Ethiopia's Bamboo Development Strategy and Action Plan 2019-2030

1.1 Background Ethiopia has one of the largest bamboo resources in Africa, belonging to two main indigenous species—Yushania alpina (highland bamboo) and Oxytenanthera abyssinica (lowland bamboo)—concentrated in the Amhara, Benishangul Gumuz, Gambela, Oromia, Southern Nations Nationalities Peoples and Tigray regional states. In addition, the Ethiopian Environment and Forest Research Institute (EEFRI), International Bamboo and Rattan Organisation (INBAR) and other development agencies have introduced more than 40 bamboo species, which are being validated for their growth, yield and performance. Bamboo’s annual economic contribution to Ethiopia’s gross domestic product (GDP) is estimated at Ethiopian Birr (ETB) 56,250,000, and close to 750,000 people depend on bamboo (EEFCCC, 2017). The Government of Ethiopia has accorded a high priority to the bamboo sector. In its 2016–2020 Growth and Transformation Plan (GTP II), bamboo has been targeted as a strategic species for livelihood development and environmental rehabilitation. Under GTP II, the Ethiopian government has targeted 0.7 million ha of degraded land to afforest/reforest with bamboo and utilise 0.5 million m3 of bamboo. The Government of Ethiopia pledged to rehabilitate 15 million ha of degraded landscapes by 2025 as part of the Bonn Challenge, a pledge that was increased to 22 million at the 2014 United Nations Climate Summit in New York. There are numerous development challenges in Ethiopia, such as the high prevalence of poverty, low human development index, youth unemployment, food insecurity, import–export imbalances, environmental degradation and income disparity. To address the development challenges and propel inclusive economic growth, the Government of Ethiopia has been devising multiple plans, strategies and programmes, such as the GTP II, Productive Safety Net Programme, Sustainable Land Management Project, Women Entrepreneurship Development Programme and Climate Resilient Green Economy. Considering most of the population depends on agriculture and forestry for subsistence, livelihoods and income, the Government of Ethiopia is focussing on inclusive green economy development through agriculture and the forestry sector. Despite bamboo being a versatile resource with proven technologies for higher value addition and an enormous potential to provide triple-bottom-line benefits (social, economic and environmental), it remains underutilised in Ethiopia.

1.2 Global Bamboo Industry and Trade The global bamboo economy is valued at USD 60 billion. China’s and India’s bamboo national production values were estimated at USD 19.5 billion and USD 13.5 billion in 2012 and 2010, respectively (INBAR, 2018a). Globally, trades of bamboo products represent only a small portion of the total trade. However, bamboo commodities are one of the important globally traded commodities. The annual international trade value 8 of bamboo and rattan is valued at USD 2.5 billion (INBAR, 2018a, 2018b). China is the world leader in bamboo commodity production and exports. The European Union and United States are the major importers of bamboo products. The most globally traded bamboo commodities are as follows: (a) preserved bamboo shoots (17.48%), (b) bamboo and rattan furniture (14.19%), (c) bamboo basketry work (13.04%), (d) bamboo and rattan seats (12.91%), (e) bamboo plyboard (12.24%) and (f) bamboo poles (10.16%; Durai et al, 2018). Emerging bamboo markets are wood substitutes, such as flooring, panels and non-traditional furniture.

1.3 Regional Bamboo Trade Africa as a whole accounts for about USD 21 million (1.61%) of imports and USD 18 million (1.21%) of the global exports of bamboo. The Common Market for Eastern and Southern Africa block as a whole imports bamboo products worth USD 9.26 million and exports such products worth USD 2.12 million annually. 9 2. The State of Bamboo Development in Ethiopia In general, the Ethiopian bamboo sector development is at its infant stage. Bamboo in Ethiopia is used for sustenance uses and to produce low-quality products, such as fences, traditional houses, rudimentary furniture, mats and household utensils. Recently, a few industries have started producing bamboo industrial products. Overall, the bamboo sector provides low economic return for farmers and other actors along the bamboo value chains.

2.1 The Resource Base Ethiopia has one of the largest bamboo resources in Africa. Different inventories indicate different figures regarding the quantity of bamboo resources. A study conducted by LUSO Consultant Gmbh (1997) estimates that there is 129,626 ha of highland bamboo and 700,000–850,000 ha of lowland bamboo in Ethiopia. The INBAR Production to Consumption study (Kelbessa et al, 2000) estimates the availability of 1.1 million ha of bamboo, out of which about 150,000 ha come from highland bamboo and 950,000 ha from lowland bamboo. Lobovikov et al (2007) reports 849,000 ha of bamboo. According to a recent remote-sensing-based inventory conducted by INBAR and Tsinghua University, Ethiopia has a total of 14,744.63 km2 or 1.47 million ha of bamboo (INBAR, 2018b). EEFCCC and the World Resources Institute have mapped 3 million ha of suitable land for bamboo restoration.

2.2 Existing and Potential Value Chains The bamboo production and consumption landscape consists of the following: (a) bamboo resource producers, (b) bamboo processing enterprises, (c) traders and/or intermediary and (d) consumers. Bamboo resource production is dominated by smallholder farmers who supply bamboo for value-addition enterprises. In most cases, smallholder farmers play a dual role of resource producers (bamboo poles) and production of bamboo basketry and mat-based products. Most of the current bamboo processing activities are undertaken by household enterprises using manual technology for the production of low-value domestic rural markets (Durai et al, 2018). In towns and cities, semi-modern enterprises or micro- and small-scale enterprises are at work, producing bamboo furniture, and to some extent, bamboo crafts. In addition, a few large industries (located in Addis Ababa and Injibara) produce industrial products, such as bamboo flooring tiles, bamboo stick curtains, bamboo stick-based and energy products. Therefore, the enterprises can be classified as follows: (a) bamboo resource producers (smallholder farmers producing bamboo poles); (b) micro-, small- and medium-scale enterprises (MSMEs; bamboo basketry, mats, furniture); and (c) organised industries (factories producing industrial products). 10 Most of the MSMEs are small, informal and survivalist. They have limited options to gain market access, infrastructure, tools and equipment, finance, knowledge and/or capacities to innovate products. As a result, they are engaged in the production of traditional products with manual technologies to support their daily subsistence. In addition, the bamboo and product producers are unable to reach high-value bamboo products markets. Bamboo is still considered a poor man’s timber, and the buyers or consumers have poor perception and doubts about quality and durability of the product. Thus, the bamboo sector in Ethiopia is largely unstructured and dominated by low-quality, low-priced products catering to the informal market.

2.3 Market Markets for bamboo and bamboo products are underdeveloped. Market linkages are weak, with a small number of intermediaries. Trade is largely restricted to local and national markets. The bamboo product and/or market environment still mainly comprises small household processors, small traders and intermediaries, who are driven by profit margins and not by quality standards. Currently, Ethiopia is a negligible player in the global bamboo trade. Averaged annual imports and exports of bamboo products for the years 2014, 2015 and 2016 show that Ethiopia, on average, imports bamboo commodities worth USD 5.7 million, accounting for about 0.43% of the global imports (Durai et al, 2018). Significant imported bamboo commodities are as follows: (a) bamboo plywood (USD 1.5 million), (b) bamboo pulp and paper (USD 1.07 million), (c) bamboo and rattan furniture (USD 2.66 million) and (d) bamboo flooring (USD 0.18 million). Ethiopia exports bamboo products worth USD 0.23 million, accounting for about 0.02% of the global exports. The most commonly exported bamboo commodity is bamboo pole, accounting for about USD 0.23 million.

2.4. Opportunities for Development Bamboo has a huge potential to contribute to the development of Ethiopia’s green economy. A large untapped bamboo resource base is available that could be used to generate large-scale employment, income and socio-economic development, in addition to environmental benefits. Bamboo is an annually yielding crop, requiring annual harvesting; unlike most trees, its harvesting does not result in deforestation. Studies have shown that both indigenous bamboo species can be utilised for high-value products (UNIDO, 2007; Zehui et al, 2007, Redda and Alene, 2016; Tolessa and Feleke, 2017). Opportunities for development include the following: a) Promoting bamboo as a timber substitute: In total, Ethiopia imports wood and wood products worth USD 176 million annually (Durai et al, 2018). By 2020, demand for wood and timber will be about 1.5 million sawn logs, 47,000 m3 of plywood and 4.5 million m3 of construction wood. A number of bamboo industrial products can be produced with indigenous bamboo resources, such 11 as the following: (a) bamboo panels (parquet flooring and ceiling); (b) stick- based products (curtains, tablemats, incense sticks, toothpicks, barbeque sticks, matchsticks, etc); (c) bamboo lumber and boards (bamboo plyboard, bamboo laminated lumber, oriented strand board, medium-density fibreboard and bamboo fibre composite boards), which can be suitable timber substitutes; b) Promoting bamboo pulp and paper: Ethiopia, on average (2014, 2015 and 2016), imports about USD 17 million worth of pulp from wood or other fibrous cellulosic material and USD 349 million worth of paper and paperboards (Durai et al, 2018). Wood pulp is entirely imported. There is a large outflow of funds for the purchase of pulp, paper and paper-based articles. Bamboo is extensively used for pulping and papermaking in many countries of the world, most importantly, India, China, Bangladesh, Argentina, Sri Lanka and Japan. India and China produce about 2 million tonnes and 1.06 million tonnes of bamboo pulp a year, respectively (Zehui et al, 2007); c) Bamboo furniture: Ethiopia imports furniture in large quantities. On average (2014, 2015 and 2016), Ethiopia imports metal, wood, plastic, bamboo and furniture made from other materials worth USD 125 million (Durai et al, 2018), which can be changed for bamboo-made furniture; d) Bamboo construction: Annually, on average, 400,000 new housing units are built and an additional 450,000 housing units are repaired in Ethiopia, consuming about 6.6 million m3 of wood in 2013 (CSA, 2007; EEEFCCC, 2017). The market value of the construction sector is estimated at USD 384 million. Bamboo can be a suitable alternative for construction of rural housing units, urban housing units, eco-tourism resorts and interior and exterior decoration. In addition, construction requires a number of panels, boards and composite materials for flooring, roofing, kitchen cabinets, interior decoration, doors, windows and partitions. Such panels, flooring tiles, roofing tiles and lumber for doors and windows could be made from bamboo; e) Bamboo energy: Biomass is the primary energy source in Ethiopia. There is a huge market demand for this but shortage of timber. The INBAR and Nanjing University (2010) bamboo charcoalisation test results for Ethiopian lowland and highland bamboo species concludes that both species have desirable fuel characteristics. Bamboo charcoal could also be further value added into active carbon. Ethiopia is a net importer of activated carbon. In Ethiopia, about 116 million m3 of wood fuel is consumed, with a per capita consumption of about 1.2 m3 per annum, and the wood fuel demand is projected to increase to 142 million m3 by 2033. This will create a supply gap of about 80 million m 3 (EEEFCCC, 2017). Bamboo can fill the gap if sustainably managed. Lowland bamboo is especially suitable for energy application; and 12 f) Bamboo crafts and basketry: Due to lack of data, it is difficult to estimate the current market volume and value of bamboo crafts basketry. Ethiopia imports bamboo basketry products worth USD 23,274. Its export contribution is not known. On a global scale, bamboo basketry is a traded commodity representing 14.3% of the export value. On average, annually, USD 215 million worth of basketry or plaited products are exported. The European Union and United States import about USD 46 million and USD 54 million worth of bamboo basketry (Durai et al, 2018).

