A country-level, the FSC typically includes UN agencies (the CLAs: FAO, WFP and other UN agencies such as UNICEF, UNDP, IOM, UNRWA, UNHCR, UNFPA, UNWOMEN, UNOPS, WHO, OCHA etc.) the Red Cross and Red Crescent Movement (ICRC, IFRC and the national society), international NGOs, national NGOs, academia and other relevant organizations. A senior government official may chair or co-chair FSC meetings wherever possible and technical staff from relevant line ministries may attend. Private-sector associations/entities may also be included on a case-by-case basis.
National Authorities
This includes the national and sub-national governments, including the ministries of agriculture, livestock, fisheries, forestry, social welfare, national statistic agencies and any existing national disaster management authority. Engagement with the national authorities is usually strategic and technical, building working relationships with technical staff, as well as with policy/decision-makers.
While coordination often takes place with national government structures, provincial, municipality and district level government bodies are important stakeholders, with repeated lessons showing that humanitarian interventions need to align with local government priorities. There may be pre-existing working challenges between national and sub-national ministries (e.g. communication gaps) which the Coordinator needs to work around in a way that does not undermine either. See also 3.3.1, 3.6.1 and 3.7.
Non-Governmental Organisations (NGOs)
International NGOs: International NGOs (many of which are global partners of the FSC – see 2.6.6) often have a long working history at country level and can provide context information and technical expertise.
Local and National NGOs: Local NGOs have critical insights into the issues, underlying dynamics, local challenges, and solutions, in the country. They often have, amongst other things, a comparative advantage in early response and operational planning due to their links with local communities and authorities and can mobilise their community networks whilst offering greater access. They are often both first responders and the providers of long-term support. However, the involvement of local NGOs is often constrained by lack of funding or resources, language barriers, organisational culture, access to information and the overall organisational capacity of civil society. See more on increasing the participation of local NGOs (and CSOs etc) in 10.3 on ‘Localisation’ and 3.6.4 below.
NGOs Fora and Consortia: NGO fora or NGO consortia can be part of the HCT (sometimes part of ICCG) and may have a representative attending and supporting the FSC. It is important to establish strong relations with them. There may be different NGO consortium approaches/networks who will be represented in the FSC depending on the local context at country level. Where relevant, the Coordinator can encourage links between INGO fora/consortia and national NGO fora, for example to facilitate support with training, orientations and good practice.
Civil Society (Civil Society Organizations and Local Leadership)
This includes civil-society organizations (CSOs), farmers associations, agricultural cooperatives, local faith-based organisations, local leadership and advocacy groups. CSOs are community-based or voluntary organizations, rather than more project based or professionalized NGOs and their voluntary, community-driven nature means CSOs often can be very large and influential organizations. They have a role in ensuring representation of, and accountability to, affected populations. They also engage community workers, volunteers and leaders within the populations they support, including women’s rights leaders or representatives of women-led organizations that provide specialized services to women and girls. Civil society groups can contribute to the emergency response by providing local knowledge and expertise, human resources and equipment, by sharing information and through advocacy.
International Red Cross and Red Crescent Movement
The International Committee of the Red Cross (ICRC), the International Federation of Red Cross and Red Crescent Societies (IFRC), and the National Red Cross/Red Crescent Societies are observers under the cluster system. They will remain neutral on decision-making although they may participate in general consultations and cluster discussions. They can contribute critical insights and working relationships to the work of the FSC. See more on the different components of the International movement of the Red Cross and Red Crescent here.
What is important for the FSC Coordinator to know? ICRC is a key humanitarian actor at country level, and it is important that the linkage with ICRC (as an observer) is established early on.
In case ICRC shares information with the coordination team (e.g. information on ongoing or planned activities and locations to avoid duplication), this should, as a rule of thumb, not be reflected in any public cluster products (3/4/5W Mapping etc) unless agreed locally with ICRC. The FSC Coordinator and IMO should support ICRC’s planning by informing it on FSC partner activities. In cases where ICRC does not interact with the FSC, this can lead to either overlaps in assistance or critical gaps, and the Coordinator should work actively to reverse this course.
Other Relevant Stakeholders (Clusters, OCHA, UN Agencies)
As the FSC Coordinator is encouraged to participate in other clusters’ meetings, where relevant, other cluster coordinators can and should be invited to attend FSC meetings, as should OCHA, as well as programme or technical staff from relevant UN agencies. Engagement with OCHA and with other cluster teams bilaterally and within the ICCG is essential in order to ensure an integrated approach and a well-coordinated response (see chapter 4).
UNHCR – in Refugee Emergencies
In the case of food security emergencies amongst refugees (both in and outside camps), UNHCR may be an FSC partner and may contribute to the overall FSC response. At the same time, UNHCR has a specific coordination role to play in addressing the needs of refugees. The FSC should ensure adequate coordination with UNHCR, regardless of the coordination structure in the country. See more on coordination in the context of refugees in 4.2.2.
Donors
Donors generally participate as observers. There is a range of donors that support food security in emergencies and capacity development around the cluster approach. However, depending on the context. there is also a need to build partnerships with donors, including non-traditional ones. See more on working with donors, in chapter 7 and 8.
Private Sector
The humanitarian community is increasingly engaging with the private sector to strengthen emergency preparedness and response. The presence of private companies and networks on the ground, their local expertise and access to resources, and their ability to swiftly adapt and innovate make them relevant stakeholders in supporting humanitarian action. In some countries, such as Haiti and the Philippines, the private sector has a seat in the HCT.
In some contexts, the private sector can play an important role in the provision of food or livelihoods assistance. The Coordinator should be mindful of the context specific minimum commitments. While international organisations and NGOs should comply with humanitarian principles by default this is not necessarily the case with private sector partnerships, where the conflict of interest is more difficult to prove (e.g. economic interests). Engaging with the private sector can involve potential reputational risks. For this reason, it is critical that due diligence is conducted. FAO and WFP will usually have focal points for private sector partnerships and due diligence processes, which the FSC Coordinator can rely on. See more on how the private sector helps in emergencies here and on engagement with the private sector here. As an example, in Mozambique after the Tropical Cyclone Idai (2019), the private sector supported the FSC with lists of Ministry of Agriculture-approved seed suppliers, which was useful for FSC partners involved in agriculture recovery. Other examples include working with mobile companies and banks on cash transfer partnerships.
Academic and Research Institutions
While their engagement in day-to-day FSC coordination is limited, academic and research institutions can be valuable resources in terms of expertise, capacity building and information. For example, in Lebanon, the American University of Beirut (AUB) supported the preparation of guidance on food parcels composition.
Military and Peacekeeping Forces
Though never a cluster partner, member or observer, coordination with military or peacekeeping forces may be necessary in complex emergencies and should, where possible, be undertaken through OCHA (see more in 4.3.1).