1. What This Criterion Is For
Resources & Capacity assesses whether a control can be carried out effectively with the time, people, tools, and support available.
A control that works in theory but cannot be resourced in practice will be inconsistently applied, modified without oversight, or quietly ignored. This criterion helps ensure that controls are not only well-designed but also realistic and sustainable.
It draws attention to:
- The number and type of people needed to implement the control
- Time and workflow demands
- Physical, financial, or technological resources
- Competing priorities and limits on attention
2. How to Use It
Use the Resources & Capacity criterion when:
- A control is inconsistently applied or skipped under time pressure
- A new control is introduced without additional support
- Frontline teams report overload, frustration, or unclear trade-offs
- Reviewing controls in resource-stretched or volunteer-dependent environments
This criterion can reveal where the intent of the control outpaces the ability to implement it well.
3. Examples Across Controls
| Control Type | Example of How Resources & Capacity Applies |
|---|---|
| Supervision | Are there enough trained people to supervise all relevant areas consistently? |
| Training | Is there time to deliver high-quality, role-specific training to all staff and volunteers? |
| Record-Keeping | Do staff have the time, systems, and guidance to document what’s needed? |
| Reporting | Is the reporting system user-friendly, maintained, and monitored in real time? |
| Audit | Are audits resourced with the people and tools needed to produce useful findings? |
4. What Strong, Fragile, and Failing Look Like
| Level | Indicators |
|---|---|
| Strong | The control fits into normal workflows. Staff feel supported to do it well. It’s resourced as an essential part of the job. |
| Fragile | The control depends on goodwill, unpaid time, or unsustainable workarounds. Some staff keep it going; others can’t. |
| Failing | The control is skipped, delayed, or only done when someone is watching. It’s seen as an extra or impossible task. |
5. Common Pitfalls
- Designing controls for ideal conditions, not real ones
- Requiring more time or personnel than are available
- Assuming volunteers or junior staff will fill critical roles without added support
- Not adjusting workloads when new controls are introduced
- Ignoring the emotional or cognitive load of prevention tasks
6. Design Prompts
When designing or reviewing a control:
- Can staff carry this out with the time and tools they have?
- What is the workload impact of this control?
- Who is expected to do it — and do they have the skills and support?
- Are we assuming this can be done without resourcing?
- What will break down first if the control is under-resourced?
Resources & Capacity is about more than budgets. It’s about making sure that what you ask people to do is actually doable — and worth doing well.