2.5 Barriers Although the bamboo sector in Ethiopia is one of the notable sectors in Africa, there are some key barriers that need to be addressed. Constraints and bottlenecks arise due to the lack of a policy and strategy framework specific to bamboo and include the elements described below.

2.5.1 Institutional Barriers a) Lack of strategy, implementation and integration: The extent of Ethiopia’s bamboo resources, the prevailing market conditions and the capacities of the implementing agencies have not been previously assessed. Many bamboo- related activities have not been target based and were not allocated sufficient budgetary support. The current implementation mechanism is not flexible enough to support successful bamboo projects and stop funding unsuccessful ones. The strategy will create the environment to support successful bamboo production. b) Communication and linkages: There is a weak linkage between different institutions. Bamboo resource development and utilisation is simultaneously promoted by different ministries and organisations at the national level, as well as at regional levels. There is a lack of coordination between the ministries and among other bamboo development projects and industries. In addition, there is weak communication among the implementers, researchers, policymakers and institutions, resulting in a lack of coordinated development. A considerable amount of technical and/or research information is available, but it has not been effectively shared within the bamboo sector. c) Skilled manpower and support: Numerous manpower capacity shortages exist. There are no assigned personnel at national-, regional- or local-level agencies to coordinate the development of bamboo activities. This also applies to the training and research institutions. Bamboo development is one of the many activities under their portfolio, but it is treated as a low priority. Less time and importance is dedicated for bamboo. Because it has been treated as a low- 13 priority sector until now, required resources, such as budget, staff and other facilities, have not been sufficiently allocated.

2.5.2 Market Value-Chain Development Barriers a) Sustainable management of bamboo: The success of the bamboo industry depends on a sustainable supply of raw material in the required quality and quantity. Management and cultivation of bamboo resources is a prerequisite for bamboo industrialisation and value addition. The existing bamboo resources in forests, as well as in farms, are not well managed. Many bamboo resources are highly degraded owing to a lack of management and annual harvesting. b) Weak supply-chain linkages: There is no horizontal or vertical integration among the actors in the bamboo value chain, and especially, among industrial value-chain actors. Bamboo poles for industries are procured from small-scale farmers individually by the industries themselves or through traders who supply to industries. Without horizontal integration and vertical integration, bamboo poles procured are transported in their original form, with no primary processing activities carried out in bamboo growing areas. As a result, the industry is responsible for all processing activities, incurring high transportation and processing costs. c) Governance: In both the public sector and the private sector, governance mechanisms of the value chain are poor. So far, government has worked with non-government agencies and organisations only on product innovation in the MSME sector, on new design development and on providing new product and skills training to MSMEs. There has been a lack of inter-organisational practices for quality and production improvement and for “functional innovation”, improved value-chain governance, new market development and institutional innovation. d) Lack of product differentiation: There is no product differentiation in industries. All the industries carry multiple product lines, which means huge investments in machines and infrastructure. Currently, there is no mechanism for product differentiated production and horizontal linkages among industries that will reduce investment, maximise utilisation of biomass and improve work efficiency and quality. e) Lack of innovation: Innovation in the bamboo sector is important because of the need for substantial value addition from raw material to the final product and for the diversity of product ranges. Currently, most of the products are traditional, lack diversity and are of poor quality. However, to upgrade the value chain, to compete with alternative products and to enter global markets, there is a need for continuous innovation starting from raw material to market. 14 f) Lack of awareness: There is a general lack of awareness of the potential of bamboo. Bamboo is perceived as a cheap and less durable product. This is due to a lack of advanced skill and technology quality control mechanism, lack of standards and the preservation and treatment of bamboo. g) Lack of incentives: MSMEs and industries producing bamboo products are treated on par with mature industries, such as timber, plastic or steel enterprises. There are no additional incentives for bamboo MSMEs and industries to enable them to compete with well-matured competitive sectors. h) Finance: Banks and financial institutions are not well aware of the profit-making cycle of bamboo and its potential, and this constrains the availability of finance for MSMEs and industry. 15 3. Vision, Mission, Guiding Principles and Objectives

3.1 Vision By the end of 2030, Ethiopia will become the leading high-value producer and supplier of bamboo products in Africa.

3.2 Mission To achieve the vision, the Government of Ethiopia shall sustainably manage bamboo resources, enable higher value addition and attract investment. It shall transform Ethiopia’s bamboo sub-sector to contribute to GDP growth via decent job creation, progressively realise import substitution of wood and promote exports and enhance environmental and social services, including climate change adaptation and mitigation.

3.3 Guiding Principles The following guiding principles underpin this strategy and action plan: a) Market driven: The market has a fundamental role in driving the sector. However, necessary support shall be given by the government to promote bamboo clusters, upgrade product quality and market competitiveness of the bamboo products; b) Decent job creation: The bamboo industry is labour intensive, with a long supply- chain ranging from primary to secondary and tertiary value addition. Bamboo can be promoted to provide jobs and income for rural youth and women by promoting MSMEs and by creating jobs and income in industries and high-end value addition; c) Climate resilient green economy: Bamboo is a significant resource, but its economic and ecological potential in the country remain underutilised: bamboo can play an important role in poverty alleviation, employment generation, economy development and environmental and forest protection (bamboo forests contribute to soil and water conservation). Being a renewable resource, bamboo is a perfect raw material for producing low-carbon, circular and environmentally friendly, resource-efficient products; d) Enhancing farmers’ livelihood security: In Ethiopia, the majority of the population depends on agriculture as its primary source of livelihood and income. Bamboo, with its annual harvesting cycle, labour-intensive production, potentially diverse products and value addition, can become one of the main economic resources for smallholder farmers; e) Reducing pressure on forests: Demand for timber and non-timber forest products is growing. Considering the decline in forest coverage and the Government of Ethiopia’s target to increase forest cover, an alternative is 16 necessary. Compared with tree species, bamboo has unique biological and ecological features, a wide value-addition possibility and high economic potential. It makes the ideal alternative to timber. This is because, once planted, it takes five years for clumps to mature. Thereafter, annually selective harvesting (for example, three-year-old mature poles) can be undertaken without degradation and deforestation. Bamboo can be promoted to enhance energy security of rural and urban households. It can also be promoted as a timber substitute for producing furniture, panels and boards for domestic consumption and exports; and f) Enhancing ecosystem services: Bamboo can be promoted to perform ecosystem functions, such as soil erosion control, water quantity and quality improvement, landslide control and overall improvement of watersheds.

3.4 General Objective To transform and sustainably manage bamboo resources by focussing on the development of green industries and livelihood promotion to produce value-added products catering for domestic, regional and global markets.

3.5 Specific Objectives The specific objectives of this strategy and action plan over ten years are as follows:  Increase the national bamboo area coverage from the existing 1.4 million ha to 1.6 million ha;  Sustainably manage 200,000 ha of existing bamboo resources;  Create and/or strengthen direct income and complementary employment opportunities for about 500,000 green jobs, with an annual income increase of 10%; create 100,000 new jobs in MSMEs and large-scale industries;  Produce 2 million m3 of bamboo panels and boards;  Produce 1–2 million tonnes of energy products from bamboo by-products;  Increase public awareness on bamboo resources and products and improve the capacity of the growers and processors involved in the entire value chain. 17 4. Strategic Directions This strategy and action plan shall create an enabling environment for the sustainable management of bamboo resources nationwide. This strategy formulates directions and actions that shall create an enabling institutional framework and build capacities to promote sustainable management of the available resources and foster new bamboo plantations. The strategic directions provide guidance on the development of value chains and marketing, the promotion of bamboo-based industries and the enhancement of innovation and technology. The strategic directions also provide information on capacity-building requirements, as well as the mechanisms for setting up a rigorous and transparent monitoring and evaluation system. The strategic directions and actions are outlined in the subsequent sections. (Key activities are indicated in the action plan in Annex I).

4.1. Establish Bamboo Clusters Clustering is an important approach that aggregates the various actors that engage in the production of the raw materials, processing, manufacturing and marketing of products to the final users. It helps provide effective support that facilitates primary and intermediary processing, strengthening markets, building capacities and enhancing the supply-chain linkages in adjacent geographical locations. (The specific location vs product matrix is attached in Annex II). Clustering accelerates development of the value chain and brings in competitive advantages. Strategic action:  Form clusters based on criteria that include the resource base, infrastructure, market and value chain.

4.2. Manage Existing Bamboo Resources Sustainable management of available bamboo resources requires a regular assessment of the existing stock. Regular information from national-, regional- and local-level inventory data are fundamental inputs for the planning and implementation of the sustainable management of bamboo forests. Regular assessments are also key for issuing and developing a management plan for concessions. Together with the concession arrangement, regular assessment of the existing stock enhances the active participation of any private actors that are engaged in the development and utilisation of bamboo resources. Strategic actions:  Conduct bamboo resource assessment at a regular interval of five years;  Make concession arrangements for communities and/or the private sector to sustainably harvest bamboo based on a management plan; and  Provide technical capacity-building to communities and the private sector to improve productivity. 18

4.3 Promote the Establishment of New Bamboo Plantations Ethiopia’s bamboo sector development relies heavily on a sustained supply of bamboo culms as raw material that meets the quality and quantity desired by processing enterprises and industries. Therefore, it will be necessary to encourage large- and small-scale bamboo plantations through need-based technical supports and training. The provision of quality planting material also needs to be a priority. Strategic actions:  Encourage and undertake end-use-specific and ecologically suitable bamboo plantation for production and conservation purposes;  Provide capacity-building;  Support and enhance the production of indigenous and exotic species planting materials using large-, medium- and small-scale nurseries and micro- propagation techniques; and  Establish a standard and certification system for bamboo planting materials.

