BANGLADESH Sustainable Forests & Livelihoods (SUFAL) Project (Cr. 63250) Second Implementation Support Mission October 20 - 29, 2019 Aide Memoire 1 1. A World Bank (WB) Team carried out the second implementation support mission for the Sustainable Forests & Livelihoods (SUFAL) Project from October 20 – 29, 2019. This Aide Memoire (AM) summarizes the project implementation status, discussions during the mission and timeline for the actions agreed with the Government of Bangladesh. The mission findings were discussed at the wrap-up meeting chaired by Mr. Abdullah Al Mohsin Chowdhury, Secretary, Ministry of Environment, Forests and Climate Change (MOEFCC), on October 23, 2019. The Bank team is grateful for the productive discussions with Mr. Abdullah Al Mohsin Chowdhury, Secretary, MOEFCC; Mr. S. M. Munjurul Hannan Khan, Additional Secretary (Development) MOEFCC; Mr. Shafiul Alam Chowdhury, Chief Conservator of Forests, Bangladesh Forest Department (BFD); and Mr. Zahir Uddin Ahmed, SUFAL Project Director, BFD. The team would like to thank the MOEFCC and all the officers and staff of BFD and Project Management Unit (PMU) for the hospitality and cooperation extended during the mission and field visits. This AM will be classified as “public” under the WB’s Access to Information policy. 2. Key Project data Board approval October 05, 2018 Effectiveness November 21, 2018 Closing date September 30, 2023 Financing amount US$175 million IDA, US$3.9 million counterpart funding Total Disbursement US$19.15 million (11.1%) as of October 23, 2019 3. Implementation Status: The project has been progressing well. The disbursement has surpassed the initial projections. The PMU has followed up on the actions agreed in the first implementation support mission, most of which have either been completed or are about to be completed. 4. Project Restructuring: As reported in the last AM, the BFD had previously informed the Bank that the approved Development Project Proforma (DPP) included the provision that the Pubic Works Department (PWD) should implement the Project’s civil works. The PWD however were not included as an implementing agency in either the Bank’s Project Appraisal Document (PAD), or the Financing Agreement. The Project Steering Committee (PSC) meeting, held on October 13, 2019, confirmed that the PWD should implement the civil works and that the WB should be requested to make the necessary changes to facilitate this. To include PWD as an implementing agency and to have a separate Designated Account (DA), this will require project restructuring. The PMU has prepared a memorandum of understanding (MOU) between the PWD and the BFD and has shared this draft with the Ministry and the Bank. The Bank team has advised that safeguard provisions for the civil works need to be included in the MOU. To start the restructuring process on time for the activities to commence before the onset of the next monsoon, the WB will need a written request from the Economic Relations Division (ERD) by November 30, 2019. As part of the restructuring, the Bank will need to undertake a Financial Management (FM) and Procurement assessment of the PWD. The PMU has offered to provide PWD with additional procurement and FM support, as required. 5. As the civil works pose a major safeguards concern, PWD staff need to be fully aware of the WB’s safeguard policies and their responsibilities. This is especially important as the PWD was not part 1 The World Bank mission team included Mmes./Messrs Andrew Mitchell (Senior Forestry Specialist and Task Team Leader), Md. Istiak Sobhan (Environmental Specialist), Andrew Zakharenka (Natural Resource Management Specialist), Rajesh Koirala (Natural Resource Management Specialist), Kennan Rapp (Senior Social Development Specialist), Hasib Ehsan Chowdhury (Senior Financial Management Specialist), Arafat Istiaque (Procurement Specialist), Kirti Nishan Chakma (Consultant, Social Development Specialist), Mohammad Sayeed (Consultant, Disbursement Specialist), and Bridget Rosalind Rosario (Team Assistant). 1 of the project during the preparation stage and its staff are unlikely to be fully aware of the Bank’s safeguard instruments (Environmental and Social Management Framework (ESMF), Pest Management Plan, Resettlement Policy Framework (RPF), Resettlement Process Framework, and Small Ethnic Community Development Framework) developed under the project. The proposed agreement between BFD and PWD needs to specify clearly the terms and responsibilities regarding the environmental and social safeguards. However, the overall responsibility for environmental and social safeguards implementation and oversight in the project remains with the BFD. This means that the BFD will be responsible for preparing any Environmental and Social Management Plans (ESMPs) required under the ESMF, any Resettlement Action Plans (RAPs) required under the RPF, etc., in response to any impacts of the civil works to be carried out by the PWD. The actual implementation of any required ESMPs, RAPs, etc. will be the responsibility of PWD’s contractor(s) for the civil works, with monitoring and guidance from qualified BFD staff. Appropriate language shall be incorporated into the bidding documents for the works. 