Contents x
    3.3.1 The FSC and the Role of the National Authorities
    • 05 Dec 2023
    • 3 Minutes to read
    • Print
    • Dark
      Light
    Contents

    3.3.1 The FSC and the Role of the National Authorities

    • Updated on 05 Dec 2023
    • 3 Minutes to read
    • Print
    • Dark
      Light
    Article summary

    While the cluster approach aims to improve the coordination of the humanitarian responses, the underlying principle of re-enforcing and not replacing national and local level coordinating mechanism should be always adhered to. The cluster approach should build on existing capacities.

    Since the ultimate responsibility for the response lies with the national authorities and given the temporary nature of the cluster system, their involvement is key. The HCs (or RCs), in collaboration with cluster lead agencies, are responsible for consulting national authorities and/or line ministries in order to determine how best to complement national efforts and address gaps in response and coordination. It is however, up to the national authority to clarify its engagement with the cluster. 

    The specific engagement may take different forms, depending on the willingness and ability of the national authority. In both a sector and a cluster setting, typical examples of collaboration and coordination with the government, including with line ministries and relevant departments, ranges from sharing meeting minutes, having regular bilateral briefings and strategy discussions to active participation in the respective coordination mechanisms or shared leadership (see 3.6.1 for more on sharing leadership with the government and NGOs). 

    Many national authorities have contingency plans and a national disaster management authority in place to respond to sudden-onset emergencies. Where this is not the case (or contingency plans are outdated), national authorities may establish a dedicated task force and request international support for response and coordination.

    How clusters are first established and how they evolve over time, can have significant impact on how they will eventually be able to transition. Taking steps early on to develop a ‘capacity strengthening and transition strategy’ through the response, will help the clusters avoid undermining national and local ownership. Enhancing the capacity of national and local authorities and local partners should be an objective from the beginning (see 3.7).

    What is the role of the FSC Coordinator? The following steps can help the FSC Coordinator “build on existing capacities” and facilitate transition down the line:
    • Work to support existing structures and systems (unless in a conflict situation where a national authority does not respect humanitarian principles). 
    • Look at how the cluster and its work align with existing national priorities, plans, and structures. 
    • Promote, when appropriate, the active involvement of the relevant national and sub-national authorities in the coordination and leadership of the FSC (3.6.1) to ensure that relevant government officials are familiar with the cluster system, the day-to-day emergency coordination activities and will be in a stronger position to sustain these functions in the longer term.
    • Be pro-active in reaching out to government departments, keeping counterparts informed of ongoing work and encouraging inputs from their side. For issues related to technical standards, it is important to liaise with the relevant technical departments (3.6.1 and 3.7).
    • Although this is rarely seen in the field, it would be a good practice to develop a preliminary transition or deactivation plan or position paper already within the first few months of cluster activation, and update it regularly (for example, bi-annually) (See more on cluster deactivation in 3.8). 

    Example of “building on national capacity”: Typhoon Haiyan, Philippines, 2013: The government and international community worked together as cluster system co-leads to respond and provide relief. The cluster system was adopted with cluster coordination teams at the national and sub-national level. Bearing in mind the socio-economic situation as a middle-income country, its strong capacity and very organised structures, the government’s involvement was both crucial and useful for information sharing, advocacy purposes and decision-making. See also this gFSC report: Lessons Learned in the Philippines Food Security and Agriculture.

    Guidance: See Framework for Engagement between Local Governments and Humanitarian Actors (IASC, Placeholder, expected 2023) and Good Practices and Tips from the Field on Working with National and Local Actors (GCCG, 2017).

    Was this article helpful?
    What's Next