This essay examines how a small-scale non-governmental organization mobilizes community members in Montreal, Canada, to respond to the city’s shortage of personal protective equipment during COVID-19 by making more than 1600 scrub caps for local healthcare workers. As the CAP-MTL project has progressed, organizers have constantly adjusted how they run the project in order to meet evolving needs through three major phases: (1) centralizing resource allocation, (2) building a self-sufficient production team and (3) pairing volunteers with healthcare workers. This case study highlights how in crisis response projects, organizers must be flexible and adapt to fluid and dynamic situations.
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