6. Component 1: Strengthening Institutions, Information Systems and Training: The PMU has organized several trainings on technical, financial management and procurement; 464 people have been trained so far. The PMU has prepared a comprehensive training plan with a budget of BDT 158.04 million (US$ 1.88 million) and this has been submitted to the MOEFCC for approval. The PMU has initiated the process of recruiting a national consultant to undertake the functional review of the BFD, and an international consultant to bring examples of international best practice and to recommend how Information Technology (IT) systems and Geographic Information System (GIS) will have impact on the organizational needs. 7. Component 2: Strengthening Collaborative Forests and Protected Areas Management: The mission commended the PMU on the progress made on the Site Specific Plans (SSPs), which are required prior to initiation of interventions in the field (e.g. afforestation, assisted natural regeneration, enrichment planting etc.). The PMU has completed SSPs over 7,000 ha to date; the total target for this fiscal year (FY2019/20) is 40,000 ha. To further develop the SSP process and to enhance the data storage, retrieval and processing, it is recommended that: a) a forest management specialist and two junior consultants for index mapping (GIS Surveyor) are recruited, and that b) a firm is hired to develop the Open Data Kit (ODK) platform to build the data base system for data collection and sharing and for capacity building. This platform is important to enable proper monitoring of SSP preparation, the baseline and future implementation. The progress on afforestation has been impressive. To date, seedlings have been raised in the nursery, sufficient for over 9,500 ha of afforestation and 275 kilometers of strip planting. 100 ha of mangrove plantation have been completed. 200,000 seedlings have been raised for distribution to farmers, and municipalities. The June 2020 targets are 40,666 ha treated (i.e. af/re-forestation, assisted natural regeneration, enrichment planting, etc.), 2,302 kilometers of strip plantation and 3,650,000 seedling distribution. 8. Under the Protected Area (PA) Management sub-component, four species conservation programs and activities under two MoUs have been initiated. Currently four programs are being proposed for procurement through the direct selection method (elephant conservation and human elephant conflict resolution, vulture conservation program, avifauna survey, and conservation strategy and non-detrimental findings for sharks and rays), due to the unique experience and nature of the work already undertaken such as red listing by International Union for the Conservation of Nature (IUCN). It was also agreed that the terms of reference (TOR) for the proposed ecosystem valuation study will be revised to include cost benefit analysis. This will determine the feasibility and cost of the annual incremental financing required to manage and effectively conserve the protected areas network and other critical habitats according to the developed PA management plans. This activity will inform further development of sustainable financing mechanism for the PAs and critical habitats, such as a mix of budget allocations, corporate finance, conservation fund, and revenues generated through nature- based tourism. 9. Component 3: Increasing Access to Alternative Income- Generating Activities (AIGAs), Forest Extension Services & Trees outside Forest (TOF): The PMU shared a revised draft of the Community Operations Manual (COM), which addresses the Bank’s comments. This is the key document which will guide the implementation of both the Collaborative Forest Management (CFM) 2 and the Alternative Income- Generating Activities (AIGAs). The COM is currently in four volumes in English. It was agreed that a reader-friendly, concise single volume version suitable for all stakeholders will be developed in Bangla. This can be done with a small variation in the consultants’ contract. The Bank will provide final comments on the COM. It was agreed that the final COM satisfactory to the Bank will be completed by November 20, 2019. 10. The success of this component is also contingent on the selection of the right non-governmental organizations (NGOs) as early as possible to support community mobilization, undertake training, help develop the AIGAs, etc. The Bank team provided guidance on the the selection criteria and qualifications to ensure competitive selection of competent NGOs. The PMU has prepared and submitted the NGO TORs for the Ministry’s approval. Following this, the TORs will be sent for Bank’s review and no objection by November 15, 2019. 