Federal Democratic

Republic of Ethiopia

National Food
and Nutrition Strategy
From 2020/21-2030/31 GC
and from 2013 -2023 EFY both years

May 2021
 Federal Democratic
Republic of Ethiopia

National Food
and Nutrition Strategy
From 2020/21-2030/31 GC
and from 2013 -2023 EFY both years

May 2021
Abbreviations and Acronyms

AISE Agricultural Input Supply Enterprise GHP Good hygienic practice

AMIYCN Adolescent, maternal, infant and young GMP Growth monitoring and promotion
child nutrition GoE Government of Ethiopia
ATA Agricultural Transformation Agency HACCP Hazard analyses and critical control
BFHI Baby friendly health facility initiatives point
CA Conservation agriculture HEI Higher Education Institutions
CBO Community-based organization ICIK International Centre for Indigenous
CCA Consumers Cooperatives Association Knowledge

CSO Civic society organization IDP Internally displaced people

CSW Commercial sex workers KPI Key performance indicators

DP Development partner M&E Monitoring and evaluation

EBA Ethiopian Broadcast Agency MDG Millennium development goals

ECA Ethiopian conformity assessment MINT Ministry of Innovation and Technology

ECFPC Environment, Climate and Forest MIS Management information system

Protection Commission MDD Minimum Dietary Diversity
EDHS Ethiopian demographic health survey MMF Minimum Meal Frequency
EDRI Ethiopian Development Research MoA Ministry of Agriculture
Institute MoE Ministry of Education
EFDA Ethiopian Food and Drug MoF Ministry of Finance
Administration
MoH Ministry of Health
EIAR Ethiopian Institute of Agricultural
MoLSA Ministry of Labour and Social Affairs
Research
MoR Ministry of Revenues
EIC Ethiopian Insurance Corporation
MoSHE Ministry of Science and Higher
EMDDI Ethiopian Meat and Dairy Development
Education
Institute
MoTI Ministry of Trade and Industry
ENBI Ethiopian National Biotechnology
Institute MoWCY Ministry of Women, Children and
Youth
EPHI Ethiopian Public Health Institute
MoWIE Ministry of Water, Irrigation and Energy
ERA Ethiopian Road Authority
MoWYC Ministry of Women, Youth and Children
FAO Food and Agricultural Organization
NCD Non-communicable disease
FBO Faith-based organization
NDRM National disaster risk management
FNGB Food and Nutrition Governing Body
NFNC National Food and Nutrition Council
FNIMS Food and nutrition information
management system NGO Non-governmental organization

FNP Food and Nutrition Policy NNCB National Nutrition Coordination Body

FSS Food Security Strategy NNP National nutrition programme

FTC Farmer training centre NNS National nutrition strategy

GAP Good agricultural practices

I National Food and Nutrition Strategy

NSA Nutrition sensitive agriculture
ORS Oral rehydration solution
OTP Outpatient therapeutic programme
PCA Producers Cooperatives Association
PFSA Pharmaceutical Fund and Supply
Agency
PLW Pregnant and lactating women
PMS Post Marketing Surveillance
PSNP Productive safety net programme
PTC Pastoral training center
RASFF Rapid alert system for food and feed
RFNC Regional Food and Nutrition Council
RI Research Institute
RUSF Ready to use supplementary food
RUTF Ready to use therapeutic food
SBCC Social and behaviour change
communication
SDG Sustainable development goals
SHNS School health and nutrition strategy
SOP Standard operating procedure
US United States
WASH Water, sanitation and hygiene
WFNCB Woreda Food and Nutrition
Coordination Body

National Food and Nutrition Strategy II

6 National Food and Nutrition Strategy
Purpose and use of the
Document

The national Food and Nutrition Policy Therefore, this strategy serves as
(FNP), endorsed in November 2018, has a reference or template for the
comprehensively addressed food security, implementing sectors, indicating their
food safety, food quality and post-harvest lead and collaborative roles, strategic
management, as well as other system-level actions and key performance indicators.
issues including multi-sectoral approaches The sectors are expected to incorporate
and institutional arrangements for food these actions into their sectoral strategic
and nutrition governance. The overarching plans and develop relevant sector-specific
policy directions were first broken guidelines, manuals and detailed activities
down into strategic objectives, strategic for implementation.
directions and strategic initiatives. This is
to help streamline the policy directions
and strategies to be pursued. Moreover,
as this is the sole national strategy for food
and nutrition, the document has further
considered developing strategic actions
and key performance indicators to guide
the implementing sectors.

1
National Food and Nutrition Strategy 1
National Food and Nutrition Strategy
1 Background and context

1.1. Introduction However, progress in multisectoral coordination

and integration was slow and ineffective in
Globally, millions of people suffer from bringing about sought for changes to this
different forms of malnutrition. According to long-lasting public health problem. This was
global malnutrition estimates1, the prevalence mainly due to inadequate commitment, lack of
of child stunting in 2019 was 21.3 per cent, or strong and suitable governance structures and
144 million children. Although there has been gaps in FNP. The Ethiopian government has
some progress, rates of stunting reduction developed and endorsed an FNP (2018) that
are far below the level needed to reach the hinges on the principle of attaining food and
World Health Assembly (WHA) target for nutrition security as a human right. This has
2025 and the SDG target for 2030. As part leveraged government commitment backed by
of the global commitment, nutrition is placed a policy framework to enhance multisectoral
at the heart of SDGs and is vital for achieving responsibility and accountability in ensuring
12 out of 17 SDGs, while the remaining 5 that its citizens are food and nutrition secured.
SDGs support improvements in nutrition. The
This food and nutrition strategy plan document,
second international conference on nutrition
derived from the national FNP, is developed
also provided a multisectoral policy framework
to help translate FNP policy objectives and
on nutrition and the opportunity to fulfil these
directions into action. Each policy direction
nutrition commitments.
is translated through strategic objectives,
Ethiopia is among the countries suffering from directions, initiatives and actions along with its
all forms of malnutrition. It is the underlying respective key performance indicators (KPI).
cause of child mortality, contributing to 51 It further strategically guides the institutional
per cent. The country has been implementing structures and related actions into a coordinated
different strategies and programmes to and cohesive approach to managing the
ensure food and nutrition security. Efforts multifaceted challenges of food and nutrition
are underway to implement strategies and security. Furthermore, key responsibilities and
programmes such as the Food Security collaboration of government sectors, private
Strategy (1966), National Nutrition Strategy sector and CSOs are illustrated. Because the
(2009), Multi-Sectoral Nutrition Coordination commitment from donors and development
and Integration, National Nutrition Programmes partners is also crucial, the overall monitoring
I and II (2013-2020), the Seqota Declaration framework further considers global and
Roadmap (zero stunting by 2030), Nutrition national targets for nutrition.
Sensitive Agriculture Strategy (2016-2020),
School Health and Nutrition Strategy (2012)
and the Productive Safety Net Programme.

1. LEVELS AND TRENDS IN CHILD MALNUTRITION

UNICEF / WHO / World Bank Group Joint Child
Malnutrition Estimates Key findings of the 2020 edition.

2 National Food and Nutrition Strategy

1.2. Understanding food and resulting in poor economic incentives for
farmers to invest in yield-enhancing sustainable
nutrition security agricultural production systems. Besides, for
both rural and urban citizens, stable access to
Food security exists when all people at all
food through the market requires that the food
times have physical and economic access to
marketing system is effective in supplying
sufficient, safe and nutritious food that meets
food, while also providing benefits to farmers
their dietary needs and food preferences for
who have food to sell. Yet, efforts within
an active and healthy life. In Ethiopia, the
the agriculture sector alone, if conducted in
underlying causes of food insecurity include,
isolation from activities in other sectors such
among others, unavailability, inaccessibility
as marketing, health and education, will not
and poor consumption of diversified, nutritious
bring food security to many citizens.
and safe food in a sustainable manner. Lack of
access to food – the key factor behind food Nutrition security demands the utilisation of the
insecurity – remains a central concern in food obtained by a household or individuals to
Ethiopia. In Ethiopia, many households with generate optimal nutritional status, wellbeing,
good access to sufficient food suffer from productivity and longevity. Nutrition security
poor nutritional status because of poor dietary is achieved when secure access to adequate
practices. They often consume a monotonous, food, proper care and feeding practices, are
undiversified diet and so suffer from all forms coupled with a sanitary environment and
of malnutrition. access to adequate health services, ensuring a
healthy life for all household members. Hence,
Agriculture and the market system are
food security alone is insufficient to assure
important components of individuals’
nutrition security and is only one contributing
and households’ food insecurity. Raising
factor component of nutrition security. Several
agricultural productivity and prevention of
complementary factors relating to how the
post-harvest loss remain powerful forces for
food is utilized must also be in place if all are
reducing food insecurity. Higher production
to enjoy a healthy and active life resulting from
and productivity on one’s own farm or from
proper nutrition. Thus, access to clean water,
one’s own herds enhances household food
hygienic environment and adequate health
security. However, poverty constrains farming
care services as both preventive and curative
or the ability of pastoralist households to
factors are central components of attaining
invest in productive assets and agricultural
nutrition security. Unhygienic environments,
technologies. In Ethiopia, high level of
coupled with poor access to health services,
qualitative and quantitative post-harvest loss
impose a heavy burden of disease that makes
of food and insufficient value addition hampers
it difficult for individuals to properly utilize and
food availability and marketing. Moreover, a
absorb the nutrients they consume, which
poor market system results in high costs of
in turn increases the exposure to infectious
farm inputs and low prices for farm outputs,
disease.

National Food and Nutrition Strategy 3

Infectious diseases are one of the major child undernutrition presents a generalised
factors behind child malnutrition; on the other understanding of how nutrition security is the
hand, malnutrition can also increase the risk of outcome of specific development interventions
contracting infectious diseases like diarrhoea, related directly to the level of dietary intake
respiratory infections, measles and malaria. and the health status of the individual. These
Sub-Saharan Africa countries are highly are the immediate determinants of nutrition
burdened with these largely preventable and security that can direct the FNP.
curable diseases which affect children. Even
These immediate determinants are driven by
though children are most commonly affected
three underlying determinants – the underlying
by malnutrition and infections, this also has a
food security status of the household in which
major impact on adults, reducing their physical
the child resides, the quality of care he or she
performance, work capacity and productivity,
receives, and the availability of health services
which can lead to serious household food
and a healthy environment. The degree to
insecurity.
which these underlying determinants are
The ultimate objective of nutrition security is expressed, positively or negatively, is a
improved welfare for individuals so that they question of availability of resources and the
are able to live longer, healthier and productive equity of their distribution across the different
lives. From this perspective, efforts to improve segments of the household. These include the
food and nutrition security share the same availability of food, the physical and economic
objective as those aimed at eradicating access which an individual or household has to
poverty. It is therefore important that the food, the caregivers’ own health status, and the
implementation of the Ethiopian FNP be control the caregiver has over resources within
clearly identified as a component of the overall the household that might be used to nourish
development of the country. the individual. Finally, the level of access to
information on and services for maintaining
A model or conceptual framework for why
health, availability of curative services, and the
malnutrition (nutrition insecurity) occurs puts
presence or absence of a healthy environment
the determinants in a clearer perspective.
with clean water, adequate sanitation and
Such a model helps define key problems to be
proper shelter all contribute to determining
addressed and determines priority activities
the nutritional status of an individual. A
for identifying the sectors and institutions
sustained, healthy and active life is only
addressing nutrition security and their
possible when these underlying determinants
respective responsibilities. Such a model also
of the nutritional status of children and,
provides a basis for judging whether or not
indeed, all household members are sufficiently
a particular activity should be included in the
beneficial. The underlying determinants of the
plan. Moreover, such a conceptual framework
nutritional status of children and others within
provides a basis to select key indicators that
a household are dependent, to a considerable
should be monitored to evaluate performance
degree, on how available resources are
in attaining broad nutrition security, or to
distributed within society. The availability of
determine the alignment and coherence of the
nutrition resources at the household level is
different interventions needed to achieve such
linked to a set of basic determinants, which
success. The global conceptual framework of

4 National Food and Nutrition Strategy

themselves are the function of how society is into actual resources. Indeed, it is because
organized. This organization comprises of the the structure and actions of the state and
economic structure, political and ideological the economy at this broad level are basic
expectations, and institutions through which determinants of nutritional status that the
activities within society are regulated, social development of the FNP and this food and
values met, and potential resources converted nutrition strategy is justified.

Figure 1: Modified Food and Nutrition conceptual framework

Vision
To see all citizens with
optimal nutritional status,
quality of life, productivity Improved food security, food safety
and longevity & quality, post harvest management,
improved dietary diversity and
nutrient dense food, improved food
Goal
and nutrition regulatory activity,
To attain optimal nutritional improved food system and Improved
status at all stages of life marketing, irrigation and access to educational
span and conditions to a clean and safe water, social performance
level that is consistent with protection, access to health and and productivity
quality of life, productivity nutritional services
and longevity

Outcome IMPACT
Improved
Improved HH dietary diversity score quality of life
and longevity
Reduce stunting,
Improved access to nutritional
wasting,
specific services
underweight,
micronutrient
Improved access to nutritional deficiency, obesity,
sensitive services Improved health
NCD
and nutritional
Improved minimum acceptable diet status of the
target population
Improved food and nutrition
multisectoral coordination and linkages

Pathway Food & Nutritional Food & Nutritional Food & Nutritional Infrastructure
sensitive interventions specific interventions governance interventions

SOs SO1: SO3: SO5: SO7: SO9: SO11: SO13:

FAAUS PHM N with CD/NCD FN governance N & WASH FN institutional FN effective
C communication
SO2: SO4: SO6: SO8: SO10: SO12:
FSQ N in life cycle N- emergency N literacy; FN financing FN evidence
GU

SD Availability, accessibility, utilization, sustainability, food safety and quality, post-hares loss, nutrition through
life cycle, nutrition emergency, WASH, Nutritional literacy, governance, sustainable financing,
communication, evidence generation, institutional capacity

Sectors Nutriton MOH/MOWCY MOE MOA/NDRMC MOLSA MOWIE MOIT MOF EFDA, EPHI, EIAR

National Food and Nutrition Strategy 5

1.3. Country context Micronutrient deficiencies remain a major
public health problem in the country. According
One in four (24.8 per cent) households in to the Ethiopian national micronutrient survey
Ethiopia fall under the food poverty line and of 2016, the prevalence of vitamin A deficiency
25.5 per cent of individuals are food insecure. (VAD) among children 6-59 months of age is
The proportion of households with inadequate 13.9 per cent. More than half of children aged
caloric consumption (<2550 Kcals per adult 6-59 months (57 per cent) and 24 per cent of
equivalent per day) constitute 31 per cent women aged 15-49 are anaemic. Prevalence
(24 per cent of the urban population and 33 of anaemia among pregnant women is 29 per
per cent of the rural population). The share of cent, with minimal improvements in the last
starchy staples in total calorie consumption is decade.
very high at 71.4 per cent, indicating a highly
Ethiopia is also challenged by the emerging
monotonous diet. Hence, the per capita
triple burden of malnutrition plus obesity
consumption of nutritious foods of Ethiopian
and diet-related non-communicable diseases
adults is far below their counterparts in
(NCDs). This is mainly due to changing
surrounding sub-Saharan countries. The per
lifestyles, over consumption of energy-dense
capita milk consumption of Ethiopian adults
and processed foods and insufficient exercise.
is 16.6 kg per year, 7.5 kg of meat per year
NCDs contribute 39 per cent of all deaths in
and 50.2 kg vegetable per year. As a result,
the country, of which the proportional mortality
approximately 54 per cent of households
of communicable, maternal, perinatal and
consume four or fewer food groups out of
nutritional conditions accounts for 49 per
seven (CSA, 2019) with women and children
cent2.
consuming the least diversified diet. According
to the EDHS 2016, the minimum acceptable 1.4. Food and nutrition Policy
diet for children 6-23 months old fulfilling the
criteria for the minimum acceptable diet stand
land scape
at only 7 per cent (with MMF 45 per cent and The Ethiopian government-formulated FNP
MDD 14 per cent). was endorsed by the Council of Ministers in
November 2018. The goal of the FNP is to
Malnutrition of all forms is among the highest
enable the attainment of optimal nutritional
in sub-Saharan countries. More than a third
status at all stages and conditions of life, to
(37 per cent) of children under five are stunted
a level that is consistent with good health,
(i.e., too short for their age), 21 per cent are
quality of life and productivity. The policy was
underweight (i.e., too thin for their age) and
developed through the efforts of a broad set
7 per cent are wasted (i.e., too thin for their
of stakeholders, including line ministries,
height) (EPHI 2019). The adult population
regional states, city administrators and a wide
also faces malnutrition burden; among which
range of partners through a highly participatory
22 per cent of women of age 15-49 are thin
consultative process at various levels. The
(with BMI less than 18.5) while 8 per cent are
process undertook several waves of revisions
overweight or obese.

2. World Health Organization – Non-communicable Diseases

(NCD) Country Profiles, 2018.

6 National Food and Nutrition Strategy

and editions. The FNP identifies seven priority 1.5. Vision
intervention areas as policy directions:
1. Ensuring availability, accessibility To see all citizens with optimal nutritional
and utilization of diversified, safe and status, quality of life, productivity and longevity.
nutritious food;
2. Ensuring the safety and quality of foods 1.6. Mission
from farm to table;
3. Improving post-harvest management of To ensure food and nutrition security through
agricultural food products; the coordinated implementation of nutrition-
specific and nutrition-sensitive interventions.
4. Ensuring optimum nutrition at all stages
of life;
5. Creating a system for an effective food 1.7. Goal
and nutrition emergency response;
To attain optimal nutritional status at all stages
6. Effective nutrition communication; and
and conditions of life to a level that is consistent
7. Creating an effective food and nutrition with quality of life, productivity and longevity.
governance.

The Ethiopian FNP and the seven priority

intervention areas it describes are used as a
blueprint for the design of all sections of this
strategy. The policy also spells out the multi-
sectoral character of any effort to address food
and nutrition security effectively. It reiterates
that the implementation of the policy should
be undertaken in a multi-sectoral manner for
which there will be a dedicated coordinating
body with highest authority from national to
kebele level. This coordinating body should
be linked with sectors dealing with food and
nutrition.

National Food and Nutrition Strategy 7

2 Rationale of the Food and Nutrition Strategy

Ethiopia faces a high malnutrition rate due This has necessitated strategic interventions
to environmental, social, political, economic to enhance the capacity of the government at
and culture-related problems. Inadequate various levels. Food and nutrition insecurity is
productivity, post-harvest loss, poor food a key development challenge, which requires
safety and quality, poor caring practices and reducing the health burden and productivity
hygiene and health problems are some of the loss due to nutrition insecurity at the individual
major drivers of food and nutrition insecurity. and household level. The economic burden of
The problem of food and nutrition insecurity is malnutrition on individuals and households has
further compounded by cultural beliefs, food nationwide consequences as the preventable
taboos and traditional cooking and feeding problem of malnutrition results in reduced
practices which tend to discourage women intellectual capacity and general human capital
and children from consuming nutritious foods. erosion, translating into reduced aggregate
There have also been frequent bouts of drought economic productivity. Malnourished
and food insecurity, demanding an emergency individuals require more costly care throughout
response at scale. As a result, over 53 per their lives and demand more health services.
cent of deaths among Ethiopian children can The food and nutrition strategy is therefore
be attributed to malnutrition. Over 37 per cent formulated based on the FNP, with the view to
of children below five years of age in Ethiopia comprehensively address poverty eradication
are stunted, which compromises potential and achieve the country’s vision of reaching
future productivity. Moreover, the problem of the global commitment for nutrition in 2025.
micronutrient deficiency is still rampant. The strategy thereby creates a conducive
track for achieving national and SDG targets by
On top of this, the obesity and diet related
2030.
NCDs are mounting, which means the country
is grappling with the double burden of nutrition
insecurity.

8 National Food and Nutrition Strategy

3 Strategic Objectives

By creating an enabling policy environment, ■ Strategic Objective 8:

and in alignment with the strategic directions Improve the nutrition literacy of individuals,
in FNP, FNS will have the following strategic families and communities along the food
objectives. value chain in order to make informed
decisions on the uptake of diversified,
■ Strategic objective 1:
safe, adequate and nutritious food.
Improve availability of adequate, diversified,
safe and nutritious foods to all citizens at all ■ Strategic Objective 9:
times. Create a functional governance body to
strengthen the coordination and integration
■ Strategic Objective 2:
among FNP implementing sectors.
Strengthen and implement an integrated
food safety and quality system. ■ Strategic Objective 10:
Improve sustainable and adequate
■ Strategic Objective 3:
financing through government treasury,
Improve post-harvest management
private sector, communities, development
throughout the food value chain.
partner allocation and innovative financing
■ Strategic Objective 4: mechanisms to translate the policy into
Improve nutritional status throughout action.
the life cycle through the provision of
■ Strategic Objective 11:
nutrition-sensitive and nutrition-specific
Build the institutional capacities of FNP
interventions.
implementing sectors with human
■ Strategic Objective 5: resource, research and technological
Improve the nutritional status of people with development.
communicable and non- communicable
■ Strategic Objective 12:
and lifestyle related diseases.
Enhance evidence informed decision-
■ Strategic Objective 6: making, learning and accountability.
Strengthen the national capacity to
■ Strategic objective 13:
manage natural and man-made food
Ensure effective food and nutrition
and nutrition emergencies with a timely
communication.
and appropriate response, including
emergency management for internally
displaced persons and refugees.

■ Strategic Objective 7:
Improve water, sanitation and hygiene
(WASH) of individuals, households and
institutions.

National Food and Nutrition Strategy 9

4 Linkages of the food and nutrition strategy with national
and international declarations and commitments

The rights of citizens to food are enshrined in the 4.1. International obligations
constitution of the Federal Democratic Republic
of Ethiopia. This obliges the government to
and commitments to which
take necessary steps to encourage people Ethiopia has subscribed
to grow, store and consume adequate food.
It also requires the government to establish Ethiopia has subscribed to international
national food reserves and to promote proper conventions and instruments linked to food
nutrition through mass education and other and nutrition security, including the Universal
means. In fulfilment of this objective, the Declaration of Human Rights (1948), the
Ethiopian government adopted a development African Charter on Human and Peoples’ Rights
policy agenda that resulted in several action (1981), the United Nations Convention on the
plans to address problems of poverty, hunger Rights of the Child (1989), the Convention on
and malnutrition. The most important of the Elimination of all forms of Discrimination
these are: the Poverty Eradication Action, the Against Women (1995), the African Charter
Growth and Transformation Plan and Seqota on Rights and Welfare of the Child (1999) and
Declaration. ILO Declaration on Fundamental Principles,
Sustainable Development Goals (2015),
Although these policies, strategies and Universal Health Coverage (2005), African
programmes address certain dimensions of Food and Nutrition Security Strategy (2015),
the food and nutrition problem, they do not Malabo Declaration of Accelerated Agricultural
comprehensively deal with the underlying Growth and Transformation for Shared
issue of advocacy, partnerships, and multi- Prosperity and Improved Livelihoods (2014)
sectoral coordination that are required to and Rights at Work (1998). The commitment of
effectively reduce food and nutrition insecurity. the international community to the eradication
Reducing food and nutrition insecurity must be of extreme hunger is clearly reflected in the
key components of the overall development target set by the World Food Summit to
effort in Ethiopia. In November 2018, the reduce the number of undernourished people,
government endorsed the FNP with the view to and in the SDGs. Ethiopia is part of these
promote food and nutrition security in a multi- global commitments. It is the policy of the
sectoral and coordinated manner. Effective government that all citizens, throughout their
implementation of the aforementioned efforts, life cycle and at all times, enjoy safe food in
particularly the FNP, requires the development sufficient quantity and quality to satisfy their
of a food and nutrition strategy. nutritional needs for optimal health.

10 National Food and Nutrition Strategy

5 Strategic objectives of the Food and Nutrition Strategy

The food and nutrition strategy is utilization of diversified, safe, quality and
systematically designed to be aligned with the nutritious food, including the improvement of
strategic directions from the FNP through the post-harvest management of agricultural food
further setting of 13 strategic objectives, with products. The next three strategic objectives
each objective again linked to the strategic focus on ensuring optimum nutritional status
directions in the FNP. Each strategic direction of the population using the lifestyle approach,
is designed to have strategic initiatives with including effective food and nutrition
strategic actions and KPI, along with lead emergency response system. The remaining
and collaborating sectors. Accordingly, the strategic objectives are dedicated to creating
first three strategic objectives are dedicated effective food and nutrition governance and an
to ensuring the availability and accessibility effective nutrition communication system in
of food in a sustainable way and the proper order to achieve the goals of the FNP.

5.1. Strategic objective 1: Improve availability of adequate, diversified,

safe and nutritious foods to all citizens at all times.
Improving the availability and accessibility of to improve the availability and accessibility of
food aims to attain universal, physical, social adequate, diversified, safe and nutritious foods
and economic access to sufficient, safe and for all at all times shall be realized through
nutritious food by all citizens at all times to the implementation of the following strategic
meet their dietary and food preferences for an directions, strategic initiatives and strategic
active and healthy life. The strategic objective actions (Table 1).

National Food and Nutrition Strategy 11

 Table 1: Strategic directions, initiatives, actions and their corresponding key performance indicators (KPIs) to improve the availability of adequate,

12
diversified, safe and nutritious foods to all citizens at all times

Strategic objective 1: Improve availability of adequate, diversified, safe and nutritious foods to all citizens at all times.
Strategic direction 1.1: Improve availability of adequate, diversified, safe and nutritious foods to all citizens at all times.
Strategic initiative 1.1.1: Enhance nutrient-rich food crops’ production and productivity by using improved agricultural technologies and practices.
Outcome indicator: Quintal of increment of biofortified and nutrient-dense crops
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Production of diversified and nutrient-dense food ■ Percentage of yield increment of diversified and MoA Private sector,
nutrient-dense crops Biotechnology
■ Establish horticultural nursery and demonstration ■ Number of established nursery sites Institute, MoSHE,
sites ■ Number of demonstration sites MoTI, MoA, MoWIE
■ Produce an increased amount of staple field crop ■ Production increment of staple crops per unit area and
varieties per unit area through promotion and per crops
demonstration activities and input supplies
■ Link agricultural input suppliers and farmers with ■ Proportion of farmers involved in the utilization of
the aim to produce nutrient-dense crops improved agricultural production packages and per crops
■ Promote the use of appropriate small-scale ■ Proportion of the irrigated area MoA
irrigation systems ■ Number of households benefited
■ Promote the use of appropriate mediums and ■ Proportion of the irrigated area MoWIE
large-scale irrigation systems ■ Number of households benefited
■ Promote integrated pest management (IPM) ■ Proportion of farmers applying IPM and GAP MoA
technologies and good agricultural practice (GAP) in ■ Proportion of farmers with planting materials
crop production
■ Establish crop biotechnology/tissue culture centres ■ Number of established crop biotechnology/tissue culture
centres
■ Promote improved and sustainable soil fertility ■ Area of land where soil fertility management is practiced
management practices for enhanced productivity ■ Proportion of farmers practicing soil fertility and using
supplies of technology
■ Build the capacity of farmers/pastoralist training ■ Number of farmer training centre (FTC)/ pastoralist
centres to promote and disseminate improved training centre (PTC) fulfilling the standard
agricultural technologies ■ Number of improved agricultural technologies provided
■ Number of FTC newly established

National Food and Nutrition Strategy

 ■ Develop and promote the production of biofortified ■ Number of biofortified varieties released MoA Private sector,
crops ■ Proportion of households engaged in the production of Biotechnology
biofortified (nutrient-rich) crops Institute, MoSHE,
MoTI, MoA, MoWIE
■ Proportion of bio-fortified production
■ Develop and promote micro fertilizers utilization ■ Proportion of households applying micro fertilizer
culture in the crop farming systems
■ Build the capacity of agricultural research ■ Number of research outputs on nutrition-sensitive
institutions to develop and demonstrate nutrition- agricultural technologies and practices
sensitive agricultural technologies and practices
Strategic initiative 1.1.2: Enhance animal production and productivity.

National Food and Nutrition Strategy

Outcome indicator: Tonnes of increment of meat, egg, fish and dairy products
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote high yield and nutritious forage varieties ■ Number of forage varieties released MoA Regional and National
■ Implement forage production and poultry feed ■ Per cent increment of forage production Agricultural Research
processing at the community level ■ Quantity of poultry and fish feed in the farming Institutes, Livestock
community and Fishery Research
■ Produce concentrate feed and promote utilization ■ Proportion of farmers utilizing concentrated feed Centres, private and
development partners
■ Conduct animal breed improvement research ■ Number of improved breeds released
(dairy, beef, small ruminant, poultry, fish and
apiculture, etc)
■ Strengthen the production and productivity of ■ Percentage of productivity increment (dairy, beef, small
animal and animal products (dairy, beef, small ruminant, poultry, fish farming, etc)
ruminant, poultry, fish, etc) ■ Percentage of milk production increment
■ Percentage of red meat production increment
■ Percentage of poultry production increment
■ Percentage of egg production increment
■ Percentage of fish production increment

■ Promote and support private sector to provide ■ Number of private sector participating in extension
extension services on production, feed processing, service on production, feed processing, animal health,
animal health, breeding and extension advisory breeding and extension advisory
■ Provide animal health care and veterinary and ■ Proportion of farmers benefiting from animal health care
extension services at all levels and veterinary service

13
 ■ Promote improved animal husbandry and practices ■ Proportion of farmers receiving improved animal MoA Regional and National

14
husbandry and veterinary practices Agricultural Research
■ Engage private sector in the provision of day-old- ■ Number of private sector firms engaged in the provision Institutes, Livestock
chicks and pullets (broilers, layers, dual-purpose) of day-old-chicks and pullets and Fishery Research
■ Proportion of day-old-chicks and pullets distributed Centres, private and
■ Promote private sector to engage in poultry ■ Proportion of private sector engaged in the poultry development partners
production, marketing and distribution farming business
■ Proportion of private sector engaged in poultry
marketing and distribution
■ Support community-initiated fisheries in small and ■ Increment of proportion of fish production annually
large reservoirs and rivers, and in aquaculture ■ Increment of fish farming production
■ Number of households involved in aquaculture
■ Promote private sector in the provision of inputs ■ Number of private sector firms involved in supply of
for fish production inputs for fish production (e.g., fishing gears and feed
etc)
Strategic initiative 1.1.3: Enhance agroecology-based farming systems and sustainable natural resource management.
Outcome indicator: Proportion of natural resource base conserved for production of nutrient-dense commodities
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote cultivation of agroecology based nutrient ■ Proportion of households accessing cultivation of MoA MoTI, private sector
dense crops agroecology-based nutrient-dense crops
■ Proportion of nutrient-dense crops produced in the
appropriate agroecological zones
■ Promote sustainable farmland, wetland and buffer ■ Number of promotions related to sustainable farmland
zone management practices use conducted
■ Promotion of wetland and buffer zone management
practices
■ Build the research capacity to develop technologies ■ Per cent of rehabilitated natural resources (water, soil,
for natural resource management forest and degraded land)
■ Number of problem-solving researches in the natural
resource management sector

National Food and Nutrition Strategy

 ■ Protect natural resources for the production of ■ Water use and management efficiency in the production MoA MoTI, private sector
vegetables, fruits and animal feed and fodder of vegetables, fruits and animal feed and fodder.
through improved management practices (fodder ■ Land use efficiency (%) of the farming community
production, terracing, mulching, composting, and in terms of terracing, mulching, composting, and the
the establishment of tree and fruit nurseries and establishment of trees and fruit nurseries and planting
planting material) materials.
■ Promote zero-grazing, cut and carry practices and ■ Proportion of protected pasture land through zero-
protection of pasture land grazing and cut and carry practices
■ Promote afforestation, area closure and integration ■ Percent of afforested area/land through plantation of
of bee keeping and multi-purpose tree species multi-purpose tree species and beekeeping

National Food and Nutrition Strategy

planting
Strategic initiative 1.1.4: Promote commercial farming practices including nutrient-dense agricultural products.
Outcome indicator: Quintal of increment of biofortified and nutrient-dense crops produced in commercial farms
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Engage professionals/investors in commercial ■ Proportion of professionals/investors engaged in Investment MoA, MoF, Regional
farming commercial farming commissions Investment
■ Provide financial support to the commercial ■ Proportion of functional finance services provided for Commission,
farming sector agricultural products, nationally government and
■ Identify and provide suitable farmlands for ■ Hectares of land provided for commercial farming private financial
commercial farm businesses institutions
(Commercial and
■ Provide incentives and privileges for commercial ■ Proportion of commercial farms benefiting from the
Development Banks),
farming businesses incentive and privileges
insurance institutions
■ Implement a regulatory system in commercial ■ Functional regulatory systems put in place for
farming businesses commercial farming businesses
■ Provide agricultural products’ insurance services ■ Number of commercial farms benefited through
nationally agricultural products’ insurance services
■ Provide access to finance for agribusiness sector ■ Proportion of agribusinesses with access to finance

15
 Strategic initiative 1.1.5: Strengthen the linkage among food value chain actors.

16
Outcome indicators:
Number of farmers benefiting from contractual farming agreement
Number of farmers linked to food establishments
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Link farmers and industries for contractual farming ■ Proportion of farmers linked to the industry for MoA Ministry of Revenues
contractual farming (MoR), private
■ Build the capacity of actors in harvesting, handling, ■ Proportion of actors trained in handling, shipping, sector, private and
shipping, storage, processing and packaging of storage, processing and packaging of perishable government financial
perishable agricultural produces agricultural produces institutions, MoTI
■ Proportion of actors engaged in harvesting, handling,
shipping, storage and processing of perishable
agricultural produces with an acceptable skill level
Strategic initiative 1.1.6: Promote urban, pre-urban and homestead agriculture practices.
Outcome indicators: Number of households engaged in NSA activities
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen fruit and vegetable gardening at urban, ■ Proportion of urban and pre-urban household-produced MoA Ministry of Urban
pre-urban and farmstead level fruits and vegetables planning and
■ Proportion of farmer household-produced fruits and construction, MOTI,
vegetables Ethiopian Horticulture
■ Produce poultry at household level ■ Percent of urban and pre-urban household-produced Producer and
poultry Exporter Association
■ Provide support for intensive rearing of small ■ Percent of urban and pre-urban produced small
ruminants, dairy and aquaculture activities at ruminants, dairy and fish products in households
homestead level
■ Promote improved horticultural gardening including ■ Percent of urban households engaged in horticultural
mushrooms and vertical agriculture in the urban (fruits and vegetable) gardening
areas ■ Percentage of horticultural produce increment in the
urban areas
■ Introduce greenhouse technologies ■ Number of greenhouse technologies implemented

National Food and Nutrition Strategy

 Strategic initiative 1.1.7: Promote utilization of underutilized and indigenous foods.
Outcome indicators: Number of neglected and underutilized foods adopted
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Study and promote edible agroforestry plant ■ Number of validated studies on neglected agroforestry MoA MoH, MoSHE, health
species as a nutritious food plant species as a nutritious food research centres,
■ Promote the production and utilization methods of ■ Number of production and utilization methods of EPHI, agricultural
neglected and underutilized plant foods neglected and underutilized plant foods promoted research centres
■ Introduce and adopt exotic edible plant and animal ■ Number of exotic plants and animal species adopted for
species for food food
■ Promote behavioural change practices to enhance ■ Number of safe-to-consume wild food crops and animal
the consumption of wild food crops and animal species identified
species ■ Proportion of households consuming wild food crops
and animal species
Strategic initiative 1.1.8: Advocate for land use policy.
Outcome indicators: Number of advocacy meetings/workshops conducted

National Food and Nutrition Strategy

Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Advocate for the development and implementation ■ Number of advocacy events conducted MoA Investment
of land policy at all levels Commission, private
■ Develop and implement land policy and use ■ Develop and implement land use plan sector, NDRMC,
■ Promote use of cultivable land for agricultural food ■ Proportion of cultivable land used for food production MoUC
production
■ Identify and provide suitable farmlands to the ■ Proportion of community and commercial farmers who
community and for commercial farming received farmland
■ Implement regional and voluntary resettlement of ■ Proportion of underutilized farmland used for
farmers in suitable, underutilized areas based on resettlement
need
■ Support resettled farmers to bring about food self- ■ Supports offered to the resettled farmers in terms of
sufficiency food crops and animal production for self-sufficiency
and surplus
■ Number of resettled farmer HHs that have achieved
food self-sufficiency

17
 Strategic initiative 1.1.9: Empower women to access productive resources and labour-saving technologies.

18
Outcome indicators:
Number of gender-sensitive technologies promoted
Number of HHs using gender-sensitive technologies
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and promote gender-transformative pre- ■ Proportion of women using gender-transformative, MoA MoLSA, Investment
harvest and post-harvest technologies efficient and time saving food preparation techniques Commission
and technologies
■ Number of women benefiting from pre- and post-
harvest technologies
■ Develop simple, efficient and time saving food ■ Proportion of women benefited by food processing and
preparation and processing techniques time saving technologies
■ Number of food processing and time saving
technologies developed
■ Encourage the private sector to locally develop ■ Number of gender-transformative agricultural
or import appropriate gender-transformative technologies locally developed/imported by the private
technologies sector
■ Establish child/day care centres at the farm gate ■ Number of child/day care centres established at the
farm gate
Strategic initiative 1.1.10: Strengthen the capacity of the agriculture sector to mainstream nutrition.
Outcome indicator: Number of strategies and other documents mainstreaming nutrition
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Enhance food system actors’ knowledge to utilize ■ Number of actors utilizing appropriate nutrition sensitive MoA MoTI, MoSHE,
appropriate nutrition-sensitive technologies technology Investment
■ Capacitate the entrepreneurship skill of actors ■ Number of actors involved in agribusiness commission, MInT
along with the agricultural value chain
■ Develop/revise nutrition-sensitive and gender ■ Number of revised/developed nutrition-sensitive and
inclusive extension packages and systems gender inclusive extension packages and systems
■ Capacitate extension workers at all levels on ■ Number of extension workers participating at all levels
nutrition-sensitive and gender inclusive agricultural on nutrition-sensitive and gender inclusive training
technologies and practices package

National Food and Nutrition Strategy

 ■ Harmonize nutrition into the agricultural extension ■ Availability of harmonized agricultural extension and MoA MoTI, MoSHE,
and higher education curricula higher education curriculum that comprises nutrition as Investment
a subject commission, MInT
■ Strengthen farmer training centres (FTCs) to ■ Number of FTCs with full capacity to demonstrate NSA
demonstrate nutrition-sensitive agriculture (NSA)
■ Strengthen the capacity of agricultural disciplines ■ Proportion of programmes mainstreaming NSA in the
on mainstream nutrition-sensitive agriculture agriculture sector
■ Promote nutrition sensitive agriculture among ■ Number of partners/stakeholders involved in NSA
development partners and respective stakeholders
Strategic initiative 1.1.11: Adopt/develop and promote small scale/homestead food processing to ensure year-round availability of food.
Outcome indictors:

National Food and Nutrition Strategy

Number of food processing technologies adopted
Number of business groups engaged in rural food processing activities
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop new and feasible small-scale food ■ Number of small-scale food processing techniques MOA MoTI, MoR, MoSHE
processing techniques developed/adopted
■ Develop small-scale equipment for harvesting, ■ Number of small-scale equipment developed/adopted
threshing, transportation and storage for harvesting, threshing, transportation and storage
■ Promote innovated/adopted small-scale ■ Number of small-scale technologies adopted at the
technologies at the community level community level
■ Encourage private sector to get involved in the ■ Number of private sector firms involved in the
manufacturing of equipment for post-harvest and manufacturing of equipment for post-harvest
small-scale food processing management
■ Number of equipment manufactured for post-harvest
management and small-scale food processing
equipment manufactured
■ Engage women and youth or rural enterprise in ■ Number of women and youth or rural enterprise
small-scale and safe food processing businesses engaged in small scale and safe food processing
businesses
■ Create an enabling environment to facilitate ■ Presence of incentive schemes for cooperatives and MoA MoTI, MoR, MoSHE
cooperatives’ and private sector’s capacity to private sector
engage in the supply and use of post-harvest ■ Proportion of cooperatives engaged in supply and use of
technologies post-harvest technologies

19
 Strategic initiative 1.1.12: Strengthen agricultural research and adoption of technologies to increase safe and nutritious food.

