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.

中文翻译：

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小型非政府组织可以提供什么：加拿大社区项目的案例研究，在 COVID-19 大流行期间为医护人员制作织物擦洗帽

本文探讨了一个小型非政府组织如何动员加拿大蒙特利尔的社区成员，通过为当地医护人员制作 1600 多个擦洗帽来应对 COVID-19 期间该市个人防护设备短缺的问题。随着 CAP-MTL 项目的推进，组织者不断调整项目的运行方式以满足不断变化的需求，分为三个主要阶段：(1) 集中资源分配，(2) 建立自给自足的制作团队和 (3)将志愿者与医护人员配对。本案例研究强调了在危机应对项目中，组织者必须如何灵活适应不断变化的情况。