4.4. Develop Value Chains Ethiopia would optimally unlock the potential of its bamboo resources if proper value- chain development were in place. To that end, diversification of products, introduction of modern processing and treatment equipment and the establishment of prototype bamboo-processing workshops are priority actions. Developing value chains enables the various actors along the chain to earn the utmost possible return from the trading of bamboo products. Furthermore, high-value bamboo products should be produced by industries and small-scale enterprises. It must be noted that it is important to transform industries to become globally competitive, meeting scale, quality and environmental standards to encourage the export of value-added bamboo products. Strategic actions:  Establish and/or strengthen a model production and training centre in each cluster with facilities for primary processing, preservation and treatment;  Improve vertical integration between growers, primary processors, enterprises and industries to ensure sustainable supply of age- and size-graded raw materials;  Introduce appropriate tools, jigs and fixtures to improve production efficiency and quality;  Diversify the use of existing bamboo products to serve various purposes;  Provide capacity-building training on design and innovation to MSMEs;  Promote the establishment of new bamboo industries and support existing industries. 19

4.5 Create an Enabling Market Environment Market availability is one of the key factors that directly determine the success of the development of bamboo resources. An increasing demand for the various bamboo products in the local and international markets calls for more engagement of the private sector. Government support is needed to ensure the creation of market opportunities and outlets. Strategic actions:  Facilitate the marketing of bamboo products through policy and institutional supports;  Enhance public awareness and sensitisation to promote wider use of bamboo products and support access to information for the marketing of bamboo products; and  Promote traditional value of bamboo.

4.6 Enhance Skills Sustainable management, as well as product diversification and processing, shall be guided by research-based knowledge and technology. Where appropriate, innovation and technology shall be adopted from countries advanced in their bamboo sub-sector. Local research support shall also be strengthened to address more specific and localised gaps and challenges. Strategic actions:  Promote bamboo research that generates information addressing the technical, policy and institutional gaps; and  Enhance knowledge on the development, management and utilisation of bamboo through innovation, research and promotion of traditional knowledge.

4.7 Build Human Capital and a Knowledge Management System Integrating bamboo in the educational system helps to ensure the availability of well- trained human resources that support resource development, product processing and marketing. Curriculums of selected tertiary institutions that offer forestry and natural resource programmes should include courses on bamboo. Short-term in-service trainings will be offered to technical experts, farmers and other development practitioners. Moreover, a retrievable, accessible and user-friendly knowledge management systems that facilitates sharing of available knowledge among key stakeholders shall be set up. This will also enhance the engagement of the private sector. Strategic actions:  Promote bamboo education and tailor-made on-the-job training; and  Develop a functional knowledge management system. 20

4.8 Develop Partnerships and Mobilise Resources Where appropriate, Ethiopia shall strengthen its partnership with countries with advanced experience of bamboo development and utilisation. Such partnerships are also important to mobilise resources that will be used to finance sustainable management of existing bamboo resources, promote new bamboo plantations and expand bamboo-based enterprises and industries. In line with this, it will be useful to establish and link sustainably managed bamboo forests to carbon credit mechanisms. Strategic actions:  Promote collaboration, cross-learning, technology transfer, joint venture and advocacy; and  Mobilise resources for the development and sustainable utilisation of bamboo resources.

4.9 Create Enabling Institutions, Governance Mechanisms and Incentive Modality Strong institutional support for the overall development and utilisation of bamboo is essential for the development of the sub-sector. Units specifically entrusted with the provision of overall guidance and technical support to initiatives of government, private sector and civil society organisations (CSOs) will be established at both the federal and regional levels. Political support that guarantees a high level and integrated guidance can be secured through steering committees established at various levels. Likewise, technical committees can facilitate intersectoral coordination and ensure the active involvement of multiple sectors. Different incentive packages that attract the private sector will be developed and implemented. Consideration will be given to the establishment of a bamboo production and processing certification system to make bamboo investors competitive in global bamboo markets. Strategic actions:  Set up appropriate bamboo units and recruit a pool of experts at the federal, regional and woreda levels;  Establish steering and technical committees; and  Provide enabling institutional and policy support.

4.10 Monitoring and Evaluation A monitoring and evaluation mechanism needs to be established to guide the implementation of this strategy and resolve challenges identified in the course of implementation. Future interventions planned in the bamboo sub-sector will be guided by periodic evaluations of impacts. Strategic actions:  Monitor the implementation of the strategy; and 21  Conduct mid-term and final evaluation of the implementation of the strategy and document lessons learned for future interventions. 5. Institutions and Their Key Roles in Bamboo Development Institution Role EFCCC  Overall coordination of bamboo development in Ethiopia.  Establish dedicated bamboo development unit at EFCCC and facilitate establishment of bamboo development unit at regional level.  Establish federal-level steering committee with participation of all stakeholders; facilitate establishment of regional steering committee to develop joint action plan and monitor progress.  Create “bamboo development fund” within the “forest fund”.  Leverage domestic government resources and donor funding for bamboo development by developing joint action plan, programmes and projects.  Undertake cluster development and national bamboo inventory, develop model management plan for concessions and promote bamboo sustainable harvesting and management.  Coordinate establishment of bamboo plantations in forest land, communal land, farmland and green corridor.  Issuance of forest concession and monitoring.  Coordinate development of supply chain network (vertical and horizontal integration).  Coordinate development of bamboo MSME, industry and market development.  Establish federal-level technical stakeholder platform; facilitate establishing regional level technical stakeholder platform.  Develop knowledge management system, operation and management.  Harmonise bamboo strategy and action plan with existing laws, regulation, policies, directives and strategy to develop synergy in implementation.  Monitor, evaluate and redesign action plan. MoA  Provide support in bamboo nursery, plantation (farm, communal, green corridor, shelter belts) and sustainable management. Regional Bureau of  Conduct site-specific inventory and demarcation of bamboo Agriculture and Natural resources (concession and protection). Resources / Environment  Support in establishing large- and medium-scale bamboo nursery; establish bamboo plantation in communal land, 22 Institution Role Forest and Climate farmland and shelter belts and riverbank, water body and Change Agency green corridor planting. Development Agents  Provide grassroots support, conduct replication training for (DAs) farmers on sustainable management and harvesting, bamboo plantation establishment and management, EEFRI  Develop management and harvesting guideline, site-specific management plan, tissue culture protocol and tissue culture unit demonstration.  Collaborate with ESA for development of standards and certification mechanism.  Research on bamboo resource, value-chain, eco-system services and carbon.  Develop training package on bamboo plantation establishment, maintenance and sustainable harvesting and management.  Undertake demand-driven research to solve existing bottlenecks in entire value chain. Ethiopian Institute of  Technology development, demonstration and training on Architecture, Building bamboo construction. Construction and City Development (EiABC) Regional Bureau of Construction and Urban Development Ministry of Construction  Develop an enabling environment and market for bamboo and Urban Development and its engineered products in large-scale construction projects. Ethiopian Food, Beverage  Action research on bamboo shoot processing, preservation and Pharmaceutical and packaging. Industry Development  Popularise bamboo shoots as a delicacy. Institute (EFBPIDI)  Attract investments in the bamboo shoot value chain. Energy and Mining  Promote bamboo charcoal, pellets and briquettes as Authority alternative clean energy products—a substitute to wood. Regional Bureau of Mining and Energy (BoME) Ethiopian Investment  Attract investment in the bamboo sector by prioritising and Commission (EIC) developing an attractive investment incentive package.  Promote joint ventures between domestic and foreign investors.  Coordinate development of “business models”; organise business-to-business (B2B) and investment meetings. Ethiopian Industrial Park  Allocate suitable land, building and infrastructure for Development Corporation investors in existing and new industrial parks. (EIPDC) 23 Institution Role Chemical and  Support research and development of ancillary input Construction Inputs industries, such as chemicals, dyes, adhesives and finishing Industry Development materials. Institute (CCIIDI) Ethiopian Cooperative  Handhold establishment and strengthening of farmers, Agency (ECA) primary processors and industry cooperatives (horizontal linkages); develop vertical linkages between cooperatives. Public Procurement and  Inclusion of bamboo and its products in public procurement Disposal Agency (PPDA) list. Ethiopian Broadcasting  Production and broadcasting of awareness/sensitisation and Corporation (EBC) technology transfer video and radio programmes. Bureau of Land  Allocate suitable land for market hubs and investors. Development and Administration (BLDA) Ethiopia Tourist Trading  Bamboo product promotion and sales in the government and Enterprise (ETTE) private outlets. Ethiopian Biodiversity  Partner with EEFRI in research on biodiversity and Conservation Institute ecosystem services. (EBCI) China-Africa Bamboo  Knowledge centre for sub-Saharan Africa (located in Addis Centre (CABC) Ababa) providing long-term training, demonstration, promotion of industries, research, policy and international cooperation. Ethiopian Wildlife  Eco-tourism trial and infrastructure development and Conservation Authority promotion. Ministry of Culture and  Develop bamboo culture museum. Tourism (MoCT) Regional Bureau of Culture and Tourism Ethiopian Customs  Harmonise bamboo-specific Harmonized System code with Commission (ECC) World Customs Organisation Harmonized System code. Ethiopian Insurance  Develop, trial and validate insurance products for farmers, Corporation MSMEs and industries. Ministry of Education  Develop course curriculum and accreditation in collaboration with technical partners: EEFRI, INBAR, FeSMMIDA and TVET. Ministry of Trade and  Promote bamboo in international trade fairs and exhibition. Industry (MoTI)  Organise national-, regional- and local-level trade fairs and Regional Bureau of Trade exhibition. and Industry (BoTI)  Support operationalising government run bamboo industries in public–private partnership (PPP).  Support in creating an enabling environment, technology development and handholding support for MSMEs and industries. Ministry of Finance  Allocate budgets for bamboo development. 24 Institution Role Ministry of Innovation and  Support in innovation, technology promotion and transfer. Technology Ministry of Science and Higher Education Ethiopian Standards  Develop and/or adapt standards and certification system for Agency bamboo planting material and sustainable harvesting.  Develop bamboo product standards, code of practice and guidelines to facilitate domestic, regional and international trade. Ministry of Revenue  Review the existing levies, taxes and royalties related to (MoR) bamboo transport, MSME and industry products; provide Ethiopian Customs maximal tax incentive for the bamboo sector. Commission (ECC) Ministry of Water,  Promote bamboo for catchment area and watershed Irrigation and Electricity protection. (MoWIE) Federal Small and  Establish and/or operationalise regional centre for Medium Manufacturing excellence and demonstration model production centre. Industry Development  Development of machines, tools, equipment, jigs and Agency (FeSMMIDA) fixtures. Technical Vocational  Diversification of product lines Educational Training  Conduct training to entrepreneurs on MSME product lines (TVET) (mats, basketry, furniture, incense stick). Regional Small and  Develop training package for MSME enterprise and industry. Medium Manufacturing  Conduct Training of Trainers (ToT) and skill development Industry Development training for trainers and entrepreneurs. Agency Science and Technology Development Agency (STDA; in Southern Nations Nationalities Peoples Regional State [SNNPRS]) Regional Technology Promotion Center Productivity Improvement Centre (PIC) INBAR  South–south cooperation and technology transfer.  Conduct action research; develop and validate different growing and value-addition enterprise models.  INBAR collaborates with EFCCC and donors for development of new programmes and projects. Universities  Facilitate demand driven research. Banks  Concessional loans and special financing window for growers, MSMEs and investors. 25 Institution Role Development  Converge development efforts for scaling up and scaling out Organisations (DOs) and of interventions. NGOs References CSA (Central Statistical Agency) (2007) Population and housing census 2007 [online]. Available at: http://microdata.worldbank.org/index.php/catalog/2747 (Accessed: 29 October 2019) Durai, J., Assefa, F., Assefa, S., Jinhe, F., Hunde, T., Beleke, W., Tsigaye, Z., Reza, S. and Kebede, B. (2018) Ethiopia: value-chain analysis and market assessment of bamboo products. Beijing, China: INBAR. EEFCCC (Ethiopian Environment Forest and Climate Change Commission) (2017) Ethiopia forest sector review: Focus on commercial forestry and industrialization. Technical report. Available at: http://mefcc.gov.et/ethiopia-forest-sector-review/ (Accessed: 29 October 2019) INBAR (International Bamboo and Rattan Organisation) (2018a) An overview. Bamboo and rattan products in international market. Beijing, China: INBAR. INBAR (2018b) Remote-sensing based regional bamboo resource assessment report of Ethiopia, Kenya and Uganda. Beijing, China: INBAR. Kelbessa, E., Bekele, T., Gebrehiwot, A., and Hadera, G. (2000) A socio-economic case study of bamboo sector in Ethiopia: A analysis of production to consumption system. INBAR working paper. Lobovikov, M., Paudel, S., Piazza, M., Ren, H., and Wu, J. (2007) ‘World bamboo resources: A thematic study prepared in the framework of the global forest resources assessment 2005’, Non-Wood Forest Products, 18, p1, 11-33, 55. LUSO Consultant GmbH (1997) Study on Sustainable Bamboo Management. Technical Cooperation Final Report. pp. 11-18. Redda, D. and Alene, A. (2016) ‘Experimental analysis of bamboo and e-glass fiber reinforced epoxy hybrid composite’, Journal of Materials Science and Engineering B, 6(5-6), p153- 160. DOI: 10.17265/2161-6221/2016.5-6.005 Tolessa, A. and Feleke, S. (2017) Soda-anthraquinone pulping of Oxytenanthera abyssinica. EPRA International Journal of Research and Development (IJRD), 2(1). Available at: http://eprajournals.com/jpanel/upload/821pm_10.Amsalu%20Tolessa-814.pdf, p69-78. UNIDO (United Nations Industrial Development Organisation) (2007) Test results of two Ethiopian bamboo species and finished bamboo products from Forest Research Institute Malaysia (based on work of Dr. Seyoum Kelemwork). Rep001. CFC/INBAR/III/MDA, FC/RAF/05/101, XP/RAF.06/003. 26 Zehui, J. (ed.) (2007) Bamboo and rattan in the world. China Forestry Publishing House, pp. 152-225. 27 Annex