20
Outcome indicators: Number of research laboratories improved
Number of researchers capacitated with knowledge, skill and attitude
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote to develop food and nutrition thematic ■ Developed and promoted functional food and nutrition MoA MoTI, NDRMC,
research areas thematic research areas FBDG, EGTE, MoSHE
■ Capacitate agricultural research institutes with ■ Proportion of agricultural research institutes with full
facilities and human resources capacities in facilities and human resources
■ Promote research on nutrition and agriculture ■ Proportion of agricultural researches linked to nutrition
linkage
Strategic initiative 1.1.13: Strengthen national food and feed reserve capacity.
Outcome indicators: Amount of food increased in food reserve facilities
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Enhance the food distribution system ■ Number of improved food distribution centres NDRMC MoA, private sector
■ Construct more food reserve points ■ Number of new food reserve points
■ Enhance the feed distribution system ■ Number of improved feed distribution centres
■ Construct more feed reserve points ■ Number of new feed reserve points
■ Increase food reserve that lasts for five years ■ Proportion of food reserved per year
■ Develop and strengthen feed and fodder banks ■ Number of new food and feed/fodder reserve points/
banks
■ Number of existing food and feed/fodder reserves
strengthened
Strategic initiative 1.1.14: Strengthen agricultural inputs and service provision systems.
Outcome indicators: Proportion of nutrient-dense seeds produced and seedlings increased
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Enhance the system of mass production and ■ Percentage of households engaged in planting materials MoA MoTI, private
distribution of improved fruits and vegetables business sector, Job Creation
planting materials ■ Number of distributed improved fruits and vegetables Commission
planting materials

National Food and Nutrition Strategy

 ■ Establish authorized farmers’ cooperative ■ Number of authorized farmers’ cooperatives MoA MoTI, private
associations in the improved seed production associations in the improved seed production and sector, Job Creation
(including biofortified) and distribution business distribution business Commission
■ Organize youth groups in the rental and ■ Number of youth groups in the rental and maintenance
maintenance of agricultural machineries of agricultural machineries
■ Enhance the system of mass production and ■ Percentage of households engaged in animal breed and
distribution of improved animal breed and other inputs business
inputs ■ Number of distributed animal breeds and other inputs
■ Develop a market system and market linkages for ■ Number of the developed market systems and market
agriculture input supply linkages
■ Number of market linkage platforms established

National Food and Nutrition Strategy

■ Organize youth and women groups to engage in ■ Number of youth groups engaged in beekeeping, input
modern beekeeping, input supply and processing supply and processing services
services ■ Number of women groups engaged in beekeeping,
input supply and processing services
Strategic direction 1.2: Improve the accessibility of adequate, diversified, safe and nutritious food to all citizens.
Strategic initiative 1.2.1: Improve the consumption of nutritious food.
Outcome indicators:
Number of processed nutritious foods increased
Percentage of households consuming processed nutritious foods
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Support union/cooperatives/enterprises to engage ■ Number of union/cooperative/enterprises engaged in MoA MoH, MoA, MoE,
in large-scale production and commercialization of the production of large-scale complementary foods MOSHE, media,
locally produced, certified, nutritious and diversified production private sector/
foods union/cooperatives/
■ Promote nutrient retaining/enhancing food ■ Proportion of promoted nutrient retaining/enhanced MoA enterprises
processing technologies and recipes food processing technologies and recipes
■ Develop/adapt food-based dietary guidelines ■ Percentage of food-based dietary guidelines (FBDGs) EPHI
(FBDGs) to the context of agroecological zones practiced to the context of agroecological zones
Strategic initiative 1.2.2: Strengthen income generating activities.

21
 Outcome indicators: Number of households engaged in income generating activities

22
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote the production of high-value crops and ■ Hectares of land covered by high value crops MoA Environment
multi-purpose trees at the household level ■ Proportion of produced high value crops commission, MoTI,
■ Number of multi-purpose trees Ministry of transport,
■ Facilitate improved livestock-based income activity ■ Percentage of households engaged in income- Road authority,
at the household level generating livestock production Private
■ Increment of income from improved livestock
production by commodities
■ Promote farmers in off-farm businesses ■ Proportion of farmers involved in off-farm businesses
■ Encourage farmers to engage in agricultural input ■ Proportion of farmers involved in agricultural inputs
supply and service provision business supply
■ Number of service providers for farming communities
■ Promote small-scale agro-processing businesses ■ Percentage of households involved in agro-processing
businesses
■ Engage households in agricultural and forest ■ Proportion of households engaged in agricultural and
product marketing businesses forest product marketing businesses
■ Improve infrastructure including road and transport ■ Status (percentage) of infrastructures used to facilitate MoR MoTI
to facilitate better agricultural marketing systems agricultural marketing systems
■ Equitable food distribution system
■ Promote simple and effective transportation trailers ■ Number of simple and effective transportation means
(animal drawn wheel systems and small power
tractors)
■ Strengthen/establish appropriate and feasible farm ■ Number of farm gate centres established/strengthened
gate centres with necessary facilities depending ■ Percent increase of household income through the
on the commodities establishment of farm gate centres
■ Engage private sector in appropriate nutrient-dense ■ Number of private sector firms engaged in appropriate
commodity (NDC) transportation system for long- NDC transportation system for long-distance
distance ■ Number of jobs created
■ Percentage of diversified/accessible food present every
where
■ Develop and strengthen NDC marketing corners in ■ Number of market corners established with NDC MoR MoTI
the local market ■ Number of beneficiaries
■ Percent of income generated by groups through

National Food and Nutrition Strategy

marketing corners system
 Strategic initiative 1.2.3: Support women empowerment in their social, economic and decision-making role.
Outcome indicators: Number of households with empowered women
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Involve women in the production of high-value ■ Proportion of women involved in production of high MoA Financial institutions,
agricultural commodities around the farmstead value agricultural commodities around the farmstead Ministry of women,
■ Percent of women’s income increased by production of youth and children
high value agricultural products (MoWYC)
■ Strengthen women’s leadership and social ■ Proportion of women empowered for decision making in
empowerment production assets
■ Proportion of women involved in off-farm businesses
■ Strengthen/establish women’s saving groups and ■ Proportion of women with access to productive

National Food and Nutrition Strategy

entrepreneurship for off-farm business activities resources
■ Proportion of established women’s saving groups
■ Number of women’s groups that created new jobs
through entrepreneurship business activities
■ Ensure women’s access to productive resources ■ Proportion of women using productive resources
■ Percentage of women’s income increased through
productive resources
Strategic initiative 1.2.4: Strengthen trade mechanisms along with the food system.
Outcome indicators: Increment of market share of nutrient-dense foods
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish rural market points with appropriate ■ Availability of diversified agricultural products all year MoTI MoA, private sector
facilities round
■ Number of rural market points established with
appropriate facilities
■ Strengthen producer-consumer linkage ■ Number of producer-consumer linkage platforms
established
■ Strengthen/establish existing rural food processors ■ Number of small-scale industries and rural food MoTI MoA, private sector
to engage in diversified services processors engaged in diversified services
■ Number of households benefited by rural food
processing and small-scale industries

23
 Strategic direction 1.3: Improve the sustainability of adequate, diversified, safe and nutritious foods for all citizens at all times.

24
Strategic initiative 1.3.1: Update/develop environmental protection policies and strategies in a sustainable way.
Outcome indicators: Number of strategies and policies updated/revised
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen the environmental protection policies ■ Number of ministries and offices involved and Environment EWCA, MoA, MoTI
and the enforcement of strategies harmonized forest and
■ Number of revised policies and strategies enforced in a climate
sustainable way change
commutation
(EFCCC)
Strategic initiative 1.3.2: Develop and promote improved environmentally friendly agricultural technologies.
Outcome indicators: Number of environmentally friendly technologies promoted
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promoting agroforestry farming, IPM, afforestation ■ Proportion of farmers practicing agroforestry farming, MoA MoTI, EIAR, ECFPC
technology, soil fertility management and IPM, afforestation technology, soil fertility and
ecosystem services ecosystem services
■ Number of forest areas covered by multi-purpose trees
■ Livelihood improvement programme for the ■ Proportion of households with water points
pastoralist community ■ Proportion of households with adequate livelihood
■ Promote one water point and one fruit tree for ■ Proportion of HHs practicing integrated farming
each household ■ Proportion of HHs that have planted a fruit tree
Strategic initiative 1.3.3: Improve coping mechanisms for food price instability.
Outcome indicators: Number of interventions deployed to ease price instability
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen producer and consumer cooperatives ■ Number of functional producer/consumer cooperatives MoA Producers
and associations and associations cooperatives
■ Strengthen control mechanisms of the trade ■ Proportion of improved and functional control MoTI association (PCA),
system mechanisms of the trade system Consumers`
cooperative
associations

National Food and Nutrition Strategy

 ■ Improve production practice (2-3 times per year) ■ Number of HHs practicing improved production (2-3 MoA MoTI, MoR
times per year)
■ Number of increased production season per year (2-3
times)
■ Knowledge-based production and market ■ Number of HHs using knowledge-based production
information system ■ Number of farmers that used market information
system
Strategic initiative 1.3.4: Adopt and promote advanced agricultural engineering technologies.
Outcome indicators: Number of technologies and machineries adopted
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote small-scale improved agricultural ■ Proportion of farmers using appropriate agricultural MoA MoTI, MoR, EIA,

National Food and Nutrition Strategy

machinery machineries MInT
■ Strengthen the machinery lease system ■ Number of beneficiaries of machinery service
■ Number of actors involved in machinery lease delivery
system
■ Promote agricultural machinery service delivery ■ Number of private and public sectors engaged in
sectors machinery delivery service
■ Number of private and public sectors engaged in
delivery tools and maintenance
Strategic initiative 1.3.5: Strengthen systems to conserve, protect and enhance natural resources.
Outcome indicators: Proportion of recovered lands and watersheds
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop/strengthen sustainable and efficient water ■ Number of water harvesting and utilization guidelines MoA MoWIE, ATA,
harvesting and utilization of technology strategies developed/utilized Cooperatives
and guidelines
■ Implement an excess water drainage system ■ Hectares of land drained
■ Strengthen the treatment of degraded soils ■ Hectares of degraded land treated/rehabilitated
■ Promote integrated conservation agriculture (CA) ■ Hectares of land cultivated using conservation MoA MoWIE, ATA,
agriculture (CA) Cooperatives
■ Protecting the buffer zone of water bodies ■ Number of water bodies protected by the buffer zone
■ Promote the implementation of ecosystem ■ Number of water bodies protected by ecosystem
fisheries’ management fisheries’ management

25
 Strategic initiative 1.3.6: Strengthen connections between agricultural risk management and resilience for smallholder farmers.

26
Outcome indicators: Number of farmers capacitated with risk management and resilience options
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote productive safety net programme ■ Financial and social security status of the rural MoA NDRMC, ATA, private
community sector, insurance
■ Promote job creation programmes in rural areas ■ Number of youth and women benefiting from job institutions, financial
creation institutions, MoE
■ Enhance rural credit system for the improvement ■ Number of farmers affiliated with the agricultural
of agricultural investment insurance system
■ Number of farmers affiliated with the agricultural credit
system
■ Improve productivity of indigenous livestock and ■ Proportion of indigenous livestock and fish species
fish species improved
■ Conduct adult education/learning in the rural areas ■ Proportion of adult education in rural areas
■ Strengthen agricultural credit and insurance system ■ Number of farmers affiliated with the agricultural
insurance system
■ Number of farmers affiliated with the agricultural credit
system
Strategic initiative 1.3.7: Integrate indigenous agroecological knowledge with modern agricultural practices.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Capitalize and modernize indigenous knowledge to ■ Number of HHs that improved dietary diversity using MoA ICIK
use agroecological production of local biodiversity modernized indigenous knowledge
as a source of sustainable diversified diets ■ Amount of indigenous knowledge developed for
sustainable biodiversity
■ Scale up best practices in the use of local ■ Number of best practices compiled and scaled up
biodiversity as a source of sustainable
management and use

National Food and Nutrition Strategy

5.2. Strategic objective 2: in the food chain. It is divided into six
strategic directions each of which are further
Strengthening and applying disaggregated into strategic initiatives. The
an integrated food safety and initiatives are designed to have corresponding
quality system activities that would be implemented by the lead
and collaborating sectors. Key performance
This objective aims to address the quality indicators that enable the measurement of
and safety of agricultural inputs, agricultural the responsible sectors’ performance are also
commodities and processed food products enumerated (Table 2).

National Food and Nutrition Strategy 27

 Table 2: Strategic directions, initiatives, actions and their corresponding key performance indicators (KPIs) to ensure the safety and quality of food

28
throughout the food value chain

Strategic direction 2.1: Establish a system for ensuring the safety and quality of primary agricultural food commodities.
Strategic initiative 2.1.1: Strengthen the pre-harvest food quality and safety management systems.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote integrated pest management and control ■ Proportion of farmers practicing integrated pest MoA, EIAR, MoWIE, ESA,
methods management and control methods EVDF, ACA MoSHE, EPA
■ Develop and implement systems to ensure the ■ Number of systems developed to ensure the safety of
safety of agricultural inputs agricultural inputs
■ Number of systems implemented to ensure the safety
of agricultural inputs Number of guidelines developed
and implemented for the appropriate use of agricultural
inputs
■ Promote appropriate use of agricultural inputs ■ Proportion of farmers trained on safe use of
agrochemicals, breeds, seeds and veterinary drugs
■ Number of innovated and adopted technologies on safe
use of agricultural inputs
■ Establish the capacity of safe storage and disposal ■ Number of safe agrochemical storage facilities
of agrochemicals ■ Number of safe disposal sites
■ Number of organized and safe agrochemical disposal
institutions
■ Develop and implement strategies for the ■ Number of mitigation strategies for affected water
mitigation of affected water bodies for the safe use bodies
of fisheries and other agricultural activities ■ Number of implemented mitigation strategies for
affected water bodies
■ Number of assessments conducted to analyze the
safety status of water bodies
■ Promote good animal husbandry and health care ■ Number of standard guidelines developed for good
practices animal husbandry and health care practices
■ Proportion of farmers/pastoralists implementing good
animal husbandry and aniamal health care practices
■ Provide awareness on safety and quality issues of ■ Number of farmers who received training on pre-
pre-harvest management of agricultural produce harvest management for improving the safety and
quality of agricultural produce

National Food and Nutrition Strategy

■ Promote the development and implementation of ■ Number of safety and quality standards and procedures
food safety and quality standards and procedures developed and enacted for agricultural inputs
for agricultural inputs
 ■ Develop, implement and integrate the traceability ■ Number of traceability systems developed and MoA, EIAR, MoWIE, ESA,
system of agricultural inputs into agricultural implemented for agricultural inputs EVDF, ACA MoSHE, EPA
extension services ■ Number of traceability systems integrated into
extension packages
Strategic initiative 2.1.2: Strengthen post-harvest food safety and quality assurance system.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote good handling, storage and transportation ■ Number of guidelines developed for good handling, MoA EARI, ATA, ESA,
practices for ensuring the safety and quality of storage and transportation practices for improving the MoSHE
agricultural produce safety and quality of agricultural produce
■ Proportion of value chain actors (i.e., farmers,
wholesalers, retailers, etc.) exercising good handling,
transportation and storage practices

National Food and Nutrition Strategy

■ Promote quality-based price systems for ensuring ■ Number of quality-based price systems developed
the safety and quality of agricultural produce to incentivize value chain actors to strive for safe and
quality produce
■ Number of products passing through quality-based price
systems
■ Promote quality and safety standards in collection, ■ Number of developed and enacted quality and safety
transportation, storage, processing and distribution standards in collection, transportation, storage,
of agricultural produce processing and distribution agricultural produce
■ Number of quality and safety standards integrated into
extension packages along the food value chain
■ Promote value chain actors’ knowledge, skill, and ■ Proportion of farmers who received food safety
attitude on post-harvest food safety assurance handling advisory services
systems ■ Proportion of value chain actors with good skill,
knowledge and attitude on post-harvest food safety
management systems
Strategic initiative 2.1.3: Establish and implement food safety regulations and control systems.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish and implement a regulatory system along ■ Number of regulatory legal frameworks developed for MoA, EVDF, MoSHE, EARI,
the food value chain pre-harvest, harvesting and post-harvest practices ACA private sector, EFDA
■ Number of legal frameworks enacted along the food
value chain

29
 ■ Establish and implement agricultural produce ■ Number of agricultural produce safety and quality MoA, EVDF, MoSHE, EARI,

30
safety and quality monitoring and evaluation monitoring systems developed ACA private sector, EFDA
systems ■ Number of agricultural produce safety and quality
monitoring systems implemented
■ Establishment and utilization of a data management
system for monitoring and evaluation of food safety
along the food value chain
■ Improve the capacity of food safety and quality ■ Number of trained food safety and quality regulatory
regulatory experts experts
■ Improve the capacity of quality control laboratories ■ Number of established laboratories
■ Number of accredited laboratories meeting all safety
parameters with residue as a special concern
■ Strengthen the utilization of evidence-based ■ Number of evidence-based legal frameworks and
regulation and control systems guidelines revised, developed and enacted
■ Improve the capacity of border and port regulations ■ Number of testing laboratories established at the port
and control systems ■ Number of supportive infrastructures (storage facilities,
offices etc.) established,
■ Number of experts trained and deployed at border and
port for regulation and control
■ Establish and promote harmonization of legal ■ Number of harmonized sectors and implemented legal
framework development and implementation frameworks
among regulatory bodies, private sector,
government and partners
■ Prepare and implement a code of conduct on food ■ Number of codes of conduct on food safety risk
safety risk communication communication developed and utilized
Strategic initiative 2.1.4: Improve food safety research capacity.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen demand-driven strategic, applied and ■ Number of researches conducted to solve food safety MOA, EARI, MoA, EVDF, ACA
operational research for improved safety and and quality problems MoSHE
quality of agricultural commodities ■ Number of technologies innovated/adopted via
operational research for improving food safety and
quality
■ Proportion of technologies adopted by the community

National Food and Nutrition Strategy

 ■ Establish/strengthen food safety risk analysis ■ Number of legal frameworks developed for risk analysis MOA, EARI, MoA, EVDF, ACA
(risk assessment, risk management and ■ Number of food safety risk assessments conducted MoSHE
communications) capacity ■ Number of strategies developed for food safety risk
management
■ Number of food safety risk communications conducted
■ Number of food safety risk management guidelines
implemented
■ Strengthen the capacity to use information ■ Number of database infrastructures established for
management systems managing food safety and quality management issues
■ Develop, test and implement food safety and ■ Number of food safety and quality monitoring and
quality monitoring and evaluation systems evaluation systems developed and implemented

National Food and Nutrition Strategy

■ Develop, test and implement a traceability system ■ Type of agricultural produce introduced to the
of agricultural produce traceability system
■ Strengthen the capacity of research and higher ■ Number of research entities with accredited
learning institutions on food safety and quality laboratories on food safety and quality
related researches ■ Number of higher learning institutions with accredited
laboratories on food safety and quality
■ Number of peer reviewed publications and research
findings that solve community problems on food safety
and quality
Strategic direction 2.2: Establish a system for ensuring the safety and quality of processed foods.
Strategic initiative 2.2.1: Ensure the safety and quality of raw materials used for semi-processed and processed foods.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Prepare a minimum standard or specification for ■ Number of standards and specifications developed and EFDA, ESA MoTI, MoA, FBPIDI,
raw materials implemented for safety and quality compliance of raw MoSHE, Conformity
materials Assessment Agency
■ Strengthen the capacity of facilities and technical ■ Number of accredited testing laboratories ENAO, EFDA, MoTI, MoA, FBPIDI,
skills for testing safety and quality of raw materials ■ Number of equipped laboratories in food industries FBPIDI MoSHE, Conformity
used in food processing ■ Number of trained technical personnel Assessment Agency
■ Develop and update guidelines for safe and quality ■ Number of revised guidelines developed for safety and FBPIDI, MDIDI MoA, EFDA, MOTI,
raw material reception quality of raw material reception MoCT
■ Create market linkages among food ■ Number of platforms created for market linkages to FBPIDI, MDIDI Business
establishments and primary producers, supply safe and quality raw materials associations

31
 ■ Conduct training for operators and raw material ■ Number of operators and raw material suppliers trained FBPIDI, MDIDI MOTI

32
suppliers on the systems for ensuring safe and
quality raw material supplies
■ Ensure establishments provide backup access to ■ Number of establishments with improved safe water
potable water supplies for food preparation backup (water storage facility) constructed for food
establishments
Strategic initiative 2.2.2: Strengthen food safety and quality assurance systems for processed foods.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen demand-driven, strategic, applied and ■ Number of food safety and quality problem-solving EPHI ESA, EFDA, MoSHE,
operational research for improved food safety and researches conducted MoTI
quality of processed foods ■ Number of technologies innovated/adopted via
operational research for improving food safety and
quality
■ Proportion of technologies adopted by relevant
stakeholders
■ Establish/strengthen food safety risk analysis, ■ Number of legal frameworks developed for risk analysis EPHI ESA, EFDA, MoSHE,
risk assessment, risk management and ■ Number of food safety risk assessments conducted MoTI
communications capacity ■ Number of strategies developed for food safety risk
management
■ Number of food safety risk communications conducted
■ Number of food safety risk management guidelines
implemented
■ Number of food safety risk communication codes of
conduct developed
■ Establish and strengthen the capacity to use and ■ Number of food safety and quality data management EFDA EPHI, FBPIDI, MDIDI
utilize food safety data management systems systems established and strengthened
■ Number of institutions utilizing food safety and quality
data management systems
■ Establish centres of excellence for strengthening ■ Number of centres of excellence established for food EFDA MoH
food safety and quality regulations capacity safety and quality regulation

National Food and Nutrition Strategy

 ■ Strengthen the capacity of research and higher ■ Number of research entities with accredited MoSHE, MoIT, MOTI, ENAO
learning institutions on food safety and quality laboratories on food safety and quality MOH
related research and testing ■ Number of higher learning institutions with accredited
laboratories on food safety and quality
■ Number of peer reviewed publications and research
findings that solve community problems on food safety
and quality
■ Improve capacity of food safety and quality ■ Number of trained food safety and quality regulatory EFDA, MOTI ESA, MoSHE
regulatory experts experts
■ Number of institutions with trained food safety and
quality regulatory experts
■ Strengthen regular food safety monitoring and ■ Number of strengthened food safety and quality EFDA, MOTI

National Food and Nutrition Strategy

evaluation systems monitoring and evaluation systems
Strategic direction 2.2.3: Ensure the safety and quality of foods prepared and served to the community by hotels, restaurants, street vendors and other
catering establishments.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish and implement a system that ensures ■ Number of factories and food facilities implementing Regional EFDA
the hygiene and sanitation of food preparation hygiene and sanitation practices regulatory
establishments at all steps of food preparation authorities
■ Develop, implement and promote standard good ■ Number of factories and food establishments audited EFDA, regional MOH
preparation, handling and serving practices and corrective actions taken regulatory
authorities
■ Promote record keeping and documentation on ■ Number of factories and food establishments trained on Small and EFDA
overall food preparation and handling practices record keeping and documentation medium
■ Number of factories and food establishments enterprise
implementing record keeping and documentation agencies,
practices FBPIDI, MDIDI
■ Promote an internal audit system in food ■ Number of food establishment facilities that implement EFDA, regional FBPIDI, MDIDI,
preparation establishments internal audit regulatory small and medium
authorities enterprise agencies

33
 Strategic initiative 2.2.4: Strengthen the food regulatory approaches to ensure the safety and quality of prepared, semi-processed and processed foods.

34
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct regular pre- and post-market inspection ■ Number of pre- and post-market inspections conducted EFDA, MoTI ESA, MoH, MoA,
and regulation
■ Promote and capacitate domestic food processing ■ Number of capacitated domestic food processing FBPIDI, MDIDI EFDA, TCCPA
factories, local traders and importers factories, local traders and importers
■ Provide competency certification ■ Number of domestic food processing factories, local FDA, MOTI FBPIDI, MDIDI
traders and importers with COC
■ Establish and strengthen a market entry ■ Number of registered food products (market authorized FDA, MOTI FBPIDI, MDIDI
certification system food)
■ Put in place regular inspection and regulation of ■ Number of local manufacturers inspected FDA, MOTI FBPIDI, MDIDI
local food manufacturing factories ■ Number of times the inspection is conducted
■ Promote inspection and regulation of import and ■ Number of import and export FDA, MOTI FBPIDI, MDIDI
export foods ■ Number of times import and export inspection is
conducted
Strategic initiative 2.2.5: Strengthen post marketing surveillance.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Update SOPs and guidelines on post-marketing ■ Number of revised SOPs and guidelines EFDA, MOTI Conformity
surveillance of imported and locally processed food ■ Number of implemented SOPs and guidelines Assessment Agency,
products MOA, TCCPA
■ Improve capacity of post-marketing surveillance ■ Number of products with post-marketing surveillance
conducted
■ Building the capacity of regulatory inspectors on ■ Number of trained food inspectors
the revised SOP and guidelines
■ Establish and strengthen the capacity of ■ Number of established and strengthened laboratories
laboratories to analyse post-marketing surveillance
samples
■ Update guidelines for intervention on the results of ■ Number of updated guidelines
post-marketing surveillance ■ Number of interventions undertaken following each
post-marketing surveillance
■ Creating awareness on self-conducting post- ■ Number of manufacturers and importers conducting
marketing surveillance among food manufacturers post-marketing surveillance activities
and importers

National Food and Nutrition Strategy

 ■ Establish a database system on post-marketing ■ Number of established and implemented database EFDA, MOTI Conformity
surveillance data systems Assessment Agency,
MOA, TCCPA
Strategic initiative 2.2.6: Ensure food safety and quality in food processing enterprises.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop a guideline for level food processing ■ Number of guidelines developed to implement HACCP EFDA FBPIDI, MDIDI
practices to ensure safety and quality and GHP
■ Number of enterprises implementing the standard as
per the guideline
■ Creating awareness among business holders about ■ Number of business holders trained on the importance FBPIDI, MDIDI EFDA
the importance of having food safety and quality of food safety and quality

National Food and Nutrition Strategy

guidelines ■ Extent of awareness creation conducted on the
importance of food safety and quality
■ Develop audit checklist for monitoring systems on ■ Number of audit checklists prepared EFDA FBPIDI, MDIDI
the proper implementation of a guideline for small/ ■ Number of audited micro and small-scale enterprises
micro and cottage level food processing practices ■ Number of enterprises that comply
to ensure safety and quality
■ Develop and enact legal frameworks for the ■ Number of legal frameworks prepared and enacted Regional EFDA, MSEA (micro
implementation of a guideline for small/micro and regulators and and small scale
cottage level food processing practices to ensure city government enterprise agency)
safety and quality administrators
■ Promote environmental protection standards ■ Proportion of enterprises implementing environmental EPC EFDA
protection standards
■ Conduct pre-inspection for new food ■ Number of new factories that are certified for EFDA, MoTI ESA, MoH, MoA,
manufacturing factories, importers and exporters manufacturing competence FBPIDI, MDIDI
■ Strengthening manufactured and imported food ■ Number of registered and market authorized locally EFDA MOH, MOTI
items’ registration system to ensure safety, quality manufactured food products
and traceability of food products ■ Number of registered and market authorized imported
processed food products
■ Establishment of an internal quality management ■ Number of food factories implementing internal quality EFDA, MOTI FBDI, MDIDI
system in food processing factories management system
■ Strengthen auditing systems for food ■ Number of audited food manufacturing factories EFDA FBDI, MDIDI
manufacturing factories

35
 ■ Update guidelines and directives for food ■ Number of revised guidelines and directives for food EFDA, MOTI FBDI, MDIDI

36
registration, pre-licensing inspection and auditing registration
■ Number of revised guidelines and directives for pre-
inspection licensing inspection
■ Number of revised guidelines and directives for auditing
inspection
■ Awareness creation on new guidelines, directives ■ Number of food processing factories participating on EFDA, MOTI FBDI, MDIDI
and legal frameworks among food processing awareness creation on new guidelines, directives and
factories legal frameworks
Strategic initiative 2.2.7: Establish a system for ensuring the safety and quality of imported and exported agricultural produce and food items.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Update import and export permit legal frameworks ■ Number of revised port permit legal frameworks EFDA, MoA, MoTI, Customs
aligned with national and international scenarios ■ Number of port clearance legal frameworks MOTI
implemented
■ Strengthen the food safety and quality assurance ■ Number of trained inspectors at the port of entry EFDA, MoA, Customs
capacity at borders/ports of entry/ ■ Number of established testing and inspection MOTI
infrastructures at specified entry ports
■ Proportion of consignment testes done at port of entry
■ Establish and strengthen a harmonized database ■ Extent of database management implemented for MOA, EFDA MOTI, Customs
system for imported agricultural produce, food and imported food monitoring
food items
■ Promote a consignment third party certification ■ Proportion of agricultural produce, food and food items MOA, EFDA MOTI
system at country of origin imported with third party certification
■ Establish safe and quality imported/ exported ■ Proportion of imported/exported agricultural produce, MOA, EFDA,
agricultural produce, food and food items with food and food items transported with compliance of MOTI
transportation system food transportation standards
■ Create awareness on safety and quality issues ■ Proportion of trained actors engaged in food MOTI FBPIDI, MDIDI
for actors engaged in transporting imported transporting and distribution activities
agricultural produce, food and food items
■ Develop legal frameworks for food and food items’ ■ Number of legal frameworks developed for food and MOA, EFDA MOTI
transportation food items’ transportation
■ Number of legal frameworks enacted for food and food
items’ transportation

National Food and Nutrition Strategy

 ■ Strengthen the capacity of testing imported food ■ Proportion of consignment tests done for agricultural EFDA, MOTI, Customs
items with the minimum standard at port of entries produce, food and food items MOA
Strategic initiative 2.2.8: Strengthen waste management systems at food preparation establishments.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote good waste handling practice in an ■ Number of events organized to promote good waste EFCCC MoH, EFDA, EPA,
environmentally friendly way handling and waste water re-use MOTI
■ Promote waste treatment and waste water re-use ■ Number of established waste treating facilities
for appropriate purposes
■ Appropriate and safe disposal system ■ Number of established waste safe disposal facilities
Strategic initiative 2.2.9: Strengthen a system that ensures the traceability of food products.

National Food and Nutrition Strategy

Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop guidelines for the traceability of food ■ Number of guidelines developed for the traceability of MoA, EFDA MoTI, private sector
products food products and associations,
■ Number of manufacturing factories implementing the FBPIDI, MDIDI
traceability system
■ Develop and implement database and information ■ Number of data base management systems developed EFDA, MOA MoTI, private sector
management systems for food products’ and implemented and associations,
traceability ■ Number of information management systems FBPIDI, MDIDI
developed and implemented
■ Promote third party certification systems for food ■ Proportion of suppliers with third party certification MOTI, EFDA MOA, ESA
products numbers of third party certification bodies
■ Promote record keeping and documentation ■ Number of suppliers and food establishments with EFDA FBPIDI, MDIDI
systems of supplier and food establishments record keeping and documentation systems
■ Numbers of suppliers and food establishments
implementing record keeping and documentation
systems

37
 Strategic initiative 2.2.10: Strengthen a system for food handler’s routine and periodic health assessment.

38
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Update guidelines for the identification and ■ Number of revised food handler’s health assessment EFDA MOH, FBPIDI, MDIDI
monitoring of communicable diseases along with tools and guidelines
food for food handlers ■ Number of food establishments that carry out routine
and periodic health assessments
■ Promote linkage between food establishments ■ Number of food establishments linked with health FBPIDI, MDIDI MOH
and health institutions to check the identified facilities
communicable disease
Strategic initiative 2.2.11: Establish and implement a system that improves food handler’s knowledge and skill on food safety and quality.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct food handler’s knowledge and skill gap ■ Number of gap assessments conducted FBPIDI, MDIDI MoTI, EFDA, MOH,
assessment HEIs, MoLSA
■ Develop and implement harmonized food safety ■ Number of food safety handling training manuals FBPIDI, MDIDI EFDA,
handling training manuals developed
■ Provide regular on job trainings on keeping the ■ Proportion of food handlers trained in food safety FBPIDI, MDIDI EFDA
safety and health of the food handler handling and safe food preparation
Strategic initiative 2.2.12: Strengthen quality assurance on food safety handling at food facilities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish and implement a system that ensures ■ Number of factories and food facilities implementing Small and EFDA, regional
the hygiene and sanitation of food preparation hygiene and sanitation practices medium regulatory authorities
establishments at all steps of food preparation enterprise
agencies,
FBPIDI, MDIDI
■ Develop, implement and promote standard good ■ Number of factories and food establishments audited EFDA, regional MOH
preparation, handling and serving practices and corrective actions taken regulatory
authorities
■ Promote record keeping and documentation on ■ Number of factories and food establishments trained on Small and EFDA
overall food preparation and handling practices record keeping and documentation medium
■ Number of factories and food establishments enterprise
implementing record keeping and documentation agencies,
practices FBPIDI, MDIDI

National Food and Nutrition Strategy

 ■ Promote an internal audit system in food facilities ■ Number of food facilities that implement internal audit EFDA, regional FBPIDI, MDIDI,
regulatory small and medium
authorities enterprise agencies
Strategic initiative 2.2.13: Establish and implement promotion and advocacy strategies that ensure food safety and quality literacy.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Incorporate the food safety and quality preparation ■ Number of curricula developed addressing food safety MoE MoH, EFDA, MoSHE
and handling practice in to the school curriculum and quality
■ Establish and develop safe food preparation and ■ Number of food safety handling demonstrations MOE, REB EFDA, MOH, RHB
handling practice demonstrations at school conducted
■ Establish food safety and quality handling practices ■ Number of functional clubs established in schools to MoE, REB MOH
in school clubs give awareness on food safety and quality handling

National Food and Nutrition Strategy

■ Establish and equip food handling, preparation and ■ Number of established food handling and preparation RHB, RAB MOH, MoE
storage demonstration centres at school, health demonstration at school health facilities and F/PTC
facilities and F/PTC
■ Update extension packages by incorporating food ■ Number of updated and implemented extension MOH, MOA RAB, RHB
safety issues packages
■ Number of HHs receiving food safety handling advisory
services
■ Promote appropriate cooking practices and other ■ Number of food fairs and demonstrations organized to RAB, RHB MoSHE, MoE
food preparation practices to prevent nutrient loss promote appropriate food preparation
and introduction of hazards into food
■ Develop and strengthen the systems that improve ■ Number of developed, strengthened and implemented EFDA, TCPPA MOH, ESA, MOTI
the consumers’ informed choice of food products systems
■ Promote hygiene and food safety and quality ■ Proportion of HH implemented proper food hygiene and RAB, RHB Kebelle, Woreda
at household level through community-based food safety handling practices offices
organizations and women’s development groups

39
 Strategic initiative 2.2.14: Strengthen systems that ensure the appropriate use of food grade cleaning materials, disinfectants and ingredients including

40
water.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement national food grade ■ Number of national standards developed for food grade EFDA, ESA MoH, MoTI,
cleaning materials, disinfectants and ingredients cleaning materials and disinfectants manufactorers
including water specifications ■ Number of national standards implemented for food association, RRA
grade cleaning materials and disinfectants
■ Provide capacity building training for compliance ■ Proportion of food cleaning materials and disinfectants FBPIDI, MDIDI ESA, EFDA
with specifications for suppliers and manufacturers suppliers and manufacturers trained on specifications
Strategic direction 2.4: Strengthen and implement a system that mitigates food adulteration, misbranding, counterfeiting and sub-standardization.
Strategic initiative 2.4.1: Advocate on the health risks of food adulteration, and mitigate food adulteration, misbranding, counterfeiting and sub-
standardization.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Assess the public knowledge level on the health ■ Number of assessments conducted on public MoTI, EFDA, EPHI, MoSHE, MoH,
risks of adulteration and other malpractices knowledge level
■ Develop guidelines and training materials on ■ Number of guidelines and training manuals developed EFDA MoSHE, MOTI, MOH
health risks of adulterations, and mitigation of food ■ Number of trainings conducted
adulteration, misbranding, counterfeiting and sub-
standardization
■ Conduct awareness creation activities at all levels, ■ Number of awareness creation activities conducted on EFDA, MOH Ethiopian Broadcast
from federal level to communities, using different different ways of communication Authority
channels (media, champions, community and
religious leaders etc.)
Strategic initiative 2.4.2: Establish a rapid alert system for food adulteration, misbranding, counterfeiting and sub-standardization malpractice.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Innovate and/or adopt rapid alert systems ■ Number of innovated and/or adopted alert systems EFDA MoSHE, MoTI
■ Number of technologies established for rapid alert
system
■ Sensitize and advocate rapid alert systems ■ Number of sensitizations conducted on rapid alert EFDA
system
■ Conduct capacity building activities for users/ ■ Number of capacity building activities conducted FBPIDI, MDIDI
operators/regulators ■ Number of trained users/operators/regulators
■ Develop SOPs for system implementation ■ Number of developed SOPs for system implementation EFDA FBPIDI, MDIDI

National Food and Nutrition Strategy

 ■ Implement and monitor the system’s effectiveness ■ Number of monitoring conducted on system EFDA FBPIDI, MDIDI
effectiveness
■ Number of implemented and updated systems
■ Implement record keeping and documentation ■ Number of established database systems for record EFDA
systems keeping and documentation
■ Establish SMS and free call system at all stages ■ Number of established SMS and free call system at all EFDA MOTI
stages
Strategic initiative 2.4.3: Strengthen quality control systems for fast identification of and response to food adulteration, misbranding, counterfeiting and sub-
standardization malpractice.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Improve high-tech laboratory facilities investment ■ Percentage of laboratories with high-tech facilities EFDA, MOTI, MoH, MoSHE

National Food and Nutrition Strategy

MoSHE
■ Improve access to rapid laboratory test kits ■ Number and type of rapid laboratory test kits accessed EPHI, FDA MoH, MOTI
■ Improve capacity of quality laboratory analysis ■ Number of accredited laboratories MoH, MOTI MoSHE, EFDA, EPHI
■ Promote and support private laboratories ■ Number of supported private laboratories MOH, MOTI FBPIDI, MDIDI
Strategies direction 5: Ensure food safety during emergencies.
Strategic initiative 2.5.1: Strengthen the systems that ensure safety of foods used in emergency situations.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement legal frameworks to ■ Number of legal frameworks developed and NDRMC MoA, MoH, MOTI
promote the safety and quality of production, implemented for production, storage and distribution of
storage and distribution of emergency foods emergency foods
■ Develop and implement guidelines and SOPs for ■ Guidelines and SOPs developed and implemented
ensuring the safety of foods used in emergency
cases
■ Sensitize and advocate guidelines for respective ■ Number of guidelines advocated and sensitized for
stakeholders and implementers stakeholders and implementers
■ Conduct capacity building trainings for ■ Number of capacity building trainings EFDA
implementers
■ Strengthen entry/exit port inspection services, and ■ Number of entry/exit port inspection services NDRMC
consignment tests on food and food items used in
emergencies

41
 ■ Establish a database for monitoring and evaluations ■ Number of databases established

