funding model a social entrepreneur chooses. Through a review of existing literatures, this paper weighs the implications of choosing either externally generated revenue or internally generated revenue; specifically contextualizing the study to US. More so, it attempts to find out which of the two models would ensure optimum productivity, given that scarcity of resources would hamper the chances of effectively running the two models simultaneously. To arrive at a ‘plausible’ response, principles of resource valuation become vital in determining the costs and benefits associated with each model of funding. Consequently, the findings show that though both internally and externally generated revenue are sine qua non to an effective and efficient production of social values, internally generated revenue ensures better optimum production than externally generated revenue.