11. Component 4: Project Management, Monitoring and Reporting: The first meeting of the PSC took place on October 13, 2019. The PMU now has the following staff: the Project Director (PD); three Deputy Project Directors (DPD); an Assistant Project Director (APD); a chief technical advisor or project management specialist; a monitoring and evaluation specialist; a senior financial management specialist, three PMU accountants and financial management consultants and 27 junior field based accountant consultants; and five PMU based procurement specialists and four junior procurement specialists. The positions that are still under recruitment include: a program coordinator; a procurement specialist; three junior consultant accountants; a senior organizational specialist; a regulation and organizational specialist; a gender specialist; a social safeguard specialist; and seven community mobilization officers. The Ministry still needs to assign one DPD and three APDs to the PMU.The PMU should assign one DPD to serve as the focal point for the Grievance Redress Mechanism (GRM). In addition it is requested that the MOEFCC grants in-principle approval for the PMU to recruit: i) a forest management specialist to support SSP process; ii) switch three field based junior accountant consultants to junior procurement consultants; iii) two junior consultants for index mapping (GIS Surveyor), and iv) a short-term forestry consultant to support updating the Project Implementation Plan (PIP). The recruitment requiring in-principle approval2 should be completed by December 31, 2019. 12. The PMU shared a draft Monitoring and Evaluation (M&E) plan prior to the mission, and the Bank team has provided written comments. It is emphasized that the M&E must be in line with the PAD’s results framework. The mission reiterated the urgency of the baseline survey and the independent third-party monitoring of the project activities. It has been agreed that the PMU will send the TORs to the Bank for review by November 15, 2019. 13. Timing of the Mid-Term Review (MTR): The MOEFCC, the PMU, the Bank team proposed that the MTR should be held in January 2021. 14. Meeting with Development Partners: The mission met with USAID, FAO, DFID, GIZ and KfW to learn about their ongoing projects and activities in forestry and natural resources management sector in Bangladesh. These agencies are either planning or implementing projects that are complementary to SUFAL Project. The mission agreed to have regular follow up meetings with them along with the PMU to synergize efforts and exchange lessons learnt. 15. Legal covenants: There is still partial compliance with the legal convenants. The PSC and Project Implementation Committee have been established, but the PIP, COM and the Innovation Grant Manual (IGM) (including the composition of the research coordination committee) will be submitted to the Bank for approval by November 20, 2019. 16. Financial Management: The project completed reporting under the Project Preparation Advance (PPA) up to December 31, 2018 and closed the books of accounts, transferring the unspent balance to the Credit. The audit report for the PPA has been duly received and reviewed by the Bank team. There were two audit observations, on the PPA, both of which have been resolved. The project has formed a robust financial management team comprising one Senior Financial Management Specialist (FMS), who came on board on May 16, 2019, three Accounts and Financial Management 2 This has been referred as ‘Conditional Approval’ during warp-up meeting and other implementing agency’s document. 3 Expert and twenty-seven Junior Accountant Consultants. The project has opened a DA in a nationalized commercial bank (Agrani Bank) for the Credit, under which disbursement has been initiated. The project has submitted an Interim Unaudited Financial Report (IUFR) up to June 30, 2019 which has been desk reviewed and cleared by the Bank. It reported an expenditure of BDT 285.24 million. The project has also submittd an IUFR up to September 30, 2019 and a replenishment request has been made for expenditures up to September 2019 and disbursement received. 17. The first project audit report will be due on December 31, 2019. Currently, Foreign Aided Project Audit Directorate (FAPAD) is carrying out the audit data collection process. The project has been requested to ensure “on the spot replies” to audit queries, wherever possible. TORs for the internal audit by an external audit firm have been approved by the Bank team. In the last mission, detailed discussions were held on the financial management and audit aspects of the COM, especially emphasizing the audit arrangements for community level expenditures. 