42
■ Develop regulatory frameworks for potable water ■ Number of regulatory frameworks developed NDRMC EFDA, MOH
supplies during emergencies
■ Implement good handling, transportation ■ Preparation of good potable water handling practices NDRMC MoTI
and delivery of potable water supplies during
emergencies
Strategic direction 2.6: Establish a system for ensuring the availability, safety and quality control of water supplies.
Strategic initiative 2.6.1: Strengthen the system to ensure the availability, safety and quality control of water supplies.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop regulatory frameworks, guidelines and ■ Number of legal frameworks, guidelines and SOPs EFDA MoWIE, Regional
SOPs for ensuring safety, quality and performance developed City municipal water
of household water treatment
■ Sensitize the regulatory framework and technical ■ Number of sensitized regulatory framework and
guidelines technical guidelines
■ Conduct capacity building trainings for respective ■ Number of capacity building activities conducted
stakeholders and regulators
■ Implement the regulatory frameworks ■ Number of regulatory frameworks implemented
■ Strengthen household water treatment ■ Proportion of registered household water technologies
technologies
Strategic initiative 2.6.2: Promote indigenous water purification knowledge and practices.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Assess indigenous potable water purification ■ Number of assessments conducted MoWIE MoH, MoSHE,EPHI
knowledge and practices
■ Improve research on methods of upgrading the ■ Number of improved indigenous potable water MoWIE EPHI
performance level of indigenous potable water purification method
purification methods
■ Set standards and the right formulations and ■ Standards and formulations ESA MoWIE,
utilizations
Conduct familiarization trainings Number of trainings conducted MoWIE, MoH, MoSHE,EPHI
Strategic initiative 2.6.3: Strengthen the availability and accessibility of safe and quality public water supply.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

National Food and Nutrition Strategy

 ■ Innovate and adopt technologies to improve the ■ Number of innovated and adopted technologies MoWIE MoTI, EFDA
availability and accessibility of safe and quality
public water supplies
■ Improve the system for ensuring the safety and ■ Number of activities conducted to improve EFDA, MoTI, MoH
quality of water supplies, hygiene and sanitation implementation capacity
■ Develop and implement strategies to ensure the ■ Number of strategies developed and implemented EFDA, MoTI,
safety and quality of public water supply
■ Improve implementation capacity of relevant ■ Number of capacity building activities conducted MoWIE
stakeholders and implementers
■ Develop monitoring and evaluation systems ■ Number of monitoring and evaluation systems MoWIE
developed and implemented

National Food and Nutrition Strategy

■ Update effectiveness of technologies ■ Number of effective technologies implemented MoWIE
Strategic initiative 2.6.4: Ensure the safety and quality of municipal water.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement SOPs, guidelines and ■ Number of SOPs, guidelines and directives developed EFDA Regional regulators
directives for controlling the safety and quality of and implemented for controlling the safety and quality and city government
municipal water of municipal water administrators,
water and sewerage
authority
■ Build the capacity to control safety of municipal ■ Number of capacitated laboratories Number of trained EFDA, Water MoWIE, regional
water inspectors and sewerage regulators and
Authority city government
administrators
■ Conduct regular control of safety of municipal ■ Number of conducted inspections and measures taken EFDA, regional MoWIE, MOH
water regulators and
city government
administrators,
Water and
sewerage
Authority

43
44
■ Implement documentation and information ■ Number of databases developed Water and EFDA, Regional
management systems sewerage regulators and
Authority city government
administrators,
Water and sewerage
Authority
Strategic direction 2.7: Ensure the biosafety and food defense system.
Strategic initiative 2.7.1: Establish food defence system.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop guidelines and directives for food defence ■ Number of guidelines and directives developed for food EFDA
systems defence
■ Promote to deploy food defence system in food ■ Number of food processing factories implementing food MOTI EFDA
processing factories defence system
■ Capacitate food safety actors and laboratories on ■ Number trained food safety actors on food terrorism EFDA MOTI
food defence system ■ Number laboratories equipped to carry out food
terrorism
■ Establish food defence systems for imported food ■ Number food defence systems established for imported EFDA MOTI, Custom
products food products
■ Develop food terrorism mitigation strategies ■ Number of strategies developed for food terrorism EFDA MoH, MoA,MOTI
mitigation
■ Awareness creation on biosafety and chemical ■ Proportion of stakeholders aware of biosafety and MoA MoTI, EARI, Media,
utilization and disposal chemical utilization and disposal Environment,
Climate and Forest
Commission
■ Establish control mechanisms on industrial waste ■ Established industrial waste mechanisms
■ Strengthen and establish infrastructures of ■ Number of strengthened and established biosafety and
biosafety and chemical tasting laboratories chemical laboratories
■ Strengthen quarantine system ■ Presence of a strengthened quarantine system
■ Establish genetically modified organisms’ ■ Established genetically modified organisms’ regulation
regulation mechanisms mechanisms

National Food and Nutrition Strategy

 Strategic direction 2.8: Capacity building to ensure the safety and quality of foods
Strategic initiative 2.8.1: Building capacity to ensure the safety and quality of raw materials and semi-processed and processed foods
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish and strengthen the capacity of facilities ■ Number of laboratories established in food industries ENAO, EFDA, MoTI, MoA, MOSHE,
and technical skills for testing safety and quality of ■ Number of accredited testing laboratories FBPIDI Conformity
raw materials and semi-processed and processed ■ Number of equipped laboratories in food industries
products ■ Number of trained technical personnel
Strategic initiative 2.8.2: Improve the capacity of private sector and cooperatives working on food handling and marketing along the food value chain.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop guidelines and training materials in ■ Number of training materials developed EFDA MoH, MoA, MOTI
multiple local languages

National Food and Nutrition Strategy

■ Train the value chain actors on improved handling, ■ Number of food production and preparation actors EFDA MOA
transportation, storage, processing etc. trained on safe food handling and preparation practice
■ Develop tools for an improved way of handling ■ Number of technologies adopted and utilized from EPHI, EIAR MoSHE
and storage using locally available materials and locally available materials
support the adoption of the improved materials ■ Number of incentive packages provided for technology
adopters
Strategic direction 2.9: Strengthen legal framework development and enforcement to ensure the safety and quality of food products.
Strategic initiative 2.9.1: Strengthen legal framework development and enforcement to control food adulteration, misbranding, counterfeiting and sub-
standardization.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Development/adoption of clear and deterrent legal ■ Number of legal texts developed/adopted EFDA, TCCP MOH, Attorney
texts to punish violators in food safety cases General
■ Ratifying/enacting the legal framework (legislation, ■ Number of legal frameworks ratified/enacted MOTI, MOH Attorney General,
regulation and directives) and enforcing due Council of ministers
regulation
■ Harmonizing food regulation systems across ■ Number of harmonized platforms EFDA MOA, MOTI
sectors ■ Number of sectors using harmonized legal frameworks

45
 ■ Conduct awareness creation programmes on legal ■ Number of awareness creation programmes conducted EFDA, TCCP MOH, MOTI

46
frameworks for code enforcement bodies and ■ Number of code enforcement bodies and stakeholders
stakeholders participating on awareness creation programmes
Strategic direction 2.10: Strengthen food-borne illness surveillance.
Strategic initiative 2.10.1: Establish a system for food-borne illness surveillance.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop guidelines for food-borne illness ■ Number of guidelines developed and implemented for EPHI MoSHE, EFDA
risk analysis: assessment, management and risk analysis
communications
■ Conduct regular food-borne illness risk surveillance ■ Number of surveillance conducted for food-borne illness
and its consequences
■ Conduct risk analysis ■ Number of identified and communicated food-borne EPHI EFDA
illness risks
■ Take corrective actions and mitigation measures on ■ Number of mitigation actions taken against identified EFDA, MOH ESA, EPHI
the identified food-borne risks risks
■ Establish documentation and information ■ Number of databases established for food-borne illness EPHI, EFDA
management systems risk analysis

National Food and Nutrition Strategy

5.3. Strategic objective through establishing modern post-harvest
management systems, which demand
3: Improve post-harvest
appropriate technologies, skills, infrastructure
management throughout the and sufficient resources along the food
food value chain. value chain. The strategic directions and
initiatives meant to improve the post-harvest
The strategic objective on improving post- management system along the food value
harvest management throughout the food chain and their corresponding key performance
value chain is considered critical to improving indicators that enable to measure the
the safety of foods and preventing the performance of the responsible sectors are
quantitative and qualitative loss of foods enumerated (Table 3).

National Food and Nutrition Strategy 47

 Table 3: Strategic directions, initiatives, actions and key performance indicators to improve post-harvest management throughout the food value

48
chain

Strategic objective 3: Improve post-harvest management throughout the food value chain.
Strategic direction 3.1: Strengthening post-harvest management research and development
Strategic initiative 3.1.1: Improve post-harvest management researches.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish a post-harvest management research ■ National post-harvest management research council MoA MoTI, EIAR, EPHI,
council established RARIs, MOSHE
■ Number of regional post-harvest management research RBOA RARIs, MOTI,
councils established MoSHE, RPHI
(regional public
health institute)
■ Design a research area and produce specific post- ■ Number of identified and prioritized research agenda MoA MoTI, EIAR, EPHI,
harvest management research agenda aligned designed at the national level RARIs, MOSHE
with the national FNP of Ethiopia ■ Number of identified and prioritized research agenda RBOA RARIs, MOTI,
designed at regional levels His,RPHI
■ Establish a comprehensive national post-harvest ■ National Comprehensive Post-harvest Management MoA MoTI, EIAR, EPHI,
management research centre on innovation, Research Centre established RARIs, MOSHE
adaptation, design, development, fabrication,
installation and operations of post-harvest
technologies, infrastructure and systems
■ Build capacity of research institutes, academia ■ Number of research entities capacitated on post- MOA, research MoTI, EIAR, EPHI,
and private sector on post-harvest management harvest management research infrastructures council RARIs, MOSHE,
research and development ■ Number of research entities’ researchers capacitated MOE
on post-harvest management research, knowledge, skill
and attitude
■ Transfer proven post-harvest technologies and ■ Number of post-harvest management technologies MOA MoTI, EIAR, EPHI,
research outputs to end users transferred to end users RARIs, MOSHE
■ Number of post-harvest management research
information translated

National Food and Nutrition Strategy

 Strategic initiative 3.1.2: Enhance post-harvest education system at all levels
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen higher learning and ATVET institutions ■ Number of post-harvest management centres of MOSHE, MOA
on producing qualified and competent graduates excellence in HLIs and TVET/ATVET institutions
■ Produce competent engineers and post-harvest ■ ·Number of competent engineers and post-harvest MOTI
management professionals who are capable of management professionals produced
design, manufacture, installation and maintenance
of post-harvest handling technologies, processing
equipment and infrastructure
■ Promote professionals’ and technicians’ ■ Number of professional entrepreneurs engaged in post- Job Creation MOA
engagement in entrepreneurship on post-harvest harvest management Commission

National Food and Nutrition Strategy

management and technology innovation
Strategic direction 3.2: Strengthen post-harvest management information and extension system.
Strategic initiative 3.2.1: Establish a central post-harvest management information system.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish open access national and regional ■ Number of national and regional post-harvest MoA MoTI, EARI,
post-harvest management information database information database centres established with open MOAHE, EPHI
centres access
■ Strengthen food marketing information system for ■ All post-harvest related marketing information is readily MOA/ATA MOTI
all commodities at different administrative levels available and accessible
(recommended to move to food accessibility)
■ Disseminate post-harvest management and ■ Amount of post-harvest management and technology MOA MOTI
technology information through different means of information disseminated
reach
Strategic initiative 3.2.2: Enhance integration of post-harvest management services in extension system.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote appropriate and sustainable (cost ■ Number of appropriate and sustainable post-harvest MoA MoTI, EARI, MINT
effective, gender sensitive, labour saving, technologies and services promoted
environmentally friendly, socially acceptable) post-
harvest technologies across the food system

49
 ■ Improve and promote agri-business and agro- ■ Number of agri-businesses and agro-processing entities

50
processing entities to support best post-harvest increased
management practices
■ Incentivizing post-harvest management ■ Number of post-harvest management technologies,
technologies, infrastructure inputs, packaging and infrastructure inputs, packaging and supplies
supplies incentivized
■ Proportion of stakeholders and consumers who have
better knowledge, skills and attitudes towards improved
Post-harvest management
■ Establish food product specific post-harvest ■ Number of potential woredas that have established one
technology incubation centres at woreda level post-harvest technology incubations centre
Strategic direction 3.3: Ensure access to post-harvest management infrastructure
Strategic initiative 3.3.1: Improve storage and packaging facilities
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Improve household agri-food storage facilities ■ Proportion of HHs with improved agri-food storage MOA BOA, RARI, EIAR
facilities
■ Establish improved community onsite and offsite ■ Number of improved community onsite and offsite MOA MoTI, Federal and
storage facilities/warehouses and packaging storage facilities/warehouses regional Cooperative
houses for agricultural produce ■ Number of packaging houses for agricultural produce at Agency, private
woreda level sector, RFDA, EPHI
■ Promote construction of storage and distribution ■ Number of storage and distribution facilities nearby
facilities with appropriate accessories nearby the market places
markets
■ Promote the use of appropriate packaging ■ Number of appropriate packaging materials used MOTI MOA, EFDA, ESA,
materials and containers across the food value private sector
chain associations
■ Promote engagement of youth and women in ■ Number of youth and women engaged in SMEs in MoA Federal and regional
packaging and storage services for agricultural improved transportation and storage services Coops Agency,
produce ■ Number of SMEs established SME, MoTI,
MoWYC, EIA

National Food and Nutrition Strategy

 Strategic initiative 3.3.2: Improve agri-food transportation facilities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Improve access to all weather roads from ■ Number of agri-food producing potential woredas with ERA MOA, ERRI, MOTI
agricultural production areas to woredas access to all weather roads
■ Promote cost effective product specific agri-food ■ Number of services and transportation facilities MOA MOTI, private Sector
product transportation facilities and services available associations
■ Develop a legal framework for agri-food ■ Number of legal frameworks enacted for agri-food MOA MOTI, private sector
transportation facilities and services transportation associations
Strategic initiative 3.3.3: Improve infrastructure for animal-based food products.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Increase access to improved fish harvesting, ■ Number of sites with improved harvesting, landing and MoA EIAR, MoTI, EIA,

National Food and Nutrition Strategy

landing, onsite processing and storage facilities onsite storage facilities fish cooperatives
■ Engage youth, women and cooperatives in ■ Number of youth and women (SMEs) and cooperatives MoA MOTI, Federal and
improved fish harvesting, landing, onsite involved in fish harvesting, landing, onsite processing regional Coops
processing and cold storage facilities and cold storage facilities Agency, SME,
Job Creation
Commission
■ Increase access to animal product specific ■ Number of specific and standardized animal product MoA EIA, private sector,
standardized collection centres and transportation collection centres and transportation facilities MOA
facilities established
Strategic initiative 3.3.3: Improve market infrastructure and marketing systems for agri-food products.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Build an appropriate produce-specific food market ■ Number of village/clusters with access to improved MoTI Private sector,
at village/cluster level food market cooperatives, SMEs
agency
■ Build appropriate produce-specific wholesale ■ Number of produce specific improved wholesale food MoTI
market market
■ Number of new wholesale food markets established
■ Establish standard farmers market centres in big ■ Number of farmers market centres in cities/towns MoA
towns (shall be moved for food accessibility) established
■ Establish a legal framework for food market ■ Presence and enforcement of legal frameworks for food MoTI
infrastructure establishment and marketing system market system
■ Transform urban small food shops in to standard ■ Number of urban small food shops transformed in to MoTI
supermarkets standard supermarkets

51
 Strategic initiative 3.3.4: Increase private sector investment in agro-food processing.

52
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Support small, medium and large scale ■ Number of small-scale agro-processing industries MOTI MoA, MINT, IPDC,
agro-processing industries to enhance food engaged in food preservation/value addition EIC, FBPIDI
preservation and value addition ■ Number of medium scale agro-processing industries
engaged in food preservation/value addition
■ Number of large scale agro-processing industries
engaged in food preservation/value addition
■ Establish and strengthen product and area specific ■ Number of product and area specific agro-industrial MOTI IPDC (Industrial
agro-industrial parks across the country parks established Parks Development
■ Number of existing product and area specific agro- Cooperation),
industrial parks strengthened MOA, regional
governments
■ Ensure access to financial services for the agro- ■ Number of agro-food processing private investors with
processing private sector access to financial services
■ Strengthen and create a strong linkage system ■ Number of structured product specific strong linkage
between agro-food producers, processors and systems established among food producers, processors
consumers and consumers
■ Number of existing, structured product specific linkage
systems among food producers, processors and
consumers strengthened

National Food and Nutrition Strategy

5.4. Strategic Objective 4:
Improve nutritional status section also addresses the nutritional needs
of adults and the elderly as one of the life
throughout the life cycle stages, as well as the needs of people in
through provision of nutrition special situations. As nutritional challenges
sensitive and nutrition specific are multi-causal, the strategic objective has
identified proven nutrition actions calling
interventions.
for multi-sectoral collaboration to address
nutrition-sensitive and nutrition-specific
This strategic objective targets the improvement
interventions. Directions, initiatives, actions
of the nutritional status of people throughout
and lead and collaborative sectors responsible
the life cycle. It focuses on the 1000 days
for the implementation of prioritized nutrition
plus (pregnancy, lactation, infancy, childhood
interventions along with their corresponding
and adolescence), which are considered to
key performance indicators are included (Table
be a window of opportunity for improving
4).
nutritional and health status and break the
intergenerational cycle of malnutrition. The

Stunting
Anaemia
Obesity

National Food and Nutrition Strategy 53

 Table 4: Strategic directions, initiatives, actions and key performance indicators for improving nutritional status throughout the life cycle

54
Strategic objective 4: Improve nutritional status throughout the life cycle.
Strategic direction 4.1: Improve nutritional status of pre-pregnant, pregnant and lactating women.
Strategic initiative 4.1.1: Improve quality and coverage of nutrition services for pre-pregnant and pregnant women.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide preconception folic acid to women of ■ Proportion of women of reproductive age who received MoH MOWCY, EFDA,
reproductive age preconception supplementation of folic acid EPSA
■ Link discontinuation of family planning services to ■ Proportion of women who discontinued family planning
folate supplementation services linked to folate supplementation
■ Conduct nutritional assessment and counselling at ■ Proportion of pregnant women who received nutritional
all contact services to pregnant women assessment and counselling services
■ Provide iron and folic acid to pregnant women ■ Proportion of pregnant women who received iron and
■ Provide free insecticide-treated nets (ITNs) in all folic acid supplements, at least 90+ tablets
malaria endemic areas ■ Proportion of pregnant women in all malaria endemic
■ Provide de-worming for pregnant women in the areas who slept under insecticide-treated nets (ITNs)
second and third trimester of pregnancy ■ Proportion of pregnant women who received de-
■ Provide micronutrient (iron, folate, zinc, calcium, worming treatment
MNP) supplementation for pregnant women ■ Proportion of pregnant women who received
■ Provide nutrition services through mobile health micronutrient supplementation
and nutrition teams for pastoralist and hard-to- ■ Proportion of pregnant women in pastoralist areas who
reach communities received health and nutrition services through mobile
■ Provide nutrition commodities and supplies in health and nutrition team
sustainable way ■ Proportion of pregnant women who gained at least 10-
■ Deliver nutrition messages for pregnant mothers 12kgs during pregnancy
at the ANC contact at all levels ■ Proportion of pregnant women who consumed at least
■ Monitor weight gain during pregnancy one diversified and nutrient dense additional meal
■ Promote consumption of at least one diversified ■ Proportion of pregnant women who received at least
and nutrient dense additional meal four rounds of ANC
■ Promote early initiation of ANC and nutrition ■ Percentage of households using adequately iodized salt
service provision (>15 PPM)
■ Promote access to time and labour-saving ■ Prevalence of anaemia among pregnant women
technologies ■ Prevalence low birth weight (< 2.5 kg)
■ Promote engagement of husbands, grandparents ■ Proportion of Woredas out of nutrition supply stock
and other household members who play key roles ■ Proportion of pregnant women who visited ANC and
in providing continuous care for women nutrition service before one month

National Food and Nutrition Strategy

 ■ Proportion of pregnant women with access to time and
labour-saving technologies
■ Proportion of women who received continuous care
from husbands, grandparents and other household
members giving continuous care for women
■ Proportion of pregnant women satisfied with nutrition
services
Strategic initiative 4.1.2: Improve quality and coverage of nutrition services for lactating mothers.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide nutritional assessment and counselling ■ Proportion of lactating mothers who received nutritional MOH MOWCY, EFDA,
services to lactating mothers assessment and counselling services EPSA
■ Early identification and treatment of lactating ■ Proportion of lactating mothers with normal nutritional

National Food and Nutrition Strategy

mothers for acute malnutrition status
■ Continuation of iron and folic acid supplementation ■ Proportion of lactating mothers who received iron and
to lactating mothers that did not complete the full folic acid supplement and completed the full dose (90+
dose during pregnancy tablets)
■ Provide free insecticide-treated nets (ITNs) in all ■ Proportion of lactating mothers in all malaria endemic
malaria endemic areas areas who sleep under insecticide-treated nets (ITNs)
■ Promote consumption of two additional diversified ■
and nutrient dense meals during lactation ■ Proportion of lactating mothers who consumed two
■ Provide nutrition services through mobile health additional diversified and nutrient-dense meals during
and nutrition teams for pastoralist and hard-to- lactation
reach communities ■ Proportion of lactating mothers who received at least
■ Provide nutrition commodities and supplies in a four rounds of ANC
sustainable way ■ Percentage of households using adequately iodized salt
■ Provide nanny services for lactating working (>15 PPM)
mothers ■ Prevalence of anaemia in lactating mothers
■ Make all health facilities mother and baby friendly ■ Proportion of health facilities implementing mother and
■ Promote optimal breast feeding, optimal baby friendly services
complementary feeding and sick child feeding ■ Proportion of mothers practicing optimal breast
practices feeding, optimal complementary feeding and sick child
■ Promote access to time and labour-saving feeding practices
technologies ■ Proportion of lactating mothers with access to time and
■ Promote engagement of husbands, grandparents labour-saving technologies
and other household members who play key roles ■ Proportion women who received continuous care from
in providing continuous care for women husbands, grandparents and other household members
giving continuous care for women

55
 Strategic initiative 4.1.3: Improve the nutritional status of pregnant and lactating women under PSNP.

56
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Target and link PLWs to PSNP for temporary direct ■ Proportion of PLWs targeted by PSNP and linked MoH, MoA, MoLSA, MoWCY
cash or food support with soft conditionality to temporary direct cash or food support with soft
■ Early identification of PLW and timely transition conditionality
from public work to temporary direct support ■ Proportion of PLW under PSNP who were identified
■ Link all PLW to PSNP and ensure that they are within the first month of pregnancy and who received
exempted from public work food baskets
■ Provide SBCC to PLW under PSNP ■ Proportion of pregnant women under PSNP who were
exempted from public work and received food baskets
■ Proportion of PLW under PSNP who attended SBCC
sessions
Strategic initiative 4.1.4: Strengthening women’s economic control, ability to have equitable decision-making power and creating conducive working
environments for PLW to improve nutritional status.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Facilitate the PLW’s access to microfinance ■ Proportion of women engaged in income generating MoA, Media, MoLSA,
services activities MoH MoWCY,
■ Promote decision making power of women over ■ Proportion of women actively engaged in women Private Sector
household resources support group
■ Enforce employers and employees in both private ■ Proportion of PLW, engaged in decision making
and public sectors to adhere with maternity leave ■ Six months maternity leave endorsed
for PLW
■ Extend maternity leave of up to 6 months

Strategic direction 4.2: Improve nutritional status of 0-5 months (180 days) old children.
Strategic initiative 4.2.1: Ensure essential new-born nutrition and health services.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promotion and practice of early essential new-born ■ Proportion of health facility providing essential new MoH Private health
care born care sector
■ Provide immediate drying and skin to skin contact ■ Proportion of infants getting immunization appropriate
and bedding-in of mother and new-born babies, for age
■ Practice delaying, and appropriately and timely ■ Proportion of new-borns getting vitamin K, weight
clamping of the cord, measurement and physical examination (APGAR score)
■ Provide routine new-born care (eye care, vitamin k, ■ Proportion of new-borns with low birth weight
weighing, immunization and physical examination)

National Food and Nutrition Strategy

 Strategic initiative 4.2.2: Ensure and support optimal breastfeeding practices and monitor the growth of infants 0-5 months of age (180 days) at community
and facility levels through appropriate individual and group counselling.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote optimal infant feeding practices ■ Proportion of newborns initiated early with MoH Private sector,
■ Counsel pregnant women at third trimester and breastfeeding within one hour MoWCY
lactating women, partners, family members and ■ Proportion of newborns feed colostrum
other influential community members on optimal ■ Proportion of infants 0-5 months (180 days) exclusively
breastfeeding practices. breastfeed
■ Promote and support exclusive breastfeeding for ■ Number of health facilities implementing ten steps of
the first six months and promote breast feeding BFHI
messages at all contact points and integrate with ■ Maternity leave proclamation revised to six months
other services like immunization programmes. ■ Proportion of newborns who undergo growth

National Food and Nutrition Strategy

■ Provide quality monthly growth monitoring and monitoring promotion programme
promote timely and need-based counseling for all ■ Proportion of men supporting breastfeeding until 24
mothers months
■ Promoting shifts in social norms and ensure men’s
engagement in supporting exclusive breastfeeding
to be continued for at least two years
■ Counsel and support mothers to space births at
least 3 years apart in order to achieve the optimal
duration of breast feeding
■ Enforce social responsibilities of media outlets
in nutrition messaging (e.g., allocate free airtime
messaging for nutrition message, allocate air time/
programme for nutrition)
Strategic initiative 4.2.3: Ensure optimal breastfeeding practices for infants 0-5 months (180 days) at community and facility levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish a breastfeeding corner for lactating ■ Proportion of health facilities having separate MoH Private Health
mothers in both the public or private workplaces breastfeeding rooms sector
■ Support breastfeeding working mothers to ■ Proportion of mothers exclusively breastfeeding for 6 EFDA
exclusively breastfeed until the child is six months months (180 days) MoLSA, MoWCY,
old and encourage mothers to continue breast ■ Proportion of health facilities who have written facility Media, MoTI
feeding until two years and beyond level infant feeding guidelines
■ Develop a written breastfeeding guideline that is ■ Allocation of air time/print media for nutrition
routinely communicated to all staff and parents messaging by media outlets
■ Enforce breast-milk substitute’s code to promote, ■ Proportion of workplaces (public and private) that
protect and support breast feeding. established daycare centers
■ Presence of human breast milk bank

57
 ■ Enforce the adherence of employers and

58
employees in both private and public sectors to
maternity leave laws
■ Transmit message to the community related to
nutrition (exclusive breastfeeding and adhere
to the code) in accordance with the national
regulations and laws
■ Establish functional day care centres in public and
private institutions
■ Establish human breast milk bank
Strategic initiative 4.2.4: Ensure health facilities (public and private) are offering maternity services, establish and implement baby friendly health facility
initiatives (BFHI) and become certified according to BFHI requirements.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Enforce compliance of maternity leave laws in both ■ Proportion of institutions complying with maternity Civil service, All FNS
public and private sector. leave laws by type 9 private sector implementing
■ Create access to breast feeding and child care ■ Proportion of facilities with child care centers sectors
centers at the workplace and in the community.
■ Collaborate for the development baby friendly ■ Number of health workers trained on baby friendly MoH Private sector,
health facility initiatives (BFHI) guideline and health facility initiatives EFDA
standard for all types of health facilities which ■ Proportion of health facilities that initiated BFHI
provide maternity services ■ Proportion of health facilities certified for BFHI
■ Mobilize resources, enable cross learning and ■ Proportion of workplace (public and private) that adhere
testing innovations to enhance BFHI to maternity leave standards
■ Capacitate health workers to apply BFHI ■ Number of health facilities implementing ten steps of
■ Prepare rooms, equipment and other supplies for BFHI
BFHI services at all health facilities
■ Enforce the adherence of private and public health
facilities to maternity leave laws
■ Train, supervise and mentor health care providers
to adhere to code of marketing of breast-milk
substitutes
■ Establish monitoring and evaluation mechanisms
to ensure the application of the BFHI
Strategic initiative 4.2.5: Management of acute malnutrition among infants under 0-5 months (180 days)
Strategic actions Key performance indicators Lead sectors Collaborating sectors

National Food and Nutrition Strategy

 ■ Manage acute malnutrition among infants under ■ Proportion of infants 0-5 months with acute MoH Private Health
six months at all health facility levels malnutrition identified through health services and Sectors
■ Provide psychosocial stimulation in the treatment treated or linked to acute malnutrition treatment
of children with acute malnutrition programmes
■ Psychosocial stimulation part of the treatment of acute
malnutrition
Strategic direction 4.3: Improve nutritional status of 6-23 months old children.
Strategic initiative 4.3.1: Ensure timely initiation and age-appropriate optimal complementary feeding.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Harmonize and standardize complementary ■ Existence of harmonized complementary feeding and MoH MoA, Private
feeding and dietary diversity training and dietary diversity training and communication materials Health Sector,
communication materials and supportive and supportive supervision tools MoE,

National Food and Nutrition Strategy

supervision tools. ■ Number of health workers, health and agriculture MoLSA, MOWCY
■ Capacitate health workers, and health and extension workers trained on preparation of
agriculture extension workers on optimal complementary feeding
complementary feeding for children aged 6-23 ■ Proportion of households with children 6-23 months old
months who practiced preparation of enriched complementary
■ Establish health facility/ community kitchen for foods.
complementary food cooking demonstration ■ Proportion of health facilities/communities with a
■ Support lactating women to continue kitchen for complementary food cooking demonstration
breastfeeding until age 2 years and beyond ■ Proportion of mothers who continued breast feed until
■ Promote appropriate complementary feeding the age of two years and beyond
practices ■ Proportion of children who intake 5 or more food
■ Provide training on complementary feeding for groups out of 8, where at least one of the food groups
women/men development group and community is animal source food
care coalition (CCCs) ■ Proportion of infants who start complementary feeding
■ Provide complementary food to food-insecure at 6 months (180 days)
households through inclusion in the food basket ■ Proportion of mothers who feed their children more
of PSNP, GFD, TSFP, BSFP and integrated nutrition during and after sickness
and social cash transfer ■ Proportion of mothers/care givers who actively and
■ Develop and implement optimized context-specific responsively feed their children
complementary food preparation guidelines ■ Proportion of women/men development group and
(recipes). community care coalition (CCCs) trained
■ Proportion of food insecure households through that
received complementary food through the food basket
■ Presence of optimized context-specific complementary
food preparation guidelines (recipes)

59
 Strategic initiative 4.3.2: Promote and ensure monthly growth monitoring and counseling for all mothers with children aged 6-23 months.

60
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Perform monthly quality growth monitoring and ■ Proportion of children 6-23 months of age who MoH Private health
promote need-based counseling for mothers/care underwent a monthly growth monitoring service sector
givers. ■ Proportion of children with growth faltering linked to
■ Create a system for continuous monitoring and treatment and care services
evaluation of the GMP implementation ■ Presence of a system for continuous monitoring and
■ Establish well-equipped and functioning growth evaluation of the GMP implementation
monitoring and promotion rooms at all health ■ Presence of well-equipped and functioning growth
facility and community levels monitoring and promotion rooms/sites at all health
■ Capacitate regional, zonal and woreda health facility and community levels
offices and primary health care units on delivery of ■ Number of professionals at regional, zonal and woreda
interventions to promote child growth health offices and primary health care units, community
care coalition nd child parliament who took training on
child growth and promotion
Strategic initiative 4.4.3: Develop and enforce minimum standards on nutritional services for young children in special situations (refugee
camps, IDPs, disabled children, street children, orphanages and neglected children).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide nutrition services and medical care for ■ Proportion/number of children with special needs who MoH Private health
young children in special situations accessed micronutrient supplementation sector, MoLSA,
■ Proportion/number of children with special needs who MoWCY
underwent nutrition screening
■ Proportion/number of children with special needs who
received treatment for acute malnutrition
■ Proportion/number of children with special needs who
accessed medical care
■ Exempt mothers with children under one year ■ Proportion of children who received food support MoLSA, MoA, NDRMC Private
from public work requirements ■ Proportion/number of mothers with under one year FJCFSA Health Sector,
■ Prioritize access to nutrition services for infant in PSNP area exempted from public work MoWCY
households with under two children in PSNP areas ■ Proportion/number of under two year old children in
■ Promote and support public and private child PSNP areas with access to nutrition services
rehabilitation and care centers ■ Number of public and private child rehabilitation and
care centers supported

National Food and Nutrition Strategy

 ■ Establish a mechanism to ensure the provision of ■ Proportion/number of children with special needs who MoLSA, MoA, NDRMC
nutrition services for vulnerable children accessed micronutrient supplementation MoH
■ Prioritize and ensure access to nutrition services ■ Proportion/number of children with special needs who
for households with children 24-59 months in underwent nutrition screening
special situations in PSNP areas ■ Proportion/number of children with special needs who
■ Provide nutrition services for IDPs through linking received treatment for acute malnutrition
with PHCU and mobile health nutrition teams ■ Proportion of children who received food support
■ Proportion/number of 24-59 months old children in
PSNP areas with access to nutrition services
Strategic initiative 4.3.4: Prevent and control micronutrient deficiencies in 6-23 months old children.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide vitamin A supplementation for children ■ Proportion of children 6–23 months of age who MoH Private sector,

National Food and Nutrition Strategy

6–23 months of age biannually. received two doses of vitamin A in the last year MoA, MoTI
■ Promote the use of iodized salt at the household ■ Proportion of households properly using iodized salt
level. ■ Presence and enforcement of mandatory food
■ Provide zinc supplementation. fortification standards
■ Develop and enforce mandatory fortification ■ Type of food items fortified with micronutrients
standards ■ Proportion children 6–23 months of age who received
■ Promote use of biofortified/fortified foods. zinc supplementation
■ Promote use of micronutrient powders in areas ■ Proportion of children 6–23 months of age provided
where iron deficiency is greater than 20% among with zinc with oral rehydration solution (ORS) for
children under five. diarrhea treatmen
■ Promote the use of animal source foods and a ■ Prevalence of anemia in children 6–23 months of age
diversified diet to tackle micronutrient deficiencies
■ Screen and treat for anemia
Strategic initiative 4.3.5: Strengthen a system for prevention and management of acute malnutrition in children 6-23 months of age.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Early identify, provide quality treatment, and ■ Proportion of children with acute malnutrition identified MoH Private sector,
refer acutely malnourished children across the through child health services and linked to acute MoA, MoTI
continuum of care services. malnutrition treatment programmes
■ Promote community mobilization to create ■ Proportion of Kebeles free of acute malnutrition
malnutrition free villages ■ Proportion of children screened for acute malnutrition at
■ Screen all children visiting health facilities for child the community level and treated
health services for nutrition related problems. ■ Proportion of health facilities providing quality and
■ Enable mothers/care givers to screen malnutrition comprehensive acute malnutrition management
using MUAC services per the national standards
■ Establish quality and comprehensive inpatient ■ Number of health care workers/HEWs trained on acute
and outpatient treatment centers at all health care malnutrition management

61
facilities per the national standards
 ■ Capacitate health workers (HWs/HEWs) to identify, ■ Proportion of health facilities reporting zero/stock out

62
treat and timely refer acutely malnourished nutrition supplies
children. ■ Proportion of health facility (health center and health
■ Provide nutrition commodities and supplies in posts) treating malnourished children free of charge and
a timely fashion according to the management providing meals for mothers/caregivers
guideline in a sustainable manner. ■ Beneficiary satisfaction using different measurement
■ Exempt all acutely malnourished children from tools like community score card
health care service fees ■ Psychosocial stimulation part of the treatment of acute
■ Provide food for mothers/care givers of children malnutrition
with severe acute malnutrition at stabilization ■ Number of centers of excellence established for
centers (SCs). training on management of acute malnutrition
■ Link primary caregiver of acutely malnourished ■ Number of food-insecure households with children
child to social protection services and all benefits 6-23 months linked to social protection services
unconditionally. and nutrition-sensitive livelihood and economic
■ Establish centre of excellence for training on opportunities
management of acute malnutrition at national and ■ Proportion/number of health facilities with food cooking
regional levels demonstration practices for mothers and care takers
■ Provide psychosocial stimulation as part of the with the expected quality
treatment of children with acute malnutrition ■ Capacitate mothers/care givers to prepare diversified
■ Capacitate health workers to perform complementary food
complementary food cooking demonstration for
mothers and caretakers with the expected quality
(clean utensils, clean environment, ensured
diversity and appropriate targeting of 6-23 months
old children)
■ Capacitate mothers/care givers to prepare
diversified nutrient dense complementary food
Strategic initiative 4.3.6: Ensure appropriate feeding and dietary practices, growth monitoring and promotion for children aged 24-59 months.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct quarterly growth (height and weight) ■ Proportion of children aged 24-59 months who MoH, MoA MoWCY,
monitoring promotion underwent quarterly growth monitoring (weight and MoLSA
■ Promote home/kitchen/school gardens for the height measurement)
production and consumption of diversified nutrient ■ Proportion of households with children 24-59 months
dense foods that have home and kitchen gardens
■ Provide food, nutrition and cash support to food- ■ Proportion of schools producing diversified nutrient
insecure households with children 24-59 months dense foods
of age ■ Dietary diversity and minimum acceptable diet of
children 24-59 months of age
■ Proportion of food-insecure households with children

National Food and Nutrition Strategy

24-59 months that received nutrition and cash support
 Strategic initiative 4.3.7: Prevent and control micronutrient deficiencies among children 24-59 months old.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Identify and treat anemia. ■ Prevalence of anemia in children 24–59 months of age MoH MoTI, MoA,
■ Provide vitamin A supplementation for children ■ Coverage of vitamin A supplementation for children EFDA, Private
24–59 months of age biannually. 24–59 months of age sector
■ Promote proper use of iodized salt at the ■ Proportion of households properly using iodized salt
household level. ■ Proportion of children provided with zinc with oral
■ Provide zinc with oral rehydration sachets (ORS) rehydration solution (ORS) for diarrhea treatment
for diarrhea treatment. ■ Proportion of households consuming biofortified foods
■ Promote consumption of biofortified and fortified ■ Proportion of children who received iron
foods supplementation
■ Promote the use of micronutrient powders and ■ Proportion of biannually dewormed children 24-59

National Food and Nutrition Strategy

iron syrup to children 24-59 months of age and months of age
supplements in areas where iron deficiency is ■ Proportion of children 24-59 months of age
greater than 20% among children under five. supplemented with zinc
■ Promote the use of diversified and nutrient dense
foods to tackle micronutrient deficiencies
■ Deworm children 24-59 months of age biannually
■ Provide zinc supplementation for children 24-59
months of age
Strategic initiative 4.3.8: Strengthen a system that can timely detect and manage acute malnutrition among children 24-59 months old.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote active case finding and management ■ Proportion of children screened and referred to the MoH Private sector,
for malnutrition and childhood illness in the health care center by mothers/care givers MoA, MoF, MoA,
community and ensure referral linkage across the ■ Proportion/Number of children screened for nutrition NDRMC, MoLSA,
continuum of care and services. and treated for SAM/MAM EFDA
■ Screen and treat children visiting health facilities ■ Number of health workers trained on SAM/MAM
for IMNCI and other nutrition services management
■ Build the capacity of health care workers/ ■ Proportion of mothers/care givers trained on nutrition
HEWs to identify, treat and timely refer acutely screening
malnourished (SAM/MAM) children. ■ Proportion of children screened by mothers/care givers
■ Timely make available all nutrition supplies and ■ Proportion of health facilities with adequate stock of
commodities. nutritious products and commodities
■ Establish quality and comprehensive inpatient ■ Proportion/number of health facilities providing quality
and outpatient treatment centers at all health care and comprehensive inpatient and outpatient SAM/
facilities per the national guideline MAM treatment services per the national standards
■ Train mothers/care givers to do nutrition screening ■ Proportion/number of kebeles/villages declared
using MUAC malnutrition-free