Annex I: Action Plan (2019–2030) Goal: By the end of 2030, Ethiopia will become the leading producer and supplier of bamboo products in Africa. Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Strategic direction 1: Establish bamboo clusters Determine set of No. of 1 1 Staff time— 400,000 EFCCC A document containing criteria for the meetings federal and criteria like bamboo establishment of regional resource, existing clusters bamboo value chains, logistics and markets; potential for scaling up, etc. will be prepared Identify and No. 0 To be determined Number of clusters to be determine clusters determined Form clusters Identify specific No. of 20 10 10 Diagnostic 500,000 EFCCC Consultation with all bamboo products products study stakeholders in a cluster that should fall report; field will be conducted; within clusters visit and bamboo cluster map consultative developed meeting; staff time— federal, regional and local Strategic direction 2: Manage existing bamboo resources 28 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Conduct national- No. 2 1 1 Geographic 600,000 EFCCC Area (species-wise) and level inventory and information inventory (biomass) of mapping system bamboo resources (GIS) maps, GIS team; field inventory and ground truthing Conduct site-specific Specific 60 20 20 20 GIS maps, 3,000,00 Regional In-depth studies on Conduct inventory bamboo GIS team; 0 Environ- specific forests (e.g. bamboo potential field ment, Bale, Masha, Sheka) resource sites inventory Forest and with detailed assessment and ground Climate compartmentalisation on a regular truthing Change and plot inventory. interval of Institutions Include utilisation- five years (REFCCI) specific data such as diameter at breast height, wall thickness, internode, height, etc. Demarcate and No. of 20 20 GIS team 100000 REFCCI Aimed at issuing legalise bamboo demarcated bamboo concession and forests bamboo legal enforcement sites Develop No. of guide- 3 3 Staff time 500000 EEFRI/IN Develop management management and lines BAR and harvesting harvesting guideline guidelines aimed at different purposes - Make timber stand, shoot concession stand, combined timber arrangemen and shoot stand. ts for Develop base No. of 2 2 Staff time; 50,000 EFCCC Guideline or first communitie management plan management consultancy management plan that s and/or that will serve as a plans ; field acts as a reference. One private reference for inventory base management plan sector to concession holders and data each for highland (Y. sustainably collection alpina) and lowland harvest bamboo (O. abyssinica) based on Develop concession No. of guide- 1 1 30,000 EFCCC manageme guideline lines nt plan 29 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Develop No. of 17 5 10 10 10 10 20 20 20 20 25 25 Private 175,0000 REFCCI Development of management plan management 5 sector to management plan for for bamboo forests plans develop concessions to private decided for manageme sector, community concession nt plan as groups, investors per the guideline Issue bamboo ha 17 500 10,0 10,0 10,0 10,0 20,0 20,0 20,0 20,0 25,0 25,0 Staff time 875,000 REFCCI Tentatively, the size of concessions 5, 0 00 00 00 00 00 00 00 00 00 00 for concession for private (sustainable 00 administrati sector, investor and management) 0 ve works; community groups will field be about 1000 ha; measureme especially for large nt consumers, such as pulp and paper industry, the scale of concessions can be increased according to demand Facilitate km 10 50 100 100 100 100 100 100 100 100 100 100 Staff time 105,000, REFCCI, Government responsible development of 50 for road 000 EFCCC for major connectivity bamboo forest alignment; and roads. The land for access roads EIA, private concessio concession will be sector n holder identified in location with covering good road connectivity, cost of road and internal link road will preparation be developed by concession holders Ensure sustainable ha 25 200 200 200 200 200 200 200 250 250 300 300 Experts, 1,000,00 REFCCI Bamboo resources in management of ,0 0 0 0 0 0 0 0 0 0 0 0 training 0 farmland existing bamboo in 00 material, private farms tools and training cost No. of 18 20 40 40 40 40 Experts, REFCCI Conduct training on end- Provide trainings 0 training product-specific technical material, management practices, capacity Provide trainings to tools and enrichment planting, building Participatory Forest training cost harvesting methods to training to Management improve clump intensity, 18,000,0 communitie cooperatives/ growth and yield No. of 90 100 200 200 200 200 00 s and community groups trainees 00 0 0 0 0 0 private and concession sector to holders improve productivity 30 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 50 100 100 100 100 100 Experts, 25,000,0 REFCCI ToT will be provided to trainings 0 training 00 DAs on bamboo material, resource management; tools and DAs will provide training training cost for farmers Provide training to smallholder farmers No. of 25 500 500 500 500 500 trainees ,0 0 0 0 0 0 00 Strategic direction 3: Promote the establishment of new bamboo plantations Establish species- ha 30 500 200 200 200 300 300 300 300 300 300 300 300 Bamboo 305,000, REFCCI Planting for production specific plantation in ,5 0 0 0 0 0 0 0 0 0 0 0 planting 000 purposes, strategically state forests 00 material, placed in accessible manpower locations for site and land Encourage preparation, and pit making, undertake plantation, end-use- maintenanc specific and e ecologically Establish species- ha 67 500 100 200 400 400 800 800 800 800 800 800 800 Bamboo 675,000, REFCCI Planting for production suitable specific plantation in ,5 0 0 0 0 0 0 0 0 0 0 0 planting 000 purposes, strategically bamboo communal lands 00 material, placed in accessible plantations manpower locations for for site and production land and preparation, conservatio pit making, n purposes plantation on state, and private and maintenanc communal e lands Establish species- ha 40 500 200 300 300 400 400 400 400 400 400 400 400 Experts and 405,000, REFCCI Promote bamboo as specific plantation ,5 0 0 0 0 0 0 0 0 0 0 0 bamboo 000 farm forestry via on farmlands 00 planting homestead and woodlot material planting 31 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Establish private ha 19 100 200 200 200 200 200 200 200 200 200 Allocation 190,000, REFCCI Allocate land for private commercial/industry ,0 0 0 0 0 0 0 0 0 0 0 of land and 000 investors to grow bamboo plantation 00 technical bamboo support Plant bamboo for ha 42 500 200 400 400 400 400 400 400 400 400 400 400 Experts, 425,000, REFCCI Watershed and landscaping and ,5 0 0 0 0 0 0 0 0 0 0 0 planting 000 catchment treatment conservation 00 material, (planting bamboo in purposes manpower watersheds, along for site and riverbank, shelterbelt land and water bodies). This preparation, land could be under pit making, state, communal and plantation private land and manageme nt 20 15 15 15 20 20 20 20 18 18 18 15 15 Experts, EFCCC/R Conduct training on site 9 training EFCCI/EE preparation, plantation material FRI/INBA establishment and and training R management; an Provide training to cost expectation of 60 Provide No. of experts, farmers and trainees per training was capacity- trainings 20,900,0 other bamboo considered building 12 900 900 900 120 120 120 120 108 108 108 900 900 00 growers on bamboo training ,5 0 0 0 0 0 0 0 plantation 40 No of trainees Support and 9 5 4 Allocation REFCCI, enhance the of land and and production developme private of nt of sector A production capacity of indigenous infrastructur 350,000 bamboo plants and exotic e such as is assumed species bed (All Calculations of planting Establish large scale preparation, planting material were material nurseries shade net, determined with an using large-, poly tunnel, assumption of 5*5 m medium- nursery planting space and and small- tools and 20% contingency) scale equipment community and water and private No of source; nurseries Nurseries manpower 32 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 and micro- No of 31 175 175 315 315 315 315 315 315 315 315 315 Bamboo 6370000 REFCCI, propagation planting 85 0 0 0 0 0 0 0 0 0 0 0 cuttings and 00 private techniques materials (in 0 propagules, sector, thousands) manpower, and other polytubes, partners sand, soil, manure, transportati on No. of 40 18 22 Allocation REFCCI, Production capacity of nurseries of land and private 100,000 bamboo plants developme sector and is assumed nt of other infrastructur partners e, such as bed preparation, Establish medium- shade nets, scale nurseries poly tunnels, nursery tools and equipment and water sources; manpower No. of 36 960 161 341 341 341 341 341 341 341 341 341 341 Bamboo 733,400, REFCCI, planting ,6 0 0 0 0 0 0 0 0 0 0 0 cuttings and 000 private materials (in 70 propagules, sector and thousands) manpower, other polytubes, partners sand, soil, manure, transportati on No. of 20 100 100 Training 252,000, Farmer Production capacity of nurseries 0 and mother 000 groups, 5000–10,000 bamboo Establish small- plant; basic individuals plants per nursery is scale nurseries tools and , cooper- assumed; nurseries are equipment atives assumed to be established by 33 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 12 540 540 144 144 144 144 144 144 144 144 Initiate the communities and planting ,6 0 0 0 0 0 0 0 0 production individuals materials (in 00 of bamboo thousands) plants through mother plants provided and adopt macro- proliferation for multiplying the bamboo plants No. of tissue 5 2 3 Additional 4464000 EEFRI, Establish new tissue culture units equipment 00 REFCCI, culture units and and tools, EFCCC, upgrade existing tissue bamboo univer- culture laboratory to protocol, sities, include bamboo planting training for CSOs materials in their Promote micro- No. of 14 60 100 160 208 208 208 208 208 208 208 lab portfolio; the work propagation/tissue planting ,8 0 0 0 0 0 0 0 technicians, includes plus clump culture technology materials (in 80 hormones identification and for mass thousands) and protocol development for propagation of chemicals; tissue culture plant quality planting primary and production material secondary hardening facilities and plant production costs No. of 84 8 8 8 10 10 10 10 10 10 Community Training on vegetative trainings mobilisation propagation, macro- and training proliferation and nursery Provide capacity- material management will be building training on and costs provided at the federal preparation of and regional levels; 8,400,00 planting materials regions are expected to No. of 42 400 400 400 500 500 500 500 500 500 0 using macro-and provide the same trainees 00 micro-propagation training to experts, DAs techniques and nursery technicians 34 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Establish and revise No. of 1 1 standards for documents EFCCC/EEFRI work bamboo planting for the EFCCC, with ESA and other Establish 10,000 ESA, stakeholders in finalising materials standard Drafting/re- standard EEFRI the certification drafting; and mechanism working certification group and system for Establish Document 1 1 technical bamboo certification system for the committee