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One of the main objectives of the SUSFANS project is to develop a set of concepts and tools to help policy and decision makers across Europe make sense of the outcomes and trends of the EU food system. This paper proposes a set of metrics for assessing the performance of the EU food system in delivering sustainable food and nutrition security. The performance metrics have been built up through the aggregation of a wide range of variables, which together help to monitor the achievement of four overarching policy goals for the EU food system, namely a balanced diet for EU citizens, reduced environmental impacts, competitive agri-food businesses and equitable outcomes of the food system. The project decided to take a hierarchical approach to aggregating from Individual Variables to Derived Variables to Aggregate Indicators to Performance Metrics. This approach aims at marrying the notion that decision makers want only a small but powerful set of metrics to communicate the findings of the assessment, with the need to substantiate these metrics with the best available data from a large number of sources in a transparent way. In this deliverable the current set up of the performance metrics focus on each individual policy goal. In a related report, the team explores if and how the performance metrics presented here can be quantified using available data and modelling tools, and which of the models of the SUSFANS tool box can estimate which ones of the performance metrics and how (report D1.4). In a final step the SUSFANS team will bring all performance metrics together in an integrated set that will allow a view across all four policy goals and thus across all aspects of sustainable food and nutrition security (forthcoming report D1.5). Further work is the quantification of metrics using case studies and prospective scenario analysis. In addition to their use for monitoring, the proposed metrics are geared towards quantification using selected computational modelling tools. As such, SUSFANS aims to assist in foresight on and the evaluation of transformative changes in the food system with rigour and consistency.

For more than a decade, South Africa has been confronted with two major developments challenging every aspect of its society: the far-reaching political and social transformation processes after the end of apartheid and the rapidly-spreading HIV/AIDS epidemic. Health system transformation towards a more equitable distribution of resources and an improved access to health care became major governmental goals after 1994. However, the impact of the HIV/AIDS epidemic has left South Africa's public health sector struggling to provide appropriate services. The need to look for alternative strategies returned Community Health Workers (CHWs) onto the national health-policy agenda in late 2003, increasing the need for understanding details of existing programmes and their potential to address the devastating epidemic. KwaZulu-Natal's (KZN) CHW programme has been identified as the most advanced model and became the blueprint for the national rollout. Thus it was timely and useful to contextualise the actual CHW programme structures as they emerge in KZN and to examine their potential in addressing the complex drivers and impact of the HIV/AIDS epidemic. First, on the basis of an intensive literature review and in-depth interviews an agreed model of KZN's CHW governance structure was developed. Second, the research has identified CHW managers' current understandings of the actual and expected roles CHWs can play in communities strongly affected by HIV/AIDS and unveiled their views on key factors facilitating or hindering their success in fulfilling these roles. Results indicate that CHWs offer a valuable addition to the overburdened health sector by extending prevention and care services into marginalised communities. However, successful local implementation strongly depends on the existence of effective management and supervision structures and adequate resources. Here, greater awareness of the complex processes characterising the KZN programme may give the opportunity better to deal with arising management issues and improve CHW effectiveness.