63
 ■ Mobilize the community for creating malnutrition ■ Proportion/number of health facilities that exempted

64
free kebeles/villages user fee for treatment of malnourished children
■ Exempt health care fees for all malnourished ■ Proportion of health facilities providing food for
children mothers/caretakers at stabilization centers (SCs)
■ Provide food for mothers/caretakers at stabilization ■ Proportion/number of health facilities with food cooking
centers (SCs) demonstration practices for mothers and caretakers
■ Demonstrate diversified and nutrient dense food with the expected quality at SCs
cooking practices for mothers and caretakers with ■ Proportion/number of food-insecure households with
the expected quality at SCs children 24-59 months of ge linked to social protection
■ Target and link food-insecure households with services and nutrition-sensitive livelihood and economic
children 24-59 months of age to social protection opportunities
services and nutrition-sensitive livelihood and
economic opportunities.
Strategic initiative 4.3.9: Integrate and ensure Early Childhood Care and Development (ECCD) and stimulation through existing community and facility based
nutrition programme.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Create workplace and institutional child care ■ Proportion of institutions and work places with child MoH, MoE Private sector,
centers to enhance adult-child interaction. care centers MoWCY
■ Integrate ECCD into nutrition capacity building ■ Proportion of curricula with ECD content integrated MoLSA
efforts into pre-service and in-service training ■ Proportion of parents taking maternity and paternity
curricula. leave as per the guideline
■ Implement maternity/paternity leave guidelines to ■ Proportion of parents with adult-child interaction
enhance adult-child interactions. practices
■ Promote adult-child interactions at the household ■ Proportion of health workers, health extension workers,
level. teachers, nannies and social workers trained on ECCD
■ Develop and implement locally relevant early programme
childhood development materials.
■ Train health workers, health extension workers,
teachers, nannies and social workers on ECCD.
Strategic direction 4.4: Development and local production of ready to use therapeutic and supplementary food
Strategic initiative 4.4.1: Strengthen local production of enriched complementary, supplementary and therapeutic foods.
■ Promote and support local production of com- ■ Number and type of locally produced complementary MoTI, MOR, MoH,
plementary foods meeting acceptable standards foods meeting acceptable standards MOA MoWCY,
■ Promote and support local production of ■ Number and type of locally produced supplementary private sector
supplementary foods meeting acceptable foods meeting acceptable standards
standards

National Food and Nutrition Strategy

 ■ Promote and support local production of ■ Number and type of locally produced therapeutic foods
therapeutic foods meeting acceptable standards meeting acceptable standards
■ Promote and support local production of other ■ Number of companies and small and medium scale
nutrition commodities and logistics meeting enterprises producing complementary, therapeutic and
acceptable standards supplementary foods locally
■ Support women groups in local production of ■ Number and type of locally produced nutrition
complementary food commodities (such as anthropometric equipment)
■ Support women groups to establish market linkage meeting acceptable standards
for locally produced complementary foods ■ Proportion of women groups engaged in local
■ Develop/adapt recipes for locally produced production of complementary foods
complementary, supplementary and therapeutic ■ Proportion of women groups with established market
foods linkage for local production of complementary foods
■ Improve access to affordable and fit-for-purpose ■ Number of new recipes developed for complementary,

National Food and Nutrition Strategy

nutrition products (time and labor-saving supplementary and therapeutic foods
technologies for women) ■ Number of time and labor-saving technologies released
■ Advocate tax exemption for industries importing ■ Number of industries tax exempted for importing
supplies and machineries for production of supplies and machineries for production of nutritious/
nutritious/fortified foods, complementary foods, fortified foods, complementary foods, supplementary
supplementary foods and therapeutic foods. foods and therapeutic foods
■ Engage investors in processing food and ■ Number of industries producing processed food and
supplements produced from local foods supplements
■ Monitor complementary, supplementary and ■ Proportion of foods processed by public and private
therapeutic foods processed by public and private sector fulfilling quality and safety standards of
sector complementary, supplementary and therapeutic foods
■ Support and encourage private sector in ■ Availability of subsidized processed food and
subsidizing processed food and supplements supplements for vulnerable communities
for vulnerable/emergency prone communities to
increase availability and access

Strategic direction 4.5: Improve nutritional status of children 6-10 years of age.
Strategic initiative 4.5.1: Develop a platform for the promotion of good nutrition behaviours and improve the nutritional status of children 6-10 years of age.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop an implementation platform to protect ■ Presence of an implementation platform MoH, MoLSA, FAG
children from engaging in begging, childhood ■ Number of children protected from engaging in MoE, MoWCY
labor and other criminal activities, and establish begging, childhood labor and other criminal activities
mechanisms to mentor and fulfill their food and ■ Number of vulnerable children whose food and
nutrition needs. nutrition needs fulfilled

65
 ■ Promote girls’ education to prevent harmful ■ Proportion/number of girls who experienced harmful

66
traditional practices related to girls’ feeding, traditional practices related to feeding, marriage and
marriage and labour labour
■ Advocate for the promotion and enforcement ■ Proportion of girls enrolled in primary school
of minimum standards on nutritional services ■ Proportion/number of children with special need who
for children in special situations which includes got nutritional services and medical care
refugee camps, IDPs, disabled children, street ■ Proportion of children with special needs who got social
children, orphanages, children with chronic protection services.
illnesses, neglected children, PSNP public work ■ Number of lessons/trainings provided towards creation
sites. of responsible behavior and productive citizen
■ Promote foundational lessons towards responsible ■ Prevalence of childhood obesity
behavior (personal hygiene, dressings) and towards
becoming a responsible and productive citizen
■ Promoting exercise for preventing childhood
obesity.

Strategic initiative 2: Prevent and control macro and micronutrient deficiencies for children 6-10 years of age.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide periodic nutritional assessment and ■ Proportion of children who were assessed for MoH, MoE, MoWCY
counseling services to children 6-10 years of age malnutrition MoA, MoSHE
at school and community levels and link them to ■ Proportion of children 6-10 years of age that accessed
appropriate health and nutrition services nutritional services (screening, counseling and
■ Promote the use of appropriate fortified foods treatment)
(iodized salt, edible oil and flour) by families ■ Prevalence of vitamin A deficiency
■ Promote the use of diversified, nutrient-rich and ■ Prevalence of iodine deficiency
nutrient-dense food ■ Prevalence of zinc deficiency
■ Inculcate key nutrition section in the school ■ Prevalence of anaemia among children 6-10 years of
curriculum age
■ Deliver nutrition training to school teachers ■ Prevalence of stunting, obesity and being underweight
■ Provide biannual de-worming for school and out of ■ Proportion of households using diversified foods
school children between the ages of 6-10 years. ■ Proportion of households using nutrient-rich and
■ Provide iron supplementation nutrient-dense foods
■ Proportion of households using diversified food
■ Coverage of biannual de-worming for school children
and out of school children
■ Number of school curricula that incorporated nutrition
sections
■ Number of teachers who received nutrition trainings

National Food and Nutrition Strategy

 Strategic initiative 4.6.2: Promote good nutrition behavior and prevent harmful traditional practices.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide life skills trainings (such as assertiveness, ■ Proportion of adolescents trained on life skills MoE, MoWIE, MoA
negotiation skills, decision-making, leadership and ■ Number of teachers and parents trained on adolescent MoH, media
bargaining skills) nutrition and health services
■ Capacitate teachers and Parent-Teacher ■ Number of trainings given for key influential groups
MoWCY,
Association members on special nutritional needs (religious leaders, elders, edir, equb mahiber) MoLSA, ,
of adolescents and raise awareness on adolescent
■ Prevalence of adolescent girls who became pregnant
nutrition in the community.
■ Capacitate key influential groups and individuals before the age of 24 years.
on the importance of adolescent nutrition and the ■ Proportion of adolescent girls married below 21 years
consequences of malnutrition during adolescence. ■ Proportion of adolescents who consumed diversified (at
■ Promote delaying early marriage until age 21 and least five food groups), nutrient-rich, and nutrient-dense

National Food and Nutrition Strategy

delaying first pregnancy until age 24. foods
■ Promote consumption of diversified, nutrient- ■ Percentage of adolescents who are not practicing food
dense and nutrition-rich foods. taboos, or using substances (alcohol, khat, etc.)
■ Prevent food taboos and use of substances and ■ Proportion of adolescents who are doing regular
alcohol, which contribute to intergenerational aerobic physical exercise for a minimum of 30 minutes
malnu-trition. per day
■ Promote a healthy and active lifestyle such as
■ Coverage of schools for improved sanitation and
promoting exercise for preventing adolescent
obesity. hygiene (separated latrine for boys and girls)
■ Promote and support of girls’ education. ■ Proportion of schools with access to safe and potable
■ Promote access to safe and potable water, and to water
improved sanitation and hygiene in schools. ■ Proportion of adolescent girls with access to sanitary
■ Promote safe and clean household environments pads
(in relation to poultry, small ruminants and ■ Number of best practices on adolescent nutrition
household waste management). documented and scaled up
■ Identify mechanisms for the provision of sanitary ■ Proportion of schools that established nutrition clubs
pads for adolescent girls ■ Proportion of adolescents with reduced screen time
■ Document and scale up best practices on ■ Proportion of adolescents who accessed nutrition
adolescent nutrition and related areas messages through social media, community radios,
■ Promote the establishment of school nutrition
mini-media and other media
clubs
■ Promote the use of social media in a productive
and health and nutrition friendly manner through
decreasing screen time
■ Promote nutrition using adolescent health and
nutrition friendly media (social media, community
radios, mini-media and other media)

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 Strategic initiative 4.6.3: Prevent and control macro and micronutrient deficiencies of adolescents.

68
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote the use of appropriate fortified foods ■ Proportion of adolescents with goitre MoH, MoA,
(iodized salt, edible oil and flour). ■ Prevalence of anaemia among adolescents MoE MoTI
■ Promote the use of diversified, nutrient-rich and ■ Proportion of adolescents who received de-worming
nutrient-dense foods tablets
■ Provide biannual de-worming for school and out of ■ Proportion of adolescent girls supplemented with iron
school adolescents. ■ Proportion of adolescents who received folate tablets
■ Provide iron supplementation for adolescent girls ■ Proportion of households consuming biofortified foods
at schools and health facilities (orange fleshy sweet potato, quality protein maize, iron
■ Provide folic acid supplementation for adolescent rich bean)
girls at schools and health facilities
■ Promote the consumption of biofortified foods
(orange fleshy sweet potato, quality protein maize,
iron rich bean).
Strategic initiative 4.6.4: Ensure access to reproductive health information and services for boys and girls.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote the use of adolescent friendly ■ Numbers of health facilities providing youth and MoH Media, MoE,
reproductive health services. adolescent friendly reproductive health and nutrition MoWCY
■ Reorient existing youth centres to deliver services
integrated and comprehensive youth related ■ Proportion of youth friendly reproductive health
development services (discussion groups, services integrating a comprehensive nutrition
gardening, demonstration) education and promotion activities targeting
■ Integrate nutrition assessment and counselling adolescents
into youth friendly reproductive health services ■ Numbers of youth centres delivering integrated and
comprehensive youth related nutrition and health
services
Strategic initiative 4.6.5: Develop and enforce minimum standards on nutritional and health services for adolescents in special situations including but not
limited to refugee camps, IDPs, disabled adolescents, street adolescents, orphanages, neglected adolescents and PSNP public work sites.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide nutrition services to adolescents in special ■ Proportion of adolescents with special situations (HIV/ MoH, Media, MoA, FBO
situations. AIDS, emergency, obesity, undernourished, substance MoWCY,
■ Involve both male and female adolescents in PSNP abuse, mental health and eating disturbances) whose
households in the community BCC sessions on nutritional needs are addressed.
MoLSA
health, nutrition or sanitation.

National Food and Nutrition Strategy

 ■ Target and link food-insecure households with ■ Number of adolescents who participated in PSNP in
adolescent girls to social protection services community BCC sessions
and nutrition-sensitive livelihood and economic ■ Percentage of food-insecure households with
opportunities. adolescent girls linked to social protection services
■ Support low-income households especially ■ Number of widows/widowers with adolescent girls
widows/widowers with adolescents to fulfill their linked to income generation activities
food and nutrition requirements. ■ Presence of a platform for protecting adolescents from
■ Support the development of platforms that protect engaging in adverse coping strategies to access food
adolescent from engaging in begging and labor ■ Proportion of food-insecure households with
as well as fulfilling the special needs of youth adolescents targeted in the social protection and PSNP
with special emphasis on adolescent girls with
disabilities and chronic illnesses.
■ Target food-insecure households with adolescents

National Food and Nutrition Strategy

in the social protection and PSNP.
Strategic initiative 4.6.6: Support Adolescents’ Empowerment
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote adolescent participation in income ■ Number of adolescents participating in income MoWCY, Media,
generating activities and cultivate the decision- generating activities MoTI,
making power of adolescents. ■ Proportion of adolescents participating in local MoLSA
■ Support out of school and school adolescent girls production of diversified food, small scale irrigation and
and boys in local production of diversified food, livestock related income generating activities
small scale irrigation and livestock related income
generating activities to ensure self-confidence and
to meet their nutritional needs.
■ Increase access of adolescents to small-scale ■ Proportion of adolescents linked to microfinance MoF/
income generation activities like microfinance services microfinance
services to fulfill their food and nutritional needs. ■ Proportion of adolescents’ illegal migration, girls’
■ Enforce the regulation for minimizing girls’ trafficking, commercial sex workers and underage
institutions
trafficking, commercial sex workers (CSW) and domestic workers
underage domestic workers.
Strategic Initiative 4.6.7: Promote the implementation of school health and nutrition programmes to improve the nutritional status of school children.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide school-based nutrition screening and de- ■ Proportion of adolescents who had routine nutritional MoE, MoH, Media
worming services. assessment and de-worming services MoWIE, MoA,
■ Develop and implement a comprehensive school ■ Proportion of schools implementing comprehensive
health, food, nutrition and WASH implementation school health, food, nutrition and WASH
MoWYC
guideline. implementation guideline

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 ■ Conduct school-based health and nutrition social ■ Proportion of students benefited from the school

70
and behavior change communication for school feeding programme
aged children and adolescents. ■ Number of teacher and parents trained on children and
■ Capacitate teachers and Parent-Teacher adolescent nutrition and health services
Association members in child and adolescent ■ Proportion of students who received deworming
nutrition and health services in school and service
community. ■ Proportion of schools with accessible water supply,
■ Promote access to water supply, sanitation, and sanitation and hygiene facilities
hygiene practices in schools. ■ Proportion/number of schools with gardening for
■ Establish school gardening and strengthen school- production of diversified food items
community linkage in collaboration with FTCs/ ■ Proportion of schools with health and nutrition clubs,
PTCs to produce diversified food items ■ Proportion/number of schools with home-grown school
■ Provide home-grown school feeding programmes feeding programmes for school children
for school aged children and adolescents ■ Proportion of adolescents participating in school based
■ Establish food and nutrition clubs SBCC session
■ Provide foundational lessons towards building ■ Proportion of school children who received de-worming
self-confidence (personal hygiene, personal ■ Prevalence of anaemia among adolescent girls
presentation) towards becoming a responsible and ■ Numbers of sessions conducted for adolescents to
productive citizen build self-confidence (personal hygiene, personal
■ Create awareness on nutrition for health workers presentation) towards becoming a responsible and
working in school clinics to help the school productive citizen
community with information sharing ■ Proportion of adolescents who had knowledge on
building self-confidence
Strategic direction 4.7: Improve nutritional status of adults (20-49 years old).
Strategic initiative 4.7.1: Provide comprehensive and quality health, food and nutrition services for adults (20-49 years old).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide periodic nutritional assessment, ■ Proportion of non-pregnant and non-lactating women MoH, Media, Private
counseling and treatment services for adults with (20-49 years) who were screened and counselled on sector
a special focus on non-pregnant non-lactating nutrition
women during any health contact points. ■ Proportion of adults with normal nutritional status
■ Promote healthy life style practices for adults (diet, ■ Number of private sector firms engaged in creating
exercise) community facilities promoting healthy life style
■ Encourage the private sector to be engaged in ■ Proportion of women delivering in an interval greater
creating community facilities which promote than 3 years
healthy life style (gyms, dietary counseling) ■ Presence of pre-conception health and nutrition service
■ Provide access to family planning services to non- delivery platform
pregnant non-lactating women to prevent short ■ Proportion of pregnant women who got pre-conception
inter-pregnancy intervals and maternal nutrient nutrition services (e.g., folate supplementation,

National Food and Nutrition Strategy

depletion syndrome counseling)
 ■ Develop and implement health and nutrition ■ Proportion of non-pregnant and non-lactating
service delivery platforms for male adults and non- women (20-49 years) who completed folic acid
pregnant non-lactating women supplementation before pregnancy
■ Provide full dose of folic acid supplementation ■ Proportion of women who got food and nutrition
before pregnancy services during any health service and other contacts
■ Provide food and nutrition-sensitive health services ■ Proportion of adults enrolled in social security services
during health and other contacts
■ Promote enrolment of adults in social security
services
Strategic initiative 4.7.2: Provide behaviour change communication to improve nutritional status of adults.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop national food-based dietary guideline and ■ Endorsed and translated national food-based dietary MoH, MoE MoWCY,

National Food and Nutrition Strategy

translate to regional contexts to influence healthy guideline MoTI private sector,
life style (physical exercise, food choice and eating ■ Proportion of adults who have healthy dietary practice media,
behavior). ■ Proportion of nutrition and nutrition service literate
MOLSA
■ Create nutrition and nutrition service literacy adult population MoA
among the general public through social and ■ Proportion of women who received continuous care
behavior change communication, using health and from husbands, grandparents and other household
agriculture extension workers, teachers, social members
workers, media and community development ■ Proportion of women who received continuous care
groups. from husbands, grandparents and other household
■ Promote engagement of husbands, grandparents members giving continuous care for women
and other household members who play key roles ■ Proportion of non-pregnant and non-lactating women
in pro-viding continuous care for women. (20-49 years) not practicing food taboos
■ Promote shifts in social norms on food taboos ■ Proportion of adults who do not practice substance use
through religious leaders and influential community (e.g., chat, tobacco) and others
members to realize adequate nutrition. ■ Proportions of adults who consumed adequate,
■ Educate community on negative consequences diversified, nutrient-dense, biofortified and fortified
of tobacco use, use of substances (e.g. chat) and foods (iodized salt)
others.
■ Promote adequate intake of diversified, nutrient- ■ Prevalence of micronutrient deficiencies (anaemia,
dense, nutrient-rich and biofortified and fortified deficiency of iodine, vitamin A)
foods (iodized salt). ■ Proportion of adults using improved latrine
■ Promote personal hygiene, environmental ■ Proportion of households with hand-washing facility.
sanitation and infection-prevention measures. ■ Proportion of adult PSNP clients who participated in
■ Involve PSNP clients in participating in community community BCC sessions.
BCC sessions on health, nutrition or sanitation.

71
 Strategic initiative 3: Support Women’s empowerment.

72
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote participation of women in income ■ Proportion of women who participated in income MoWCY, Media, MoA,
generating activities generating activities MoLSA, MoH, MoE Private
■ Capacitate women to have household decision ■ Proportion of women with decision making power sector,
making power ■ Proportion of food-insecure women who practiced local MoIT
■ Support food-insecure women in local production production of diversified food, and small scale irrigation
of diversified food, small-scale irrigation and and livestock related activities to meet their nutritional
livestock related income generating activities to needs.
ensure adequate income and self-confidence to ■ Proportion of women with access to loans
meet their nutritional needs. ■ Proportion of women who got loans with improved
■ Provide microfinance services to women to fulfill nutritional status
their food and nutritional needs. ■ Proportion of women with established income
■ Create income generating activities for vulnerable generating activities.
women to minimize their involvement in risky ■ Proportion of women with time and labour saving
livelihood activities (human trafficking, Commercial technologies
Sex Work (CSW) and being domestic workers). ■ Proportion women who accessed equal job opportunity
■ Create access to time and labor-saving and equal pay for similar jobs with men
technologies (grain meal, water point, electricity, ■ Proportion of factories and work places which assign
stove, laundry, food processing device e.g., Inset). women in less labor exploiting areas considering their
■ Develop and implement a guideline to ensure reproductive role
equal job opportunity and equal pay for similar jobs ■ Proportion of women considered in PSNP in the
for women and men. areas of nutrition, household asset management and
■ Develop and implement a guideline to ensure community cohesion.
the assignment of women in less labor exploiting
areas in work places considering their reproductive
role.
■ Promote PSNP by systematically addressing
gender-related concerns, particularly in the areas
of nutrition, household asset management and
community cohesion.
Strategic direction 4.8: Improve the nutritional status of people in special situations such as old age, disabilities, refugees and orphanages.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement nutrition and health ■ Guideline for the nutrition and health of the elderly/ MoH, MoLSA, MoTI, media,
guidelines for the elderly/disabled. disabled developed and implemented private sector,
■ Establish centres for providing nutritional and ■ Number of geriatric/disabled centres with nutrition and MOWCY
health services for the elderly/ disabled. health care services established

National Food and Nutrition Strategy

 ■ Provide health insurance and social security for the ■ Proportion of elderly/disabled people who accessed
elderly/disabled. health insurance and social protection services
■ Provide food and micronutrient supplementation to ■ Proportion of the elderly/disabled with food and micro-
the most vulnerable elderly/disabled. nutrient supplementation
■ Improve the economic and technical capacity of ■ Proportion of families, caregivers and other service
families, caregivers and other service providers to providers providing protection and care to the elderly/
protect the elderly/disabled disabled
■ Provide essential nutrition services for the ■ Number of suitable health facilities providing essential
elderly/disabled and their caregivers, families or food and nutrition services for the elderly/disabled
households ■ Proportion of elderly/disabled people who received
■ Advocate for respect and care for elderly/disabled essential food and nutrition services
people ■ Airtime/printed media allocated for nutrition messages
■ Promote adequate intake of diversified and targeting the elderly/disabled

National Food and Nutrition Strategy

nutrient-dense food by the elderly/disabled ■ Proportion of elderly/disabled people with adequate
■ Provide a permanent and unconditional PSNP intake of diversified and nutrient-dense food
and other social security support system for the ■ Proportion of elderly/disabled people who benefited
elderly/disabled from permanent and direct food or cash support by
■ Establish and support food and nutrition self-help PSNP and other social security support systems
mechanisms for elderly/disabled people ■ Proportion of the private sector providing food and
■ Support the private sector in engaging in the nutrition self-help devices for elderly/disabled people
production of supportive devices for elderly/ ■ Proportion of volunteers who support the nutritional
disabled people needs of the elderly/disabled
■ Encourage voluntary, community-level support of ■ Proportion of institutions giving disabled people
the elderly/disabled for their nutritional needs preferential treatment in terms of employment,
■ Ensure that disabled people receive preferential placement and engagement in income generating
treatment in terms of employment, placement and activities
engagement in income generating activities ■ Proportion/number of workplaces that have established
■ Support industries and establish standards to standards for the prevention of accidents
ensure prevention of accidents and disability ■ Proportion of elderly/disabled people with no support
■ Provide meals to the elderly/disabled with no who were provided meals
support
Strategic initiative 4.8.2: Initiatives to improve the nutritional status of IDPs/refugees
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement food, nutrition, health and ■ Food, nutrition, health and WASH service guidelines for NDRMC, Media
WASH service guidelines for IDPs/refugees IDPs/refugees developed and implemented MoH, MoLSA,
■ Provide food, nutrition and health services to IDPs/ ■ Proportion of IDPs/refugees who have accessed health, MoWIE,
refugees food and nutrition services ARRA

73
 ■ Encourage the establishment of centres for ■ Number of centres providing nutrition and health

74
providing food, nutritional and health services to services to IDPs/refugees
IDPs/refugees ■ Number of IDP/refugee centres with safe water,
■ Provide safe water, sanitation and hygiene sanitation and hygiene facilities/supplies
facilities/supplies at IDPs, refugee centres and ■ Proportion of IDP and refugee centres with adequate
host communities intake of diversified food
■ Provide nutrition behavior change communication ■ Proportion of IDP and returnees benefiting from
on the importance of adequate intake of diversified livelihood support
food
■ Provide livelihood support to IDPs and returnees
Strategic initiative 4.8.3: Initiatives to improve the nutritional status of orphans/vulnerable children (OVC)
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement food, nutrition, health and ■ Number of institutions that developed a coordinated MoWCY, MoE, media, FBO,
WASH service guidelines for orphans/vulnerable guideline for the nutrition and health of orphans/ MoLSA, MoH, MoF
children (OVC). vulnerable children (OVC) and implemented it
■ Encourage establishment of centres for providing ■ Proportion of orphans/vulnerable children (OVC) who
food, nutrition and health services for orphans/ have accessed health, food, nutrition and social
vulnerable children (OVC). protection services
■ Ensure orphans/street children have access to ■ Proportion of households with orphans/vulnerable
health, food, nutrition and protection services. children (OVC) engaged in income generating activities
■ Ensure households who support orphaned or ■ Proportion of orphans/vulnerable children (OVC)
street children have preferential treatment in who received support for their nutritional needs by
terms of employment and engagement in income volunteers
generating activities. ■ Number of suitable facilities for orphans/ vulnerable
■ Encourage voluntary community-level support children (OVC) providing essential food and nutrition
for orphans/vulnerable children (OVC) and their services
nutritional needs ■ Proportion of orphans/vulnerable children (OVC) who
■ Ensure access to essential nutrition services for got essential food and nutrition services
orphans/street children and their caregivers and ■ Proportion of orphans/vulnerable children (OVC) who
families/households accessed social protection services through PSNP
■ ■
■ Support orphans/vulnerable children (OVC) to ■ Proportion of orphans/vulnerable children (OVC) who
access social protection services through PSNP, accessed adequate intake of diversified food
especially in urban settings
■ Promotion of adequate intake of diversified food

National Food and Nutrition Strategy

5.5. Strategic Objective 5:
Improve the nutritional status
of people with communicable,
non- communicable and
lifestyle-related diseases.
Nutrition is an important component of a
healthy lifestyle and the prevention and
management of chronic communicable
and NCDs. Malnutrition is a critical yet
underestimated factor in susceptibility to
infection, including HIV/AIDS, tuberculosis
and malaria. Infection saps the individual of
energy, which reduces productivity at the
community level and perpetuates an alarming
spiral of infection, disease and poverty.
Hence, it is essential to address the nutritional
requirements of individuals with infections.
In addition, because of changes in dietary
and lifestyle patterns, NCDs like obesity,
diabetes mellitus, cardiovascular disease,
hypertension, stroke and some types of
cancer are becoming increasingly significant
causes of disability and premature death in
both developing and developed countries,
placing an additional burden on already
overtaxed national health budgets. Timely
interventions will help prevent these diseases
or reduce their severity and consequences.
All food and nutrition implementing sectors
are responsible for implementing nutrition-
sensitive and nutrition-specific interventions
for those dealing with communicable, non-
communicable and lifestyle-related diseases.
The strategic directions, initiatives, actions,
key performance indicators and lead and
collaborating sectors are described below
(Table 5).

National Food and Nutrition Strategy 75

 Table 5: Strategic objective, directions, initiatives and key performance indicators for the nutritional status of people with communicable, non-

76
communicable and lifestyle-related diseases

Strategic objective 5: Improve the nutritional status of people with communicable, non-communicable and lifestyle-related diseases.
Strategic directions 5.1: Improve the nutritional status of people with HIV/TB or other infectious diseases.
Strategic initiative 5.1.1: Strengthen the capacity of facilities and health professionals to deliver quality and standard nutrition services to people
living with infectious diseases (HIV, TB, new-born and childhood infections or other infections).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Integration of nutritional assessment, counselling ■ Number of HIV/TB, new-born and childhood infections MoH MoSHE, MoE,
and support into all existing guidelines and training and other infectious disease guidelines incorporated EFDA
materials for HIV/TB, new-born and childhood into nutrition services and messages
infections and other infectious diseases. ■ Number of food and nutrition implementation
■ Harmonization of the care and treatment guidelines incorporated into HIV/TB, new-born and
guidelines and/or training materials for HIV/TB, childhood infections and other infectious diseases
new-born and childhood infections and other services
infectious diseases with national food and nutrition ■ Number of health facilities providing nutrition
strategies and programmes. assessment and counselling services for people with
■ Equip facilities with nutrition assessment and HIV/TB or other infectious diseases
counselling materials. ■ Number of health workers trained on HIV/TB, new-born
■ Provide SBCC materials to health service providers and childhood infections and other infectious diseases
(in line with the national health communication with nutrition linkages
strategy). ■ Number of health extension workers trained on nutrition
■ Train health workers on acute malnutrition and HIV/TB, new-born and childhood infections and
management for the treatment and support of other infectious diseases linkages
people who have HIV, TB, new-born and childhood ■ Number of hospitals providing nutrition services for
infections or other infectious diseases. people with HIV, TB, IMNCI or other infectious diseases
■ Incorporation of nutrition counselling and support through clinical nutritionists/dietitians
services for HIV, TB, new-born and childhood
infections and other infectious diseases into
integrated refresher training (IRT) manuals for
HEWs.
■ Conduct food and drug interaction research and
support for people with HIV/TB, new-born and
childhood infections and other infectious diseases.

National Food and Nutrition Strategy

 ■ Develop and implement dietary guidelines for
people with HIV/TB, new-born and childhood
infections or other infectious diseases.
■ Deploy adequate clinical nutritionists and dietitians
to manage HIV/TB, new-born and childhood
infections and other infectious disease clinics.
Strategic initiative 5.1.2: Ensure the integrated delivery of food and nutrition services to people with HIV,TB or other infectious diseases.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Supporting facilities to integrate nutrition ■ Proportion of people with HIV screened for malnutrition MoH Media
counseling and clinical nutrition services into ■ Proportion of people with TB screened for malnutrition
existing HIV/TB and other infectious disease ■ Proportion of clinically undernourished people with

National Food and Nutrition Strategy

services other infectious diseases
■ Standardizing clinical nutrition services and HIV/ ■ Proportion of people with TB who were screened and
TB and other infectious disease services as per given therapeutic feeding
national guidelines ■ Proportion of people with HIV who were screened and
■ Prioritizing children under five as well as pregnant given therapeutic feeding
and lactating women in cases of supply shortage ■ Proportion of people with other infection who were
■ Provide nutrition screening, treatment and screened and given therapeutic feeding
counselling services for patients with HIV/TB or ■ Number of HIV/TB- and food and nutrition service-
other infectious diseases as well as sick babies related messages transmitted
and outpatients at health facility levels, particularly ■ Proportion of media that transmitted food and nutrition
at ANC, PNC, PMTCT services, OPDs and under- service messages
five clinics.
■ Promoting appropriate feeding options for infants
born to HIV-infected mothers
■ Counselling and supporting HIV-positive
mothers on infant feeding as per the national
recommendations and strategies for elimination of
mother-toq-child transmission (EMTCT)
■ Strengthen monitoring and evaluation of nutrition
and HIV/TB and other infectious disease services
in the national health management information
system

77
 ■ Provide adequate food and nutrition supplies for

78
HIV/TB and other infectious disease patients with
a special focus on the vulnerable
■ Promote the uptake of food and nutrition services
by patients with HIV/TB or other infectious
diseases through different media outlets
Strategic initiative 5.1.3: Ensure availability of nutrition commodities and logistics for HIV/TB and other infectious diseases in a sustainable manner.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure the allocation of resources for the ■ Proportion of budget allocated from government MoH MoSHE, HAPCO,
procurement of nutrition commodities and treasury for procurement of nutrition commodities and EPSA
supplies supplies
■ Conduct regular and integrated food and nutrition ■ Number of properly conducted food and nutrition
supplies forecasting, procurement and distribution forecasting
■ Provide food and nutrition commodities and ■ Number of health facilities with available nutrition stock
supplies for the treatment of TB/HIV and other ■ Number of nutrition supplies integrated with the PSA
infectious diseases (supplements, anthropometric IPLS system
equipment, therapeutic food and supplementary
food)
■ Establish a nutrition supply monitoring and
evaluation system through integration with the
PSA IPLS system.
Strategic initiatives 5.1.4: Ensure the social safety net programme addresses HIV/TB and other infectious diseases for chronically ill patients.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Target people with HIV/TB or other infectious ■ Proportion of people with HIV/AIDS, TB or other MoA MoH, MoLSA,
diseases in the productive safety net programme infectious diseases who benefited from PSNP HAPCO
■ Target people with HIV/TB or other infectious ■ Proportion of vulnerable individuals who benefited from
diseases receiving livelihood support (income appropriate food and nutrition support
generating activity) ■ Proportion of people with HIV/AIDS, TB or other
■ Promote appropriate food and nutrition support infectious diseases who benefited from other livelihood
for the marginalized HIV/TB and other infectious support (income generating activity)
disease clients ■ Proportion of TB and HIV patients who graduated from
■ Prevent discrimination that hinders the target PSNP
groups from getting the appropriate dietary care
and livelihood support

National Food and Nutrition Strategy

 Strategic directions 5.2: Improve the nutritional status of people with non-communicable and lifestyle-related diseases.
Strategic initiative 5.2.1: Strengthen national food and nutrition related NCD responses through mainstreaming in health policies, strategies,
programmes, guidelines and training materials.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Revise nutrition manuals and guidelines to include ■ Number of food and nutrition guidelines that addressed MoH All FNS
NCDs NCDs implementing
■ Develop and implement context-specific food- ■ Presence of food-based dietary guidelines sectors
based dietary guidelines for NCDs ■ Number of food and nutrition implementing sectors that
■ Incorporate and implement NCDs’ prevention in incorporated the prevention of NCDs into their policies,
the policies, strategies, programmes, guidelines strategies, programmes, guidelines and curricula
and curricula of food and nutrition implementing ■ Number of policies, strategies, programmes, guidelines

National Food and Nutrition Strategy

sectors and curricula that incorporated the prevention of NCDs
Strategic initiative 5.2.2: Promote public awareness of healthy dietary behaviors and physical activities.
Strategic actions/ activities Key performance indicators Lead sectors Collaborating sectors
■ Develop and disseminate standardized health and ■ Number of standardized food and nutrition messages MoH MoE, MoWCY,
nutrition messages on healthy dietary behaviors developed and disseminated MOSHE
and lifestyles ■ Proportion of media agencies disseminating food and
■ Promote and advocate for healthy nutrition through nutrition messages on NCDs
mass media (TV, radio, newspapers, posters, ■ Proportion of health workers and HEWs trained on
social media and websites) nutrition and NCDs
■ Build the capacity of health workers and HEWs on
diet, physical activity and NCDs
Strategic initiative 5.2.3: Strengthen the provision of nutrition assessment and counselling services at the community and health facility level.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Integrate nutrition assessment and disease- ■ Proportion of NCD patients screened and counselled on MoH MoE, MoWYC,
specific dietary counseling into different NCD nutritional status MoSHE, Ministry
clinics (diabetes, hypertension, cancer and ■ Number of health facilities that integrated nutrition of Urban
coronary heart diseases) for healthy lifestyles assessment and counselling into NCD services
Development
■ Provide periodic nutritional screening and ■ Proportion of students screened and counselled on
counselling of students for early identification of nutrition and Construction
obesity and overweightness at school ■ Proportion of youth screened and counselled on Planning
nutrition

79
 ■ Provide periodic nutritional screening for early ■ Proportion of individuals screened for and counselled MoH MoE, MoWCY,

80
identification of obesity and overweightness, on nutritional status MOSHE
as well as counseling to girls and boys at youth ■ Proportion of students/youth/individuals with obesity/
friendly centers overweightness and NCDs
■ Conduct periodic nutritional screening and ■ Proportion of schools/youth centers and health facilities
counseling for the early identification of obesity/ that conducted screenings for obesity/overweightness
overweightness and NCDs at community level and NCDs
■ Promote and support community-level healthy ■ Proportion of individuals who consumed organic
dietary practices and behaviors agricultural products
■ Promote the consumption of organic agricultural
products (fruits, vegetables and animal source
foods)
Strategic initiative 5.2.4: Ensure the establishment of external environments that enhance physical activity in schools, at workplaces and in
communities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish conducive environments for physical ■ Number of governmental and non-governmental MoH MoE, MoWYC,
activity in different governmental and non- institutions that created conducive environments for MoSHE, Ministry
governmental institutions to prevent non- physical activity of Urban
communicable lifestyle-related diseases ■ Proportion of schools with standard playgrounds Development
■ Create an enabling school environment ■ Proportion of students that practiced regular physical and Construction
(standardized recreation, play and sport facilities activity Planning
for indoor and outdoor activities) to promote a ■ Proportion of schools providing physical exercise
healthy lifestyle regularly
■ Develop adequate green and recreation areas ■ Proportion of urban kebeles/woredas with green /
during urban planning that will encourage recreation/physical activity areas
appropriate physical activities ■ Proportion of rural kebeles with standard playgrounds
■ Develop standard playgrounds/fields in the ■ Number of physical activity and nutrition clubs
community. established within com¬munities, schools and
■ Establish physical activity and nutrition clubs workplaces
within communities, schools and workplaces

National Food and Nutrition Strategy

 Strategic initiative 5.2.5: Strengthen the diagnostic, clinical and dietary management capabilities of the country’s health system to prevent and treat diet-related chronic and
non-communicable lifestyle-related diseases.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Equip health facilities with essential supplies, ■ Proportion of health facilities equipped with essential MoH MoSHE, private
diagnostic equipment and other treatment inputs supplies, diagnostic equipment and other treatment health sectors
■ Organize and conduct sustainable in-service inputs
training programmes on clinical diagnosis, ■ Proportion of health workers trained on clinical and
treatment, counselling and comprehensive care of dietary management of NCDs
patients with diet-related NCDs ■ Presence of a standardized curriculum on clini¬cal
■ Standardize the training curriculum on diagnosis, treatment, counselling and comprehensive
clinical diagnosis, treatment, counselling and care of patients with diet-related NCDs
comprehensive care of patients with diet-related, ■ Proportion of health facilities that provided clinical and

National Food and Nutrition Strategy

chronic NCDs dietary care for patients with diet-related NCDs
■ Provide clinical and dietary care for patients with ■ Proportion of patients who received clinical and dietary
diet related NCDs care for patients with diet-related NCDs

Strategic initiative 5.2.6: Formulate and enforce regulations that address healthy lifestyles to prevent NCDs.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and enforce regulatory guidelines on the ■ Presence of enforced regulatory guidelines on MoH MoTI, EFDA, MoA,
availability of healthy foods. availability of healthy foods MoR
■ Impose taxation on unhealthy (junk) foods, empty ■ Proportion of commercially produced or imported foods
calorie foods (fizzy and alcoholic drinks), tobacco and drinks with labels
and stimulants ■ Proportion of food and nutrition fund raised from
■ Provide incentives for the production and taxation of unhealthy (junk) foods
formulation of healthy foods. ■ Presence of functional incentive mechanisms for the
■ Develop and enforce regulations that discourage pro-duction and formulation of healthy foods
advertisement of unhealthy diets, beverages and ■ Presence of enforced regulations that discourage
behaviors advertisement of unhealthy di¬ets, beverages and
behaviors

81
 Strategic initiative 5.2.7: Ensure the social safety net programme (social protection) addresses patients with NCDs.

82
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Target people with NCDs that have poor economic ■ Proportion of people with NCDs and poor economic MoA MoH, MOLSA,
status with food, cash and livelihood support status who benefited from PSNP
(income generating activity) ■ Proportion of people with NCDs and poor economic MOWYC
■ Promote appropriate food and nutrition support for status who benefitted from appropriate food and
marginalized patients with NCDs nutrition support
■ Proportion of TB and HIV patients who graduated from
PSNP
■ Cover the user fee for medical care and support of ■ Proportion of patients with NCDs who got medical MoH MOLSA
NCDs for those who cannot afford it care fee coverage by the safety net programme

Strategic direction 5.3: Coordination of public and private sector engagement in the prevention and management of diet-related CDs and NCDs
Strategic initiative 5.3.1: Ensure the coordination of facility- and community-based therapeutic and preventive food and nutrition interventions
for HIV/TB and other infectious diseases and NCDs.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

■ Establish functional and technical working groups ■ Proportion of institutions with functional and technical MOH FNS implementing
at all levels working groups sectors
■ Develop and implement joint supportive ■ Proportion of institutions that conducted joint
supervision procedures and tools monitoring and evaluation
■ Develop and implement joint monitoring and ■ Proportion of institutions that provide integrated food
evaluation tools and nutrition services for patients with HIV/TB, other
■ Provide integrated food and nutrition services for infectious diseases or NCDs at the health facility level
patients with HIV/TB, other infectious diseases or ■ Proportion of budget allocated by the government for
NCDs at the health facility level food and nutrition services to patients with HIV/TB,
■ Allocate budget for the provision of integrated other infectious diseases or NCDs
food and nutrition services to patients with HIV/
TB, other infectious disease or NCDs

National Food and Nutrition Strategy

 Strategic initiative 5.3.2: Strengthen the provision of nutrition services to patients with communicable and NCDs through private sector.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote public-private partnership for food and ■ Presence of functional public-private partnerships for MoH Private sector
nutrition services food and nutrition service
■ Boost private sector capacity for provision of ■ Proportion of public health facilities that formed
nutrition services for people with HIV/TB, other partnerships with the private sector
infectious diseases or NCDs ■ Proportion of private health institutions providing
■ Use private health institutions to deliver food and nutrition service for patients with communicable and/or
nutrition services for patients with communicable NCDs
and NCDs
■ Monitor and evaluate nutrition services provided
by private health institutions

National Food and Nutrition Strategy

Strategic initiative 5.3.3: Establish and strengthen evidence generation and utilization for lifestyle-related NCDs and communicable diseases.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish surveillance of lifestyle related NCDs ■ Presence of surveillance on lifestyle related NCDs MoH EPHI, MoSHE
■ Incorporate lifestyle related non-communicable ■ Number of lifestyle related non-communicable
and nutrition-related communicable disease disease indicators incorporated in the national health
indicators in the national health information information system
system ■ Number of lifestyle related NCD indicators incorporated
■ Incorporate life style related non-communicable in the national demographic and health surveys
and nutrition-related communicable disease ■ Number of NCD risk factor surveys conducted
indicators in the national demographic and health ■ Frequency of monitoring and evaluation conducted on
surveys nutrition surveillance related to NCDs
■ Conduct national surveys on NCD risk factors
every five years
■ Conduct periodic monitoring and evaluation on
nutrition surveillance related to NCD

83
 5.6. Strategic objective 6:
Strengthen the national
capacity to manage natural and
manmade food and nutrition
emergencies with a timely and
appropriate response including
for internally displaced persons
and refugees.
This strategic objective will focus on
strengthening multi-sector response
approaches in three key strategic directions/
areas, which require coordinated interventions
across individual sectors, including:

■ Strengthening emergency preparedness

to reduce risk and vulnerability to food
insecurity and malnutrition occasioned
by disasters, thus preventing crises from
developing into emergencies,

■ Strengthening timely and appropriate

emergency response that ensures all
persons in emergencies receive timely
and appropriate assistance to protect their
food security and nutritional status and to
avoid loss of lives and livelihoods, and

■ Strengthening emergency recovery,

resilience building and long-term
development capacity for food and nutrition
in order to improve post-emergency
recovery and reduce the vulnerability of
populations to food and nutrition insecurity.

