This research delves into the crisis management strategies employed by nonprofit organizations (NPOs) within two diverse neighborhoods of Montreal, Canada, in response to the COVID-19 pandemic. Benefiting from the literature on crisis management and nonprofit governance, the study investigates how NPOs navigated the challenges posed by the pandemic, particularly in addressing the health and social impacts on vulnerable communities. Utilizing a Grounded Theory Methodology, the research unfolds the experiences of various community organizations catering to diverse ethnic and cultural groups. The findings illuminate the governance mechanisms and behaviors, including the use of neighborhood round tables, digital communication strategies, and pragmatic leadership, employed by NPOs to effectively manage the crisis and establish trustworthy networks of collaboration with diverse stakeholders. Furthermore, the study underscores the emergence of bottom-up social processes and a shift in power dynamics, signifying a transition from centralized decision-making by governmental authorities to previously marginalized actors gaining influence on the ground. In conclusion, the research offers practical recommendations for NPO managers, policymakers, and funders, aiming to enhance NPO resilience and performance amidst crises.