scn-ea-lap-toolkit_en-a01b754ba059144a.pdf

The document outlines a multisectoral approach to preventing and countering violent extremism (P/CVE) at the sub-national level. It details a five-step process for creating Local Action Plans (LAPs): securing political buy-in, conducting risk assessments, developing a Theory of Change, establishing coordination structures like Local Prevention Networks (LPNs), and legislating the plan. The guide emphasizes a 'whole-of-city' approach, drawing heavily on the Kenyan County Action Plan (CAP) model, and provides frameworks for monitoring and evaluation (M&E) to ensure sustainability beyond donor funding.

• Local governments are uniquely positioned to lead P/CVE efforts because local leaders possess greater trust and proximity to their citizens, and the drivers of radicalisation are predominantly local.
• The Strong Cities Network (SCN) defines a 'model city' as one that possesses a multisectoral, community-focused Local Prevention Network (LPN) led by a prevention co-ordinator, driven by an LAP, informed by an evidence-based risk assessment, and integrated into local and national strategies.
• The Kenyan County Action Plan (CAP) model has evolved through three generations: first-generation strategic documents in coastal 'hotspots', second-generation NCTC-mandated plans in other at-risk counties, and third-generation 'Rapid CAPs' (RCAPs) which are short one-year documents for all remaining counties.
• Lessons from Kenya indicate that LAPs fail when they are driven solely by national government representatives, leading to a lack of local ownership and reluctance by county governments to fund activities.
• To ensure sustainability and legitimacy, LAPs must be grounded in local legislation or policy frameworks, such as executive orders, bills passed by locally elected assemblies, or 'peace and cohesion bills'.
• Funding for LAPs should be diversified across four streams to avoid over-reliance on donor funding: maximising existing in-kind resources, utilising local and national government budgets, generating private sector support, and accessing donor or CSO funding.
• Effective monitoring and evaluation (M&E) requires a Theory of Change (ToC) that links inputs, activities, outputs, immediate outcomes, intermediate outcomes, and the ultimate goal.

APA

Institute for Strategic Dialogue (n.d.). scn-ea-lap-toolkit_en-a01b754ba059144a.pdf. https://www.isdglobal.org/wp-content/uploads/2021/08/SCN-EA-LAP-Toolkit_EN.pdf

Chicago

Institute for Strategic Dialogue. scn-ea-lap-toolkit_en-a01b754ba059144a.pdf. n.d. https://www.isdglobal.org/wp-content/uploads/2021/08/SCN-EA-LAP-Toolkit_EN.pdf.

Wikipedia

{{cite report |author=Institute for Strategic Dialogue |title=scn-ea-lap-toolkit_en-a01b754ba059144a.pdf |url=https://www.isdglobal.org/wp-content/uploads/2021/08/SCN-EA-LAP-Toolkit_EN.pdf |access-date=23 October 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{instituteforstrategicdialoguendscnealaptoolkitena01b754ba059144apdf, author = {{Institute for Strategic Dialogue}}, title = {{scn-ea-lap-toolkit\_en-a01b754ba059144a.pdf}}, institution = {Institute for Strategic Dialogue}, url = {https://www.isdglobal.org/wp-content/uploads/2021/08/SCN-EA-LAP-Toolkit_EN.pdf}, urldate = {2026-10-23}, note = {Indexed by Climate Insights Directory} }