The strategic directions, initiatives, actions and

key performance indicators are enumerated as
follows (Table 6).

84 National Food and Nutrition Strategy

 Table 6: Strategic directions, initiatives, actions and key performance indicators for the national capacity to manage natural and manmade food
and nutrition emergencies with timely and appropriate response including for internally Displaced Persons and refugees

Strategic objective 6: Strengthen the national capacity to manage natural and manmade food and nutrition emergencies with a timely and
appropriate response including for internally displaced persons and refugees.
Strategic direction 6.1: Strengthening emergency preparedness for food and nutrition
Strategic initiative 6.1.1: Establish/strengthen early warning system(s) to provide timely and crucial information to detect potential food and
nutrition emergencies and real-time monitoring.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provision of training on early warning systems for ■ Number of experts trained on early warning systems NDRMC MoH
food and nutrition emergencies

National Food and Nutrition Strategy

■ Establish early warning databases for food and ■ Number of established/strengthened early warning NDRMC MoH
nutrition emergencies database systems
■ Establish/strengthen Woreda nets for early warning ■ Number of established/strengthened Woreda nets for NDRMC MoH
data collection early warning data collection
■ Presence of regular and uninterrupted early warning
(weekly/monthly) reports
■ Conduct regular emergency food, nutrition and ■ Existence of emergency food, nutrition and disease NDRMC, MoH HEIs, research
disease surveillance surveillance systems institutes
■ Number of comprehensive and routine food, nutrition
and disease surveillance conducted
■ Conduct mapping of areas potentially affected/ ■ Existence of vulnerability area mapping for food NDRMC MoH, MoA, MoWCY,
vulnerable to food and nutrition emergencies and nutrition emergency, twice per year (hotspot MoWIE, MoE
classification)
■ Develop preparedness and response plans that ■ Existence of preparedness and response plans to NDRMC All sectors
address food and nutrition issues during and after address food and nutrition emergencies
an emergency
■ Reserve adequate food and supplementary food ■ Metric tons of reserved food per estimated number of NDRMC MoA, MoH, MoF
supply to control food and nutrition emergencies people in need of emergency response
■ Metric tons of supplementary food reserved per
estimated moderately malnourished under five children
and PLW in emergency affected area
■ Allocate adequate budget for food and nutrition ■ Amount of budget allocated for food and nutrition NDRMC, MoF NDRMC, MoA, MoH
emergency response from the government emergency from the government treasury

85
treasury
 ■ Establish emergency fund raising mechanisms at ■ Number of emergency fund raising mechanisms NDRMC, MoF All sectors

86
all levels to manage emerging food and nutrition established at all levels
crises ■ Proportion of budget mobilized for the required
resources
■ Provide a timely, adequate and appropriate ■ Number of emergency responses provided within 72 NDRMC, MoH MoF, MoWIE
response for food and nutrition emergencies within hours of onset
72 hours of onset
■ Establish/strengthen functional multi-sectoral food ■ Existence of functional food and nutrition emergency NDRMC, MoH All sectors
and nutrition emergency coordination structures at coordination structure at all level
all levels to ensure emergency preparedness and
response
■ Introduce real-time monitoring and reporting ■ Proportion of sites real-time monitoring and reporting MoH, NDRMC MoA, MoE, HEIs
and use of technology for food and nutrition using new technology
emergencies ■ Emergency food and nutrition report received weekly
with 90% reporting rate
■ Timely communicate information of international ■ Information of international and national concern NDRMC, MoH All FNP
and national concern and analyse data for decision shared timely implementing
making sectors
Strategic initiative 6.1.2: Strengthen advocacy and social mobilization for emergencies about food and nutrition.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct MAIYCF implementation during food and ■ Number of emergency-affected areas that MoH, NDRMC MoWCY, MoLSA,
nutrition emergencies implemented MAIYCF-E MoA, MoWIE, EFDA

■ Disseminate appropriate MAIYCF-E key messages ■ Proportion of mothers knowledgeable about NDRMC, MoH Media (EBA)
during emergency appropriate MAIYCF-E practices during emergency
■ Conduct public awareness on emergency food and ■ Number of public awareness sessions conducted NDRMC, MoH Media (EBA), other
nutrition early warning information sectors
■ Raise awareness or promote advocacy among ■ Number of awareness creation/sensitization NDRMC, MoH All sectors,
policy-makers, practitioners, researchers and workshops undertaken with policy makers,
HEIs
donors about issues of emergency and activities researchers, practitioners and donors per year
Strategic direction 6.2: Strengthening timely and appropriate emergency response for food and nutrition
Strategic initiative 6.2.1: Ensure access to safe water, sanitation and hygiene during emergencies.

National Food and Nutrition Strategy

 Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide households with access to clean and safe ■ Proportion of households who have access to an MoWIE, MoH, private sector
water during emergencies improved water source in the emergency affected area NDRMC
■ Provide and promote the use of household water ■ Proportion of households in the emergency affected MoWIE, NDRM, Private sector, CSO
treatment practices during emergencies area treating water within the household MoH
■ Provide hygiene and sanitation facilities for a ■ Proportion of individuals aged >12 months in MoWIE, Private sector, CSO
safe and clean household environment during households using hygienic sanitation facilities during NDRMC, MoH
emergencies emergencies
■ Provide proper disposal of human and animal ■ Proportion of households with access to solid waste MoWIE, NDRM, MoA, private sector,
waste in emergencies disposal in the emergency affected area MoH CSO
■ Construct and promote use of household and ■ Proportion of households with access to liquid waste MoWIE, NDRM, Private sector, CSO

National Food and Nutrition Strategy

community latrines during emergencies disposal in the emergency affected area MoH
■ Conduct awareness creation on proper water, ■ Proportion of households who have access to latrine MoWIE, Private sector, CSO
hygiene and sanitation practices during facility in the emergency affected area NDRMC, MoH
emergencies
Strategic initiate 6.2.2: Strengthen food and nutrition response during emergencies including refugees and most vulnerable groups.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct rapid nutritional assessments /surveys ■ Number of nutritional surveys /rapid assessments MoH, NDRMC HEIs, research
conducted per annum institutions, private
sector, CSO
■ Provide adequate and nutritious foods for ■ Proportion of people affected with the emergency and NDRMC MoA, MoH, private
vulnerable communities as per their needs who received food aid sector, CSO
■ Provide timely and adequate food and nutrition ■ Proportion of people who received food support ARRA, MoH, MoLSA, MoWCY
and care and support for the vulnerable groups in ■ Proportion of people who received nutrition care and NDRMC
refugee camps support
■ Strengthen/establish functional OTP in emergency ■ Number of functional OTPs established/strengthened MoH Private sector, CSO
affected areas in emergency affected catchment area
■ Strengthen/establish functional SC ■ Number of functional SC established/strengthened in MoH Private sector, CSO
emergency affected catchment area
■ Strengthen/establish functional TSFP ■ Number of functional TSFP established /strengthened NDRMC, MoH
in the emergency affected catchment area
■ Provide training on IMAM for health workers on ■ Proportion of health workers trained on IMAM MoH NDRMC
emergency food and nutrition management

87
 ■ Provide therapeutic and supplementary foods for ■ Proportion of children with SAM treated MoH, NDRMC

88
malnourished people ■ Proportion of children with MAM treated
■ Proportion of malnourished PLW treated
■ Provide therapeutic and supplementary feeding ■ Stock out report for RUTF, B-100, F-75 and F100 MoH, NDRMC Private sector, CSO
programme supplies in an uninterrupted manner ■ Stock out report of TSFP supply (RUSF)
and according to the national protocol during ■ Proportion of distribution sites that received food aid/
emergencies supply on time
■ Proportion of health facilities with adequate nutrition
supplies and equipment (anthropometric equipment,
drugs, SC opening kits, guidelines, job aids, recording
books, reporting formats)
■ Monitor the quality of donated food and nutrition ■ Proportion of donated food items that underwent EFDA, MoH, Private sector, CSO
supplies during emergencies quality monitoring checks NDRMC
■ Develop a standard guide for food basket during ■ Developed standards guide NDRMC, MoH EFDA
emergency
■ Monitor food basket during distribution ■ Proportion of food baskets that fulfil the requirement FDA, NDRMC MoTI
Strategic direction 6.3: Integrate the delivery of nutrition services during an emergency.
Strategic initiative 6.3.1: Ensure awareness and delivery of nutrition services during an emergency response.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote optimal IYCF-E practice during an ■ Proportion of infants who initiated breastfeeding within MOH NDRMC, MoWCY,
emergency one hour of delivery private sector, CSO
■ Promote optimal breast-feeding practices ■ Proportion of infants aged <6 months who exclusively
breastfed in emergency affected area
■ Proportion of children with continued breastfeeding for
two years and beyond
■ Promote consumption of diversified and nutrient- ■ Proportion of children aged 6-23 months with MoH, MoA, MoWCY,EPHI,CSO,
dense food minimum acceptable diet in emergency affected area NDRMC Private sector
■ Proportion of PLW with minimum dietary requirement
in emergency affected area
■ Promote optimal maternal nutrition during ■ Proportion of pregnant women taking one additional MoH, MoA, MoWCY,CSO, private
emergency meal NDRMC sector
■ Promote the consumption of additional meals by ■ Proportion of lactating mothers taking two additional
PLW meals
■ Establish women and child-friendly breastfeeding ■ Existence of breastfeeding corner in emergency sites MoH,MoWCY NDRMC, private
corner/spaces at emergency sites sector, CSO

National Food and Nutrition Strategy

 ■ Promote and protect breast feeding during ■ Number of reports on violation of the code of BMS EFDA, MoH, NDRMC, MoWCY
emergency (implement code of marketing BMS)
Strategic initiative 6.3.2: Ensure effective targeting mechanisms of the vulnerable population in emergency response.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote equity in selection of PSNP targets ■ Number of regions and Woredas targeted in RPSNP MoLSA, MoWCY, MoH,
■ Develop and implement ASBCC tools for PSNP ■ Number of cities, sub-cities and towns targeted in FJCFSA, MoA NDRMC
beneficiaries UPSNP
■ Number of clients targeted in PSNP
■ Involve the community on beneficiary selection ■ Proportion of community members who participated in NDRMC, MoH, All other sectors
process for food and nutrition security programmes the beneficiary selection process MOA, FJCFSA,
MoLSA

National Food and Nutrition Strategy

Strategic initiative 6.3.3: Strengthen micronutrient supplementation during emergency.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and implement appropriate ■ Presence of appropriate service delivery platforms for MoH NDRMC, MoTI
service delivery platforms for micronutrient micronutrient supplementation
supplementation
■ Provision of ORS-Zinc to children with diarrhoea ■ Proportion of children with diarrhoea who received MoH MoWCY, NDRMC,
during emergencies ORS+zinc HEIs, MOTI, private
■ Provision of vitamin A to children 6-59 months ■ Proportion of children (6-59 months) who received sector, CSO
vitamin A supplementation in the past six months
■ IFA supplementation for pregnant women ■ Proportion of pregnant women who received iron-
folate supplementation
■ IFA supplementation for adolescent girls ■ Proportion of adolescent girls who received iron-folate
supplementation
■ Deworming services for adolescent girls ■ Proportion of adolescent girls who received
deworming services
■ Provision of deworming to children 24-59 months ■ Proportion of pregnant women who received
of age and pregnant women deworming tablet in 2nd or 3rd trimester
■ Provide emergency food baskets containing ■ Proportion of food aid items fortified with NDRMC, MoTI, MOA, private sector,
fortified food items micronutrients MoH CSO
■ Conduct cash or voucher transfer for dietary ■ Proportion of HHs that received cash or voucher NDRMC, MoA MoTI, MoLSA,
diversification/fresh fruit and vegetables transfer to purchase diversified and nutrient-dense private sector, CSO
foods

89
 Strategic initiative 6.3.4: Ensure the quality and safety of emergency foods.

90
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Distribute food of acceptable quality and safety ■ Proportion of emergency food that meet quality and NDRMC, MoH, MoA, private
safety standards MoTI,EFDA sector,CSO
■ Conduct emergency food quality and safety ■ Proportion of emergency food aid/supplies that passed EFDA, NDRMC, Private sector, MoTI
monitoring during storage, transportation and the quality and safety requirements MoH
distribution
■ Promote hygienic food preparation and storage ■ Proportion of individuals in charge of food who EFDA, NDRMC, MoWIE, private
during an emergency demonstrated appropriate/hygienic food preparation MoH sector, MoTI
Strategic initiative 6.3.5: Enhance school enrolment, retention and completion rates in emergency affected areas.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct school feeding programmes in emergency ■ Proportion of schools with functional school feeding MoE, NDRMC MoH, CSO
affected areas programmes located in emergency areas
■ Number of newly established school feeding
programmes per emergency affected Woreda
■ Provide clean and safe water in schools during ■ Proportion of schools with clean and safe water access MoE, NDRMC, Civic societies
emergency in emergency affected Woreda MoWIE
■ Conduct monitoring on the diversity of foods used ■ Number of food groups included in the school feeding MoE, NDRMC, Civic societies,
for school feeding programmes programme MoA MOWIE
■ Conduct monitoring on the safety and quality of ■ Proportion of food handlers demonstrating appropriate MoE, NDRMC, MOWIE and civic
food used for school feeding hygienic food preparation and serving practice in EFDA societies
school
■ Proportion of schools checked by food regulatory
inspectors
■ Conduct, trace and enrol school dropouts due to ■ School drop-out rate in emergency affected Woredas MoE, NDRMC MoWCY, CSO
emergency
■ Develop programme to screen pre-school and ■ Proportion of food handlers demonstrating appropriate MoH, MoE NDRMC, MoWCY,
school children for malnutrition hygienic food preparation and serving practice in CSO
school
■ Proportion of schools checked by food regulatory
inspectors
Strategic initiative 6.3.6: Ensure availability of animal feed, water and disease prevention services in crisis prone areas.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

National Food and Nutrition Strategy

 ■ Conserve and distribute grass hay and crop residue ■ Proportion of households that received livestock feed MoA, NDRMC, HEIs, CSO
for consumption during dry season in emergency affected area VDFHACA
■ Vaccinate animals against trans-boundary and ■ Proportion of livestock vaccinated in emergency MoA NDRMC, private
drought induced livestock diseases affected area sector
■ Provide water for animals during emergency ■ Proportion of households with access to water for their MoWIE NDRMC, private
livestock sector
■ Conduct monitoring on the safety and quality of ■ Proportion of animal feed and water that meets safety MoA, NDRMC, private
animal feed and water during emergency and quality standards VDFHACA sector
Strategic direction 6.4: Strengthening emergency recovery, resilience building, and long-term development capacity for food and nutrition
Strategic initiative 6.4.1: Develop a rehabilitation system for food and nutrition emergencies that enables the affected communities to return
to functioning normally after emergencies.

National Food and Nutrition Strategy

Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide support to rehabilitate primary health care ■ Number of primary health care units rehabilitated for MoH NDRMC, MoF,
units to promote health and nutrition services health and nutrition services MoWIE,
■ Number of primary health care units fully supported
(human capacity, finance, material and so on)
■ Provide support to rehabilitate the food supply ■ Existence of functional food supply chain system MoA NDRMC, MoF,
chain system MoWIE, MOIT
Strategic initiative 6.4.2: Enhance capacities and livelihood opportunities for communities affected by emergencies as part of the social
protection scheme.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Implement productive safety net programmes for ■ Number of households affected by emergencies MoA, FJCFSA, MoH, NDRMC, MoF,
households affected by emergencies reached through PSNP both in urban and rural areas MoLSA
■ Create income generating activities for vulnerable ■ Number of HHs engaged in income generating MoA, MoLSA, NDRM, MoF
households activities through PSNP in urban and rural areas FJCFSA
■ Provide access to basic social services in urban ■ Proportion of PSNP beneficiary PLW who attended MoLSA, MoH, NDRMC, MoF
and rural areas for PSNP beneficiaries recommended ANC visits MoA,
■ Proportion of PLW who attended nutrition SBCC
Attorney
sessions
General
■ Proportion of PSNP beneficiary lactating women who
attended child GMP sessions
■ Proportion of PSNP HHs who received free legal
services
■ Proportion of PSNP HHs covered with community-

91
based health insurance
 ■ Support livelihood diversification of the most ■ Number of vulnerable households that received MoA, MoLSA, MoFED, MoYWC,

92
vulnerable households in kind and in cash livelihood support in cash FJCFSA NDRMC, MoWCY
■ Number of vulnerable households that received
livelihood support in kind
■ Provision of support to vulnerable HHs to upgrade ■ Number of vulnerable HHs with access to a safe MoLSA, Private sector, CSO,
and repair shelters and replenish core household and appropriate living space replenished with core NDRMC MoF, MoH
items household items
■ Provision of psychosocial support to returnees on ■ Number returnees received psychosocial support on MoWCY, MoH MoLSA
bouncing back from the crisis better bouncing back from the crisis better
■ Support IDPs and IDP returnees in accessing key ■ Number of IDPs and IDP returnees assisted in NDRMC All sectors
documents for restoring their housing, land and accessing key documents for restoring their housing,
property (HLP) rights land and property (HLP) rights
■ Establish livestock-based insurance schemes ■ Presence of livestock-based insurances MOA, NDRMC All other sectors
■ Establish crop-based insurance schemes ■ Presence of crop-based insurances developed MOA, NDRMC All other sectors
Strategic initiative 6.4.3: Support continuous peace building initiatives and enhance national security.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish/strengthen conflict resolution mechanism ■ Functionality of conflict resolution mechanisms in the MoP, NDRMC MoCT, MoLSA,
at all levels. community MoWCY, Attorney
■ Existence of formal conflict resolution structures in General, media
place at all levels
■ Establish/strengthen early conflict warning ■ Existence of regular update on conflict sensitive areas NDRMC, MoP MoLSA, EBA
systems
Strategic initiative 6.4.4: Promote and support livelihood recovery programmes by addressing primary production to improve food availability
and access.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Train development agents (DA) and farmers ■ Number of DAs involved in crop production training MoA NDRMC, all other
on improved crop production, diversification ■ Number farmers involved in crop production training sectors
technologies and practices that enhance recovery
■ Provide improved seeds though community-based ■ Number of HHs that received improved seed through MoA NDRMC, all other
seed multiplication schemes to enhance recovery community-based multiplication scheme sectors
■ Conduct regular monitoring/investigation of soil ■ Existence of regular soil quality/profile monitoring MoA NDRMC, all other
profile/quality in emergency affected areas ■ Existence of regular investigation mechanism of soil sectors
profile/quality

National Food and Nutrition Strategy

 ■ Distribute equipment for post-harvest loss ■ Number of vulnerable HHs that received equipment for MoA NDRMC, all other
management for vulnerable households post-harvest loss management sectors
■ Demonstrate proved post-harvest loss ■ Number of FTC who demonstrated post-harvest loss MoA All Sectors
management technologies on selected Farmers management technologies
Training Centres (FTCs) and model farmers ■ Number of model farmers who demonstrated post-
harvest loss management technologies
■ Provide farmers with small scale irrigation tools ■ Number of farmers supported with small scale MoA NDRMC, all others
(drip irrigation kits, tridel pump, water pumps, etc.) irrigation tools sectors
■ Provide improved agricultural inputs and technical ■ Proportion of HHs that received improved agricultural MoA MoWCY, MoTI
support to increase production inputs
■ Number of farmers who received technical support on

National Food and Nutrition Strategy

use of improved agricultural inputs
■ Encourage engagement of private sector and civil ■ Proportion of HHs that received improved agricultural ECSA, MOTI, All sectors
societies in sustainable development programmes inputs MOF
■ Number of farmers who received technical support on
use of improved agricultural inputs
Strategic initiative 6.4.5: Establish and strengthen soil conservation in crisis prone areas.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Involve customary institutions in rangeland ■ Number of institutions involved in rangeland MoA EFCCC, NDRMC,
management management
■ Identification of rangeland site and bush clearing ■ Number of sites identified and hectares of grazing land MoA NDRMC
and protection for recovery cleared
■ Reseed grazing land by using indigenous and ■ Hectare of grazing land reseeded using improved grass MoA NDRMC
improved grass seeds seeds
■ Promote community-based forage crops cultivation ■ Number of households involved in improved forage MoA NDRMC
and utilization cultivation and utilization
Strategic initiative 6.4.6: Create learning opportunities for displaced school age children.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provide Accelerated School Readiness (ASR) and ■ Proportion of displaced pre-primary/primary school age MoE, MoWYC, All other sectors
Alternative Learning Programme (ALP) for pre- girls and boys who got access to learning opportunities NDRMC
primary and primary children with no access to through ASR and ALP
education

93
 ■ Construct temporary learning centres to create a ■ Per cent of displaced school age girls and boys learning MoE, MoWYC, All other sectors

94
safe learning environment for displaced school age in a safe learning environment NDRMC
children that do not have access to education
■ Provide psychosocial training for displaced school ■ Proportion of displaced primary school age girls and MoE, MoWYC, All other sectors
age girls and boys boys who received psychosocial support NDRMC,
MoLSA
■ Provide training for teachers on promotion of ■ Number of teachers who received training on MoE, MoH, All other sectors
school nutrition and support nutrition SBCC promotion of school nutrition MoWCY
through school clubs ■ Number of schools implementing nutrition SBCC
through school clubs
Strategic initiative 6.4.7: Assess the impact of emergencies on the food and nutrition situation of affected communities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct a regular assessment of the impact of ■ Number of impact assessments conducted NDRMC, MOH All other sectors
food and nutrition emergencies on the life of the ■ Presence of data on impact of emergencies
community
Strategic initiative 6.4.8: Ensure adequate allocation of budget for sustainable implementation of food and nutrition security program.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Mobilize specific budget lines for sustainable ■ Amount of budget allocated for food and nutrition MoA,NDRMC, All other sectors
implementation of food and nutrition security security programme MoH
programmes/projects at all levels
■ Track food and nutrition programme expenditures ■ Number of food and nutrition expenditure reports MoF All other sectors
■ Encourage the involvement of investors in ■ Number of industries producing processed food and MoTI, NDRMC, All other sectors
processed food and supplement production from supplements EFDA
local foods
■ Establish/strengthen food quality assurance ■ Existence of regular monitoring systems on food EFDA, MoH MoTI, NDRMC
mechanism in private sector quality
■ Support and encourage private sector in ■ Availability of subsidized processed food and MoTI NDRMC, MoA, ll
subsidizing processed food and supplements supplements for vulnerable communities other sectors
for vulnerable/emergency prone communities to
increase availability and access

National Food and Nutrition Strategy

5.7. Strategic Objective 7:
Improve water, sanitation and
hygiene (WASH) of individuals,
households and institutions.
This section describes strategic directions,
initiatives, activities and indicators for WASH.
Lead organizations and collaborators are also
labelled for each of the strategic initiatives and
activities. WASH Programme is a multi-sector
endeavour of MoWIE, MoH, MoE and MoF.
These organizations appear as lead actors in
most of the initiatives and activities (Table 7).

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 Table 7: Strategic objectives, directions, initiatives, actions and key performance indicators for water, sanitation and hygiene

96
Strategic objective 7: Improve water, sanitation and hygiene (WASH) of individuals, households and institutions.
Strategic direction 7.1: Improve nutrition through the provision of adequate WASH services.
Strategic initiative 7.1.1: Ensure the provision of safe, adequate and climate resilient water supply and sanitation services on a sustainable
basis.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Undertake water supply and sanitation studies ■ Number of water supply and sanitation studies and MoWIE/WDC Ministry of Urban
and design water supply systems and sanitation designs conducted Development, private
services sector
■ Construct, rehabilitate and expand water supply ■ Proportion of population and/or number of people MoWIE/WDC
schemes for rural and urban residents. provided with access to pure water supply as per GTP-
2 standards
■ Construct and rehabilitate communal/public ■ Percentage of population with access to improved MoWIE/WDC,
latrines in urban slums and informal settlement latrine MoH
areas. ■ Percentage of population actually using improved
latrine
■ Construction/upgrade of basic latrine to new ■ Proportion of people/number of households with MoWIE/WDC,
improved latrine access to improved latrine with hand washing facilities MoH
■ Construct, rehabilitate and expand water supply for ■ Number of cattle troughs constructed for livestock
livestock watering
Strategic initiative 7.1.2: Promote adoption of good hygiene behaviour and sanitation practices through awareness raising, eliminating open
defecation practices and enhancing environmental sanitation to control WASH related communicable diseases transmission.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Organize and conduct hygiene education sessions ■ Percentage of households properly practicing personal MoH media and private
(on the benefits of hand washing, face and body hygiene sector
hygiene,etc.). ■ Percentage of population practicing hand washing with
soap/substitute at critical moments
■ Facilitate access to water supply and soap for hand ■ Percentage of people with access to water supply and
washing, face and body hygiene at household level soap
■ Percentage of population practicing hand, face and
body washing
■ Create awareness on menstrual hygiene ■ Percentage of women practicing improved menstrual
management practices hygiene management

National Food and Nutrition Strategy

■ Conduct advocacy, employing mass media ■ Percentage of population with improved behavioural
campaigns and IEC/BCC materials change
 ■ Conduct capacity building skill trainings on ■ Proportion of households utilizing improved latrines MoH, MoWIE/ media and private
improved latrines and waste disposal pit ■ Number of people trained on construction and WDC sector
construction management of improved latrines
■ Conduct advocacy and social mobilization ■ Percentage of open-defecation-free kebeles.
campaigns on hygiene and environmental ■ Percentage of kebeles with proper solid and liquid
sanitation waste disposal provisions
■ Implement community led total sanitation (CLTSH/ ■ Percentage of open-defecation-free kebeles.
SLTSH)
Strategic initiative 7.1.3: Ensure the use of sustainable and cost-effective technologies to expand water supply coverage in rural, urban, arid
and drought prone areas.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

National Food and Nutrition Strategy

■ Construct rural multi-village piped water supply ■ Percentage of population in rural, urban, arid and MoWIE/WDC private sector,
system and/or small-scale community managed drought prone areas served with safe water supply as universities and
water supply schemes where feasible per GTP-2 standards and service levels research institutions
■ Construct climate-resilient water supply schemes
from deep ground water and treated surface water
sources.
■ Promote use of renewable energy sources (solar, ■ Number of schemes utilizing renewable energy
wind energy and biogas) as a source of power to sources
run water supply systems in rural and urban areas.
Strategic initiative 7.1.4: Ensure access to improved sanitation technology options and services.
■ Strategic actions ■ Key performance indicators Lead sectors Collaborating sectors
■ Establish or functionalize sanitation marketing ■ Proportion of Woredas with at least one sanitation MoH
centres. market centre established
Strategic initiative 7.1.5: Strengthen implementation of institutional WASH activities at schools and health institutions with full WASH package
provision (drinking water, latrines, MHM facilities, urinals, hand washing and solid waste disposal facilities).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Construct full WASH packages (water supply, ■ Percentage of schools with access to full WASH MoE and MoH, private sector
improved latrines (separate for male & female packages MoWIE/WDC
students) with hand washing basin, urinals and
waste disposal facilities) in schools.

97
 ■ Construct full WASH Packages (water supply, ■ Percentage of health facilities with access to full WASH MoE and MoH, private sector

98
improved latrines with hand washing, and waste packages MoWIE/WDC
disposal facilities- incinerators, placenta pits) in
health institutions.
■ Construct MHM facilities and provide the ■ Percentage of schools with proper MHM facilities MoE MoH, MoWIE/WDC,
necessary material support to schools (MHM installed/in place and private sector
rooms, sanitary pads, soap and water supply for
cleaning and disposal facilities).
■ Organize school WASH clubs and provide the ■ Proportion of schools with functional school WASH MoE
necessary support in rural and urban schools clubs established
Strategic initiative 7.1.6: Adopt the use of standard guidelines, design and construction manuals and procedures for improved water supply
and sanitation facility construction.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Revise/update, publish and disseminate guidelines ■ Percentage of WASH facilities properly constructed as MoH and MoE, Private sector
and design manuals developed by the MoE, MoH per standard guidelines and manuals MoWIE/WDC
and WDC.
■ Capacitate technicians and experts at lower levels ■ Number of technicians trained
on the use of guidelines and design manuals
Strategic initiative 7.1.7: Strengthen the role of the public sector in the provision of water supply and sanitation services (regulatory, supportive
and facilitative aspects).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct advocacy to high level decision makers on ■ Percentage of increase in government budget MoWIE/WDC, Private sector
WASH related issues. allocation in the sector. MoH, MoE and
■ Facilitate the creation of an enabling environment ■ Proportion of private sector firms engaged in the MoF
and the necessary support for the private sector implementation of the services
Strategic initiative 7.1.8: Strengthen the role of the private sector in the provision of water supply and sanitation services.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Engage the private sector in research, consultancy, ■ Proportion of private sector actors involved in WASH MoWIE/WDC, Private sector
construction, supervision and management of implementation MoH and MoE
facilities, manufacturing, material supply, etc.
■ Boost private sector capacity through tailor-made ■ Proportion of private sector receiving tailor made
short-term trainings trainings
Strategic initiative 7.1.9: Strengthen the role of the community in planning, implementation, management, operation and maintenance of
WASH schemes and services for a sustained service delivery.

National Food and Nutrition Strategy

 Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Build awareness of the general public on ■ Improved awareness of the public on optimal use of MoWIE/WDC, Community
sustainable use of WASH services WASH facilities MoH, MoE mobilization offices,
■ Establish WASHCOMs/water boards and ■ Proportion/number of WASH schemes with private sector
caretakers for the management, O&M of WASH WASHCOMs/water boards established and
schemes strengthened
■ Provide capacity building trainings to WASHCOMs/ ■ Number of WASHCOMs/water boards and caretakers
water boards and caretakers. trained
■ Reduce the rate of unaccounted/non-revenue ■ Increased system efficiency (supply/utilization)
water
■ Create awareness at all levels to reduce water loss ■ Percentage of population properly utilizing available

National Food and Nutrition Strategy

and water abuse. water and implementing reuse practices
■ Reduce non-functionality of water supply systems ■ Proportion of functional schemes
and sanitation services
■ Establish spare parts supply chain and ■ Percentage of schemes having a spare parts supply
management systems chain
■ Enhance the capacity of religious leaders, cultural ■ Percentage of religious leaders and social networks
clan leaders and other social networks strengthened
Strategic initiative 7.1.10: Ensure the active participation of women in WASH programmes’ implementation and decision making in
management.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure that women represent (at least 50%) in the ■ Percentage of WASHCOMs and water boards with MoWIE/WDC, Private sector
decision-making structures of WASHCOMs and >=50 per cent women members MoH
water boards.
■ Conduct capacity building training to women in ■ Number of women trained in scheme operation and MoWIE/WDC Private sector
scheme operation, financial management etc. management
Strategic initiative 7.1.11: Ensure the implementation of a comprehensive water safety plan (catchment, protection, conservation and
management practices), regular water quality monitoring, surveillance and treatment to ensure safe water provision and promotion of the health
of the society.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Identify water safety risks, and prepare and ■ Percentage of water supply schemes with water safety MoWIE/WDC& MoTI, private sector
implement water safety plans. plan in place. MoH
■ Establish water quality monitoring and surveillance ■ Percentage of schemes with water quality monitoring MoH/EPHI
systems and surveillance systems in place

99
 ■ Organize community mobilization events and carry ■ Area in hectares wherein catchment protection works MoWIE/WDC& MoTI, private sector
out catchment protection works. have been carried out MoA

100
■ Percentage of the population mobilized for catchment
protection works
■ Provide capacity building trainings to organized ■ Percentage of WSP team trained MoWIE/WDC, Private sector
water safety plan team members, experts and ■ Percentage of professionals trained on water safety MoH/EPHI
technicians on water safety plans’ implementation. plan preparation and implementation
■ Provide trainings on water quality testing, ■ Percentage of professionals trained on water quality
monitoring, surveillance and treatment monitoring and surveillance.
Strategic initiative 7.1.12: Ensure provision of safe water from point of source to consumption.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct water quality tests, improve construction ■ Percentage of water supply facilities tested for water MoWIE/WDC Private sector
quality and conveyance efficiency. quality MoH
■ Percentage of water supply facilities regularly
monitored for water quality.
■ Provide portable field test kits to carry out water ■ Percentage of water supply schemes with water MoWIE/WDC,
quality analysis quality checks before and after construction MoH
■ Provide capacity building support to regional and ■ Percentage of water quality laboratories strengthened/
municipal water quality laboratories supported
Strategic initiative 7.1.13: Strengthen systems and efforts to enforce standards and guidelines for maintaining water quality in all recognized
water uses; e.g., water supply (domestic, livestock, industrial, others, etc.).
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Prepare or update water quality standards and ■ Prepared/updated water quality standards and MoWIE/WDC MoTI, ISA
guidelines guidelines MoH, EFDA
■ Properly implement water safety standards and ■ Proportion of institutions complying to water safety
guidelines standards
■ Enforce legal systems on water quality control ■ Established systems of control mechanisms/authorities
Strategic initiative 7.1.14: Promote the use of household water treatment technologies and safe storage for safer consumption and better
health.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Create awareness on household water treatment, ■ Percentage of households using household water MoWIE/WDC Private sector
handling and safe storage. treatment options and safe handling. and MoH
■ Number of household water treatment technologies
applied

National Food and Nutrition Strategy

 ■ Engage private sector on the provision and ■ Proportion of private sector companies involved MoWIE/WDC Private sector
marketing of effective water treatment options and MoH
Strategic initiative 7.1.15: Protect water bodies from pollution and contamination.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Sensitize and enforce institutions to comply with ■ Percentage of institutions regulated and monitored for MoWIE/WDC MoH, MoA,
pollutants’ regulation proclamation, laws and hazardous waste management. and ECCC
standards.
■ Control indiscriminate discharge of industrial ■ Percentage of industries regulated and monitored for
hazardous wastes and chemicals into water bodies hazardous waste management.
without adequate treatment.
Strategic initiative 7.1.16: Ensure the adoption of inclusive designs in WASH facilities’ construction and equity to address the needs of women,

National Food and Nutrition Strategy

children and differently abled people.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Construct women, child and differently abled ■ Percentage of WASH facilities with inclusive designs- MoWIE/WDC Associations for
people-friendly WASH facilities (i.e. with ramps, gender and differently abled people-friendly latrines and and MoH, MoE disability
accessible toilets, and water taps etc.) for water supply
communities and institutions (schools and health
care facilities).
■ Incorporate the needs of women, children ■ Percentage of design manuals and guidelines with
and adolescents in water supply and sanitation inclusive provisions.
systems’ design standards and manuals.
■ Conduct training on inclusive design and ■ Number of trainings on inclusive design and
implementation for people with special needs implementation
Strategic initiative 7.1.17: Strengthen the governance structure and sectoral coordination of WASH at all levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish/strengthen appropriate coordinating ■ Percentage of functional WASH coordinating structures MoWIE/WDC, Private sector,
structures established and strengthened at all levels. MoH and MoE, community
■ Establish/strengthen national and regional WASH ■ NWSC/RWSC established at all levels MoF
steering Committees.
■ Establish/strengthen technical committees and ■ Number of functional technical committees and
working groups from each sector. sectoral working groups organized
■ Establish/strengthen programme management ■ Number of programme management units organized in
units in each sector ministries. each sector

101
 Strategic initiative 7.1.18: Enhance networking, partnership and learning platforms for WASH.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

102
■ Establish networks with universities and research ■ Number of functional networks established. MoWIE/WDC, MoSHE, universities,
institutions. MoH and MoE, research institutions,
■ Liaise and network with national, regional and ■ Number of national/regional/global networks connected MoF private sector,
community
global platforms and initiatives for shared learning with
and capacity building.
■ Organize periodic multi-stakeholder forums at all ■ Number of multi-stakeholder forums organized
levels as a platform for learning and sharing.
■ Support research and survey activities in the ■ Number of researches and evidences generated in the
WASH sector. WASH sector
Strategic initiative 7.1.19: Ensure adequate budget in the sector by increasing government budget allocation, and mobilizing funds through
increasing engagement of development partners, CSOs/NGOs, the private sector and the community’s self-financing.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Increase government commitment and allocation ■ The proportion/share of government funding to the MoWIE/WDC, Federal and regional
of funds (federal, regional, Woreda and towns). sector MoH, MoE, and governments,
■ banks, micro- finance institutions, private sector MoF
■ Engage the private sector in the financing of ■ Proportion of WASH programmes/projects financed
programmes and projects. and managed by the private sector
■ Conduct advocacy and mobilize funds from banks ■ Proportion of self-financed WASH schemes
and microfinance institutions (support and/or credit implemented/the level of access to credit from banks
access). and microfinance institutions
Strategic initiative 7.1.20: Develop and implement a comprehensive and cascaded capacity building plan to strengthen the technical capacities
of professionals in the sector.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct capacity gaps or need assessments in the ■ Identified capacity gaps in the sector MoWIE/WDC, MoSHE, TVETCs,
different WASH implementing sectors. MoH and MoE universities, Rrsearch
■ Organize and conduct tailored capacity building ■ Number of professionals trained institutions
trainings to professionals in a range of priority ■ Level of improved performances in implementation
aspects at all levels.
■ Organize and conduct experience sharing and ■ Number of experience sharing events organized
exposure visits.

