1. Supporting service delivery by providing a platform for agreement on approaches (driven by the Humanitarian Response Plan and strategic priorities) and elimination of duplication.

In practical terms, for the FSC Coordinator, this means: 

• Ensure that FSC response is coordinated: gaps are filled, duplications averted.
• Ensure that assistance is timely provided.
• Ensure that the food security packages are harmonised (5.6).
• Develop operational coordination, communication and information sharing protocols with sub-national coordination platform and relevant stakeholders. This includes meeting arrangements, communication with CLAs, ICCG, other clusters, FSC members, liaising with line ministries, etc.
• Making sure FSC work is driven by the identified needs of affected populations and is in line with the HRP and overall strategic priorities (see chapter 9 on HNO and HRP ).
• Reaching agreements with FSC partners in filling gaps, with a harmonised approach in line with FSC standards.

2. Informing strategic decision-making of the HC/HCT for the humanitarian response through coordination of needs assessment, gap analysis and prioritization.

In practical terms, for the FSC Coordinator, this means: 

• Ensuring effective and harmonized joint needs assessment and analysis – this also means making sure that all relevant FSC partners agree on tools and approaches (core indicators, vulnerability criteria, compatible assessment processes and analysis) following the overall standards and guidelines (see FSC indicator handbook and chapter 6).
• Ensuring comprehensive overview of the FSC partners response and capacity.
• Providing regular information to OCHA for inter-cluster sitreps and to inform HCT/HC.
• Producing food security situation reports, bulletins etc. (5.15)
• Representing the interests of the cluster and cluster partners in discussions with the HC, at inter-cluster level, with donors and with other stakeholders.

3. Planning and strategy development including sectoral plans, adherence to standards and funding needs.

In practical terms, for the FSC Coordinator, this means:  

• Developing or updating the agreed FSC response strategy and workplan and ensuring that these are adequately reflected in overall HCT strategies, HRP s, etc. (chapter 9).
• Ensuring that FSC response plans are in line with existing guidance and technical standards; and ensuring adoption of a people-centred approach in development of the FSC strategy.
• Ensuring protection mainstreaming and gender-sensitive programming and making sure agreed priority cross-cutting issues are integrated in sectoral and intersectoral needs assessments, analysis, planning, monitoring and response and support the development of appropriate strategies to address these (5.7).
• Ensuring effective links with the Inter-Cluster Coordination Group (ICCG) and bilaterally, if relevant, with other clusters in order to improve the humanitarian response through joint planning and mainstreaming cross-cutting issues (chapter 4).
• Promoting emergency response activities while at the same time considering the need for early recovery planning and ‘nexus’ related activities (4.3.5 and 10.2).  
• Helping to set priorities and funding requirements and developing cluster contributions to the overall humanitarian funding proposals (chapter 9). 

4. Monitoring and reporting on the cluster strategy and results; recommending corrective action where necessary.

In practical terms, for the FSC Coordinator, this means:

• Ensuring adequate monitoring mechanisms are in place to review the outcomes of the cluster partners collective response and progress against the strategic objectives (5.15.1).
• Working closely with the IMO to ensure adequate reporting and effective information sharing, reflecting the agreed minimum standards. 
• Ensuring that cluster coordination mechanisms are adapted over time as required to reflect the capacity of local actors as well as the engagement of development partners.
• Using the CCPM tool to assess the FSC’s performance (5.9) and ensuring the results are shared with partners to help improve the FSC’s work and further learning and knowledge management. 

5. Contingency planning/preparedness/national capacity strengthening where needed and where capacity exists within the cluster.

In practical terms, for the FSC Coordinator, this means:

• Ensuring adequate contingency planning and preparedness for new emergencies and seasonal adaptation of responses (i.e. contingency planning scenarios for the food security response) – including anticipatory actions (5.8).
• Assessing institutional capacities of local and national stakeholders and partners, including preparedness, response and coordination capacities. 
• Promoting capacity strengthening initiatives through joint trainings or exercises, tabletop simulations etc. 
• Facilitating lessons learned from past activities and revising strategies accordingly.

6. Robust advocacy to address identified concerns on behalf of cluster participants and the affected population.

In practical terms, for the FSC Coordinator, this means:

• Ensure donor participation in FSC meetings and/or organise specific meetings with donors and key stakeholders (8.2.2).
• Developing and implementing a communications and advocacy strategy and identifying core advocacy concerns, including resource requirements, and contributing key messages on needs, priorities, and geographical and programmatic gaps. This should be done in consultation the CLAs (chapter 7).
• Contributing key information and messages to HC and HCT messaging and action.