A Forty-Year Evolution in Disaster Philanthropy

Guest Post – Jason Lacsamana, Director, Programs and Partnerships

In the fall of 1986, a powerful earthquake devastated Mexico City, claiming thousands of lives and exposing deep vulnerabilities in emergency response systems. That same year, the St. Joseph Fund (then known as the St. Joseph Health System Foundation) made its first grant for immediate relief in Mexico City. This grant marked the beginning of our work in disaster philanthropy.

At the time, the field was dominated by emotional appeals and urgent fundraising campaigns. The model was a familiar and reactive cycle. When disaster struck, funds were raised to feed, shelter, and support those in crisis. Over the years, we continued to support immediate relief for global efforts in Ukraine, Morocco, Libya, Turkey, and Syria, as well as US efforts in Alabama, Mississippi, the Atlantic coast, and Maui. And that’s just in the past five years. This isn’t an exhaustive list of where we’ve partnered to bring immediate relief. But it highlights the expansive global need for strategies to evolve and meet the increasing needs of vulnerable communities.

With the growing scale and complexity of disasters, from wildfires and floods to climate-induced migration and man-made conflicts, the limitations of a reactive model became increasingly apparent. Now, nearly 40 years after our first disaster grant, the landscape is changing.

As I’ve shared previously, our evolution was driven by a recognition that we cannot keep doing calls for relief after every disaster. While the emotional pull of a crisis remains powerful, disaster relief organizations don’t have the capacity to respond to every event as it unfolds. This reality pushed us to embrace a proactive, strategic model focused on preparedness and resilience.

“We’re not waiting for a disaster because we’re already there.”

This guiding principle reflects a fundamental shift in our philosophy. Instead of stepping in after tragedy strikes, we invest in communities and organizations long before a crisis emerges. It means pre-identifying high-risk geographies and building the capacity of local organizations, so they’re not scrambling to respond but are ready to lead.

This strategy wasn’t developed in a vacuum. It came from deep, ongoing conversations with partners in the disaster response field, Center for Disaster Philanthropy, Catholic Charities USA, and Catholic Relief Services. We listened to what organizations needed most – investment in operational strength, human capacity, and long-term readiness. The goal is not just to mitigate harm, but to ensure that when damage does occur, the response is immediate, coordinated, and effective.

One of the clearest examples of this new approach is the partnership with Catholic Charities USA. Traditionally, a tornado or hurricane would trigger a one-time contribution to their relief fund. With a proactive investment, CCUSA supports the development of disaster case managers who are trained, equipped, and ready to mobilize when disaster strikes. This shift ensures that communities receive assistance faster, more efficiently, and in ways grounded in local knowledge and infrastructure.

Climate change has accelerated the urgency of this work. Weather-related disasters are becoming more frequent and severe, affecting regions once considered safe. Shifting weather patterns and resource scarcity are also contributing to conflict and displacement. These intersecting crises demand a new model of disaster philanthropy that is rooted in equity, foresight, and systems thinking.

At the same time, changes in federal and international policy have decreased investment in humanitarian aid, placing even more pressure on philanthropic institutions. In response, funders must not only give but strategize. They must collaborate, build capacity, and co-create solutions that meet communities where they are.

For us, that means aligning our strategy with a broader commitment to capacity building and equity. It means supporting local leadership, anticipating future needs, and ensuring that the people closest to the problem are also closest to the solutions.

Disaster philanthropy has come a long way since our first grant in 1986. What began as an emergency response to a distant earthquake has evolved into a global, strategic effort to build resilience before disaster strikes. The future of disaster philanthropy lies not in reaction, but in readiness. As part of SJF, I’m proud to say, “We’re already there.”