This chapter tests whether the project is realistic. It answers: Can we actually host this project well with the resources we have?
This chapter tests whether the project designed in Chapter 2 is actually realistic. A strong project concept can still fail if the organisation does not have enough staff time, suitable accommodation, reliable financial systems, safe logistics or a clear way to react when something goes wrong.
The chapter therefore asks a practical question: Can we actually host this project well with the resources we have?
It focuses on four areas: whether the organisation has enough practical and human capacity to implement the project, whether financial administration and reporting systems are prepared, whether risks and crises can be managed safely, and whether communication between staff, volunteers, partners, the National Agency and the wider community is organised clearly.
The aim is to identify weaknesses before recruitment starts. It is much easier to solve a housing problem, clarify a payment procedure, find another mentor or create an emergency pathway during planning than after the volunteer has already arrived.
Covers accommodation, transport, food, pocket money, staff time, mentor availability, accessibility costs, local travel, workspace and emergency reserve.
Defines cost tracking, reimbursement flows, payment responsibility, documentation, audit readiness, timesheets where relevant, invoices, receipts, budget monitoring and reporting preparation.
Prepares escalation routes, emergency contacts, health and safety, mental health pathways, conflict mediation, incident documentation, crisis roles and after-crisis debriefing.
Defines internal communication, volunteer communication, partner communication, NA communication, local visibility, branding, dissemination expectations and public communication rules.
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