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CIFOR-ICRAF aborda desafios e oportunidades locais ao mesmo tempo em que oferece soluções para problemas globais para florestas, paisagens, pessoas e o planeta.

Fornecemos evidências e soluções acionáveis ​​para transformer a forma como a terra é usada e como os alimentos são produzidos: conservando e restaurando ecossistemas, respondendo ao clima global, desnutrição, biodiversidade e crises de desertificação. Em suma, melhorar a vida das pessoas.

CIFOR–ICRAF publishes over 750 publications every year on agroforestry, forests and climate change, landscape restoration, rights, forest policy and much more – in multiple languages.

CIFOR–ICRAF addresses local challenges and opportunities while providing solutions to global problems for forests, landscapes, people and the planet.

We deliver actionable evidence and solutions to transform how land is used and how food is produced: conserving and restoring ecosystems, responding to the global climate, malnutrition, biodiversity and desertification crises. In short, improving people’s lives.

The challenges of effective model scoping: a FLORES case study from the Mafungausti forest margins, Zimbabwe

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This paper explores the challenge of defining the scope of a systems model, emphasising three aspects: boundary, granularity and conceptual scope. The significance of these is illustrated by reference to a model of land-use decisions made in villages bordering on the Mafungautsi forest in zimbabwe. The purpose of this model was to help policy players (Forestry Commission staff, non-governmental organisations, researchers and local people) to understand the impact of policy interventions on local people's livelihoods. Scoping decisions that were made in building the Mafungautsi model were deliberately liberal, to encompass the inerests of all participants in the modelling process. These decisions now present a range of serious challenges: the difficulty of model calibration, the computational expense of running simulations, and the difficulty for new users to understand the model. Facilitators of modelling teams need to consider the serious implications of giving everyone what they want and including all participants' ideas in a model. In the long run, it may be better to be tough and reject many suggestions at the outset. The former approach is unlikely to lead to a tractable model, while the latter may ultimately offer greater satisfaction for all.

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