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In a world increasingly defined by intersecting crises, or “polycrises,” the Participatory Grantmaking (PGM) Community convened a timely event titled “Participatory Grantmaking During Polycrisis”.
We collaborated with Rawa Fund, Dalan Fund, and the Global Resilience Fund/Purposeful to explore how PGM, as a model of philanthropy, can respond effectively in crisis times by centering the voices of those directly impacted.
This conversation brought together funders, activists, and community leaders and highlighted innovative approaches to crisis response, preparedness, and the evolving nature of participatory grantmaking. We discussed strategies for strengthening resilience within communities, and identifying the unique ways in which PGM can address both immediate needs and long-term sustainability.
The discussion opened with reflections from Coco Jervis of Mama Cash on how crises like the COVID-19 pandemic, escalating political conflicts, and environmental crises have catalyzed the need for flexible, community-driven funding models. She highlighted how Participatory Grantmaking empowers communities to make funding decisions that best serve their needs, shifting traditional philanthropic power to grassroots levels. However, when crises escalate rapidly, this process must adapt.
During the session, Rawa Fund’s Yara Dowani explained that, amid the ongoing violence in Gaza and the West Bank, it was crucial to ensure quick support for essential supplies like food, water, and hygiene products. By minimizing bureaucratic barriers, Rawa Fund has quickly mobilized and trusted communities to allocate resources effectively.
Leaders highlighted that, despite its empowering nature, PGM faces significant challenges in crisis scenarios. As Nino Ugrekhelidze from the Dalan Fund pointed out, managing the flow of funds in politically sensitive areas can be difficult, especially when governmental restrictions hinder direct financial support.
To counter this, Dalan Fund worked with alternative fiscal hosts and relied on local partners to get funds where they were needed swiftly, demonstrating the importance of a trusted network. This flexibility was essential to provide support within days rather than months, reflecting the adaptability required for effective PGM.
A critical theme that emerged was the emotional impact on those involved in both receiving and facilitating participatory grantmaking. Yara shared insights into the emotional toll of reaching out to partners in Gaza, especially when the crisis made direct communication challenging. However, she also found that simply checking in on partners provided them with a lifeline — a chance to share their stories and feel less isolated. Ruby Johnson from the Global Resilience Fund echoed this, noting that maintaining connection through direct calls and non-burdensome application and reporting processes helped foster solidarity among grantees and advisors.
Another important takeaway was the need to tailor PGM processes to specific contexts. The Global Resilience Fund, for instance, operates with a “pop-up” model that allows it to activate resources quickly across different crises, from political unrest to climate disasters. The fund has learned to adapt its approaches depending on the crisis, whether by simplifying application procedures, offering resources in multiple languages, or enlisting local advisors familiar with the context.
All the speakers emphasized the importance of building a resilient funding ecosystem that values collaboration over competition. The Global Resilience Fund collaborates with multiple funders to share due diligence processes and risk management, thus reducing the burden on local organizations. This collective approach ensures funds reach the right communities without delay. Nino of Dalan Fund pointed out that not every organization needs to be a rapid-response grantmaker; each has a role in creating a balanced ecosystem where resources are optimized across different crisis stages, from preparedness to recovery. Rawa Fund continues to offer spaciousness and time for grassroots organizations in Gaza to do the work in a challenging context.
The PGM model aims to cultivate strong relationships with community organizations, focusing on collaborative responses. Ruby noted, “It’s more like a symbiosis of reciprocity… We try to complement, not compete, and ask ourselves how we can work together.” The Global Resilience Fund’s model emphasizes working with organizations already active in crisis areas, which allows them to complement existing efforts rather than duplicate resources.
A recurring theme was the necessity of flexibility in response to rapidly changing crises. “The way we do PGM, and the kind of model and approach looks really different in different contexts. It’s locally grounded… But since we started we’ve worked with this advisory group that’s both global and regionally grounded,” shared Ruby. She emphasized the need to approach PGM as an evolving practice, continually adapting to ensure it remains relevant and politically conscious.
Similarly, Yara explained how Rawa’s participatory model enables Palestinian communities to steer decision-making: “We give unconditional funding, having less burden on the reporting, and we believe that we should trust the community for knowing what’s best for them, not us coming and telling them what’s best.” She noted that crises often shift priorities, requiring a flexible models that trust local communities and adapts to their immediate needs.
The importance of crisis preparedness was emphasized by Nino from the Dalan Fund, who shared insights from working in regions affected by rapid authoritarian shifts. “We have built the advisory group specifically for a Georgia crisis response,” Nino explained. “We have the infrastructure to address both country-specific and regional dimensions. But what we need to focus on is preparedness as much as recovery — mainstreaming preparedness for crises that are emerging is just as critical.” She highlighted the four dimesnions Dalan is operating in; prevention, preparedness, response, and recovery.
An essential aspect of the event was reimagining what support and accountability look like in times of crisis. Participants agreed on the need to avoid rigid definitions of crises, allowing local communities to shape their own responses that align with their contexts.
Next, everyone was moved into break out rooms to dive deeper into topics related to working with and improving PGM in times of crisis. Afterwards participants shared a summary of the reflections from each break out session:
The event closed with emphasis on the importance of trust and human connection in participatory grantmaking. Panelists agreed that empowering communities and building local capacities are essential for responding effectively to crises. Yara highlighted the importance of supporting grantmaking teams, who are often affected by the same crises they aim to address. Similarly, Ruby stressed that acknowledging people’s realities, sharing resources, and amplifying local voices create a more resilient and empowered community.
Participatory Grantmaking is redefining how philanthropy can support communities in crisis. Through shared decision-making, trust-based funding, and collaboration, PGM offers a model of resilience that doesn’t just respond to crises but fosters long-term empowerment and solidarity.
Through this event, the PGM Community reaffirmed its commitment to continue politically grounding PGM, transforming philanthropy from a top-down model to one that is inclusive, resilient, and deeply rooted in trust and shared power. As one participant reflected, “Effective community work comes from a place of love and respect, understanding systemic inequities.”