National Food and Nutrition Strategy

 ■ Prepare and disseminate WASH guidelines, ■ Number of implementation guidelines developed and MoWIE/WDC, MoSHE, TVETCs,
manuals and other relevant training materials. disseminated MoH and MoE universities, Rrsearch
■ Provide training and technical assistance to water ■ Percentge of utilities provided with technical assistance institutions
utilities to improve utility management.
Strategic initiative 7.1.21: Ensure households’ access to labor saving technologies and safe drinking water.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop a system for improving context-specific ■ Percentage of households using irrigation Ministry MoH
irrigation programmes to ensure food and nutrition ■ Percentage of households with access to electric of Water,
security. power Electricity and
■ Percentage of households with access to safe water Irrigation
■ Increase access to electricity for better use of food supply

National Food and Nutrition Strategy

and nutrition technologies.
■ Develop a context-specific approach to increase
access to safe and adequate water.
Strategic initiative 7.1.22: Strengthen monitoring and evaluation systems of WASH services.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Organize and conduct regular WASH steering ■ Number of steering committee meetings organized at MoWIE/WDC, Private sector,
committee meetings at all levels. all levels. MoH and MoE, community
■ Conduct joint reviews and monitoring of ■ Number of joint reviews carried out MoF
programme progress
■ Conduct joint reviews and implementation support ■ Number of joint reviews and monitoring missions
missions to regions, woredas and towns. carried out
■ Conduct sector wide inventory of WASH facilities ■ Functional WASH inventory/MIS systems in place
and services and establish/strengthen WASH MIS.
■ Prepare periodic activity and financial reports and ■ Number of reports prepared and submitted
submit to the NWSC

103
 Strategic initiative 2. 6.2: Promote indigenous water purification knowledge and practices.
Strategic direction 7.2: Establish a system for ensuring the availability, safety and quality control of water supplies.

104
Strategic initiative 7.2.1: Strengthen the availability and accessibility of safe and quality public water supply.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Innovate and adopt technologies to improve ■ Number of innovated and adopted technologies MoWIE MOTI
availability and accessibility of safe and quality ■ Number of activities conducted to improve
public water supplies implementation capacity
■ Improve the system for ensuring the safety and
quality of water supplies, hygiene and sanitation
■ Develop and implement strategies to ensure the
safety and quality of public water supply
■ Improve the implementation capacity of relevant
stakeholders and implementers
■ Develop monitoring and evaluation systems
■ Update effectiveness of technologies
Strategic initiative 7.2.2: Promote indigenous water purification knowledge and practices.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Assess indigenous potable water purification ■ Number of assessments conducted MoWIE MoH, MoSHE
knowledge and practices ■ Standards and formulations
■ Improve research on methods of upgrading the
performance level
■ Set standards and the right formulations and
utilizations
■ Conduct familiarization trainings
■ Improve documentation and record keeping

Strategic initiative 7.2.3: Ensure the safety and quality of potable water supplies for emergency situations.
■ Develop regulatory frameworks for potable water ■ Number of regulatory frameworks developed NRDMC, WEI EFDA. MoWIE
supplies during emergency ■ Preparation of good potable water handling practices
■ Implement good handling, transportation
and delivery of potable water supplies during
emergency

National Food and Nutrition Strategy

5.8. Strategic Objective 8: dense, safe and adequate food and nutrition
services. The objective mainly focuses on
Improve the nutrition literacy improving the nutrition knowledge, attitude
of individuals, families and and practice among individuals, households
communities along the food and communities to overcome the burden of
value chain to make informed different forms of malnutrition. This strategic
objective has three strategic directions;
decisions on the uptake of namely nutrition literacy at the individual
diversified, safe, adequate and level, nutrition literacy at the household level,
nutritious food. and nutrition literacy at the community level.
There are strategic initiatives, activities and
Strategic objective eight aims to improve the indicators under each strategic direction that
nutrition literacy of individuals, households, will be implemented and realized through
and communities thereby improving the multisectoral collaborations (Table 7).
uptake of diversified, nutrient-rich and nutrient-

Eating

Language Nutrient

Knowing
where food
Food Planning
and
comes from
literacy management

Preparation
Selection

Access

National Food and Nutrition Strategy 105

 Table 8: Strategic directions, initiatives, actions and key performance indicators for nutrition literacy of individuals, families and communities along
the food value chain to make informed decisions on the uptake of diversified nutrient-rich and nutrient-dense, safe, adequate food and nutrition

106
services.
Strategic objective 8: Improve the nutrition literacy of individuals, families and communities along the food value chain to make informed
decision on the uptake of diversified, safe, adequate and nutritious food.
Strategic direction 8.1: Improve the nutrition literacy of the community through strengthening the policy environment.
Strategic initiative 8.1.1: Explore and use societal values and practices that impact nutrition.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Assess the dietary practice barriers of the ■ Number of researches conducted Research All sectors
community in collaboration with higher education ■ on dietary practice institutions
institutions and research centres
■ Conduct research on key barriers of healthy dietary ■ Number of national researches on healthy dietary Research All sectors
practice practice aiming to identify barriers of healthy dietary institutions
practices
■ Scale up positive indigenous traditional practices ■ Number of positive traditional practices identified and Research All sectors
to inform nutrition promotion and communication scaled up institutions
intervention
■ Establish a platform to identify and capacitate ■ Number of food and nutrition champions, gatekeepers, All sectors Champions,
nutrition gatekeepers, champions and celebrities decision makers, celebrities identified and trained on gatekeepers, private
(influential individuals) at all levels to advocate food food and nutrition sector
and nutrition agenda to all
Strategic initiative 8.1.2: Enhance capacity at all levels to deliver food and nutrition communication activities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct national and regional food and nutrition ■ Number of FN communication capacity assessments EPHI (to revised
communication capacity assessment conducted after the agency
establishment)
■ Capacitate personnel working on food and nutrition
activities at all levels
■ Strengthen higher education institutions to achieve ■ Number of institutions with nutrition literacy MOSHE All higher education
nutrition literacy programmes (mini media, nutrition club) institutions
Strategic initiative 8.1.3: Develop mechanisms to capacitate the policy and decision makers on food and nutrition issues.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Improve policy and decision makers’ awareness of ■ Number of advocacy events conducted at different PM office All sectors

National Food and Nutrition Strategy

food and nutrition issues levels for decision makers
 ■ Advocate for mainstreaming communication of ■ Number of sectors that mainstreamed SBCC All sectors
development SBCC on nutrition into sectoral plans intervention into their sectoral plan
■ Ensure all sectors have a budget line for food and ■ Number of sectors that allocated budget for food and MOF All sectors
nutrition promotion nutrition promotion
Strategic direction 8.2: Improve the nutrition literacy through strengthening institutional capacity.
Strategic initiative 8.2.1: Ensure institutional capacity for the promotion of food and nutrition issues at all levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen the capacity of health facilities and ■ Percentage of health facilities providing regular food MOH
health service providers in providing food and and nutrition education
nutrition education and services
■ Strengthen the capacity of schools and teachers in ■ Percentage of schools providing regular food and MOE MOH, Media, MOA,

National Food and Nutrition Strategy

providing food and nutrition education nutrition education to the school community MOWIE
■ Number of teachers trained on food and nutrition topics
■ Strengthen the capacity of food and nutrition ■ Percentage of suppliers providing information on food MOTI, EFDA MOH, private sector
suppliers and producers in providing information safety and quality to their customers
on safe, adequate and quality food to customers ■ Number of actors on the value chain trained on
nutrition topics
■ Strengthen the capacity of farmer training centers ■ Percentage of FTC providing regular food and nutrition MOA MOH
in providing food and nutrition education and education to farmers
services ■ Number of AEW trained on food and nutrition topics
■ Strengthen the regulatory body capacity of food ■ Number of regulatory bodies who conduct regular EFDA MOH, MOTI private
and nutrition literacy on food safety and quality monitoring of food and nutrition communication sector
activities
Strategic initiative 8.2.2: Ensure institutional capacity in awareness of food quality and safety along the value chain.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Build the capacity of food and drink actors along ■ Percentage of food and drink actors aware of food MOTI, MOA EFDA, All sectors
the value chain to produce and process safe and safety and quality measures
good quality food
■ Capacitate institutions on the rules and regulations ■ Number of institutions capacitated on the regulations EFDA
of food safety and quality
■ Develop and disseminate SBCC materials on food ■ Number of SBCC materials with different types FDA, MOIT All sectors
safety and quality to prevent food adulteration, developed on food safety and quality
misbranding, mislabelling and toxin contamination

107
 ■ Avail the necessary food and nutrition education ■ Number of food and nutrient inspectors and regulators FDA, MOIT All sectors
and counselling kits for all responsible sectors trained on food and nutrition

108
Strategic initiative 8.2.3: Enhance nutrition literacy through mainstreaming of food and nutrition in different sectors’ developmental plan.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop nutrition literacy plan ■ Number of sectors that developed nutrition literacy All Sectors
plans
■ Establish and strengthen food and nutrition clubs ■ Percentage of institutions with mini medias and school All Sectors
and mini medias in institutions clubs for promotion of food and nutrition messages
■ Promote food and nutrition education through ■ Percentage of different platforms which promote MOE, MOLSA MOH
different platforms (school feeding programmes, nutrition messages
orphanages, nursing homes, etc.)
■ Promote food and nutrition counselling services in ■ Number of institutions providing in and out of school MOE, MOWCY, MOH
and out of schools nutrition counselling services MOLSA
■ Provide training for food and nutrition handlers, ■ Number of food and nutrition suppliers, handlers and MoH MoTI
producers and suppliers on food safety and quality producers trained on the standard food and nutrition
training
■ Develop and disseminate training manuals and ■ Number of training manuals and guidelines developed MoH
guidelines to FNS implementing sectors
■ Develop and disseminate training manuals, ■ Number of training manuals, guidelines, standards and EFDA MoTI, MOH
guidelines, standards and directives to inspectors, directives developed
regulators, etc.
Strategic direction 8.3: Improve nutrition literacy at community level.
Strategic initiative 8.3.1: Improve nutrition literacy through existing community networks and platforms.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Conduct mapping of existing community ■ Number of identified community platforms/networks MOA, MOLSA, Other sectors
networks/platforms through coordination (WDA/ MOE, MOH,
ADA/, CCC/Dagu, parent-teacher association, MWYCA,
KWASHO (Water committee), etc.) MOWIE
■ Enhance communication and facilitation skills and ■ Number of frontline workers trained on communication MOH, MOA, Other sectors
knowledge of frontline workers (HEWs/AEWs/ and facilitation skills MOE, MWYCA,
WDA/ADA/PTA) MOWIE

National Food and Nutrition Strategy

 ■ Engage influential community members (clan ■ Number of sensitization events conducted by engaging Ministry of And other sectors
leaders, religious leaders, elders, etc.) for influential community members for promotion of food Peace /MOLSA,
promotion of food and nutrition issues and nutrition issues religious
coalition
Strategic direction 8.4: Improve nutrition literacy of individuals and families.
Strategic initiative 8.4.1: Increase the individuals’ food and nutrition awareness to enhance optimal food and nutritional practices.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Disseminate/broadcast key food and nutrition ■ Number of food and nutrition messages broadcasted EFDA, All Broadcast agency,
messages to individuals on diversified, safe and through media sectors PM office standard
nutritious food, healthy lifestyles, etc. ■ Number of nutrition topics disseminated by agency
■ Use food and nutrition professionals, professional gatekeepers, champions and decision makers

National Food and Nutrition Strategy

associations’ gate keepers, champions and
decision makers to disseminate appropriate food
and nutrition messages to specific targets
■ Creating awareness among food processing firms ■ Number of food firms and community members
and the community of the impacts of chemicals, trained on the impact of chemicals
effluents, by-products of factories, etc. on the
safety of agriculture and environment
Strategic initiative 8.4.2: Improve the knowledge and practice of individuals and households regarding clean and safe water.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Increase knowledge and practices of individuals ■ Proportion of individuals with adequate knowledge and MOH Media, MOTI, MOA,
regarding personal, food and environmental practice of sanitation and hygiene EFDA
hygiene and sanitation ■ Percentage of households using locally appropriate
■ Promote personal and environmental hygiene water defluoridation methods
■ Promote the prevention of fluorosis through
defluoridation of drinking water
■ Promote safety and quality of water

109
 Strategic initiative 8.4.3: Improve knowledge and practice of households regarding food preparation, hygiene and safety.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

110
■ Develop and disseminate household specific food ■ Proportion of households who improved practices MOH, MOA, Broad cast agency,
and nutrition SBCC materials on consumption of food preparation and handling, consumption of EFDA MOWIE
of diversified and nutrient-dense food, food diversified and nutrient-dense food and household and
preparation and handling and household and environmental sanitation
environmental sanitation ■ Proportion of households that received food and
■ Provide food and nutrition education on hygiene nutrition education on hygiene and safety of the
and safety during preparation of diversified and consumption of diversified and nutritious diet
nutritious diets ■ Number of platforms developed to alert households on
■ Develop a platform to alert households on food food safety and quality
adulteration, misbranding, mislabeling and toxin
contamination
Strategic initiative 8.4.4: Improve awareness and practice of households and community regarding food safety, healthy lifestyles and
nutritious diets using different channels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop a package of food and nutrition messages ■ Number of messages developed MOH, MOA MOWIE, broadcast
targeted at households which will be disseminated ■ Proportion of households aware of healthy lifestyle, agency, MOWCY
regularly food safety and diversified diet
■ Create awareness of households on food safety,
healthy lifestyle and diversified diet through
frontline workers
■ Broadcast/transmit messages on the consumption
of indigenous, organic and culturally accepted
foods by the community using different channels
■ Develop innovative platforms on food safety,
healthy lifestyle and nutritious foods to reach
households

National Food and Nutrition Strategy

 ■ Develop a strategy to promote and support ■ Number of innovative platforms developed MOTI Telecommunication
consumption of food items that are edible to on ■ Number of strategies developed to promote edible All sectors
community or areas and are also adapted and food items
consumed by other communities ■ Number of local media agencies engaged in nutrition
■ Engage local media agencies in regular food and education and messaging
nutrition education and messaging
Strategic initiative 8.4.5: Improve knowledge and practice of households regarding diverse production and utilization of nutrient dense and
diversified foods throughout the year.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop and disseminate SBCC tools to support ■ Proportion of households who are aware of the MOA, MOH MOWIE, MOLSA,
households’ production and consumption of production and utilization of nutrient-dense and broadcast agency,

National Food and Nutrition Strategy

nutrient-dense and diversified diets year-round diversified diets MOWCY
■ Provide training to households for the ■ Proportion of households who established and
establishment of backyard gardening, caged implemented the stated activities (activity 2 and 3)
poultry, dairy production and rearing of small ■ Number of sessions held by religious and community
ruminants and fisheries elders on food and nutrition messages
■ Provide food and nutrition education on selection ■ Number of wild foods introduced
and utilization of foods to households exercising ■ Number of platforms developed
food ta¬boos and following cultural constraints
■ Promote production and consumption of wild
foods (from animal and plant sources)
■ Develop a platform to exchange cultural diversity
of traditional foods of various cultures and their
rele¬vance in other areas
Strategic initiative 8.4.6: Promote and support households on consumption of locally processed, imported and fortified food products that are
safe and of good quality.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop factsheets on fortified food and ■ Proportion of households that consumed fortified foods MOTI, MOH EFDA
disseminate them to households ■ Proportion of households reached through media about
■ Use local media to alert households on the safety food safety and quality
and quality of fortified food products

111
 Strategic initiative 8.4.7: Promote delivery of nutrition education to students and their parents through incorporation of nutrition topics into the
education programme.

112
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure nutrition topics are incorporated in the ■ Number of nutrition topics incorporated in the revised MOE MOH, broadcast
integrated adult education and regular curriculum curriculum and in the integrated adult education agency
■ Educate and build the capacity of parent-teacher ■ Proportion of PTAs that received orientation/training
association (PTA) about the effect of food and about food and nutrition
nutrition on the education sector ■ Number of households that produce and supply
■ Advise parents to encourage students to apply the nutrient-rich and fresh food to school feeding
knowledge gained in schools in their respective programmes
households
■ Ensure students facilitate the take-home
messages through discussions with their parents
on the knowledge gained in school
■ Encourage the families to produce nutrient-
rich foods and supply them to school feeding
programmes
■ Promote the benefits of comprehensive school
nutrition services (deworming, WIFAS, nutrition
education, etc.) to parents
Strategic initiative 8.4.8: Improve the knowledge and practice of households in early identification and response to disaster risk.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Improve knowledge and practice of households ■ Proportion of households with improved knowledge NDRMC MOA, MOH,
in early identification, assessment, planning and and practice in early identification, assessment, broadband agency
responding to man-made or natural disaster risks planning and responding to disasters
■ Develop food and nutrition SBCC materials for ■ Number of food distribution centers that delivered
distribution sites nutrition messages to target households
■ Develop behaviour change commu-nication ■ Number of platforms developed for behaviour change
platforms relevant to nutri-tion-sensitive disaster commu¬nication relevant to nutri¬tion-sensitive disaster
risk management risk management
■ Impart information about resilience to nutri¬tion ■ Proportion of farmers aware about resilience to
related shocks to all farmers nutri¬tion related shocks

National Food and Nutrition Strategy

 Strategic initiative 8.4.9: Promote effective delivery of nutrition messages to communities and households through social gatherings and
building the capacity of frontline workers.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure food and nutrition messages are ■ Presence of nutrition messages in the women and MoH MOA
incorporated in the women development army men development army training packages
and men development army networks’ training ■ Presence of implemented communication mechanisms
packages targeting influential community members
■ Develop and implement communication
mechanisms targeting influential community
members (elders and religious and clan leaders)
and structures (ekub, edir, mahber, etc.) on
consumption of diversified, nutritious, organic,

National Food and Nutrition Strategy

safe, good quality and cross cultural foods/diets/
Strategic initiative 8.4.10: Integrate nutrition topics into formal educational curriculum and adult education.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Design curriculum ensuring the incorporation of ■ Number of health, agriculture and technology MoE, MoSHE, MoH, MoA
nutrition topics into the curriculum of elementary, institutions that have incorporated nutrition courses in research
secondary and higher education for health science their curriculum institutes
students and FNP and its strategy for food and ■ Adult literacy programmes curriculums that included
nutrition students nutrition courses
■ Identify gaps, craft and implement operational ■ Proportion of universities with food and nutrition
research to generate and disseminate evidences, training programmes providing community nutrition
and advocate the utilization of results and services
recommendations to address the identified gaps ■ Number of students that graduated with a degree in
the nutritional sciences disaggregated by level, type
and gender
■ Researches done and translated to fit community
practices/applications

113
5.9. Strategic Objective 9: Create
a functional governance body
to strengthen the coordination
and integration among FNP
implementing sectors.
Functional governance is essential to
strengthen the coordination and integration of
multi-sectoral FNP implementing sectors. The
strategic objective of the functional governance
of the implementing sectors shall be realized
through the implementation of the following
strategic directions, initiatives, actions and key
performance indicators (Table 9).

114 National Food and Nutrition Strategy

 Table 9: Strategic directions, initiatives, actions and key performance indicators for a functional governance body to strengthen the coordination
and integration of FNP implementing sectors

Strategic objective 9: Create a functional governance body to strengthen the coordination and integration among FNP implementing
sectors.
Strategic direction 9.1: Ensure strong food and nutrition governance structure from federal to kebele level.
Strategic initiative 9.1.1: Establish a functional food and nutrition council and agency that oversees the implementation of the strategy.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish Food and Nutrition Council (FNC) ■ Number of FNCs established at all levels Office of the All other sectors
with the required authorities, resources and ■ Number of functional FNCs at all levels Prime Minister,
accountability at all levels ■ Food and nutrition agencies established regional

National Food and Nutrition Strategy

■ Ensure the functionality of Food and Nutrition ■ Number of regions and city administrations that and city
Counsel (FNC) at all levels established food and nutrition agencies or analogues administrations
■ Establish food and nutrition agencies that facilitate structures MOH, regional
the coordination at federal and regional levels and city
■ Ensure functional food and nutrition agencies that administrations
facilitate the coordination at federal and regional
level
Strategic initiative 9.1.2: Create an institutional arrangement in different implementing sectors to ensure the accountability and effective
implementation of FNP/FNS.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure establishment of an appropriate structure ■ Number of sectors with established food and nutrition All sectors Civil service
(coordinating structure, direc¬torate, case teams structures commission, regional
and dedicated nutrition focal persons) ■ Number of sectors with their existing FNP\FNS structure governments
■ Strengthen existing food and nutrition institutional strengthened
arrangement as per the implementing sectors’ ■ Number of sectors that include nutrition indicators in
role their plans
■ Ensure the inclusion of sector specific activities in ■ Number of sectors that allocated adequate budget for
the sector plans and monitor their implementation food and nutrition activities
■ Ensure the allocation of adequate food and
nutrition budget in each sector

115
 Strategic initiative 9.1.3: Ensure a system for sustained technical support in FNP implementation.
Strategic actions Key performance indicators Lead sectors Collaborating sectors

116
■ Establish food and nutrition advisory (steering ■ Number of food and nutrition advisory groups (steering MOH All sectors
committee) at the federal and regional level committees) at the federal level
■ Ensure functionality of food and nutrition steering ■ Number of food and nutrition advisory groups (steering
committee at the federal and regional level committees) at the regional level
■ Number of functional advisory groups at the regional
level
■ Number of functional advisory groups at the federal level

Strategic initiative 9.1.4: Create a favorable structure for the deployment of food and nutrition professionals in all food and nutrition strategy
implementing sectors.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Formulate food and nutrition workforce standards ■ Number of food and nutrition workforce standards at all All sectors All other sectors,
based on the level of competency re¬quired for levels and regional agency
different roles ■ Number of food and nutrition structures created administration
Public service
■ Create functional and appropriate structures for ■ Number of food and nutrition graduates deployed
commission
implementing sectors across all levels
■ Deploy food and nutrition graduates in all food and
nutrition strategy implementing sectors

National Food and Nutrition Strategy

5.10. Strategic Objective 10:
Improve sustainable and
adequate financing through
government treasury,
private sector, communities,
development partners’
allocation and innovative
financing mechanisms to Development
translate the policy into action. partners
Strategies to ensure sustainable and adequate
financing through all possible financing sources
to translate the policy into action are essential.
The strategic objective shall be realized Government
through the implementation of the following
treasury
strategic directions, initiatives, actions and key
performance indicators (Table 10).

Community
participation

Private
sector

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 Table 10: Strategic directions, initiatives, actions and key performance indicators to improve sustainable and adequate financing through
government treasury, private sector, development partners’ allocation and innovative financing mechanisms

118
Strategic objective 10: Improve sustainable and adequate financing through government treasury, private sector, communities,
development partners’ allocation and innovative financing mechanisms to translate the policy into action.
Strategic direction 10.1: Enhance the contribution of the government, private sector, communities and partners in financing the
implementation of food and nutrition strategy.
Strategic initiative 10.1.1: Ensure that the government sectors finance the implementation of food and nutrition strategy.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen partnership forums for national and ■ Number of functional food and nutrition partnership MOH Partners and other FNP
regional level nutrition financing to enhance food forums at the regional level implementing sectors
MOF
and nutrition strategy implementation ■ No of functional food and nutrition partnership forum at
■ Strengthen the capacity of FNP implementing national level
sectors to support and promote nutrition through ■ Proportion of government sectors with allocated
budget line creation, prioritization, budget budget for nutrition activities
allocation and utilization ■ Proportion of government sectors that utilized the
■ Develop capacity on resource mobilization and allocated budget
food and nutrition investment tracking system ■ Number of resource mobilization advocacy strategies
■ Develop advocacy strategies to promote nutrition developed
investment in sectoral programmes ■ Number of joint programmes and financial plans
■ Strengthen service delivery capacity and developed
accountability system on budget utilization at all ■
levels ■ Number of FNP implementing sectors who created
■ Develop joint food and nutrition programmes and mechanisms for community contribution
financial plans with FNP implementing sectors
■ Engage the community and create mechanisms for
the community to contribute to food and nutrition
strategy implementation

National Food and Nutrition Strategy

 Strategic initiative 10.1.2: Enhance the contribution of the private sector in financing the implementation of food and nutrition strategy.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish public-private partnership for technology ■ Number of food and nutrition public-private Private sector Government sectors,
transfer and acquisitions of resources partnerships established
Chamber of MOH
■ Establish central platforms encouraging private ■
Commerce
sector to fulfill their social responsibilities to food ■ Platforms established for private sector to fulfill their
and nutrition implementation social responsibility
■ Increase the involvement of local and international ■ Number of local and foreign investors engaged in food
investors and importers in food and nutrition and nutrition investment
■ Create trade fares on food and nutrition to attract ■ Number of private sector firms involved and invested in
national, regional and international investors to nutrition programmes
contribute to food and nutrition ■ Number of food and nutrition trade fares conducted to

National Food and Nutrition Strategy

■ Advocate tax exemption for inputs to encourage attract investors
local nutritious food preparation
■ Mobilize private sector to involve and invest in
social protection and food banking for vulnerable
groups of the community
■ Strengthening FNP sector-specific public-private
partnerships to fulfil social responsibility

119
 Strategic initiative 10.1.3: Enhance the contribution of the development partners in financing food and nutrition based on food and nutrition
strategy.

120
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen partnership forums for national and ■ Number of public partnership forums MOF Government sectors
regional level nutrition financing to enhance food ■ Proportion of development partners who align their
Private sector
and nutrition strategy implementation plan
■ Align programmes, resources and reports of ■ Proportion of development partners who align their DP
partners with the FNP/strategy priorities report
■ Increase the involvement of partners in mobilizing ■ Proportion of partners who submitted their food and
resources for the implementation of food and nutrition budget allocation to the government
nutrition strategy ■ Proportion of partners who submitted their food and
■ Monitor and evaluate food and nutrition resources nutrition budget utilization
that are utilized as per the priority area

Strategic initiative 10.1.4: Ensure sustainable domestic financing from local financial institutions for food and nutrition strategy
implementation.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop guideline for the implementation of ■ Guideline prepared MOH/MOF
sustainable domestic financing and identify ■ Number of advocacy events/activities conducted
implementation modality ■ Number of advocacy tools developed
■ Advocate for sustainable domestic financing ■ Number of costed joint plans prepared
■ Prepare costed joint plan to help domestic
financing in food and nutrition strategy
implementation

National Food and Nutrition Strategy

5.11. Strategic Objective 11: research and technological development
at all levels is a necessary precondition
Build the institutional capacities to successfully implement the food and
of FNP implementing sectors nutrition strategy. The strategic objective on
building of the institutional capacities of the
with human resource, research
FNP implementing sectors will be realized
and technological development. through the implementation of the following
strategic directions, initiatives, actions and key
Building the institutional capacities of FNP performance indicators (Table 11).
implementing sectors with human resource,

Capacity
building
at individual
level:

Carrier
Capacity System
path and
building strengthen
progression

Institutional
capacity:
• Research
• Regulatory
• Education
• others

National Food and Nutrition Strategy 121

 Table 11: Strategic directions, initiatives, actions and key performance indicators to build the institutional capacities of FNP implementing sectors

122
Strategic objective 11: Build the institutional capacities of FNP implementing sectors with human resource, research and
technological development.
Strategic direction 11.1: Strengthen food and nutrition related research, training and service capacities, innovation and technologies at all
levels.
Strategic initiative 11.1.1: Strengthen food and nutrition related training capacities and provision at all levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Include food and nutrition as a common course in ■ Proportion of institutions that included food and MoSHE, TVET MoA, MoH, MoSHE,
all schools and higher education curricula nutrition as a common course in their curricula agency, MOE MOTI
■ Support higher learning institutions and TVET ■ Proportion of HEIs with food, nutrition and related
colleges in integrating food and nutrition contents programmes
and developing and revising curricula of food and ■ Number of implementer sectors capacitated on FNP
nutrition related pre-service trainings implementation
■ Provide awareness on food and nutrition related ■ Number of HEIs and TVETs that conducted in-service
policies to implementer sectors at all levels training
■ Support HEI and TVET to provide in-service
trainings to the key FNP implementing sectors

Strategic initiative 11.1.2: Strengthen food and nutrition related service provision capacities in food and nutrition strategy implementing
sectors.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish databases for nutrition activities in all ■ Number of implementing sectors with appropriate MoH, MoA All other sectors
food and nutrition strategy implementing sectors databases
■ Update and disseminate national food composition ■ Number of FCT and FBDG
table (FCT) and food based dietary guidelines ■ Number of food and nutrition professionals deployed
(FBDG) in implementing sectors at all levels
■ Deploy food and nutrition graduates in all the ■ Number of sectors with demonstration corners
nutrition strategy implementing sectors at all levels

National Food and Nutrition Strategy

 Strategic initiative 11.1.3: Strengthen food and nutrition related research capacities at all levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish and strengthen food and nutrition related ■ Number of food and nutrition sectors that established MoSHE, MoH, MoA, MiNT, All
research and development in relevant food and food and nutrition related research facilities EPHI, EIAR sectors
nutrition strategy implementing sectors ■ Number of food and nutrition research institutes
■ Establish national and regional food and nutrition established
research institutes ■ Number of institutions capacitated
■ Build human resource capacity for food and ■ Number of partnerships with international research
nutrition research systems institutes
■ Support implementing centers to utilize
disseminated research findings and relevant
innovative technologies, tools and varieties

National Food and Nutrition Strategy

■ Create a link with international research institutes

Strategic initiative 11.1.4: Enhance development and use of innovations and technologies in food and nutrition services.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Provision of sustained training and maintenance of ■ Number of trainings and maintenance provided MINt, All sectors
newly introduced or locally manufactured food and ■ Number of new technologies utilized by the different research
nutrition related technologies end users institutions,
■ Support the innovation and adaptation of food and ■ Number of new technologies adopted through MoSHE,
nutrition related technologies compatible with local extension services research
conditions along the food value chain ■ Proportion of end users who received practice-based institutions
■ Support innovation, adaptation and adoption of advice
energy saving and water harvesting technologies to ■ Number of M&E systems established for the newly
address food and nutrition related challenges introduced technologies
■ Support dissemination and adoption of new ■ Number of established ICTs that supported M&E
food and nutrition related technologies through system
extension services

123
 ■ Provide practice-based advice on food and nutrition MINt, All sectors
related technologies along the food value chain research

124
compatible with the local conditions for end users institutions,
■ Strengthen monitoring and evaluation system of MoSHE,
the performance of the newly introduced food and research
nutrition related technologies along the food value institutions
chain
■ Establish and implement Information and
Communication Technology (ICT) supported by
robust information management, accountability,
implementation, and monitoring and evaluation
system.

Strategic direction 11.2: Institutional capacities of FNP implementing sectors improved

Strategic initiative 11.2.1: Build the institutional capacities of FNP implementing sectors with human resource.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Strengthen food and nutrition related research, ■ Proportion of individuals and system capacitated in MoSHE, MoE MoH, MoA, MoIT,
training and service capacities of individuals and food and nutrition MoWIE, MoF, MoLSA,
systems at all levels ■ Number of graduates trained MoWYC, NDRMC,
■ Provide food and nutrition pre-service trainings ■ Number of food and nutrition science schools Media
for students of food, nutrition, dietetics, health, supported with skill laboratories
agriculture, water, food science technology and ■ Proportion of food and nutrition professionals who
postharvest technology received CPD
■ Support skill laboratories for food and nutritional
science schools to strengthen their practical
learning
■ Provide continuous professional development
for relevant personnel from food and nutrition
intervention implementing sectors

■ Provide competency-based in-service trainings ■ Number of individuals who received competency- MoH, MoA, MoSHE
on food, nutrition and related areas to build the based in-service training MoE, MoIT,
capacity of individuals from implementing sectors MoWIE MoF,
MoLSA,
MoWYC
NDRMC,
media

National Food and Nutrition Strategy

 ■ Build the capacity of national and regional media ■ Proportion of media professionals at different levels MoH, MoA, MoSHE
and school mini-media personnel with food and trained on food and nutrition competency MoE, MoIT,
nutrition competencies to promote positive ■ Number of food and nutrition councils and nutrition MoWIE MoF,
nutrition practices technical committee members trained on FNP MoLSA,
■ Support the food science, nutrition and related implementation MoWYC
fields’; workforce development and system NDRMC,
media
strengthening efforts of the key implementing
sectors through pre-service and in-service trainings
■ Build the capacity of all FNP implementing sectors
through strengthening the food and nutri¬tion
councils and nutrition technical committees at all
levels

National Food and Nutrition Strategy

■ Involve higher education institutions (universities
and TVETs) to be a part of new skill set by
implementing sectors
■ Capacitate regulatory bodies to accredit food and ■ Number of food and nutrition related programmes HERQA, All sectors
nutrition courses/programmes provided in the accredited MoSHE
higher education system
■ Establish a system to link higher education ■ Number of higher institutions established in the MoSHE All sectors, private
institutions and food and nutrition implementing system sector
sectors to provide internship/placement for food ■ Number of students attached
and nutrition students
Strategic initiative 11.2.2: Build the institutional capacities of FNP implementing sectors with research.
Strategic initiative 11.2.2: Build the institutional capacities of FNP implementing sectors with research.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Include food and nutrition thematic areas in ■ Number of food and nutrition researches conducted MoSHE, MoH, MoA, MoE, MoIT,
research as an essential component of community and utilized Research MoWIE, MoF, MoLSA,
services ■ Number of patentable results Institutions MoWYC, NDRMC,
■ Create research and capacity building partnership ■ Number of researches with appropriate funding Media
with other implementing sectors, food and
beverage industries and funding agencies

125
 ■ Protect intellectual property rights/patentable ■ Proportion of funding allocated for corporate MoSHE, MoH, MoA, MoE, MoIT,
results responsible actions to food and nutrition Research MoWIE, MoF, MoLSA,

126
■ Allocate proportional funding to support food and Institutions MoWYC, NDRMC,
nutrition related research Media
■ Enforce continuous professional development
(CPD) efforts of researchers in the implementing
sectors
■ Support development of food and nutrition related ■ Number of corporate responsible actions supported MOSHE, MoH, MoA, MoE,
centres/infrastructures with an emphasis on MOF MoIT, MoWIE, MoLSA,
corporate responsible action MoWYC, NDRMC,
media, private sector
Strategic initiative 11.2.3: Build the institutional capacities of FNP implementing sectors with technological development.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Innovate, adapt and adopt food and nutrition related ■ Number of new labour and energy saving and water MoSHE, MoH, MoA, MoE, MoIT,
technologies along the food value chain harvesting technologies or patents released Research MoWIE, MoF, MoLSA,
■ Innovate, adapt and adopt energy saving and ■ Number of newly introduced food and nutrition institutions MOWYC, NDRM
water harvesting technologies to address food technologies monitored and evaluated media
and nutrition related challenges of rural and urban ■ Number of new technologies disseminated
households ■ Number of new technologies imported and
■ Provision of sustained training and maintenance incentivised through tax exemption
of newly introduced food and nutrition related
technologies along the food value chain
■ Monitor and evaluate the performance of the newly
introduced food and nutrition related technologies
along the food value chain
■ Support dissemination and adoption of new
food and nutrition related technologies through
extension services
■ Provide incentives, including tax exemption, to
import food and nutrition related technologies along
the food value chain compatible with the local
conditions

National Food and Nutrition Strategy

5.12. Strategic Objective 12:
Enhance evidence-informed
decision-making, learning and
accountability.
The strategic objective on enhancing
evidence generation for decision-making,
learning and accountability shall be realized
through the implementation of the following
strategic directions, initiatives, actions and
key performance indicators along with
the corresponding lead and collaborating
institutions (Table 12).

National Food and Nutrition Strategy 127

 Table 12: Strategic directions, initiatives, actions and key performance indicators to enhance evidence generation for decision-making, learning
and accountability

128
Strategic objective 12: Enhance evidence informed decision-making, learning and accountability
Strategic direction 12.1: Ensure evidence-based implementation of the FNP and strategy
Strategic initiative 12.1.1: Ensure continuous generation of and access to quality food and nutrition data and its use for decision-making
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Support research in the area of food and nutrition ■ Number of researches conducted on food and nutrition MOH All other sectors
■ Establish a unified/integrated food and nutrition ■ Quarterly reported data quality index
MOH
information system (including access, generation ■ Data and information sharing guidelines developed
and flow) in food and nutrition implementing ■ Number of demographic survey sites (DSS) which Research
sectors at all administrative levels integrated food and nutrition data institutions
■ Establish a strong system for real-time data ■ Proportion of private sector firms that established and and academia
collection on food and nutrition reported to food and nutrition information systems
■ Develop national data/information sharing ■ Proportion of donors, NGO and UN agencies reporting/
guidelines for food and nutrition related information having a system of sharing data to food and nutrition All FNS
■ Integrate food and nutrition data into demographic information systems sectors
surveillance sites
■ Ensure generation, analysis, interpretation and
use of food and nutrition information by private MOH
sector (private health facilities, academia and food
processing companies)
■ Ensure donor, NGO and UN agencies share Research
generated data on food and nutrition to a national institutes
system (EPHI, EIAR)
■ Avail the updated food and nutrition information for
public utilization
■ Develop technologically assisted mechanisms to
access food and nutrition data

National Food and Nutrition Strategy

 Strategic initiative 12.1.2: Ensure generation and dissemination of food and nutrition research findings to enhance evidence-based decision-
making.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop FNP briefs ■ Number of policy briefs developed MOH All other sectors
■ Ensure food and nutrition platforms are organized ■ Functional food and nutrition platforms established
to disseminate key research findings ■ Number of practitioners who participated in evidence
■ Strengthen capacity of nutrition practitioners in generation
generating quality evidence ■ Number of the best practices and research findings
■ Ensure availability of and access to the best food disseminated through different outlets
and nutrition practices and research findings for ■ Number of food and nutrition products (publications
users and policy dialogues) disseminated
■ Establish food and nutrition research findings’

National Food and Nutrition Strategy

dissemination platform
■ Disseminate the best food and nutrition practices
and research findings
Strategic initiative 12.1.3: Ensure the development of multisectoral monitoring and evaluation system for FNP/FNS implementation.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop multisectoral food and nutrition strategy ■ Multisectoral food and nutrition strategy monitoring Food and All sectors, regional
monitoring frameworks frameworks developed Nutrition governments and city
■ Ensure regular and continuous food and nutrition ■ Number of biannual performance reviews conducted Council administrations
performance reviews and evaluations ■ Number of annual performance reviews conducted
■ Ensure regular reporting on the progress and ■ Number of end line evaluations conducted
performance of FNP strategy implementing sectors ■ Number of mid-term evaluations conducted
to the highest authority at all levels ■ Number of reports submitted to the highest authority
■ Strengthen capacity for evidence-based regulation at all levels
for effective implementation of the policy ■ Number of regulatory personnel trained on evidence
objectives use
■ Number of laboratory equipments provided

129
 Strategic direction 12.2: Ensure food and nutrition evidence translation and learning.
Strategic initiative 12.2.1: Ensure a mechanism for food and nutrition evidence translation to improve programme implementation.