planting for bamboo planting certification meeting materials materials system Strategic direction 4: Develop value chains Establish Establish centre of No. 6 2 2 2 Additional 3,000,00 BoTI, Centre of excellence will and/or excellence for equipment 0 FeSMMID have facilities for strengthen bamboo training and tools; A, Science innovation and product model specialised and development; knowledge production human Technolog management, and training resource for y technology centre in product Developm demonstration and each cluster innovation, ent platform for value-chain with mini-library, Agency actors facilities for exhibition, (STDA), primary etc. TVET 35 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 processing, Establish model No. 20 4 4 4 4 4 Land 20,000,0 Regional Demonstration centre preservation production centre allocation, 00 Micro and with minimal facilities for and infrastructur Small bamboo preservation treatment e Enterprise and treatment; primary developme Developm processing machines, nt; basic ent tools and equipment. machines Agency Functioning as both and tools (ReMSED training and production for primary A),STDA, centre; must operate on processing TVET, self-sustaining model - cooper- preservatio atives n and treatment unit, cross- cutting, splitting, slat making, slicing machine and hand tools for production of crafts and furniture Improve Develop supply- No. 20 4 4 4 4 4 Experts to 200,000 EFCCC, Enable farmers to have vertical chain network support the ECA, BoTI a sustainable market integration between farmer mobilisation and CSOs chain with primary between groups, primary of farmers; processors (who value growers, processors, MSMEs BoTI to add raw bamboo poles primary and industry mobilise into different processors, MSMEs commodities and enterprises and intermediary products); and industry further supply to MSMEs industries to and and industry that finally ensure cooperative produce a finished sustainable agencies product 36 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 supply of Support establishing No. 40 5 5 10 10 10 Mobilisation 400,000 EFCCC, Develop and strengthen age- and farmer associations/ , ECA, farmer/bamboo size-graded cooperatives formulation INBAR harvester cooperatives raw and materials registration costs; capacity- building costs on manageme nt of cooperative Establish and No. of 12 1 1 1 1 1 1 1 1 1 1 1 1 Costs 6,000,00 EFCCC, operationalise meetings associated 0 INBAR platforms that with the enhance organisatio communication n of events among the various actors Introduce Develop machines, Need based Estimated 5,000,00 FeSMMID Introduce, innovate, appropriate tools, jigs and cost of 0 A, develop and adopt/adapt tools, jigs fixtures items ReMSEDA new tools, jigs and and fixtures , STDA, fixtures for MSMEs, to improve INBAR, industries and farmers production DO efficiency and quality Diversify the use of New 20 5 5 5 5 200,000 PIC; Develop packaging bamboo mats and basketry and FeSMMID material targeting basketry and create mat products A and agriculture, horticulture Diversify the new markets by ReMSEDA (coffee, tea and spice), use of adding value floriculture, apiculture, existing fishery and tourism bamboo sector, construction; products to develop bamboo mat serve for board (industrial various product) with handmade purposes mats from artisans. Project-based approach can be adopted 4.1 MSME enterprises 37 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Provide training on No. of 24 30 30 30 30 30 30 10 10 10 10 10 10 ReMSEDA Bamboo mats, bamboo bamboo mats and trainings 0 ; basketry, bamboo basketry STDA,TV furniture, bamboo ET; and construction training, in DO addition to craft skills, Job 24,000,0 will incorporate bamboo No. of 78 100 100 100 100 100 100 300 300 300 300 300 300 creation 00 preservation and trainees 00 0 0 0 0 0 0 and food treatment aspects security technicians, trainer cost, raw materials, Provide training on No. of 90 10 10 10 10 10 10 5 5 5 5 5 5 ReMSEDA finishing bamboo furniture trainings , STDA, materials, TVET and tools and Provide DO equipment capacity- training and building material 9,000,00 training on No. of 18 200 200 200 200 200 200 100 100 100 100 100 100 cost 0 design and trainees 00 innovation Provide training on No. of 90 10 10 10 10 10 10 5 5 5 5 5 5 Trainer, raw EiABC, Training on bamboo bamboo trainings materials, Regional construction–ground construction tools and Bureau of preparation, column equipment, Con- erection, walling, truss site struction and purlins, roofing, preparation 9,000,00 and Urban finishing, etc. No. of 18 200 200 200 200 200 200 100 100 100 100 100 100 for 0 Develop- trainees 00 construction ment, DO , training costs 38 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Provide training on No. of 75 5 5 5 5 5 10 10 10 10 10 EFBPIDI EFBPIDI Training components, bamboo shoot trainings staff time include sustainable collection, for research management of bamboo preservation, and for shoot production, storage and developme harvesting methods and 7,500,00 packaging nt of shoot pre-processing and 0 products; storage; methods for tools and preservation of shoots equipment for improving durability costs; and freshness; and training packaging No. of 15 100 100 100 100 100 200 200 200 200 200 costs trainees 00 Provide training on No. of 18 20 20 20 20 20 20 10 10 10 10 10 10 Equipment BoME Aimed at substituting charcoal and trainings 0 for wood charcoal and briquette production charcoal, energy products with briquetting bamboo. Training and 18,000,0 components include pelleting; 00 bamboo selection of staff and charcoal production, trainee processing and costs; preparation of briquettes training cost and pellets No. of 54 600 600 600 600 600 600 300 300 300 300 300 300 trainees 00 Provide training on No. of 20 10 10 10 10 20 20 20 30 30 30 10 Equipment ReMSEDA Aimed at substituting incense stick trainings 0 for charcoal , TVET, imports and to tap into production and binder 20,000,0 Mekelle domestic and export preparation; 00 Institute of market. Training rolling Technolog components include equipment; y (MIT) bamboo stick 39 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 41 200 200 200 200 400 400 400 600 600 600 300 input preparation, raw material trainees 00 materials, processing - charcoal such as and jigat; rolling and Diethyl perfuming; and Phthalates packaging oil, perfume and packaging; trainer cost and training material Provide training on No. of 7 1 1 1 1 1 1 1 ReMSEDA matchsticks trainings , TVET, MIT Equipment, Expected to provide training 700,000 income-generating No. of 14 20 20 20 20 20 20 20 costs opportunities trainees 0 Provide training on No. of 16 2 2 2 2 2 2 2 2 toothpicks trainings ReMSEDA Equipment, Expected to provide ReMSEDA training 160,0000 income-generating No. of 48 60 60 60 60 60 60 60 60 , TVET, costs opportunities trainees 0 MIT 4.2 Industries: Transform industries to become globally competitive meeting scale, quality and environmental standards 40 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 2 Facilitate 100,000 experience sharing Oromia and Amhara visits, Regional forest Promote processing provide enterprises are expected of bamboo based No. of enter- EFCCC, 2 technical to engage in the products by regional prises INBAR support, bamboo sector either in forest enterprises facilitate their own or through training PPP opportunitie s Operationalise non- No. of 7 3 4 EFCCC and 700,000 EFCCC, Negotiation in functional enterprises / MoTI staff MoTI government department; government- industries time, issuing Expression of managed production advertisem Interest and negotiation centres through ent costs with private sector and PPP monitoring progress Promote the establishme Need-based depending on the clusters EFCCC, 1,000,00 EFCCC, Sensitise partner nt of new MoTI, 0 MoTI, agencies on potential of bamboo Industrial IPDC bamboo. industries Parks EFCCC shall coordinate and support Developme with other partners to existing Facilitate the nt ensure the allocation of industries establishment of Corporation shade for bamboo bamboo industries in of Ethiopia processing in existing existing and new (IPDC) staff industrial parks and the industrial parks time; establishment of new meeting, industrial parks transportati on and coordinatio n costs Support No. of 18 2 2 2 2 2 2 2 2 2 Technical 1,800,00 EFCCC; Develop and/or development of industries / project 0 CCIIDI cooperate with ancillary ancillary industries enterprises consultancy input material industries, ; technology such as glue, adhesives, transfer finishing material and costs; chemicals for bamboo EFCCC and processing industry CCIIDI staff time 41 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Support establishing No. 35 5 5 5 5 5 5 5 Mobilisation 700,000 EFCCC, Develop and strengthen enterprises/industry , and ECA horizontal associations associations/ formulation of primary processors cooperatives and and industry and registration develop vertical linkages costs; of growers, primary capacity- processors and industry building including formal costs for agreements manageme nt of cooperative Develop incentive Document 1 1 EFCCC, 200,000 EFCCC, Appropriate incentive packages for various for incentive MoTI, EIC, EIC, MoTI measures that attract high-end industrial package MoR, ECC, investors will be products BLDA staff included time; Information, Education and Communica tion (IEC) material developme nt, printing and disseminati on costs Promote export of Directive 1 1 Workshop 200,000 EFCCC, Issue a directive to value-added and ECC promote export of bamboo product consultative processed and value- meeting added products. with regional government ; EFCCC staff time Organise investment No. of 11 1 1 1 1 1 1 1 1 1 1 1 Investor 2,200,00 EFCCC, Organise investment platforms and B2B meetings platform 0 EIC, MoTI platform and B2B meetings of and B2B meetings industries and meeting potential investors at and travel the national and costs international levels 42 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Develop No. of 5 1 1 1 1 1 Consultanc 750,000 EIC EFCCC collaborates transformative models y costs with EIC, INBAR and bamboo industry other development ‘business models’ partners to develop business models Strategic Direction 5: Create Enabling Environment for Market Development: Type of 7 2 3 2 EEFCCC, 140,000 EFCCC, EFCCC works with bamboo PPDA, PPDA, PPDA to include products Ministry of MoFED bamboo and its products Put bamboo Finance in preferential products on the and procurement list and governments Economic develop guidelines for preferential Developme purchase procurement list to nt (MoFED) open up markets for staff time, furniture, consultative construction and workshop bio-energy and Facilitate meeting the cost marketing of No. of land 6 2 2 2 Land 600,000 EFCCC, EFCCC collaborate with bamboo for regional/ allotment BLDA pertinent federal products federal and basic institutions and Regional through market hubs infrastructur Bureau of Trade and policy and e regional land institutional developme development and supports nt costs administration or city Allocate land to administration and facilitate municipalities