18. Disbursements: The disbursement of Project funds started with an Advance disbursement to the Designated Account on March 11, 2019 in the amount of BDT 1,200.00 million (US$ 14.26 million). In FY20, US$ 3.72 million has been disbursed up to October 2019 against the budget of BDT 4,000 million (US$ 47.00 million). The Project has started revision of the current year’s Annual Development Programme (ADP)/budget allocation and is expected to complete the revision by the end of November 2019 for a total amount of BDT 2,500 million (US$ 29.40 million). The main reason for reducing the budget allocation is due to practically having no expenditures on major civil works and AIGAs. The civil works will be initiated once the project restructuring is completed. 19. Procurement: All procurement consultants at PMU and junior procurement consultants at zonal offices are on board, although three additional junior procurement consultants are required in the field. Field officers have been trained on electronic-government procurement (eGP) and they have also started using it. 45% of the procurement for the FY has either been completed or is underway. The rest of the procurement is to be done over the next eight months of the FY, which is achievable. The procurement of the works packages have not been started yet because the Government has decided that the PWD will implement the civil works. PMU has developed online tracking for monitoring and approving the procurement plan at the cost centers. It has been emphasized that the PMU will provide more training to the cost centers, so that the use of eGP at the cost center and vendor level increases. The Bank will arrange procurement training for the Project in December 2019. 20. Safeguards and GRM: The mission reviewed the project’s draft COM and provided detailed comments which the project team will incorporate into the final version. The mission also reviewed the Training Plan from a safeguards perspective and suggested that the proposed Training of Trainers (TOT) on safeguards be extended to 4 days, instead of the currently proposed 2 days. These TOT modules will need to contain a section on the lifeways, livelihood patterns and coping mechanisms of “forest-dependent communities” with a particular focus on tribal people and other vulnerable groups. 21. Since the last mission, the Environmental Safeguards Specialist in the PMU has been selected, via the deputing of a senior-level BFD staff member. The Social Safeguards Specialist (SSS) is expected to join the PMU soon, possibly by mid November 2019. Upon joining, the SSS will work on reinforcing the project’s GRM, which will rely on BFD’s existing mechanism at the range, division and central levels, as one of his/her first tasks. At the beat/community level, the GRM will rely on the procedures detailed in the COM under the section “conflict resolution”, with the CFM Committee serving as the Grievance Redress Committee (GRC). 22. The mission reiterated the need for meaningful consultations with participating communities and other key stakeholders as part of the SSP process, with the feedback from these consultations to be incorporated into the design of SSPs. The mission also pointed to “free, prior and informed consultation” (FPICon) as the standard for engaging with tribal communities (at a minimum) involved in CFM. The above-mentioned TOT training modules and the subsequent training courses with the communities and stakeholders will include specific sections on consultation and FPICon. The social NGOs for AIGAs will have a key role in applying the FPICon standard with tribal people and, ideally, other beneficiary groups, while also carrying out training on this and related topics at the community level. 4 23. Field visits: The mission visited Sheikh Kamal Wildlife Centre; observed nurseries raised by Gojni and Tawakocha Forest Beat Offices; interacted with Garo and Koch community members in Chhoto Gojni village; and visited Modhutilla Eco-Park, Madhupur National Park, social forestry sites in Pirgachha, and SUFAL Nursery in Mymensigh and Tangail Forest Divisions. Please see Annex 2 for details of the field trip. 24. Status Update on Actions Agreed from the first implementation support mission The Table below shows the status of the actions from the previous AM: Actions Responsibility Due by Status Revise and share the Community Operations Manual BFD/consultant February 28, In progress satisfactory to the Bank 2019 Revise and finalize the Innovation Grant Manual BFD February 28, Completed satisfactory to the Bank 2019 Substantially staff the PMU within BFD, with resources BFD/MOEFCC March 31, In progress and terms of reference satisfactory to the Bank 2019 Send the Terms of Reference for the NGOs to be BFD Feb. 28, 2019 In progress contracted under Component 3, and for the firms to be procured for the Baseline Survey and Third-party monitoring