130
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Ensure utilization of evidences in food and nutrition ■ Proportion of food and nutrition policies and strategies MoSHE, RI MoH, MoA, MoE, MoIT,
strategic design, development, revision and update that are evidence-based MoWIE, MoF, MoLSA,
■ Ensure utilization of evidences in FNP/S ■ Proportion of programme guidelines that are evidence- MoWYC, NDRMC,
programme decision-making at all levels based Media
■ Ensure utilization of evidence during the delivery of ■ Proportion of service delivery guidelines that are
food and nutrition services, including regulations at evidence-based
all levels across sectors ■ Availability of protocols and tools that mandate
■ Strengthen the culture of using evidences by evidence-informed policy development
FNS sectors during planning, implementation and ■ Number of evidence-based regulatory decisions
evaluation at all levels ■ Proportion of sectors that utilized knowledge of
products

Strategic initiative 12.2.2: Ensure that evidence-based learning is in place.

Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Establish a mechanism to capture, store, access ■ Availability of functional platforms for food and MoSHE, RI MoH, MoA, MoE, MoIT,
and share food and nutrition learning and best nutrition learning and best practices MoWIE, MoF, MoLSA,
practices ■ Availability of documented process to be used for MoWYC, NDRMC,
■ Ensure competent FNS systems and practitioners performance improvement and learning, sharing and media
for continuous documentation and effective storing
communication of learningEnsure that learnings are ■ Number of FNS practitioners who produced learning
utilized for continuous performance improvement products
■ Proportion of FNS sectors who used evidences during
planning, implementation and evaluation

National Food and Nutrition Strategy

5.13. Strategic Objective 13:
Ensure effective food and
nutrition communication.
The strategic objective to ensure effective food
and nutrition communication shall be realized
through the implementation of the following
strategic directions, initiatives, actions and key
performance indicators (Table 13).

National Food and Nutrition Strategy 131

 Table 13: Strategic directions, initiatives, actions and key performance indicators to ensure effective food and nutrition communication

132
Strategic objective 13: Ensure effective food and nutrition communication.
Strategic direction 13.1: Develop/strengthen a system to optimally utilize existing and innovative communication approaches /channels and build the
capacity of food and nutrition communication.
Strategic initiative 13.1.1: Develop/strengthen an effective food and nutrition communication system.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Create a platform to implement food and nutrition ■ A platform developed for food and nutrition Broadcast Media
communication through media outlets communication agency, All
■ Deploy the appropriate experts for food and ■ Number of experts capacitated in food and nutrition sectors PR
nutrition communication communication
■ Capacitate the media pre-sell with food and ■ Number of food and nutrition media packages
nutrition communication prepared
■ Prepare sectoral food and nutrition media package ■ Number of media that allocated appropriate media
(media package, story line, story board, etc.) time
■ Create a system for all media to fulfill their social ■ Number of social media utilized for food and nutrition
responsibility and allocate media time to promote advocacy
a healthy lifestyle (diet, physical exercises, ■ Number of innovative communication approaches
decreasing screen time, sedentary behaviours and created and utilized
optimal nutrition) ■ Number of traditional communication mediums
■ Update and utilize websites and social media utilized
■ Utilize existing/traditional communication mediums
■ Utilize innovative communication approaches to
increase the awareness about food and nutrition
issues
Strategic direction 13.2: Strengthen and utilize culturally appropriate, context specific, social and behavior change communication channels to
engage nutrition influencers, decision makers, families and communities.
Strategic initiative 13.2.1: Create an environment to ensure engagement of influencers and decision makers in nutrition agenda.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop advocacy and lobbying platforms to reach ■ Number of platforms developed MOH
nutrition influencers and decision makers ■ Number of nutrition updates distributed
All sectors
■ Develop and distribute regular food and nutrition ■ Number of established awareness creation events
updates on food and nutrition issues
■ Establish regular awareness creation events within
and among sectors

National Food and Nutrition Strategy

 Strategic initiative 13.2.2: Strengthen and utilize culturally appropriate channels for food and nutrition communication to create model families
and communities.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Develop a SBCC mainstreaming guideline for ■ Mainstreaming guidelines developed All sectors Broadcast corporation
sector organizations ■ SBCC and advocacy messages, materials and
■ Develop standard SBCC and advocacy messages, development guidelines developed
materials and guidelines to support sectors’ SBCC ■ Number of culturally appropriate SBCC materials
activities developed
■ Develop culturally appropriate SBCC material ■ Percentage of frontline workers’ communication
■ Capacitate communication skill of health extension skills strengthened to create model families and
workers to create model families and communities communities
■ Create a means to reach families and communities ■ Number of mechanisms that reached families and

National Food and Nutrition Strategy

in those sectors without frontline workers (utilize communities
existing cultural, traditional, social and religious ■ Number of existing platforms that were utilized
platforms) ■ Number of sectors that mainstream behaviour change
■ Mainstream food and nutrition topics to existing and advocacy programmes
sectoral behaviour change and advocacy ■ Number of sectors that established behavioral change
programme and advocacy programmes
■ Establish food and nutrition sectoral behaviour
change and advocacy programme
■ Develop target-specific SBCC media guide ■ Number of media guides developed All sectors All sectors
■ Use culturally appropriate and context-specific ■ Number of context-specific SBCC channels utilized
Media
SBCC channels appropriate for targets through the ■ Number of media that incorporated nutrition as their
lifecycle development agenda
■ Advocate for nutrition to be one of the national ■ Number of media-based awareness creation sessions
development agendas to be included in the on diet-based diseases
broadcasting and communication plans ■ Amount of airtime allocated for food and nutrition
■ Allocate prime time to promote healthy diets, activities
lifestyles, physical activity, optimal nutrition, etc. ■ Amount of airtime utilized by sectors
■ Utilize the allotted air time for food and nutrition
promotion
■ Allocate airtime and magazine titles for regular or
daily updates on food and nutrition issues targeting
households

133
 ■ Develop/revise dietary guidelines based on the ■ Developed/revised national dietary guideline MoH MOWCY
best evidence to translate FNP into action ■ Number of regions that adapted dietary guidelines

134
■ Produce standardized, harmonized and key food ■ Standardized and harmonized nutrition messages
and nutrition messages throughout the life cycle produced
■ Incorporate food and nutrition issues into the ■ Food and nutrition issues incorporated into the
sectors’ communication strategies during revision sectors’ communication strategies
■ Create public awareness of healthy dietary ■ Number of sectors that created awareness of healthy
practices, healthy lifestyles and lifestyle-related lifestyle
NCDs ■ Number of sectors that created awareness of food
■ Create public awareness of food safety and quality safety and quality
■ Promote the use of fortified food products ■ Number of facilities/sectors that promoted the use of
fortified foods

■ Promote the importance of healthy diet and ■ Proportion of primary and secondary schools MoE
physical activity in schools implementing healthy diets and physical activities
MOSHE
■ Promote and advocate for the delivery and ■ Proportion of schools providing safe and nutritious
consumption of safe and nutritious foods in school foods in school feeding programmes
feeding programmes ■ Proportion of higher education institutions providing
■ Promote the use of standard meal menus in higher standard meal menus
institutions
■ Awareness creation of key stake¬holders on ■ Number of awareness sessions conducted MoA, MoTI
the importance of forests and environmental ■ Number of foods fortified and consumed
conservation for food security
■ Promote biofortification and consumption of
biofortified foods

Strategic initiative 13.2.3: Strengthen the use of social and behaviour change communications (SBCC) to promote nutrition-sensitive
agriculture.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote the importance of nutrition to religious ■ Percentage of religious leaders with knowledge of the MoA MoH, MoSHE, MoTI,
leaders benefits of nutrition MoE, Media, Private
■ Create awareness on the nutritional benefits of ■ Types of wild and neglected foods utilized sector
wild andneglected crops and animal products
■ Provide nutrition-sensitive agriculture education ■ Number of schools and community-based
in schools and community-based organizations organizations trained
(CBOs)

National Food and Nutrition Strategy

 Strategic initiative 13.2.3: Conduct social and behaviour change communications on maternal nutrition at facility, community and household
levels.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Promote counselling for pregnant and lactating ■ Number of spots promoted MoH MoWCY, MoA, DPs
women ■ Number of champion women involved in PLW nutrition
EBA
■ Promote champion women to serve as role models support
to support the nutrition of PLW ■ Number of awareness creation sessions
■ Awareness creation on food taboo for PLW ■ Number of promotion sessions conducted
■ Promote male involvement during pregnancy and ■ Proportion of women supplemented with
lactation micronutrients
■ Promote the use of micronutrient supplements ■ Proportion of HHs that used ITNs
■ Promote the utilization of insecticide-treated nets

National Food and Nutrition Strategy

(ITNs)

Strategic initiative 13.2.4: Enhance the use of multiple media outlets to improve food and nutrition literacy.
Strategic actions Key performance indicators Lead sectors Collaborating sectors
■ Advocate and utilize mass media and social media ■ Number of medias with regular broadcasting PM Office All sectors
for the improvement of food and nutrition literacy programmes on food and nutrition issues (press
secretariat)
■ Disseminate/broadcast key food and nutrition ■ Number of media agencies that allocated airtime for PM office All sectors
messages for individuals on diversified and healthy food and nutrition messages dissemination (press
diets, lifestyles, optimal nutrition and physical secretariat)
activity
■ Establish mechanisms for sharing timely food and ■ Number of timely published and shared food and All sectors
nutrition information updates nutrition bulletins
■ Strengthen the capacity of media personnel on ■ Number of media personnel trained on food and All sectors
food and nutrition nutrition
■ Explore and adopt new communication ■ Explore and adopt new communication technologies MInT PM office
technologies to improve nutrition literacy to improve nutrition literacy
■ Strengthen/establish technical working groups for ■ Number of new technologies adopted and utilized for All sectors `
food and nutrition communication at all levels food and nutrition
■ Number of active food and nutrition TWG at all ■ Number of active food and nutrition TWG at all levels MInT PM office
levels

135
6 Institutional framework and coordination mechanisms
for the Ethiopian food and nutrition strategy

As food and nutrition issues are multi- hub for routine activities of the multisectoral
dimensional and cross-sectoral in nature, they coordination. The secretariat coordinates and
require a multi-sectoral food and nutrition supports food and nutrition implementing
coordination body to ensure more interaction sectors and stakeholders to fulfill their duties
and cross-sectoral collaboration and guide the and responsibilities. Analogues structures
implementation of the FNP. Therefore, the shall be established at the regional, zonal,
National Food and Nutrition Council (NFNC), woreda and kebele levels. The Regional Food
which is composed of all sectoral ministers, and Nutrition Council shall be chaired by the
regional presidents and city administrators regional president that will be accountable
and led by the prime minister, will overhaul the to the National Food and Nutrition Council.
overall implementation of the FNP. The council Similarly, structures at zonal and woreda levels
will convene biannually, or more frequently will be led by the respective zonal and woreda
as deemed necessary, to give directives and administrators to efficiently coordinate and
make major decisions related to food and implement the food and nutrition activities.
nutrition issues. There will be a standalone At the kebele level, the food and nutrition
secretariat (commissioner) office for the committees will be established and led by the
National Food and Nutrition Council with its kebele administrators.
own organizational structure to serve as a

Figure 1: Institutional arrangements.

Prime Minister

Food and Nutrition Council (FANC)

National Food and Nutrition Council Secretaiat

National Food & Nutrition Technical Committee (NFNTC)

Regional Food & Nutrition Council (RFNC)

Regional Food & Nutrition Technical Committee (RFNTC)

Zonal Food and Nutrition Council (ZFNC)

Woreda Food and Nutrition Council (WFNC)

Kebele Food and Nutrition Council (ZFNC)

136 National Food and Nutrition Strategy

6.1. Food and Nutrition 6.3. National Food and Nutrition
Technical Committee Programme Monitoring,
The Food and Nutrition Council Secretariat Evaluation and Research
will have a Food and Nutrition Technical Steering Committee
Committee composed of technical experts
The Ethiopian Public Health Institute (EPHI)
from FNP implementing sectors, academia,
and Ethiopian Institute of Agricultural Research
development partners and private sector. Food
(EIAR) are responsible to chair and coordinate
and Nutrition Technical Committees should
the National Food and Nutrition Programme
regularly report their plans and performances
Monitoring, Evaluation and Research Steering
to their respective National Food and Nutrition
Committee for efficient implementation of the
Secretariat.
strategy. The general objective of the steering
The technical committee will have three committee is to provide technical support
steering committees, namely: National Food for the monitoring, evaluation and research
and Nutrition Programme Management to ensure successful implementation of the
Steering Committee, National Food national food and nutrition strategy.
Fortification Steering Committee and National
Food and Nutrition Monitoring, Evaluation and 6.4. National Food Fortification
Research Steering Committee. Steering Committee (NFFSC)
6.2. National Food and Nutrition The Ministry of Industry is responsible for
chairing and coordinating the National Food
Programme Management
Fortification Steering Committee (NFFSC)
Steering Committee in the country. NFFSC is comprised of
(NFNPMSC) relevant sectors/agencies/ authorities,
private sector, donors, nutrition development
The Ministry of Health and Ministry of
partners, universities and associations
Agriculture will lead the NFNPMSC in order
whose participation in the efforts to address
to efficiently coordinate nutrition-specific
micronutrient malnutrition is necessary. The
as well as nutrition-sensitive programme
objective of the NFFSC is providing technical
implementation in the country. The NFNPMSC
guidance on the national food fortification
will establish working groups to support
programme.
different interventions in both the nutrition-
specific and nutrition-sensitive sectors. The
objective is to provide technical support to the
National Food and Nutrition Council/Secretariat
for the implementation of the national food
and nutrition strategy.

National Food and Nutrition Strategy 137

Figure 2: Multisectoral Nutrition Coordination Platform, National Nutrition Steering Committees

National Food &

Nutrition Technical
Committee (NFNTC)

National food & National food National Food and

Nutrition Programme fortification steering Nutrition monitoring
management steering Committee evaluation and research
committee steering committee

138 National Food and Nutrition Strategy

7 Food and nutrition financing

A total of 13 strategic objectives of FNS were or transportation and rent of space (room)
first separately inserted into an Excel sheet costs that are required to implement the
with their detailed strategic initiatives and interventions are estimated. Existing human
strategic actions. The strategic initiatives resources will be used to implement the
were further decomposed into specific core strategies. The existing human resource will
activities for the application of activity-based receive additional travel-related payments
costing (ABC) approach. (but not a salary) while working for FNS. If
existing human resources are not sufficient
A total cost of ETB 100,004,498,945.65
to implement the strategies, additional human
(USD 2,500,112,473.6413 is required for
resources are to be considered. All estimated
the complete implementation of FNS in ten
costs are in 2020’s fixed price or for the base
years in Ethiopia. The total cost is a sum of
year 2020. If you want to estimate the budget
costs for each objective of 10 years of food
for 2021, you need to adjust considering the
and nutrition programme implementation in
inflation of 2020. No inflations are adjusted for
the country, given the activities in FNS and
future cost.
resource availability scenario. A total of ETB
100,004,498,945.65 (USD 2,500,112,473.6413 7.1. Yearly Cost Estimates
is estimated for the country coverage with
programme to achieve the targeted outcomes The cost required yearly basis is identified
by the end of ten years. The cost estimates based on the total cost for all objectives each
show that the cost is higher at initial years and year. The three FNS objectives (1, 4, and 6)
will decreases continuously following that. stand more specific and integrated to capture
Only programme/activity costs are estimated. the food and nutrition security issues which
Interventions are to be implemented through are individually costed for 10 years. The rest
existing systems or mechanisms but running objectives which seem more comprehensive
the additional programs requires additional in their coverage are costed individually for the
resources. Therefore, capital costs such as first five years and a total (sum) for the rest
building, vehicle and infrastructure costs five years of total 10 years. The total costs
are not included/estimated in this costing seem less in the second five years compared
exercise unless it is not covered by the to the first five years (Figure 3).
existing government system. But the vehicle

National Food and Nutrition Strategy 139

Figure 3: Yearly cost distribution for 10 years

Year 1,
14,076,679,733

Year 2,
11,969,019,693

Year 6-10, Year 3,

39,917,438,284 12,943,783,574

Year 5, Year 4,
11,764,132,405 9,332,495,258

7.2. Objective-wise Cost The results show that the concentration of

the cost is on objective 1 (food safety and
Estimates diversification), Objective 4 (food lifecycle
An analysis of costs as per objectives is specific programs) and Objective 7 (WASH).
also prepared for understanding the cost The detail is given in the following figure 4.
distribution over the entire 13 objectives.

Figure 4. Distribution of cost by Objectives

Objective 9
0%
Objective 10 Objective 12
0% 1%
Objective 11 Objective 13
1% 1%
Objective 8 Objective 1
1% 16%
Objective 7 Objective 2
22% 5%
Objective 6 Objective 3
10% 1%
Objective 5 Objective 4
15% 27%

140 National Food and Nutrition Strategy

7.3. Cost Estimates by Implementation Sectors

Cost distributed by sectors in ten years

Individual Lead Integrated Lead

Agencies Estimated Cost Agencies Estimated Cost
MoA 18,033,715,838 MoH/MoA/MoTI 357,392,421
MoTI 22,347,000 MoH/NDRM 2,058,095
MoF 950,000 MoH/MoF 57,876,500
MoH 43,764,875,444 MoH/MoA 42,030,000
MoE 541,163,071 EFDA/MoTD/MoTI 52,378,080
MoWIE 21,244,450,862 NDRM/MoH 9,483,968,992
MoF 38,551,000 MoE/NDRM 11,653,560
MoSHE 1,462,206,900 MoWIE/MoH/MoLSA/MoE 3,939,960,767
MoLSA 174,130,915 MoH/EPHI 204,636,600
MoWCY 32,040,527 MoTI/MoH/MINT 119,051,500
Food and Nutrition 29,231,538 MoA/NDRM 15,021,622
Council
PM Office 58,032,000 Media and all sector 63,860,000
Private Sectors 55,734,800
EDPs and Partners 197,180,914
Total 85,654,610,809 14,349,888,136
Grand Total 100,004,498,946

National Food and Nutrition Strategy 141

8 Monitoring and evaluation framework

The monitoring and evaluation system uses 3. There will be continuous food and nutrition
high level performance (outcome and impact) surveillance and surveys as well as routine
indicators emanating from the strategic information management systems.
objectives of the policy directions and output
4. Recording and reporting of sex and
level indicators for strategic actions. Each
age disaggregated nutrition data within
sector is expected to report quarterly to the
existing sectoral information systems will
food and nutrition secretariat based on the
be integrated.
agreed upon indicators and a predesigned
template for reporting. Sectoral performance 5. Appropriate integration of nutrition-
will be evaluated by the secretariat against sensitive and specific indicators in sector-
key indicators using a balanced score card specific woreda-based plans will be
that will be presented to the council during ensured.
the biannual meeting. A similar evaluation
exercise will be carried out at all levels. The 6. Joint operational research planning in the
policy monitoring and evaluation system will areas of food and nutrition among sectors
be linked to other existing, sectoral monitoring and institutions will be strengthened.
and information systems. The monitoring and 7. Roll out a Unified Food and Nutrition
evaluation system helps to identify the best Information System (UNIS) to capture
practices to facilitate rational revision of the appropriate nutrition-sensitive and
policy over time. nutrition-specific indicators that can be
In order to strengthen the monitoring and collected at facility and community levels,
evaluation system: including nutrition surveys, assessments
and their link to DHIS2.
1. The National Food and Nutrition Council
Secretariat will effectively collaborate with 8. Strengthen District Health Information
all stakeholders for periodic and effective System (DHIS2) to incorporate appropriate
monitoring of food and nutrition strategy food and nutrition-specific indicators that
implementation and progresses made can be collected at facility and community
from federal to kebele levels. levels, including nutrition surveys and
assessments.
2. Predetermined specific indicators and
targets will be incorporated into the 9. Conduct midterm and end line evaluation,
existing monitoring and evaluation system impact assessments and surveys.
of each sector and will be tracked at 10. Ensure incorporation of nutrition indicators
different levels of government structures in each sector’s planning.
from kebele to the House of Peoples’
Representatives.

142 National Food and Nutrition Strategy

11. Develop a central food and nutrition 8.1. Monitoring the Food
information platform/database for
research, surveys and programmatic data
and Nutrition Security (FNS):
that allows triangulation of information Indicators
from all sectors. A number of governmental and non-
12. Build the capacity of nutrition programme governmental institutions are at the centre
implementing ministries, agencies and of the collection, management, analysis and
institutes at all levels to collect and utilize dissemination of relevant food and nutrition
nutrition data for planning and decision- information. An overview is provided in Annex
making. 1 as reference for possible future expansion of
the FNS monitoring system. The information
13. Ensure regular Integrated Supportive contained in Annex 1 needs to be updated
Supervision (ISS), as well as multisectoral periodically.
and sectoral review meetings at all levels.

14. Conduct systematic review and

publication of the existing nutrition data for
programming and decision-making.

National Food and Nutrition Strategy 143

9 Annexes

9.1. Annex 1: Priority performance long term indicators in Ethiopia

Priority Area Performance Indicator

Economic growth and ■ GDP growth rate
transformation ■ Domestic revenue to GDP ratio
■ Human development index
■ Foreign exchange reserves
■ Proportion of national budget used for poverty-focused programmes
■ Life expectancy
■ Share of rural non-farm employment, industrialization intensity index

Good governance and ■ Corruption Perceptions Index (CPI)

security ■ Number of people internally displaced
■ Beneficiary assessment of the quality of services in the police and
judiciary
■ Level of awareness about rights and entitlements
■ Gender development index
■ Gini coefficient

Increasing the incomes of ■ Incidence and depth of poverty (poverty index)

the poor ■ Economic dependency
■ Share of rural non-farm employment
■ Per capita income
■ Wealth index

Increasing food security ■ Food security index

■ Food balance sheet
■ Hunger index
■ Proportion of income spent on food
■ Yield rates of major crops
■ Postharvest loss rate
■ Decrease in food safety claims
■ Crop variety score
■ Crop diversity score

144 National Food and Nutrition Strategy

Social transformation in ■ Nutrition literacy
food and nutrition ■ Access to safe and adequate water
■ Improved food processing practices
■ Improved consumption practices (DDS)
■ Improved intra-household allocation of food resourcesImproved food
storage practices

Nutritional status ■ Nutritional status of children

■ Nutritional status of women and adolescents
■ Proportion of children stunted (every 5 years)
■ Proportion of children wasted
■ Prevalence of anaemia
■ Micronutrient deficiency
■ Childhood immunization,
■ Childhood illnesses,
■ Proportion of pregnant women and children using bed nets in malarious
areas
■ Breastfeeding and complementary feeding
■ Improved micronutrient coverage (Iron, Iodine, Vitamin A)
■ Prevalence of obesity among adults, adolescents and children

Health status ■ Institutional deliveries in public and PNFPs

■ HIV prevalence
■ Infant mortality (every 5 years)
■ Maternal mortality (every 5 years)
■ Proportion of children with low birth weight
■ Prevalence of diet-related chronic and NCDs (diabetes, hypertension,
stroke, cancer)

Primary education ■ Net school enrolments

■ Pupil-teacher ratio
■ Classroom-pupil ratio
■ Literacy rate (every 5 years)
■ School dropout rate
■ Universal primary education coverage
■ Gender parity in universal primary education coverage

Water and sanitation ■ Proportion of rural population with access to safe water within 1.5 km
and urban population within 200 m
■ Proportion of the population with good hygiene and sanitation facilities

National Food and Nutrition Strategy 145

 9.2. Accountability and result matrices for food and nutrition implementations; indicators across the

146
13 strategic objectives

Code Indicator Baseline Target Data source Frequency of Responsible Remark (assumptions)
collection
Yr_1 Yr_2 Yr_3 Yr_4 Yr_5 Yr 5-10
Impact/outcome indicators
IM_1 Proportion of stunted children 37 33 31 28 25.5 23 13 Survey Five years MOH Global stunting reduction rate
under five considered; EDHS 2019

IM_2 Proportion of wasted children 7 6.5 6 5.2 5.3 5 3 Survey Five years MOH EDHS2019
under five

IM_3 Proportion of infants born with 13 12 11 10 9 8 3 Survey Five years MOH EDHS 2016
weight<2500g
IM_4 Proportion of underweight children 21 19 17 15 13 11 5 Survey Five years MOH EDHS2019
IM_5 Proportion of women of 22 20 18 16 14 12 6 Survey Five years MOH EDHS2016
reproductive age (15-49 years old)
with BMI<18.5
IM_6 Proportion of PLW with anaemia 29 25 21 19 17 15 8 Survey Five years MOH EDHS2016
IM_7 Proportion of women of 24 21 20 19 18 17 10 Survey Five years MOH EDHS2016
reproductive age who are anaemic
IM_8 Prevalence of childhood 3 3 3 3 3 4 5 Survey Five years MOH EDHS 2016
overweightnessobesity
IM_9 Prevalence of overweightness 8 7 7 8 8 7 5 Survey Five years MOH EDHS 2016
among WRA

IM_10 Low BMI in women aged 15-49

years
IM_12 Overweightness and obesity in
women above 18 years of age
IM_13 Overweightness and obesity
in school-aged children and
adolescents
Strategic objective 1: Improve the availability and accessibility of adequate, diversified, safe and nutritious foods for all citizens at all times.
SO_1.1 HH dietary diversity score 20 50 70 Survey report Every 5 years MoA
improved (%)
SO_1.2 Quintals of increment of nutrient- 112 119 127 95 100 106 147 Performance Annually MOA (crop, Target assumes nutrient dense crops
dense crops in million report horti) are pulses, vegetables and fruits

National Food and Nutrition Strategy

 SO_1.3 Tones of increment of meat, egg, 3.97 4.35 4.83 5.39 5.99 6.66 11.37 Performance Annually MOA (meat, Target considers MoA’s 10 year plan
fish and dairy products in million report dairy, eggand
fish)
SO_1.4 Hectares of natural resource NA 1.5 1.78 2.04 2.31 2.58 4.7 Performance Annually MOA(NR), Target assumes coverage of
base conserved for production of report EFCCC agroforestry in the 10 year plan of the
nutrient-dense commodities in MoA
million
SO_1.5 Proportion of commercial farm 1.8 1.8 1.9 1.9 2.0 2.0 2.3 Performance Annually MOA Target assumes commercial farms
which produces nutrient-dense report (Horticulture, engaged in pulses, vegetables and
crops increase (%) Crop) fruits production from the 10 year
MoA plan
SO_1.6 Proportion of food value chain NA 838, 879, 896, 900, 905, 862, Performance Annually MOA (Crop, Target assumes jobs created in
actors that benefited from the 000 900 660 850 040 210 report Horti & Ls) vegetable, fruits and livestock
created linkage production in the 10 year plan of MoA-
20 % increment every year

National Food and Nutrition Strategy

SO_1.7 Number of households engaged in NA NA 100. 6,952 7,804 8,657. 14,622 Performance Performance Annually Target assumes full package extension
NSA activities 00 .00 .00 00 report report beneficiaries in the 10 year plan of the
MoA (Ext.)
SO_1.8 Number of neglected and NA 2 2 2 2 12 Performance Annually MOA (FND) Target focuses on developing
underutilized nutritious foods report packages for the neglected foods.
adopted Research will be involved in the
identification of nutritious foods.
SO_1.9 Proportion of gender sensitive NA 4 3 2 3 10 Survey report Every 5years MOA Target assumes there will be gender
technologies promoted (type) (Women sensitive technology (power saving,
directorate water provision and processing)
and others) supplied by various actors working in
agriculture
SO_1.10 Number of strategies and other 4 Performance Annually MOA (FND) Target considers existing strategies
documents that mainstreamed report (Horti, PHMS, Ext. and Mecha)
nutrition
SO_1.11 Proportion of adopted/developed/ 4 2 1 2 1 17 MoA (FND) Annually MoA (EIAR) MoA’s 10 year plan (Biotechnology and
promoted small scale food agri-engineering plan considered)
processing technologies
SO_1.12 Amount of food in food reserve DRM
facilities
SO_1.13 Proportion of production of NA Survey report MoA 10
nutrient-dense seed and fruit years plan
seedlings increased (%) (crop, Horti &
FNCO)
SO_1.14 Number of processed nutritious
foods increased

147
 Percentage of households consuming processed, nutritious foods
SO_1.15 Quantity (MT) of fortified food 136,202 454, 549, 639, 791, 794, Annually MOTI/FBPIDI MOTI/FBPIDI

148
produced (disaggregated by type 008 350 220 060 276 10 YEARS
of vehicle- oil, flour, salt, CSB) plan
SO_1.16 Number of producers/factories Flour 4m, 37 50 60 70 80 Annually MOTI/FBPIDI MOTI/FBPIDI
that started food fortification (by Salt 12, 10 YEARS
type of vehicle- oil, flour, salt) Edible oil 2 plan
SO_1.17 Amount of imported, fortified food 0 490, 400, 300, 200, 200, Annually MOTI/FBPIDI MOTI/FBPIDI
(by type of vehicle- oil, flour, salt) 000 000 000 000 000 10 YEARS
plan
SO_1.18 Proportion of households engaged 3,497, 920, 966, 984, 989 993, 946,579 Target
in income generating activities 127 000 000 400 ,000 600 assumes
employment
number
planned in
crop, horti
and livestock
sectors
SO_1.19 Proportion of empowered women 863, 419, 439, 448, 450, 452, 431, Target
000 950 330 425 520 106 assumes jobs
684 created for
women only
in vegetable,
fruits and
livestock
production in
the 10 year
plan of MoA
SO_1.20 Proportion of cooperatives NA 50 55 60 65 70 Performance Annually FCA/MoA
supplying nutritious foods (%) report
SO_1.21 Number of strategies and policies 3 1 1 MoA (Climate Resilient Green
on environmental protection Economy Directorate)
updated/developed
SO_1.22 Number of promoted, 1 1 1 1 4 Survey report Every 5 years MoA (CRGE Directorate)
environmentally friendly
technologies and practices
SO_1.23 Percentage of inflation maintained MoTI
at acceptable range
SO_1.24 Proportion of farmers who used 6,100 6,952 7,804 8,657 9,509 10, #### Performance Annually MoA Target assumes full package
agricultural technologies and 361 #### Report implementing farmers in the 10 year
machineries plan of the MoA

National Food and Nutrition Strategy

 SO_1.25 Proportion of recovered lands and 9 17 Performance Annually MoA MoA 10 year plan reviewed to set the
watersheds Report target
SO_1.26 Proportion of farmers capacitated NA 10% 20% 30% 40 50% 70% Performance Annually MoA MoA (CRGE Directorate)
with risk management and report (proportion
resilience options of pastorals
who received
advisory
services
on risk
management
and resilience)
Strategic objective 2: Strengthening and applying integrated food safety and quality systems.
SO_2.1 Proportion of agricultural produces NA 75% 100% Survey report Every 5years MoA
complying with compulsory quality
and safety standards (%)

National Food and Nutrition Strategy

SO_2.2 Number of implemented NA 1 5years MoA
agricultural produce traceability
systems
SO_2.3 Number of organized and safe NA 2 3 Performance 5years MoA (Insputs Disposal centers geographical
agrochemical disposal institutions report directorate) direction wise
SO_2.4 Proportion of farmers/pastoralists/ NA 10% 20% 30% 40 50% 70% Performance Annually MoA
agro-pastoralists implementing report (proportion
good animal husbandry and health of farmers/
care practices pastotalists/
agro-
pastoralists
implementing
good animal
husbandry
and health
care
practices)
SO_2.5 Proportion of farmers NA 10% 20% 30% 40 50% 70% Performance Annually MoA
implementing good agricultural report (proportion of
practices during the preharvest farmers/agro-
period pastoralists
implementing
good
agricultural
practices)
SO_2.6 Proportion of value chain actors NA 50% 75% Survey report MoA (FND)
(i.e., farmers, wholesalers,
retailers, etc.) exercising good
handling, transportation and
storage practice

149
 SO_2.7 Proportion of value chain actors NA 60% 75% Survey report MoA (FND)
with good skill, knowledge and
attitude on postharvest food safety

150
management systems
SO_2.8 Number of enacted regulatory NA 1 Performance Annually MOA (FND)
legal frameworks for preharvest report
practices
SO_2.9 Number of enacted regulatory NA 1 Performance Annually MOA (FND)
legal frameworks for harvest and report
postharvest practices
SO_2.10 Number of implemented NA 4 Performance Annually MOA (FND)
agricultural produce safety and report
quality monitoring systems
SO_2.11 Number of accredited laboratories NA 2 3 Performance Annually MoA (Vet and
on residues report regulatory)
SO_2.12 Number of innovated/adopted NA 5 5 Performance Annually MoA (EIAR)
technologies for improving safety report
and quality of agricultural produces
SO_2.13 Number of implemented food NA 4 2 Performance Annually MoA (EIAR)
safety and risk management report
practices
SO_2.14 Center of excellence for research NA 2 2 Performance Annually MoA (EIAR)
in food safety and quality report
SO_2.15 Number of accredited laboratories 28 34 36 34 27 26 290 10 year plan MOA/EIAR MoA/EAIR_10 Sectors perform according to the ten
with all safety parameters, with of MoA/ EIAR year directive year plans
residue as special concern plan
SO_2.16
SO_2.17 220 286 371.8 483. 628. 816. 2000 ESA plan Six months ESA Sectors perform according to the ten
34 342 8446 year plans
SO_2.18 1. Number of research entities/ 13 14 15 16 17 18 30 ENAO plan Annually ENAO Sectors perform according to the ten
higher learning institutions with year plans
accredited laboratories focusing
processed food safety and quality
SO_2.19 1. Proportion of food no data 2% 3% 3% 5% 7% 25% Performance Quarterly Regional Sectors perform according to the ten
establishments that implemented report regulatory year plans
hygiene and sanitation practices body
SO_2.20 1. Proportion of registered food 2739 2520 2550 2400 2350 2393 23500 Performance Monthly/ EFDA Sectors perform according to the ten
product s (market authorized food) report of quarterly year plans
EFDA
SO_2.21 2. Proportion of local 76% 80% 85% 90% 95% 100% 100% Performance Quarterly EFDA Sectors perform according to the ten
manufacturers inspected report of year plans
EFDA

National Food and Nutrition Strategy

 SO_2.22 50 65 80 95 110 125 200 Performance Quarterly MoTI Sectors perform according to the ten
report of year plans
EFDA
SO_2.23 3. Proportion of domestic food 635 880 1144 1487 1933 2513 6283 Performance Quarterly EFDA Sectors perform according to the ten
processing factories, local traders, report of year plans
importers and exports with COC EFDA
SO_2.24 1. Number of postmarketing 28 33 40 50 65 72 152 Performance Quarterly/ EFDA Sectors perform according to the ten
surveillance conducted on food report of quarterly year plans
products EFDA
SO_2.25 12 15 19 23 26 30 50 Performance Quarterly/ MoTI Sectors perform according to the ten
report of quarterly year plans
EFDA
SO_2.26 2. Number of interventions 28 33 40 50 65 72 152 Performance Quarterly/ EFDA Intervention will be done on all PMS
done on food products following report of quarterly conducted

National Food and Nutrition Strategy

postmarketing surveillance EFDA
SO_2.27 28 32 36 40 44 48 68 Performance Quarterly/ MoTI Sectors perform according to the ten
report of quarterly year plans
EFDA
SO_2.28 Proportion of enterprises 0 5% 10% 25% 35% 50% 100% Performance Quarterly EFDA Sectors perform according to the ten
complying with the standards report year plans
SO_2.29 1. Number of established and 4 4 4 4 5 6 9 MoTI plan Annually MoTI Sectors perform according to the ten
strengthened transportation year plans
systems for import and export of
food items
SO_2.30 2. Number of import food items 958365MT 1054301 1107016 1162366 1220485 1281509 1601886 Report Quarterly MoTI Sectors perform according to the ten
MT MT MT MT MT MT
inspected (condiment tested) year plans
SO_2.31 2. Number of import/export 28 38 43 48 53 60 Performance Quarterly EFDA Sectors perform according to the ten
food items inspected (condiment report year plans
tested)
SO_2.32 Proportion of food preparation 9% 13% 18% 25% 37% 48% 80% survey report Annually Regional Sectors perform according to the ten
establishments with safe waste regulatory year plans
disposal systems body
SO_2.33 1. Number of systems developed 0 0 0 0 0 1 1 Performance Quarterly EFDA Sectors perform according to the ten
for traceability of food products report year plans
SO_2.34 2. Number of systems developed 4 4 4 5 5 6 9 MoTI plan Annually MoTI Sectors perform according to the ten
for traceability of food products year plans
SO_2.35 3. Proportion of food 13 23 33 43 53 63 87 Performance Quarterly EFDA Sectors perform according to the ten
establishments and enterprises report year plans
that implemented a traceability
system
SO_2.36 Number of food establishments 50% 60% 70% 80% 90% 98% 100% Performance Quarterly EFDA/regional Any food establishment organization
that carry out periodic health report regulatory taken as a basic requirement
assessment body

151
 SO_2.37 1. Number of factories and food no data 5% 10% 25% 35% 50% 100% Performance Quarterly EFDA/regional Sectors perform according to the ten
facilities that implemented hygiene report regulatory year plans
and sanitation practices body/FBPIDI

152
SO_2.38 2. Number of food facilities that 35% 40% 45% 50% 60% 70% 100% Performance Quarterly EFDA Sectors perform according to the ten
implement internal audit report year plans
SO_2.39 Proportion of HH that no data 2% 4% 6% 8% 10% 20% Performance Annually MoH, EFDA Sectors perform according to the ten
implemented proper food hygiene report year plans
and food safety handling practices
SO_2.40 1. Number of developed national 28 30 40 50 60 90 320 ESA plan Annually ESA Sectors perform according to the ten
standards for food year plans
SO_2.41 2. Number of implemented 220 286 372 483 628 817 2000 ESA plan Six months ESA Sectors perform according to the ten
national standards for food year plans
SO_2.42 Proportion of assessment and 46% 50% 55% 60% 65% 70% Performance Quarterly EFDA Sectors perform according to the ten
awareness sessions conducted on report year plans
public knowledge level
SO_2.43 1. Number of established rapid 0 0 0 0 0 1 1 Performance Annually EFDA Sectors perform according to the ten
alert systems report year plans
SO_2.44 1. Number of laboratories with 0 0 1 1 1 Performance Annually EFDA Sectors perform according to the ten
high technology laboratory report year plans
facilities for identification of and
response to food adulteration
SO_2.45 2. Number and type of rapid/ 0 5 7 10 12 15 22 Performance Annually EFDA Sectors perform according to the ten
mobile laboratory test kits report year plans
accessed for identification and
response on food adulteration
SO_2.46 1. Number of developed and 4 4 4 4 4 5 8 Performance Annually NNCR Sectors perform according to the ten
implemented legal frameworks report year plans
for production, storage and
distribution of emergency foods
SO_2.47 Number of registered households’ 3 3 4 6 8 10 20 Performance Quarterly EFDA Sectors perform according to the ten
water technologies report year plans
SO_2.48 Proportion of households that no data 1% 1% 2% 2% 3% 4% Survey report Annually WASH/MoIT Sectors perform according to the ten
practised improved, indigenous year plans
water purification practices
SO_2.49 1. Proportion of municipal water no data Sectors perform according to the ten
treatment centers inspected year plans
SO_2.50 1. Number of food processing no data 20 22 25 28 32 48 Performance Annually EFDA Sectors perform according to the ten
factories implementing a food report year plans
defense system
SO_2.51 2. Number of food defense 0 1 1 EFDA plan 5 years EFDA Sectors perform according the ten
systems established for imported year plans
food products