to allocate establishment of land for developing bamboo markets in bamboo market hubs urban centres No. of lands 20 5 5 5 5 Land 1,000,00 EFCCC, EFCCC collaborates for local allotment 0 BLDA with local bureau of market hubs and basic trade and land infrastructur administration to allocate e one local market hub in developme each cluster nt costs 43 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 6 2 2 2 Workshop 1,200,00 EFCCC, EFCCC collaborates sectors and 0 MoWIE, with partners to develop linked consultative MoA, formal market Establish market meeting Ministry of agreements to generate linkage and costs; Health, sustained demand for agreement with prototype Ministry of bamboo products other potential developme Construc- sectors that can use nt and tion and the products demonstrati Urban on Developm ent No. of 12 2 2 2 3 3 Consultativ 600,000 ETTE, EFCCC develops market outlets e meeting FeSMMID linkages with Support marketing costs; A, EFCCC government and private and sales of market marketing outlets. bamboo crafts, promotional Develop mechanism for bamboo furniture, developme creating market through and industrial nt costs, e-commerce and products through EFCCC, franchise business government run and ETTE, private sales outlets; FeSMMIDA e-commerce and staff time franchise business and coordinatio n costs No. of 3 1 1 1 Cost of 225,000 EFCCC/ To understand assessments conducting EEFRI/ consumer perception Enhance Conduct consumer INBAR and its changes on public assessment of survey bamboo products so that awareness consumer attitude the findings can inform and planning of awareness- sensitisation creation activities to promote No. of 11 1 1 1 1 1 1 1 1 1 1 1 EBC, 2,200,00 EBC, EFCCC collaborates wider use of programmes EFCCC 0 EFCCC with EBC (both at bamboo Prepare video staff time federal and regional products programmes and levels) to develop video and support equipment and radio awareness access to and sensitisation information programmes and Broadcast on TV 44 4 4 4 4 4 4 4 4 4 4 4 Promotional 4,400,00 for the technology transfer programmes airtime 0 marketing of video programmes for bamboo dissemination through products EBC, regional television 44 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Prepare radio No. of pro- 22 2 2 2 2 2 2 2 2 2 2 2 EBC, 110,000 EBC, FM channels and private programmes grammes EFCCC radio channels staff time channels, and EFCCC equipment Broadcast on radio No. of pro- 66 6 6 6 6 6 6 6 6 6 6 6 Promotional 1,980,00 programmes grammes airtime 0 Conduct national/ No. of 30 2 2 2 3 3 3 3 3 3 3 3 Exhibition/tr 30,000,0 EFCCC, Facilitate organising regional trade fairs events ade fair 00 MoTI, exclusive bamboo trade organisatio BoTI fair and participate in n costs, major trade and industry publicity fairs and exhibitions material costs, advertisem ent, participant transport and facilitation costs Organise No. of 4 1 1 1 1 Space and 8,000,00 EFCCC, EFCCC collaborate with international trade events stand costs, 0 MoTI, EIC MoTI and EIC support fairs decoration participation of private costs, sector in international publicity trade fairs; along with material promotion for investment printing and preparation costs, travel, accommod ation and per diem costs 45 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Conduct No. of 4 1 1 1 1 Consultanc 600,000 EFCCC, EFCCC and MoTI international market assessments y costs INBAR, conduct product-specific assessments to Develop- market study, for identify potential ment products like bamboo markets, understand partners wood substitutes, the desired quality bamboo fibres, bamboo and type of stick based products to products, etc. expand existing value chains and attract investment in new value chains Eco-tourism site No. of sites 2 1 1 Bamboo 5,000,00 EFCCC, Develop bamboo forest development trial 0 Bureau of trials for wildlife viewing, construction Culture including development of , sheds, and infrastructure like eco- cottages, Tourism resorts, furniture and publicity (BoCT), crafts with bamboo; this materials, EBCI could function as a training marketing point Promote guides traditional Bamboo cultural No. of 1 1 Infrastructur 1,000,00 EFCCC, Bamboo house, value of museum museums e 0 MoCT, traditional and bamboo developme BoCT contemporary bamboo nt cost, IEC artefacts; collection of material audio, video and developme publication of bamboo nt costs, culture initial operational cost Strategic direction 6: Enhance knowledge on the development, management and utilisation of bamboo through innovation, research and promotion of traditional knowledge Promote Establish a technical No. of 1 1 EFCCC and 100,000 EFCCC, Platform with bamboo platform to identify platforms EEFRI staff EEFRI participation of technical research gaps in innovation, time; institutions, including that technology and workshop/m ministries and generates capacity eeting cost departments working on information bamboo, research 46 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 addressing Conduct regular Workshop/ 10 1 1 1 1 1 1 1 1 1 1 2,000,00 institutions, universities, the research review meeting 0 private bamboo growers technical, meeting and developers, policy and association institutional representatives, gaps international organisations, non- governmental organisations (NGOs) and subject matter specialists to identify technical bottlenecks and find solutions. The platform is also expected to bridge the gap among development, education, research and extension Regional technical/ No. of 6 6 REFCCI, 600,000 Platform with stakeholder platform platforms workshop/ participation of regional meeting bureau (agriculture, cost education, trade and industry, construction, energy), research REFCCI institution, private sector, Regional technical No. of 60 6 6 6 6 6 6 6 6 6 6 12,000,0 platform meeting meetings 00 association representatives, NGOs and subject matter specialists No. of 10 2 2 2 2 2 Researcher 1,500,00 EFCCC, Conduct demand–driven Undertake and studies and 0 EEFRI research support research on assistant species selection, staff time; vegetative research propagation and material, tissue culture, data property testing and collection end-use-oriented and management publication cost 47 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 13 1 2 2 3 3 2 Researcher 1,950,00 EFCCC, Based on properties of Undertake research studies and 0 EEFRI, bamboo segments and and facilitate assistant PIC existing industrial development of staff time; processes, conduct multi-product value research research and facilitate chain to increase the material, development of multi- conversion rate of data product value chain to bamboo from the collection maximise the usage of current rate of 20– and biomass and high-end 30% to at least 80% publication value addition cost No. of 10 2 2 2 2 2 Researcher 1,500,00 EEFRI, Aimed at development of studies and 0 CCIIDI cost-effective and locally Undertake and assistant made input materials, support research on staff time; such as preservation identification and research and treatment development of material, chemicals, glues, cost-effective and data adhesives, chemicals environmentally collection and finishing materials. friendly technologies and Studies on quality of raw and input materials publication material, problems with for enterprises and cost processing (shrinking, industries twisting), joinery, finish will be conducted No. of 3 1 1 1 Researcher 450,000 EEFRI, Hydrological, soil, studies and EBI carbon, social values assistant and other ecosystem staff time; values Undertake research research on valuation of material, ecosystem services data of bamboo collection and publication cost No. of 3 1 1 1 Researcher 450,000 EEFRI Allometric and carbon studies and metrics studies to Conduct research to assistant quantify the carbon develop carbon staff time; sequestration of bamboo standard research (2–3 species assumed methodology to material, to be addressed in one leverage carbon data research conducted funds to provide collection across locations) additional benefits and for bamboo growers publication cost 48 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of T To be determined funded o researchers/ be Set up a research grants de fund to catalyse te research on bamboo r- mi ne d Establish bamboo No. of arbor- 8 2 2 2 2 Land and 2,400,00 EEFRI Aimed at provenance arboretum for eta site 0 trials to validate species, preservation of preparation, preserve germplasm and germplasm, planting determine location for research and and undertaking research. learning maintenanc Arboreta will be e costs established to follow growth and phenology of different bamboo species in different agro- ecological zones and be aligned to identified clusters Strategic direction 7: Build human capital and knowledge management system No. of pro- 4 1 3 MoWIE and 1,200,00 EFCCC, Aimed to develop grammes TVET staff 0 MoWIE, education course time, TVET, curriculum in TVET, course CABC forest and technical Develop specialised developme schools and universities. Promote bamboo curriculum nt workshop This encompasses bamboo and modules to train costs, entire course on bamboo education a pool of course and elective and tailor- professionals at developme subjects/courses made on- various levels in nt (Technical Diploma, the-job bamboo consultant BSc, MSc and PhD training development cost, programmes) printing cost, training for teachers 49 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Scholarship and No. of 20 10 10 20 20 20 20 20 20 20 20 20 Course/res 100,000, EFCCC, Provide scholarship and fellowship scholarship 0 earch 000 MoWIE, fellowship for research beneficiaries project– or course based on based evaluation of proposals funding by students and support professionals No. of 10 2 4 4 EFCCC, 1,500,00 EEFCCC, Develop training Develop tailor-made modules EEFRI, 0 EEFRI package for bamboo training modules on TVET, resource development, bamboo FeSMMIDA value addition, technologies for , INBAR entrepreneurship and farmers, MSME staff time; marketing entrepreneurs and designing industry and printing costs No. of 20 2 2 2 2 2 2 2 2 2 2 Training 6,000,00 EFCCC, Intensive training on Train, certify and trainings and 0 EEFRI, bamboo resource license trainers to material INBAR, development (nursery, conduct training on costs; CABC plantation and bamboo resource, transport, sustainable harvesting skill development logistics, and management); (products, business No. of 40 40 40 40 40 40 40 40 40 40 40 per diem targeted skill development trainees 0 costs and development training on services) on trainer bamboo crafts and mats, selected value costs furniture, construction, chains and energy, incense stick enterprise production and bamboo development shoots Facilitate the No centre 1 1 * * * * * * * * Funding 50,000,0 EFCCC, EFCCC cover all costs required facilitates to support for 00 CABC related to operation and run CABC training, management of the operation, centre. manpower and manageme nt cost of the centre 50 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 1 1 EFCCC 200,000 EFCCC The system may consist established staff time; of various knowledge system consultancy documentation