to the Bank Finalize the SSP guidelines taking into account the BFD Feb. 28, 2019 Completed Bank’s feedback Establish and share the composition of the research BFD March 15, In progress coordination committee within BFD 2019 Enter into a memorandum of understanding with the BFD March 31, In progress Bangladesh Forest Research Institute (BFRI), under 2019 terms and conditions satisfactory to the Bank Finalize the Project Implementation Plan World Bank March In progress 31,2019 Ensure that the Environmental and Social Safeguards BFD March 31, In progress Specialists and the Gender Specialist are in place in the 2019 PMU Establish and launch a project-specific Grievance BFD April 30, Completed Redress Mechanism satisfactory to the Bank 2019 Update the Bank regarding the role of the PWD for civil BFD March 10, Completed works under the project 2019 Revise and re-submit to the Bank the IUFR to report BFD February 28, Completed expenditures up to November 21, 2018 (credit 2019 effectiveness date) Submit a withdrawal application in the Client Connection BFD February 28, Completed to document all expenditures under the PPA 2019 Initiate submitting the first withdrawal application for the BFD February 28, Completed advance to the project’s Designated Account 2019 Refund unspent DA balance, under the PPA, to the World World Bank April 15, In progress Bank 2019 Complete the selection process for the partner NGOs, and BFD June 30, 2019 In progress the Baseline and Third-party monitoring agencies 25. Next Steps and Agreed Actions The following table presents the agreed next steps and actions over the next reporting period: Actions Responsibility Due by Send a letter to the World Bank from the ERD requesting BFD/MOEFCC / November 30, 2019 to include PWD as an Implementing Entity PWD/ERD Enter into a memorandum of understanding with the BFD/MOEFCC/ PWD December 15, 2019 PWD for civil works under the project 5 Comments from the Bank on the Community Operations WB/BFD Nov 10 (WB) Manual, and finalization of the COM by BFD satisfactory November 20, 2019 to the Bank (BFD) Send to the Bank the Terms of Reference for the NGOs MOEFCC/BFD November 15, 2019 to be contracted under Component 3, and for the firms to be procured for the Baseline Survey and Third-party monitoring Send the TOR to develop ODK based platform to enable BFD November 10, 2019 data collection, database, capacity building and data sharing on the SSP Update the SSP guidelines taking into account the Bank’s WB/BFD November 10 feedback on safeguards aspects (WB)/Nov 20, 2019 (BFD) Recruit Senior Livelihood Specialist BFD December 30, 2019 Following in-principle approval from the Ministry, BFD December 31, 2019; recruit: i) forest management specialist to support SSP ii) Consultant for Project switch three field based junior consultant accountants to implementation Plan by junior procurement consultants to support field level cost January 31, 2020. centers, iii) two junior consultants for index mapping (GIS surveyor), iv) short-term forestry consultant to support Project Implementation Plan Share the final version of IGM with the World Bank, BFD November 10, 2019 including composition of the research coordination committee Enter into a memorandum of understanding with the BFD November 15, 2019 BFRI, under terms and conditions satisfactory to the Bank Enter into a memorandum of understanding with BFD November 15, 2019 Herbarium, under terms and conditions satisfactory to the Bank Finalize the Project Implementation Plan WB/BFD November 30, 2019 Ensure that the Social Safeguards Specialists and the BFD November 21, 2019 Gender Specialist are in place in the PMU Assign one of the DPDs for the role of monitoring GRM BFD November 15, 2019 Assign one DPD and three APDs for the PMU MOEFCC November 15, 2019 Approve annual training plan MOEFCC November 15, 2019 Initiate quarterly STEP’s summary reports to BFD by January 15th, April continuously track the (i) overall contracts progress and 15th, July 15th, and (ii) status of the top 20 contracts by value September 15th annually Revise the TORs to ensure greater sustainability of the BFD November 15, 2019 wildlife species conservation programs and assess the incremental financial needs for the PAs and critical habitats; consider Snakebite Prevention and Endangered Snake Conservation programs for IGM; Submit the first audit report to the Bank BFD December 31, 2019 Revise FY 2020 budget BFD November 30, 2019 26. The next mission has been tentatively planned for early March 2020. The Bank team advised the PMU to share the next progress report including the updated Results Framework and the status of the agreed actions enlisted above, prior to the next mission. 