Methodical Guidelines for Peace and Conflict Impact Assessment 26 This planning is carried out for every project aim. Thus, a CSPP grid therefore has to be filled in for each of these project aims( Annex 15 and 16). Impact relations and indicators, on the other hand, are derived for each group of activities within a project aim. A group of activities incorporates all the activities relating to the same topic. Various groups of activities contribute jointly to the accomplishment of a project aim. Step 1: Preparatory stage The PCIA process can only be successful if the project staff involved have understood its usefulness and mastered the tools to be employed. Training courses for local staff at the regional level pave the way for their participation( Annex 17). A workshop for all the local staff working with a national office makes their on-site integration easier and enhances their understanding of the sequence of events in the PCIA process and the benefits it can bring. The procedure should be explained in the presence of all those involved. CSPP should then be undertaken by the project leader together with the programme experts and, if necessary, the partners. It is advisable for a brief workshop to be held in advance so that the planning grid to be used can be explained. Close communication should be maintained with the responsible desk officer at headquarters throughout the process. Step 2: Defining the impact context This phase involves the definition of the working areas and how they relate to the conflict situation. It outlines the objectives of the activities and their intended contribution to the transformation of the conflict. The formulation of the impact contexts can be based on the recommended courses of action deriving from the conflict analysis, which can be set out in greater detail by integrating the project staff and, where appropriate, the partners into the routine planning discussions. Possible activities are matched against specific problems and project aims are formulated. Step 3: Proposing impact hypotheses and relations The proposing of impact hypotheses rests on the assumption that a previously defined problem can be resolved(in part) by the(successful) implementation of a certain sequence of activities. The assumptions on which the link between the strategic objective, the project aim and the activities is based must be duly recorded. How was it possible to proceed from the strategic objective to the project aim and from the project aim to the group of activities? This step, which is needed in every form of strategic planning, is often present in the mind of the those who are planning the project, although sometimes only unconsciously, and so is not put down in writing on the “ Kursbogen”( track sheet). Recording an impact hypothesis in written form in the Conflict Sensitive Project Planning prepares the ground for the formulation of impact relations. Impact relations lend a visual dimension to the short, medium and long-term results and stimulus provided by each individual step and make them verifiable. Answers should be given in the process to three main questions. NK= tÜ~í= äçÖáÅ~ä= ÅçååÉÅíáçå= áë= íÜÉêÉ= ÄÉíïÉÉå= íÜÉ= éêçàÉÅí= ëíê~íÉÖóI= áKÉK=íÜÉ= ëíê~íÉÖáÅ= çÄàÉÅíáîÉëI=íÜÉ=éêçàÉÅí=~áãë=~åÇ=íÜÉ=Öêçìé=çÑ=~ÅíáîáíáÉëI=~åÇ=áíë=éêÉëìãÉÇ=áãé~Åíë= çå=íÜÉ=ÅçåÑäáÅí=ëáíì~íáçå\== OK= tÜáÅÜ=ÉñíÉêå~ä=Ñ~Åíçêë=~åÇ=Çóå~ãáÅë=ÅçìäÇ=íÜÉ=ëíê~íÉÖó=éêçãçíÉ=çê=çÄëíêìÅí\= PK= tÜÉêÉ= ãáÖÜí= ìåáåíÉåÇÉÇ= áãé~Åíë= çÑ= íÜÉ= éêçàÉÅí= ÄÉ=~åíáÅáé~íÉÇ= ïÜáÅÜ= çìÖÜí= íç= ÄÉ=ãçåáíçêÉÇ=~åÇ=éçëëáÄäó=çÑÑëÉí\=