and for dissemination Develop a functional developme mechanisms including and living nt, electronic and print knowledge operation media management and system allowing manageme access to data, nt of information sharing knowledge and generation of manageme technical knowledge nt system, Develop staff functional training knowledge costs manageme Awareness 10 1 1 1 1 1 1 1 1 1 1 200,000 EFCCC Can be aligned with nt system creation other pertinent events Enhance awareness on established events knowledge management system Frequency of 20 2 2 2 2 2 2 2 2 2 2 EFCCC, 200,000 EFCCC Update and maintain update staff time established knowledge management system Strategic direction 8: Develop partnerships and mobilise resources Promote South–south No. of 4 1 1 1 1 High-level 80,000 EFCCC Develop cooperation collabor- cooperation with agree–ments dialogue with United Nations ation, cross- bamboo growing and Office for South–South learning, countries in Asia, agreement Cooperation; technology Africa and Latin cooperation with China, transfer, America India Vietnam and joint venture Colombia 51 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 and Encourage No. of joint 10 1 1 1 1 1 1 1 1 1 1 Guideline 200,000 EFCCC, Joint venture with advocacy collaboration and ventures developme EIC existing and new joint ventures with nt domestic industry/private entrepreneurs players with foreign outside the country investors on large-scale with technology, industries finance and market linkages Strengthen No. of 7 1 1 1 1 1 1 1 High-level 140,000 EFCCC, Collaborate with donors collaboration, Memoranda dialogue, INBAR working in livelihood, networking, of organising industry and partnership and Understandi donor environmental sector; support mechanism ng signed workshops research agencies with regional and working in bamboo international sector (e.g. INBAR, organisation working International Center for in bamboo sector Bamboo and Rattan ) Integrate bamboo No. of 12 1 1 1 1 1 1 1 1 1 1 1 1 Stakeholder 240,000 EFCCC, Develop convergence of activities in annual annual work meetings stakeholde action plan with work plan and plans and r ministries discussion during budgets consultation and steering committee. —staff time depart- and ments meeting costs Organise events to No. of 10 1 1 1 1 1 1 1 1 1 1 Workshop 2,000,00 EFCCC Aimed to scale up Mobilise leverage corporate events costs 0 bamboo plantation, social responsibility provide micro- and small resources investment and enterprise development for the developmen projects support and engage in market development t, and sustainable Leverage green, No. of 6 1 1 1 1 1 1 EFCCC 900,000 EFCCC utilisation of impact investment projects for staff time, bamboo fund and climate resource consultancy resources finance mobilisation cost Fund 1 1 High-level 50,000 EFCCC Targeted for increasing Establish bamboo meeting the bamboo cover in the fund (generate and country revenue from forest consultation fund, tax, royalties costs and payments to ecosystem services) 52 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Communicate the No. of 5 1 1 1 1 1 Workshop 1,000,00 EFCCC Aimed at leveraging strategy and action dialogues costs 0 resources from partner plan for institutions, concessional development finance through banks, partners and and agencies including investors to bridge donor agencies investment gaps and barriers through public private dialogue House-holds 11 100 100 100 100 100 100 100 100 100 100 100 Expert staff 5,500,00 REFCCI Mobilising farmers and Mobilise the local engaged in 00 time, 0 community members to community to planting logistics undertake bamboo engage in bamboo and planting and plantation mobilisation management activities cost (Kebele based) Strategic direction 9: Create enabling institutions, governance mechanisms and incentive modality Establish a No. of units 7 1 6 EFCCC and 3,500,00 EFCCC Dedicated unit with at dedicated unit at the REFCCI 0 and least five staff members federal and regional dedicated REFCCI to coordinate overall levels with adequate staff time bamboo sector Set up staff and resources and development at federal appropriate to coordinate administrati and regional levels bamboo unit implementation and on cost and recruit monitoring of pool of bamboo experts at development the federal, As needed regional and woreda levels Assign focal persons at woreda offices 53 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 1 1 EFCCC 30,000 EFCCC Steering committee with federal staff time, high-level decision- steering consultancy making officials from committees cost EFCCC, MoA, MoWIE, MoFED, MoTI, DO, association representatives and industry representatives No. of 11 1 1 1 1 1 1 1 1 1 1 1 Meeting 1,650,00 EFCCC Review action plan, federal cost 0 synchronise action plan steering and budgets and monitor committee the progress Establish and meetings conduct a steering committee with No. of 6 6 EFCCC/Bur 180,000 REFCCI Steering committee with participation of key regional eau of high-level decision- stakeholders at steering Agriculture making officials from federal and regional committees and Natural EFCCA, BoANR, BoME, Establish levels Resources BoE, Bureau of Finance steering and (BOANR) and Economic technical dedicated Development , BoTI, committees staff time association and representatives and administrati industry representatives on cost No. of 60 6 6 6 6 6 6 6 6 6 6 Meeting 9,000,00 REFCCI Review action plan, regional cost 0 synchronise action plan steering and budgets and monitor committee the progress meetings Establish a No. of 11 1 1 1 1 1 1 1 1 1 1 1 Meeting, 3,300,00 EFCCC Representatives of consultative forum meetings transportati 0 federal- and regional- and conduct on and level steering meetings to logistics committees to coordinate the costs synchronise the actions efforts of steering at the federal and committees at the regional levels federal and regional levels No. of 6 6 Meeting, 180,000 EFCCC Regional institutions Mainstream bamboo regions workshop ensure the alignment of Provide and the bamboo action plan strategy and action policy associated with the operational plan plan with regional support costs of their respective action plans regions 54 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. of 12 2 2 2 1 1 1 1 1 1 ESA, 900,000 ESA; Develop standards, bamboo EFCCC, EFCCC codes of practice to standards FeSMMIDA enable regional and and codes of , TVET, international trade practice PIC, EEFRI Adopt or develop staff time; bamboo standards working and code of practice group and for priority value technical chains committee meeting costs, publication costs Review the existing No. of docu- 1 1 EFCCC and 100,000 ERCA Review the existing codes used; and ments Ethiopia codes used in Ethiopia harmonize with Revenue and take measures to World Customs and harmonise the codes Organization (WCO) Customs with WCO HS codes to HS code. Authority enable global trade of (ERCA) bamboo products staff time and meeting costs Develop mechanism No. of 1 1 EFCCC, 150,000 EFCCC, Develop land for land leasing for guide–lines EIC, MoTI, EIC concessions to private private sector for BLDA staff bamboo planters similar bamboo growing time and to agriculture land and establishing meetings concessions. industries for developme nt of guideline Establish a platform No. of 1 1 EFCCC, 30,000 EFCCC, Develop a special to link financial platform EIC, MoTI, EIC financing window for institutions and MoFED, financing bamboo potential investors bank projects to facilitate officials concessional loans staff time and special No. of 6 1 1 1 1 1 1 and 600,000 financing windows meetings of meeting the platform costs 55 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Review the existing Review 1 1 EFCCC, 100,000 Study the transport levies, taxes and document EIC, MoTI, permit, taxation and royalties related to MoFED, royalty related to bamboo transport MoR, ECC bamboo; and recommend on officials issuance of Pan- free movement of staff time Ethiopian Bamboo bamboo and transit permit and meeting increase of royalties costs Review taxes and No. of policy 3 1 1 1 EFCCC, 300,000 EFCCC, Exemption of taxes tariffs related to brief docu- MoTI, MoR, MoR, ECC related to bamboo bamboo products; ments ECC products produced in lobby for tax officials household, micro- and exemption through staff time medium-scale policy briefs and and enterprises and platforms meeting industries costs No. of 1 1 EFCCC, 50,000 EFCCC Develop a model insurance Ethiopia insurance scheme for institutions Insurance bamboo growers (both Exploit insurance Companies smallholders and large system opportunities staff time; plantations) to mitigate the risks develop, of bamboo trial and plantation validate the insurance system. Develop a model No. of 1 1 EFCCC, 50,000 EFCCC, Trial, develop and out-growers– estab–lished EFCCA, private validate model out- industry/enterprise model BoANR sector growers model linkage mechanism schemes staff time for out-growers along with scheme private sector investor or industry and farmers Test and document Review 1 1 EFCCC, 150,000 the effectiveness of document BoANR, model out-growers EFCCA scheme staff time; consultant cost 56 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 Scaling up and Potential 10 3 3 2 2 EFCCC, 1,000,00 scaling out tested areas BoANR, 0 schemes EFCCA staff time Be part of global No. of A * * Cost of 1,000,00 EFCCC, bamboo certification certifying s processing 0 INBAR system institutions ne the ed requirement ed for being a forest stewardship council Strategic direction 10: Monitoring and evaluation Frequency of 11 1 1 1 1 1 1 1 1 1 1 1 EFCCC and 550,000 EFCCC Monitoring of Regularly monitor monitoring EFCCA achievements vs Monitor the the progress of the missions staff time indicators and making implement- bamboo the necessary ation of the development adjustments strategy interventions Conduct Evaluate the No. 3 1 1 1 Consultanc 150,000 EFCCC Evaluate the progress mid-term progress of entire y and with participation of all and final value chain of external stakeholders evaluation bamboo evaluation of the development in cost implement- coordination with ation of the key stakeholders strategy and Produce evidence- No. 3 1 1 1 EFCCC and 300,000 EFCCC Revise the action plan document based advice to EFCCA and interventions lessons influence policy and staff time learned for decision making to future further improve intervention bamboo s development 57 Key activities Unit Target and timeline Remarks / Output Resource Responsi- Total target Strategic Estimated direction/ required / ble body cost items cost (ETB) action 201 202 202 202 202 202 202 202 202 202 202 203 9 0 1 2 3 4 5 6 7 8 9 0 No. 5 1 1 1 1 1 EEFRI, 1,000,00 EEFRI, Develop package of FeSMMIDA 0 FeSMMID practice for different , TVET, PIC A, STDA, approach, techniques, Document and staff time; univers- and technologies package best consultancy ities, practices and costs, IEC TVET disseminate lessons material learnt preparation and publicity costs Total Budget (ETB in millions) 4,660 Estimated Annual Budget (ETB in 388 millions): 12 years Total Budget (USD in millions) 166 Estimated Annual Budget (USD 13.8 in millions) 58

