Localisation in the eyes of a local leader – case study
The Polish Migration Forum Foundation (PFM), established in 2007, had been a small but experienced
organization supporting refugees and migrants in Poland when the full-scale war in
Ukraine erupted in February 2022.
The sudden influx of millions of refugees into Poland required rapid adaptation and transformation.
Rather than focusing on immediate border relief, PFM concentrated on its core
expertise—mental health, education, information and protection, women’s support, and job
integration—areas less covered by others. Within months, the organization scaled up nearly
eightfold, employing 115 staff and engaging over 120 volunteers. PFM coordinated with local
and international NGOs, businesses, and government, navigating an unfamiliar humanitarian
architecture while simultaneously professionalizing internal systems.
PFM identified five overlapping phases of response:
1. Acute Crisis (Feb–Mar 2022): Rapid influx, chaos and solidarity. Quick scaling and first international
partnerships.
2. Emergency Response (Apr–Jun 2022): Multitude of refugee needs result in further scaleup,
high coordination needs, first cases of staff burnout, funding abundant but only shortterm.
Intense professionalization.
3. Mid-term (Jul–Dec 2022): International NGOs withdrawals began. Local versus international
actors tensions arose. Burnout deepened. First long-term partnerships developed. Further
professionalisation.
4. Long-term (2023–mid-2024): Downsizing became necessary amid reduced funding and political
shifts. Refugee needs grew more complex, scale of assistance decreases.
5. Post-Crisis / “New Normal” (mid-2024 onward): Most refugees settled, but anti-migrant
sentiments rose. Most INGOs terminated their presence in Poland. PFM refocused on advocacy,
fundraising, and integration. 2025 brought about a new crisis as cuts in U.S. aid forced
unexpected further downsizing and prioritization amid ongoing war and instability.
The case study highlights recommendations directed both to local NGOs and to donors, UN
agencies, and INGOs. For NGOs, key lessons learned include: focus on core competencies, anticipate
crisis phases, document work done from day one, invest in staff wellbeing, and balance
rapid growth with internal capacity. For donors and INGOs, recommendations stress: treating
local actors as equal partners, providing flexible and multi-year funding, supporting back-office
functions of local actors and burnout prevention, coordinating due diligence, ensuring transparent
exit strategies, and learning as well as sharing knowledge from the past crises.
PFM’s experience underscores both the resilience and vulnerabilities of local NGOs in largescale
humanitarian crisis. While the organization achieved rapid growth and impact, many hardships—
particularly linked to funding structures, power imbalances, and lack of foresight—could
have been mitigated better. By offering tailored recommendations to both implementers and
funders, PFM seeks to strengthen future humanitarian responses through more sustainable,
respectful, and effective collaboration.