National Food and Nutrition Strategy

 SO_2.52 Number of accredited testing 3 18 30 EFDA plan 5 years EFDA Sectors perform according to the ten
laboratories and other year plans
sectors
SO_2.53 Proportion of food production and no data 5% 7% 8% 9% 10% 30% Performance Quarterly EFDA/FBPIDI Sectors perform according to the ten
preparation actors trained on safe report year plans
food handling and preparation
practice
SO_2.54 Number of sectors using 130 20 20 40 10 5 220 Performance Quarterly EFDA/LPD Sectors perform according to the ten
harmonized, legal framework for report year plans
food adulteration, misbranding,
counterfeiting and sub-
standardization
SO_2.55 Decrease the prevalence of illegal 50% 48% 45% 40% 35% 30% 5% survey report Annually EFDA Sectors perform according to the ten
food products in the market year plans

National Food and Nutrition Strategy

SO_2.56 Number of surveillances 0 1 1 1 1 1 5 EPHI plan Annually EPHI Sectors perform according to the ten
conducted for foodborne illnesses year plans
Strategic objective 3: Improve postharvest management throughout the food value chain.
SO_3.1 Percentage reduction of nutritious 20% 10% Survey report Every 5 years MoA
food on postharvest loss
SO_3.2 Number of new, proven 11 12 13 14 15 16 21 Annual Annually MOSHE, RIs, PHMS, 2018
postharvest technologies and Report of MOA
research output types transferred MOA Consideration: 20% increase per
to and adopted by to end users annum
SO_3.3 Percentage of competent NA 30% 40% 50% 55% 60% 75% Annual Annually MOSHE, RIs, PHMS MOA, 2018
postharvest management Report of MOA
professionals and engineers MOA Consideration: Attaining 75% of the
produced required capacity at the end of the
10th year
SO_3.4 Design of appropriate ICT 0 104, 111, 119, 127, 135, 9,785, Annual Annually MoANR / PHMS MOA, 2018
applications for ease of 080 950 820 690 560 800 Report of Regional
information transfer, including MOA MOA 10 years -Prospective
mobile phones promoted Plan 2013 E.C,
transfer (better to be in the Assumption: 10% increase
capacity part) per year in the number
of farmers accessing
information through mobile
phone
SO_3.5 Number of centers of excellence 0 3 7 Survey report Every 5 years MoA/
established on PHM EIAR,FND)
SO_3.5 Number of centers of excellence 0 3 7 Survey report Every 5 years MoA/EIAR,
established on PHM FND)

153
 SO_3.6 Number of established community 0 200 300 400 500 600 1000 Annual Biannually MOA, MOTI PHMS 2018, At least one facility in
on-site and off-site standardized, Report of place in each woreda
nutritious food storage facilities/ MOA, MOTI

154
warehouses/packhouses
SO_3.7 Number of enacted legal 0 5 5 5 Performance Annually MoA Number of proclamations, regulations
frameworks on agriculture, food report and directives
transportation and storage facilities
SO_3.8 Number of established, 0 200 250 300 320 350 500 Annual Biannually MOA, MOTI Review of Ethiopian Dairy Sector, FAO
standardized and on-site dairies’ Report of 2009
collection centers MOA
SO_3.9 Number of established, 12 4 8 Performance Annually MoA (fishery
standardized and onsite fisheries’ report directorate)
collection/processing centers
SO_3.10 Number of standardized market NA 200 300 400 500 600 1000 Annual Biannually MOA, MOTI Assumption: At least one system in
centers and produce-specific/ Report of place in each woreda.
whole cell marketsestablished MOA, MOTI
All of the market types will be
considered
SO_3.11 Number of private investors NA 500 600 700 800 900 1500 MoTI, Annually MoTI, Assumption: 20% annual increase in
engaged in small-scale, rural-based Cooperative Cooperative numbers engaged
agro-processing and value addition
on crops, horticulture and livestock in each woreda from the baseline
SO_3.12 Number of preharvest and 327 367 405 442 478 516 Performance Annually MoA (Coop) 10 year MoA plan (coop)
postharvest services provided by report
cooperatives/private sector
Strategic objective 4: Improve the nutritional status of people with special focus on pregnant and lactating women, children and adolescents.
SO_4.1 Proportion of pregnant women 11 20 30 40 50 60 80 Survey Five years MOH EDHS 2019 as baseline
who received iron and folic acid
supplement of at least 90+
SO_4.2 Proportion of pregnant women 16 26 32 38 44 50 70 Survey Five years MOH/EPHI NNP end line survey 2015 considered
who consumed at least one
additional meal
SO_4.3 Proportion of pregnant mothers 15 10 8 6 4 2 1 HMIS Monthly MOH MOH, 2012EFY
screened for acute malnutrition
SO_4.4 Prevalence of anaemia among 29% 25 24 23 22 21 15 Survey Five Years MOH/EPHI EDHS 2016
pregnant women
SO_4.5 Proportion of pregnant women 71 72 73 74 75 76 90 Survey/HMIS Five years/ MOH/EPHI Mini -EDHS 2019; the monthly data is
counselled for nutrition during monthly also important for immediate action
ANC
SO_4.6 Proportion of lactating mothers 20 18 16 14 12 10 5 Survey/HMIS Five years/ MOH/EPHI MOH, 2012
screened for acute malnutrition monthly
SO_4.7 Proportion of lactating mothers 22 20 18 16 14 12 6 Survey Five years MOH/EPHI EDHS 2016; disaggregated from the
who are underweight (BMI<18.5) WRA thinness;

National Food and Nutrition Strategy

 SO_4.8 Proportion of lactating mothers 16 30 40 50 60 70 90 Survey Five years MOH/EPHI Attention is given by this FNS; the
who consumed at least two existing platform will help us to
additional meals increase 10 % points; NNP end line
survey2016
SO_4.9 Proportion of PLWs that benefited No data; 40 50 60 70 80 100 HMIS Monthly MOH PSNP4 targeted PLW for cash or
from PSNP’s temporary direct money transfer with soft conditionality
cash or food support with soft
conditionality
SO_4.10 Proportion of women engaged in No data 15 20 25 30 40 80 Survey Five Years MOH/EPHI MOWCY next ten year plan aligned
income generating activities
SO_4.11 Proportion of health facilities 30 40 50 60 70 80 95 HMIS Monthly MOH SARA 2016, Child health next ten
providing essential newborn care years strategic plans; 2021-2030
implementing the basic signal
functions

National Food and Nutrition Strategy

SO_4.12 Proportion of newborns initiated 73 75 77 80 82 86 90 Survey Five years MOH/EPHI EDHS2016
early in breast feeding within one
hour
SO_4.13 Proportion of newborns fed 80 81 85 88 90 92 95 Survey Five years MOH/EPHI NNP end line 2015
colostrum
SO_4.14 Proportion of infants exclusively 59 65 70 75 77 80 85 Survey Five years MOH/EPHI EDHS2019
breastfed for 0-6 months (180
days)
SO_4.15 Proportion of certified health 15 25 35 45 55 65 95 Admin report Annually MOH The MOH administration report 2012;
facilities implementing BFHI more than 250 hospital staffs are
trained for BFHI expansion
SO_4.16 Proportion of GMP participation 56 60 65 70 75 80 90 HMIS Monthly MOH HMIS 2012; data is collected monthly
among children under 2 years of through HMIS/DHIS2; data quality
age matters
SO_4.17 Proportion of children with growth 0 60 65 70 75 80 90 HMIS Monthly MOH Data element should be part of the
faltering linked to treatment and revised HMIS
care services
SO_4.18 Presence of well-equipped and 0 10 30 50 70 90 100 Admin report Annually MOH Currently there is no dedicated rooms
functioning growth monitoring and for GMP and there is a need to
promotion room/site at all health establish separate rooms
facilities and community levels
SO_4.19 Proportion of functional 35 2000 2000 2000 2000 2000 20,000 Admin report Annually MOWCY Standardized day care centers
workplaces (public and private) established at public and private
that established day care centers centers
SO_4.20 Proportion of curricula with ECD 0 5 10 40 50 60 100 Admin report Annually MOE ECD policy and strategic action plan
content integrated into primary referred
education (students)
SO_4.21 Proportion of curricula with ECD 0 5 10 40 50 60 100 Admin report Annually MOSHE ECD policy and strategic action plan
content integrated into tertiary referred
education (teachers)

155
 SO_4.22 Proportion of infants of 0-6 months No data 50 60 70 80 90 100 HMIS Monthly MOH The data disaggregation is needed for
screened and identified for acute this group
malnutrition

156
SO_4.23 Proportion of infants of 0-6 months No data 75 85 88 90 95 100 HMIS Monthly MOH The data disaggregation is needed for
with acute malnutrition treated this group
SO_4.24 Proportion of mothers who 76 80 82 85 88 90 100 Survey Five years MOH/EPHI EDHS2016
continued breast feeding until their
children were of age two years
and above
SO_4.25 Proportion of children who have 13 20 30 40 50 60 70 Survey Five years MOH/EPHI EDHS2016; Stat compiler used to
5 or more food groups out of 8, update the five-food group and DD
where at least one of the food become 13 %
groups is animal source food
SO_4.26 Proportion of children with 7 10 20 30 40 50 60 Survey Five years MOH/EPHI EDHS2016
minimum acceptable diet
SO_4.27 Proportion of infants who start 60 65 70 75 80 85 90 Survey Five years MOH/EPHI EDHS2016
complementary feeding at 6
months (180 days)
SO_4.28 Proportion of health facilities/ No data 10 15 20 30 40 50 Survey Five years MOH/EPHI The next national surveys will consider
community centers that preform the incorporation of this indicator
cooking demonstrations
SO_4.29 Number of public and private child 0 1 2 3 4 5 10 Admin report Annually MOLSA Identification and linkages of
rehabilitation and care centers vulnerable children to these centers
established
SO_4.30 Proportion of children with No data 50 60 70 80 90 100 Admin report Quarterly MOH The next MOH information system will
special needs who have received have disaggregation
treatment for acute malnutrition
SO_4.31 Proportion of children 24-59 No data 50 60 70 80 90 100 Survey Five years MOH The next MOH surveys will address
months of age in PSNP areas with this indicator
access to nutrition and health
services
SO_4.32 Proportion of children 6-59 months 45 50 60 70 80 90 95 Survey Five years MOH/EPHI EDHS2016
of age who received two doses of
vitamin A in the last year
SO_4.33 Presence and enforcement of 0 1 2 3 4 5 10 Admin Report Annually EFDA The voluntary wheat flour and edible
mandatory food fortification oil standards will be upgraded to
standards mandatory standards
SO_4.34 Proportion of children 6-23 0 0 0 0 40 50 80 Admi n Monthly MOH Concept note will be developed and
months of age who received zinc Report shared with decision makers to start
supplementation with
SO_4.35 Proportion of children screened by 0 5 10 15 20 25 50 Admin report Monthly MOH This initiative will be piloted at the
mother MUAC at the community beginning and scale up to all areas
level for acute malnutrition and
treated

National Food and Nutrition Strategy

 SO_4.36 Proportion of children under the 40 60 70 80 90 100 100 HMIS Monthly MOH MOH 2012EFY
age of five screened for acute
malnutrition
SO_4.37 Treatment outcome for 85 cure 85 90 95 95 95 95 HMIS Monthly MOH MOH2012EFY
management of severe acute rate
malnutrition in children under the
age of five
SO_4.38 Proportion of children aged 24- 0 25 30 35 40 45 80 HMIS Monthly MoH The next HMIS will incorporate this
59 months that have undergone indicator
quarterly growth monitoring
(weight and height measurement)
SO_4.39 Diet diversity score for children of No data 14 20 25 30 35 70 Survey Five years MOH/EPHI Next surveys will address
24-59 months
SO_4.40 Prevalence of anaemia in children 57 57 55 50 45 40 70 Survey Five years MOH/EPHI EDS2016

National Food and Nutrition Strategy

of 24-59 months
SO_4.41 Proportion of children of 24-59 72 73 75 80 85 90 95 HMIS Monthly MOH DHIS2 2012 EFY)
months dewormed biannually
SO_4.42 Proportion of children of 24-59 0 0 0 0 0 40 75 HMIS Monthly MOH Will be incorporated into HMIS
months supplemented with zinc
SO_4.43 Proportion of health facilities 0 5 15 25 35 45 75 Admin report Annually MOH MOH admin report will collect this
providing food for mothers/ information
caretakers at stabilization centers
(SC)
SO_4.44 Number and type of locally 2 2 3 4 5 6 14 Admin report Annually MOIT MOIT admin report will collect this
produced complementary/ data element
supplementary/therapeutic foods
meeting the accept¬able standard
SO_4.45 Number of companies and small 2 2 3 4 5 6 14 Admin report Annually MOIT MOIT admin report will collect this
and medium scale enterprises data element
producing complementary/
therapeutic/supplementary foods
locally
SO_4.46 Proportion of girls who No data 20 18 16 14 12 5 Survey Five years MOH The next survey will address this
experienced harmful traditional
practices related to feeding,
marriage and labour
SO_4.47 Proportion of children with special No data 20 30 40 50 60 95 Survey Five years MOLSA MOLSA will define children with
needs who got nutritional services special needs
and medical care
SO_4.48 Proportion of primary schools 0 5 10 15 20 25 60 Survey Five years MOE MoE surveys will address this
who deliver essential health and
nutrition packages

157
 SO_4.49 Proportion of 610 years old 0 10 15 20 25 30 70 Survey Five years MOH The MOH survey will incorporate
children who were assessed for
malnutrition

158
SO_4.50 Proportion of children 6-10 years 0 15 20 25 30 35 75 HMIS Monthly MOH The next HMIS will address
old who accessed nutritional
services (screening, counseling
and treatment)
SO_4.51 Prevalence of vitamin A deficiency 10.9 10 9 8 7 6 3 Survey Five years MOH/EPHI MNS2016 (5-14years)
among children 6-10 years old
SO_4.52 Prevalence of Iodine deficiency 47.5 45 42 40 38 36 18 Survey Five years MOH/EPHI (MNS2016) (5-14 years)
(urinary iodine) among children
6-10 years old
SO_4.53 Prevalence of zinc deficiency 35 30 25 20 15 12 5 Survey Five years MOH/EPHI (MNS2016) (5-14 ages)
among children 6-10 years old
SO_4.54 Coverage of biannual deworming No data 40 50 60 70 80 90 Survey Five years MOH/EPHI The next survey will address this
for school children and out of
school children aged 6-10 years old
SO_4.55 Proportion of public institutions 0 5 10 15 20 25 50 Admin report Annually MOH Concept note will be developed,
providing nutrition assessment presented to decision maker and
and counseling services for circulated among regions
adolescents
SO_4.56 Number of private institutions 0 3 7 10 15 20 40 Admin report Annually MOH Private health institutions will be
providing nutrition assessment identified and guided in the nutrition
and counseling services for services
adolescents
SO_4.57 Proportion of adolescents with (girls 29, 25 22 20 18 16 8 Survey Five years MOH/EPHI (EDHS 2016) (15-19 years) (29 girls,
BMI<18.5 m2/k boys 59) 59 boys)
SO_4.58 Proportion of health facilities with 0 44 50 56 60 70 90 Admin report Annually MOH Admin data will be collected and used
adolescent-friendly health and
nutrition services
SO_4.59 Proportion of primary schools with 0 10 20 30 40 50 95 Admin report Annually MoE Admin data will be collected and used
adolescent-friendly health and
nutrition services
SO_4.60 Proportion of secondary schools 0 10 20 30 40 50 95 Admin report Annually MoE Admin data will be collected and used
with adolescent-friendly health and
nutrition services
SO_4.61 Proportion of tertiary schools with 0 10 20 30 40 50 95 Admin report Annually MoE Admin data will be collected and used
adolescent-friendly health and
nutrition services
SO_4.62 Prevalence of adolescent girls who 13 11 10 9 8 7 5 Survey Five years MOH/EPHI EDHS2016
became pregnant before turning
19

National Food and Nutrition Strategy

 SO_4.63 Proportion of adolescent girls 11 10 9 8 7 6 3 Survey Five years MOH/EPHI EDHS2016
married under the age of 18
SO_4.64 Proportion of adolescents who 20 20 30 40 50 50 75 Survey Five years MOH/EPHI (NNP-I E 2015) (WRA)
consumed diversified (at least five
food groups), nutrient-rich and
nutrient-dense foods
SO_4.65 Proportion of adolescents (10-19 35.8 33 31 29 27 25 15 Survey Five years MOH/EPHI MNS 2005 (15-49 years WRA)
years old) with goiter
SO_4.66 Prevalence of anaemia among 19.9 18 17 16 15 14 7 Survey Five years MOH/EPHI EDHS 2016
adolescents aged 10-19
SO_4.67 Proportion of adolescents aged No data 40 50 60 65 70 90 Survey Five years MOH/EPHI The next survey will address this
10-19 who received deworming
tablets
SO_4.68 Proportion of adolescent girls 4.5 7 10 15 20 30 50 Survey Five years MOH/EPHI WFIFA pilot report, 2012; will be

National Food and Nutrition Strategy

supplemented with iron incorporated in the next survey
SO_4.69 Proportion of adolescents who 0 5 10 15 20 30 50 Survey Five years MOH/EPHI The next survey will address this
received folate tablets
SO_4.70 Proportion of youth centers 0 44 50 56 62 68 80 Admin report Annually MOH The upcoming surveys will address
that deliver integrated and this
comprehensive youth related
nutrition and health services
SO_4.71 Proportion of adolescents with 0 10 20 30 40 50 80 Survey Five years MOH The next surveys will address this
special situations (HIV/AIDS,
obesity, undernourishment,
substance abuse, mental health
and eating disturbances) who
benefited from nutritional services
SO_4.72 Percentage of household food 0 10 20 30 40 50 80 Survey Five years MOH PSNP5 will address this request
insecurity with adolescent girls
linked to PSNP
SO_4.73 Proportion of adolescents who No data 20 25 30 35 40 80 Survey Five years MOWCY The MOWCY survey will address this
participated in income generating
activities
SO_4.74 Proportion of adolescent girls who 19.7 25 30 35 40 50 70 Survey Five years MOH (15-19 years (EDHS2016)
enroled in secondary school
SO_4.75 Proportions of adolescents who 0 10 15 20 25 30 60 Survey Five years MOH The indicator will be part of the MOH
had routine nutritional assessment surveys
and counselling services at health
facilities
SO_4.76 Proportions of adolescents who 0 10 15 20 25 30 60 Survey Five years MOE The indicator will be part of the MOE
had routine nutritional assessment surveys
and counselling services at
schools

159
 SO_4.77 Proportion of primary schools with 3 10 20 30 40 50 100 Admin report Annually MOE 2011 EFY; The programme survey will
school feeding programmes address this

160
SO_4.78 Proportion of students who 1.3 10 20 30 40 50 100 Admin report Annually MOE (2011 EFY); The programme survey will
benefited from the school feeding address this
programmes
SO_4.79 Proportion of schools with No data 5 10 20 30 40 80 Survey Five years MOE The programme survey will address
gardening activites for production this
of diversified food items
SO_4.80 Proportion of schools with health No data 15 20 30 40 50 90 Survey Five years MOE The programme survey will address
and nutrition clubs this
SO_4.81 Proportion of non-pregnant and 0 5 15 25 35 50 70 Survey Five MOH The next surveys will address this
non-lactating women (20-49 years
of age) who were screened and
counseled on nutrition
SO_4.82 Presence of preconception health 0 1 1 Admin report Annually MOH The platform will be established
and nutrition service delivery with concept note development and
platform approval
SO_4.83 Proportion of pregnant women 0 5 15 25 35 50 70 Survey Five years MOH/EPHI List of defined preconception nutrition
who got preconception nutrition packages for this group will be
services (e.g., Folate, counseling) available
SO_4.84 Proportion of women who No data 5 10 15 20 25 50 Survey Five years MOH/EPHI The next survey will address this
participated in income generating
activities
SO_4.85 Proportion of women who got No data 5 10 15 20 25 50 Survey Five years MOH/EPHI The next survey will address this
loans with improved nutritional
status
SO_4.86 Number of geriatric centers 5(2012 5 6 7 8 9 18 Admin report Annually MOLSA MOLSA admin report will collect
established with nutrition and EFY)
health care services
SO_4.87 Number of disabled centers 18(2012 18 19 20 21 22 44 Admin report Annually MOLSA MOLSA admin report will collect
established with nutrition and EFY)
health care services
SO_4.88 Number of suitable health facilities No data 5 10 15 20 30 60 Admin report Annually MOLSA MOLSA admin report will collect
for elders/disabled providing
essential food and nutrition
services
SO_4.89 Number of elderly /disabled 0 10 20 30 40 50 80 Admin report Annually MOLSA MOLSA admin report will collect
centers providing meals to elderly/
disabled with no support
SO_4.90 Proportion of IDPs/refugees who No data 50 60 70 80 90 100 Admin report Annually MOLSA MOLSA admin report will collect
have access to health, food and
nutrition services

National Food and Nutrition Strategy

 SO_4.91 Proportion of orphans/vulnerable No data 10 15 20 30 40 60 Admin report Annually MOLSA MOLSA admin report will collect
children who have access to food,
nutrition and social protection
services
Strategic objective 5: Improve the nutritional status of people with communicable, non-communicable and lifestyle-related diseases.
SO_5.1 Proportion of health facilities 24 30 40 50 60 70 95 Survey Every two MOH SARA2016;
providing nutrition assessment and years
counselling services for people
with HIV/TB and other infectious
diseases
SO_5.2 Proportion of people with MDR TB 100 100 100 100 100 100 100 Admin report Monthly MOH MOH DPCD annual report, 2012
who were screened and received
therapeutic feeding
SO_5.3 Proportion of clinically No data 30 40 50 60 70 95 HMIS Monthly MOH HMIS, 2012

National Food and Nutrition Strategy

undernourished people with HIV
on ART who received therapeutic/
supplementary foods
SO_5.4 Proportion of people with HIV/ 0 5 10 15 20 30 60 Survey Five years MOH Separate surveys will be conducted
AIDS, TB or other infectious
diseases and malnutrition who
benefited from PSNP
SO_5.5 Proportion of people with chronic 0 5 10 15 20 30 60 Survey Five years MOH Separate surveys will be conducted
HIV/AIDS, TB and other infectious
diseases who benefitted from
appropriate food and nutrition
support
SO_5.6 Number of food and nutrition 0 1 3 3 3 9 9 Admin report Annually MOH All FN implementing sectors will be
implementing sectors that part of it
incorporated prevention of NCDs
into their policies, strategies,
programmes, guidelines and
curricula
SO_5.7 Proportion of NCDs patients No data 10 20 30 40 50 80 Survey Five years MOH Separate surveys will be conducted
screened and counseled on
nutritional status
SO_5.8 Proportion of adults with obesity/ 3 3 3 3 3 3 3 Survey Five years MOH EDHS 2016
overweightness
SO_5.9 Proportion of adults (15-69 years of 17 15 14 13 12 11 7 Survey Five years MOH/EPHI NCD STEPS 2015
age) with hypertension
SO_5.10 Proportion of adults (15-69 years of 2 2 2 2 2 2 2 Survey Five years MOH/EPHI NCD STEPS 2015
ages) with diabetes mellites

161
 SO_5.11 Proportion of governmental and No data 20 30 40 50 60 85 Admin report Annually MOWCY NCD survey will address this
non-governmental institutions that
created conducive environments

162
for physical activity
SO_5.12 Proportion of schools with No data 50 60 70 80 90 100 Admin report Annually MOE MOE annual administration report will
standard playgrounds be considered
SO_5.13 Proportion of com-munities, No data 5 10 20 30 40 60 Admin report Annually MOWCY MOWCY admin report will collect the
entities, schools and workplaces data
with physical activity and nutrition
clubs
SO_5.14 Proportion of health facilities No data 5 10 20 30 40 60 Admin report Annually MOH MoH annual report will collect the data
equipped with essential supplies,
diagnostic equipment and other
treatment inputs
SO_5.15 Proportion of patients with diet- No data 40 50 60 70 80 100 Adminreport Annually MOH Data will be collected through
related NCDs who received clinical administration report from regions
and dietary care
SO_5.16 Proportion of food and nutrition No data 1 2 3 4 5 8 Admin report Annually MOH MoH annual report will be referred
fund raised from taxation on
unhealthy (junk) foods
SO_5.17 Presence of enforced regulations 0 1 1 Admin report Annually MOH EFDA annual report will be used
that discourage advertisements of
unhealthy di¬ets, beverages and
behaviors
SO_5.18 Proportion of people with NCD 0 10 15 20 25 30 60 Admin report Annually MOA PSNP 5 will address this target
and poor economic status who
benefited from PSNP
SO_5.19 Proportion of people with NCD 0 10 15 20 25 30 60 Admin report Annually MOLSA MOLSA vulnerable group list will
and poor economic status who include this group
benefitted from appropriate food
and nutrition support
SO_5.20 Proportion of private health No data 5 10 20 30 40 60 Admin report Annually MOH All private health facilities will integrate
institutions providing nutrition food and nutrition services
services for patients with
communicable and/or NCDs
SO_5.21 Presence of surveillance on 0 1 1 Admin report Annually MOH Strong NCD-Nutrition surveillance
lifestyle-related NCDs system will be strengthened
SO_5.22 Number of surveys NCDs risk 0 1 1 Survey Five years MOH NCD-Nutrition survey will be
factors conducted conducted
SO_5.23 Proportion of adults (15-69 years of 6 10 15 20 25 30 60 Survey Five years MOH The survey will be part of the NCD
age) who consume fruits at least survey
five times a week

National Food and Nutrition Strategy

 SO_5.24 Proportion of adults who consume 11 15 20 25 30 35 70 Survey Five years MOH The survey will be part of the NCD
vegetables at least five times a survey
week
Strategic objective 6: Improve Water, Sanitation and Hygiene (WASH) of individuals, households and institutions.
SO_6.1 Percentage of population that 79.3 80.9 82.5 85 87.5 90.6 100 Reports and Annually WDC/MoWIE OWNP Review Report, WDC 2012 EFY
was provided access to safe and NWI Annual report, Sector Strategic Plan
adequate water
SO_6.2 Percentage of rural and urban 53 58 63 70 75 82 100 HMIS, Annually MoH, MoWIE sector documents and reports
households with access to Reports and
improved latrinesincluding hand Surveys
washing facilities
SO_6.3 Percentage of open defecation- 42 47 52.7 59 66.1 74 100 HMIS, Annually MoH, MoWIE
free kebeles Repurts and
Surveys

National Food and Nutrition Strategy

SO_6.4 Percentage of schools with access 27 31.6 36.2 40.8 45.4 50 100 EMIS Data Annually MoE ESDP 6, EMIS Data
to improved latrines including hand
washing facilities
SO_6.5 Percentage of schools with access 73.3 76.44 79.58 82.72 85.86 89 100 EMIS Data Annually MoE
to improved latrines including hand
washing facilities
SO_6.6 Percentage of health institutions
with access to safe water supply
services
SO_6.7 Percentage of health institutions
with access to improved latrines
including hand washing facilities
Strategic objective 6: Strengthen the national capacity to manage natural and manmade food and nutrition emergencies with timely and appropriate
response taking into consideration internally displaced persons and refugees.
Strategic objective 8: Improve the nutrition literacy of individuals, families and communities along the food value chain to make informed decisions on
the uptake of diversified, safe, adequate and nutritious food.
SO-8.1 Number of positive and traditional N/A 1 2 3 4 5 10 Research Annually Research No research data found to use as a
dietary practices identified and Report instuitions/ baseline
scaled up HEI
SO-8.2 Number of institutions capacitated NA 8 13 18 23 27 27 Activity Quarterly Implementing Source food and nutrition
on nutrition literacy programme Report sectors implementing sectors from the
proclamation, gradual increment of the
implementing sectors
SO-8.3 Proportion of policy/decision 30% 44% 55% 72% 86% 100% Assessment Annually EPHI Baseline current NNP implementing
makers with adequate knowledge report sectors (proportion is taken from the
on food and nutrition sectors and agencies implementing
nutrition in the proclamation)

163
 SO-8.4 Percentage of institutions 30% 44% 55% 72% 86% 100% Activity Annually Implementing Institutions are those supplying HR for
providing food and nutrition Report sectors implementing sectors
education as a common course

164
(disaggregated by type of
institutions)
SO-8.5 Percentage of food and drink 20% 25% 30% 35% 40% 50% 100% Assessment Annually EFDA/MoTI Baseline is from Addis Ababa pocket
establishments aware of food report survey / number of EFDA database
safety and quality measures establishment
SO-8.6 Proportion of institutions 38% 43% 48% 53% 58% 60% 100% Technical Quarterly Implementing Baseline current NNP implementing
mainstreaming food and nutrition Report sectors sectors (current NNP sectors are 8,
literacy in their programme proportion is taken)
SO-8.7 Proportion of community N/A 10% 20% 30% 40% 50% 100% Technical Quarterly Implementing Community platforms/ networks are
platforms/networks used for Report sectors ADA, WDA, CCC, CBOs, etc.
nutrition literacy
SO-8.8 Number of food and nutrition 10 15 20 30 40 50 50 Technical Quarterly Implementing Number of spots to be shared among
messages disseminated through Report sectors sectors
different medias
SO-8.9 Proportion of population with 50 65% 70 75 80 85% 100% Survey 5 years EPHI Base line from litrature pocket survey.
adequate knowledge about considering the current clean potable
sanitation and hygiene water
SO-8.10 Proportion of individuals with 50% 55% 60% 65% 70% 75% 90% Survey 5 years EPHI Proxy from desk review and it is
adequate knowledge about safe estimated that 3493 establishments
food preparation are currently working on food
preparation
SO-8.11 Proportion of individuals aware of 6% 10% 15% 20% 25% 30% Survey 5 years EPHI Proxy indicator from EPHI WHO step-
how to have healthy lifestyles wise approach to surveillance on
physical activity
SO-8.12 Proportion of individuals aware of 10% 15% 20% 30% 40% 50% Survey 5 years EPHI the baseline is sekota baseline servey
diversified diet
SO-8.13 Proportion of households who are 1.50% 3% 5% 10% 15% 20% 50% Survey 5 years EPHI The baseline is sekota baseline survey
aware of the benefits of nutrient-
dense production
SO-8.14 Proportion of households that 15% 20% 25% 35% 40% 50% 75% Survey 5 years EPHI Food consumption survey for women
consumed fortified foods and children average taken
SO-8.15 Proportion of schools who 1% 5% 8% 12% 16% 20% Administrative Yearly MoE Baseline is a proxy for school feeding
incorporated nutrition topics into Report programme/Revised school roadmap/
their curriculum SHNP
SO-8.16 Proportion of farmers aware about N/A 5% 8% 12% 16% 20% Report Annually DRMCC/MoA
resilience to nutrition related
shocks

National Food and Nutrition Strategy

 SO-8.17 Proportion of development 15% 20% 25% 30% 40% 50% 75% Report Quarterly MoWCY Baseline MOWCY programme report.
army and community-based Based on existing WDA 4000
organizations that received
nutrition messages from frontline
workers
SO-8.18 Number of higher education 12 20 30 40 50 60 Report Once per MoSHE Nutrition human resource baseline
institutions that incorporated curriculum needs assessment report
nutrition courses into their
curriculum
Strategic objective 9: Create a functional governance body for strengthening the coordination and integration of FNP implementing sectors.
SO_9.1 Proportion of functional food and 0 1 13 13 13 13 1000 Council Biannually Office PM, YR 1 at Federal and followed by
nutrition council disaggregated by admin MOH, 12 regional states, 1000 woreda
administration level report(MOU/ regional administration.
TOR, meeting and city
minutes) administration

National Food and Nutrition Strategy

Health Bureau
SO_9.2 Number of functional food and 0 1 13 13 13 13 13 Admin Biannually Office PM, YR 1 at Federal and followed by 12
nutrition agencies reports MOH, regional states
regional
and city
administration
Health Bureau
SO_9.3 Proportion of sectors that included No data 12 168 168 168 168 7000 Progress Quarter MOH Federal-12 sectors, regions--each
food and nutrition strategic report 13 sectors (13*12 regions), (1000
actions into their plans and woreda* 7 FNP implementing sectors)
implemented them, disaggregated
by administration level
SO_9.4 Proportion of food and nutrition 1 13 13 13 13 1000 Admin report Quarterly MOH Federal level-1 steering committee, 12
technical steering committees that regional steering committee
were functional, disaggregated by
administration level
SO_9.5 Proportion of sectors reported to 2 168 168 168 168 168 1000 Admin report Quarterly MOH Health and Agriculture sector have
have functional food and nutrition structure, Federal-10 sectors, regions-
structure, disaggregated by -each 13 sectors (11*12 regions), 1000
administration level woreda
Strategic objective 10: Ensure sustainable and adequate financing through government treasury, development partners’ allocation and innovative
financing mechanisms to translate the policy into action.
SO_10.1 Percentage of budget allocated for 0.45% 0.50% 0.60% 0.70% 0.85% 1% 2% admin report, Biannually MOF, MOH Total budget of the government for
food and nutrition implementation, sectors 2016 used as reference to set base
disaggregated by government financial line
sectors report

165
 SO_10.2 Percentage of budget allocated 0 0.05% 0.1 0.15 0.2 0.25 0.50% Sectors Biannually MOF ,MOH Total budget of the government for
by private sector for food and admin and 2016 used as reference to set base
nutrition, disaggregated by financial line

166
administrative level report
SO_10.3 Proportion of sectors reported 0 12 168 168 168 168 10000 Admin report Biannually MOH Federal-12 sectors, regions--each 13
to have functional public-private sectors (13*12 regions), 1000 woreda
partnership task force
SO_10.4 Percentage of budget secured 3.70% 4% 4% 4% 4% 4% 4% Sectors Biannually MOF, MOH Total budget of the government for
by development partners admin and 2016 used as reference to set base
disaggregated by sector financial line
report
SO_10.5 Percentage of budget secured 0 0.05% 0.1 0.15 0.2 0.25 0.50% Sectors Biannually MOH Total budget of the government for
by local financial institutions admin and 2016 used as reference to set base
disaggregated by sectors financial line
report
Strategic objective 11: Build the institutional capacities of FNP implementing sectors with human resource, research and technological development.
SO_11.1 Number of training institutions 7 20 30 40 50 60 Admin Report Annually MoSHE/MoE Baseline MOH nutrition team technical
capacitated to provide training on report (reference books, laboratory
food and nutrition kits, food and nutrition trainings)
SO_11.2 Number of institutions providing 8 10 15 18 23 27 Admin Report Annually implementing Baseline current NNP implementing
food and nutrition services as per sectors sectors projected to sectors included
the sectors’ standard in the FNS implementation;
SO_11.3 Number of evidences generated 2 3 4 9 9 9 9 Admin Report Annually Research baseline EPHI rapid review on SBCC,
on food and nutrition by research institutes NNP II progress assessment
institutes to inform policies and
programmes
SO_11.4 Proportion of food and nutrition N/A 5% 15% 30% 40% 50% 100% Admin Report Annually Implementing
professionals who received CPD sectors
SO_11.5 Number of new technologies 5 10 12 14 16 20 Admin Report Annually Implementing Existing examples (Blended, Yazmin,
adopted sectors UNISE, ECHIS, etc.)
Strategic objective 12: Enhance evidence generation for decision-making, learning and accountability.
SO_12.1 Proportion of sectors reported No data 12 168 168 168 168 1000 Admin Report Biannually MOH, Federal-12 sectors, regions--each 13
to use nutrition data for RHB, City sectors (13*12 regions), 1000 woreda
decision-making, aggregated by Administration
Health Bureau,
administration level
Woreda Health
office
SO_12.2 Proportion of sectors reported No data 12 168 168 168 168 1000 Admin Biannually MOH, Federal-12 sectors, regions--each 13
to have practical experiences in reports, RHB, City sectors (13*12 regions), 1000 woreda
using food and nutrition research decision Administration
Health Bureau,
findings for decision-making, making
Woreda Health
aggregated by administration level reports office

National Food and Nutrition Strategy

 SO_12.3 Proportion of sectors reported No data 12 168 168 168 168 7000 Admin Biannually MOH, Federal-12 sectors, regions--each 13
to have practical experiences reports, best RHB, City sectors (13*12 regions),( 1000 woreda
of tracking food and nutrition practice Administration *7 sectors in a woreda)
Health Bureau,
implementation as per the documents
Woreda Health
standard office
SO_12.4 Proportion of sectors reported No data 12 168 168 168 168 1000 Admin Biannually MOH, Federal-12 sectors, regions--each 13
to have practical experiences of reports, best RHB, City sectors (13*12 regions), 1000 woreda
using FN programme data for practice Administration
Health Bureau,
decision -making, aggregated by records,
Woreda Health
administration level office
SO_12.5 Proportion of food and nutrition No data 12 168 168 168 168 7000 Admin Biannually MOH, Federal-12 sectors, regions--each
implementation sectors who reports, RHB, City 13 sectors (13*12 regions), (1000
documented learning products to documented Administration woreda*7 sectors)
Health Bureau,
improve their performance
Woreda Health

National Food and Nutrition Strategy

office

Strategic objective 13: Ensure effective food and nutrition communication.

SO_13.1 Number of communication 3 4 5 5 5 5 Admin Report Quarterly Broadcast existing media channels radio, TV, print
approaches created and utilized agency, All
sectors PR
SO_13.2 Number of events organized on 4 4 4 4 4 4 Admin Report Biannually Implementing
food and nutrition agenda with sectors
influencers and decision makers
SO_13.3 Number of culturally appropriate NA 1 2 3 4 5 Admin Report Quarterly Implementing example “Dagu” of Afar
communication channels utilized sectors
to create model families and
community
SO_13.4 Proportion of households with 58% 60% 63% 66% 70% 75% Survey 5 years MoA proxy sure baseline survey finding on
knowledge of nutrition-sensitive NSA practice
agriculture
SO_13.5 Proportion of households with 51% 55% 60% 65% 70% 75% Survey 5 years MoH Baseline pocket study reviewed in
knowledge of maternal nutrition Adea, Kombolcha, Gida, Addis Ababa
(minimum is taken) (desk review)
SO_13.6 Number of national medias with 4 5 7 9 10 10 Admin Report Quarterly Broadcast Baseline existing media broadcasting
regular broadcasting programmes agency, All food nutrition programmes (EBC,
addressing food and nutrition sectors PR Fana, Walta, EBS)
issues
SO_13.7 Number of regional medias with 8 8 10 11 11 11 Admin Report Quarterly Regional Baseline existing media broadcasting
regular broadcasting programmes broadcasting food nutrition programmes (Amhara
addressing food and nutrition agencies and mass media, Tigray mass media,
issues regional PR Oromia broadcast network, Gambella,
BG, Afar, Somali mass media)

167
 Federal Democratic
Republic of Ethiopia

National Food and Nutrition Strategy

May 2021