• Map local actors, ensure representativity and participation of vulnerable groups (WLO, YLO, minority groups etc.).
• Engage with them to ensure a sufficient understanding of their priorities and focus and to learn from them.  
• Brief them on the role and responsibilities of the FSC and explain acronyms (and jargon), meeting protocols and membership criteria and provide guidance on the different ways in which organisations can engage, and the benefits of participation.  

• Not all local actors can or should be expected to participate in the IASC coordination approach (including the use of clusters). There may be other forms of local coordination. 
• Consult with key local actors to clarify existing coordination structures and link with these (e.g. local coordination platforms) where relevant. 
• Pro-actively visit local NGO HQ or offices, governmental structures, red cross/crescent societies.

• To the extent possible, systematically provide translation (ideally both ways) for meetings (also virtual). If the majority of FSC members speak a common language, consider providing translation to the international members if needed.
• Translate key documents and other information and resources where possible. 
• Translation services should ideally be considered a routine operational cost.

• Develop meeting agendas with input from all participants and allocate time in each meeting to address the priorities of L/NAs.
• Encourage ‘pre-meetings’ among L/NAs prior to FSC meetings to allow for development of collective analysis and positions// identify issues specific to them.
• Propose presentation on local practices related to food security, including social habits, approach, cultural sensitiveness.
• Pro-actively propose presentations from Local actors on food security programming.

• Identify culturally appropriate meeting times and accessible and acceptable locations (pay attention to local circumstances that may affect the meaningful participation from of L/NAs, especially women’s groups, minority groups, youth groups, people with disability (such as night-time curfews, cultural acceptability of women’s mobility, safe access etc.).  
• Organise virtual meetings that allow local organisations to join on-line calls, organise organising coordination meetings as close to operations as possible to minimise the logistical strain on L/NAs or 
• rotate meeting locations so different groups can attend. Provide transportation and logistical support, where required. 
• Consider holding ad-hoc meetings in hard-to-reach areas based on need and/or ensure representation and participation from those areas to the cluster meeting with appropriate logistic support.
• Careful scheduling across sectors is important.

• Keep reporting and information management (IM) tools simple. Provide training as required and/or individual session to help fill the 5W and other tools.
• Use multiple channels of communication with FSC members and engage L/NAs on their preferred ways of communicating and accessing information (WhatsApp, skype, Facebook or zoom or other platforms may be more suitable than the FSC country websites).

• L/NAs often report they lack the knowledge or experience to engage effectively with the clusters: undertaking capacity assessments involving local, national, and international actors and jointly developing a two-way ‘capacity strengthening plan’ to fill the gaps is therefore key (see 3.7 on capacity strengthening, see also 8.5 on supporting L/NAs in resource mobilisation to improve their access to humanitarian funding). 
• The Coordinator should consider facilitating partnerships between more experienced FSC partners and less experienced L/NAs through for example training and shared cluster responsibilities, mentorships, shadowing, and peer-to-peer support.
• The Coordinator should consider flagging institutional capacity strengthening in HNOs and in HRP sector/cluster chapters to make connection with programme outcomes and funding.  
• Coordinate with other clusters to avoid duplication of efforts and consider reaching out to development actors who typically fund institutional development and organizational strengthening of L/NAs who often work across the HDP nexus.

• L/NAs are often treated as implementers/sub-contractors with little role in strategic processes: it is important to promote a culture of principled partnership (equality, transparency, result-oriented approach, responsibility, and complementarity), with and among FSC members.

• Advocate for joint resource mobilization with LNA/s (see 8.5).
• Advocate and support L/NAs to have projects funded through the Humanitarian Pooled Funds (HPF) mechanisms and advocate/support L/NAs to be in Selection/Review Committees of the HPFs (see 8.4 on CBPF and CERF and 8.5 on L/NAs’ access to humanitarian funding).

• L/NAs should have equitable opportunities to take on leadership and co-leadership/co-facilitation roles in the FSC, including as part of FSC strategic advisory groups and review committees of pooled funds which should have representation of L/NAs). 
• FSC Coordinator and CLAs: Encourage L/NAs to participate in SAGs, review committees and TWGs (keeping gender balance in mind) and provide coaching support where needed for full contribution.
• CLAs with FSC Coordinator support: Encourage and incentivise cluster participation for national NGOs, through establishing national NGO co-facilitators/coordinators. Explore opportunities for funding NGO co-leadership and advocate for this with donors (see also 3.6.1 on sharing leadership).  
• Develop transition plans (see 3.3.1 and 3.8) that prioritize L/NAs coordination leadership from the outset and promote this with the national authorities to ensure buy in and support for L/NAss after FSC deactivation.

and better coordination, at local level, among community representatives and/or leaders, local partners, NGOs, UN and government and have filled the gaps in national and local actors coordination.

At country level, there are often localisation WGs or task forces to further the agenda. The HPC Step by Step Guide 2023 emphasizes sub-national consultations (engaging local NGOs, CBOs, and community actors) as a key activity and participation of local actors in joint intersectoral needs and response analysis and monitoring (HPC guidelines are updated yearly).

At global level, to support the localisation efforts, the gFSC is piloting coaching of local partners to increase the presence of national FSC co-facilitators (who could eventually become future Coordinators).  

Guidance: 

• IASC Guidance: Strengthening Participation, Representation and Leadership of Local and National Actors in IASC Humanitarian Coordination Mechanism [IASC, 2021].
• In 2020, the Grand Bargain Localisation Workstream (workstream 2) produced several short Guidance Notes on Localization (IASC, 2020) which set out priority recommendations and considerations including: 1) on Coordination, 2) on Capacity Strengthening and 3) on Partnership Practices.

Additional Resources:

• See the FSC website for more information on “Reinforcing national and local systems”.
• See the IASC Task Force 5 on Localization (activated in 2022). The original Localisation Sub-Group established by IASC Results Group 1 on Operation Response and their Online Information Repository on Localisation can be found here. 
• Framework for Engagement between Local Governments and Humanitarian Actors (IASC, Placeholder, expected in 2023). 
• See recent updates on the Grand Bargain on the IASC website – including on the Grand Bargain 2.0 and its Caucuses e.g. the Grand Bargain Caucus on Funding for Localisation and the Caucus on the role of intermediaries (in supporting locally led action). See all details on these caucuses and the products they have produced on the IASC website. 
• For international and local NGOs’ work on localisation, see Charter for Change.
• IASC Interim Guidance on Localization and the Covid 19 Response (IASC, 2020).
• Good Practices and Tips from the Field on Working with National and Local Actors (GCCG, 2017). 
• From other clusters, see also this quick guide for local and national organizations on the Humanitarian Coordination and the Cluster Approach from the Global Education Cluster (GEC) and the Framework for Strengthening the Institutional Capacity of Local Actors prepared by the GEC and Global Protection Cluster (CP AoR).