6 Annex 1 List of people met (in no particular order) Mr. Abdullah Al Mohsin Chowdhury, Secretary, Ministry of Environment, Forest and Climate Change (MOEFCC) Mr. Mozahed Hossain, Additional Secretary, Development, MOEFCC S.M Munjurul Hannan Khan, Additional Secretary (Development), MOEFCC Mr. Shamshur Rahman Khan, Deputy Secretary, MOEFCC Mr. Mohammed Shafiul Alam Chowdhury, Chief Conservator of Forests, Bangladesh Forest Department Mr. Zahir Uddin Ahmed, Deputy Chief Conservator of Forests and SUFAL Project Director Mr. Md. Abdullah Abraham Hossain, Assistant Project Director, SUFAL Project Ms. Hasnat Sabrina, Executive Engineer, Public Works Department (PWD) Mr. Mohammad Parvez Khadem, Superintending Engineer, PWD Mr. Abu Naser Mohsin Hossain, Deputy Project Director, SUFAL Project Mr. Md Abdus Sabur, Deputy Project Director Mr. Istiaq U. Ahmad, Chief Technical Advisor, SUFAL Project Mr. Ruhul Mohaiman Chowdhury, Monitoring and Evaluation Specialist, SUFAL Project Mr. S.M Wazed Ali, Procurement Specialist, SUFAL Project Mr. Sazzad Hossain, Procurement Specialist, SUFAL Project Mr. Marudur Rohman, Procurement Specialist, SUFAL Project Md. Monsuruzzaman Khan, Senior Financial Management Specialist Mr. R.S.M. Munirul Islam, Conservator of Forests, Central Circle Dhaka Mr. A.K.M. Ruhul Amin, Divisional Forest Officer, Mymensigh Forest Division Mr. Mohammad Zahirul Haque, Divisional Forest Officer, Tangail Forest Division Mr. Zahidul Kabir, Director, Sheikh Kamal Wildlife Center Mr. Jamal Hosen Talukdar, Assistant Conservator of Forest, Madhupur National Park Mr. Md. Elisur Rahman, Range Officer, Rangtia Range Office Mr. Prantosh Chandra Roy, Assistant Conservator of Forests, Sherpur District Mr. Md Maqrul Islam Akanda, Beat Officer, Tawakucha Beat 7 Annex 2 Notes from the Field Trips from the first Implementation Support Mission The task team visited Sheikh Kamal Wildlife Centre; observed nurseries raised by Gojni and Tawakocha Forest Beat Offices in Mymensigh Forest Division; interacted with Garo and Koch community members in Chhoto Gojni village; and visited Madhupur National Park, social forestry sites in Pirgachha, and SUFAL Nursery in Tangail Forest Divisions. Photo 1: Buildings of Sheikh Kamal Wildlife Centre Photo 3: Nursery raised in Gojni Forest Beat, Rangtia Range, Mymensigh Forest Division Photo 4: Nursery raised in Tawakocha Forest Beat, Photo 1 shows buildings of Sheikh Kamal Wildlife Rangtia Range, Mymensigh Forest Division Centre constructed with support from previous World Bank project. The Center offers trainings on forestry, wildlife and biodiversity. SUFAL Project will utilize these facilities for trainings. Photo 2: Seedlings of medicinal plants in Gojni Forest Beat Office complex in Mymensigh Forest Division Photos 3 and 4 show the Nurseries in two Beat Offices. Each nursery has about 400,000 seedlings of over 40 native tree species, demonstrating the project’s objective of restoring natural forest with a high species mix of trees, shrubs and medicinal This nursery has seedlings of medicinal plants plants. The Nurseries show Forest Department’s including Gritakumari (Aloe indica), Kala megh preparedness for large plantation schemes under (Andrographis paniculate), Vasak (Dhatoda the SUFAL project and outside the project. The vasica), Shatamuli (Asparagus racemosus). Nurseries are well maintained although some SUFAL project will be supporting plantation of seedlings are getting delayed for plantation (photo medicinal plants as alternative income generation 5). activities. 8 Photo 5: SUFAL Project Director showing a seedling Photo 8: A monkey in Madhupur National Park that is getting delayed for plantation. (Photos 7 and 8) Madhupur National Park is one of Photo 6: Interaction with members of tribal community Bangladesh’s Protected Areas (PAs) being in Mymensingh Forest Division conserved through co-management of community, government and other stakeholders. Spread over 8436 ha, the Park has 176 plant species; and 4 amphibians, 7 reptiles, 11 mammals and 38 bird species. Photo 9: Enrichment planting in Madhupur National Park (Photo 6) SUFAL project team and Bank team interacted with Garo and Koch community members in Chhoto Gojni village. They actively participated in discussion and expressed their expectations from the project. Photo 7: Rich vegetation in Madhupur National Park Photo 9 shows enrichment planting done in a dense forest where there is no canopy opening. SUFAL project aims to avoid this type of situation, for which correct silvicultural interventions will be prescribed in the Site Specific Plan and the timely monitoring of field activities is important. 9 Photo 10: An example of social forestry where farmers can plant pineapple underneath Acacia auriculiformis This site was originally a rich, natural forest, but people cleared the forest for agriculture. Through social forestry scheme, Forest Department convinced people to plant acacia and pineapple. Good lessons from this program will be applied in the collaborative forest management under the SUFAL project. 10