Annex II: Location, Species and Product Matrix Region Zone Woreda Species Bamboo pole Bamboo Bamboo Bamboo Bamboo Bamboo Bamboo energy mat basketry furniture housing industry Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Addis Addis Ababa Y. alpina FRT, Waste Ababa SBP, LBL Amhara Awi Fagita Y. alpina Lekoma Addis Kidam/ Banja Injibara, Y. alpina FRT, Kesachawsa, SBP, Tilili MDF, LBL Guanguashik Y. alpina udad Bahir Dar Bahir Dar Y. alpina East Gojjam Bibugn, Y. alpina Erobgebeya Senan Y. alpina Mirab Bure Y. alpina Gojjam Debubachefe Y. alpina r Dembecha Y. alpina Wemberma Y. alpina 59 Region Zone Woreda Species Bamboo pole Bamboo Bamboo Bamboo Bamboo Bamboo Bamboo energy mat basketry furniture housing industry Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential North Debratabor Y. alpina Gondar North Quara and O. abyss- 3000 PP, Bamboo Gondar Matema inica km2 LBL, charcoal, MDF, pellets and OSB briquettes Benish- Assosa Bilidigilu, O. abyss- 8500 Asso No SBP, Bamboo angul Assosa, inica km2 of sa n- LBL, charcoal, Gumuz Homosha, bam- fun OSB briquettes, Bambasi and boo ctio pellets, Maokomo forest nal chips Special Kamashi Kamashi, O. abyss- Kam PP, Yaso, inica ashi LBL, Agalometi, MDF, Bilo Jiganfoy, OSB Gizen, KurmukandSi rbabay Metekel Guba, O. abyss- Guba PP, Dangur, inica LBL, Wenbera, MDF, Bulen, Dibate OSB and Mandura Oromia Arsi Asela, Y. alpina Arsi Munessa, 60 Region Zone Woreda Species Bamboo pole Bamboo Bamboo Bamboo Bamboo Bamboo Bamboo energy mat basketry furniture housing industry Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Dodolo, Herero, Shedem Bale Goba, Y. alpina Goba 1 FRT, Gololcha Bale (Ba SBP, and Goro le) LBL, MDF, OSB Western Dere Enchini, Y. alpina Amb FRT, Shewa Shenen o SBP Guji Bore Y. alpina South West Wonchi Y. alpina Shewa East Haro Limu, O. abyss- ~ 300 LBL, Bamboo Wellega Gia Kiremu inica km2 MDF, charcoal, OSB pellets and West Manusibu O. abyss- ~ 300 LBL, Briquettes Wellega and Gudetu inica km2 MDF, Kondole OSB SNNPR Sidama Hawasa Y. alpina Haw FRT, S asa LBL, SBP Arbegona, Y. alpina FRT, Daye LBL, SBP Bursa Y. alpina 61 Region Zone Woreda Species Bamboo pole Bamboo Bamboo Bamboo Bamboo Bamboo Bamboo energy mat basketry furniture housing industry Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Existing Potential Hula Y. alpina FRT, LBL, SBP Sheka Masha, Tepi Y. alpina Mash FRT, a LBL, SBP Keffa Y. alpina Gedeo Bule, Y. alpina Dilla Yirgalem Guragie Gurage/ Y. alpina Agena Gamo Gofa Chencha, O. abyss- Arba OSB, Bamboo Zone Gamo, Gofa, inica and minc MDF, charcoal, Dokko, Ezo, Y. alpina h LBL, briquettes Zala SBP and pellets Tigray Wolqayt Shere O Tsegede abyssinica Tsegede O abyssinica Mehakeleg naw Axum Note: FRT (Flooring and Ceiling Tiles); LBL(Laminated Bamboo Lumber); SBP (Stick Based Products); OSB (Oriented Strand Board); MDF (Medium Density Fibreboard); PP (Pulp and Paper) 62 Key Bamboo Product Clusters Value chain Geographic clusters Bamboo species Bamboo Amhara (Awi Zone, East Gojjam, Mirab Y. alpina poles Gojjam) Oromia (Arsi, Bale, West Shewa, Guji, East Shewa, South West Shewa) SNNPRS (Sidama, Sheke, Gedeo) Amhara: North Gondar O. abyssinica Benishangul Gomuz (Assosa, Kamashi, Metekel) Oromia (East Wallega, West Wallega) Tigray (Wolqayt Tsegede) Bamboo Amhara (Awi, East Gojjam, Mirab Gojjam) Y. alpina mats Oromia (Arsi, Bale, East Shewa, West Shewa, South West Shewa) SNNPRS(Sidama, Sheka, Gedeo,) Bamboo Amhara (Awi, Mirab Gojjam) Y. alpina basketry/craf Oromia (Arsi, Bale, East Shewa, Western ts Shewa, Guji, SW Shewa) SNNPRS (Sidama, Sheka, Gedeo) Benishangul Gomuz (Metekel) O. abyssinica Oromia (East Wallega, West Wallega) Bamboo Addis Ababa Y. alpina furniture Amhara (Awi, Bahir Dar, North Gondar (Debratabor) Oromia (Arsi, Bale (Goba), West Shewa(Ambo)) SNNPRS (Sidama (Hawassa), Sheka (Masha), Gedeo (Dila), GamoGofa (Arbaminch) Benishangul Gomuz (Assosa, Kamashi, Guba) O. abyssinica Tigray (Wolqayt Tsegede [Shere and Tsegede]); Mehakelegnaw (Axum) Bamboo Addis Ababa Y. alpina construction Amhara (Bahir Dar), South Gondar (modern and (Debratabor) traditional) Oromia (Bale) SNNPRS (Sidama, Sheka, Goma Gofa) Benishangul Gomuz (Assosa, Kamashi and O. abyssinica Metekel) Tigray (Mehakelegnaw) Bamboo Industrial Product 63 Value chain Geographic clusters Bamboo species Bamboo Addis Ababa Y. alpina parquet Amhara (Awi [Injibara locality]) flooring and Oromia (Bale, West Shewa [Dare Enchini]) roofing SNNPRS (Sidama, Sheka) Laminated Addis Ababa Predominantly Y. bamboo Amhara (Awi [Injibara locality]) alpina and O. lumber Amhara (North Gondar) abyssinica BenishangulGomuz (Assosa, Kamashi, (particularly in Metekel) Benishangul Gomuz) Oromia (Bale, East Wellega, West Wallega) SNNPRS (Sidama, Sheka, Gomagofa) Bamboo Addis Ababa Y. alpina plyboard/mat Amhara (Awi) board Oromia (West Shewa [Dare Enchini]) SNNPRS (Sidama) Stick-based Addis Ababa Y. alpina product lines Amhara (Awi [Injibara locality]) Oromia (Bale, West Shewa [Dare Enchini]) SNNPRS (Sidama, Sheka, Gomagofa) Oriented Amhara (North Gondar) Y. alpina and O. strand board Benishangul Gomuz (Assosa, Kamashi, abyssinica Metekel) Oromia (Bale, East Wellega, West Wellega) SNNPRS (Goma Gofa) Medium- Amhara (Awi [Injibara locality]) Y. alpina and O. density Amhara (North Gondar) abyssinica fibreboard Benishangul Gomuz (Kamashi, Metekel) Oromia (Bale, East Wellega and West Wellega) SNNPRS (Goma Gofa) Pulp and Amhara (North Gondar) O. abyssinica paper Benishangul Gomuz (Kamashi, Metekel) Bamboo Energy Waste-based Addis Ababa Waste generated pellets and from industrial briquettes processing Biomass Amhara (North Gondar) O. abyssinica chips and Benishangul Gomuz (Assosa, Kamashi and pellets and Metekel) charcoal Oromia (East Wellega and West Wellega) briquettes SNNPRS (Goma Gofa) 64 65 66