The overall economy and, more importantly, the way consumers and Death Care clientele feel about their individual situations has some effect on purchases of Death Care products and services– both Pre-Need and At-Need.  It’s just common sense that the better a consumer feels about their own financial situation, the more apt they are to spend.

For 2025 it appears that when all the dust settles, according to this publication from the St. Louis Federal Reserve Bank, that the United States economy will have grown at a 1.9% clip as compared to a predicted 2.1% rate one year ago.  So from that perspective, growth has been less than anticipated.

In addition, the same publication notes that inflation will probably check in at an annual 2025 growth rate of 2.8% — which is higher than predicted one year ago. . . meaning that the “deceleration of inflation” is slower than those experts thought it would be.

Again, according to that same article, the St. Louis Federal Reserve Bank reports that the predicted consensus of the experts for Growth Domestic Product (GDP) for 2026 is again 1.9% and the inflation rate is predicted to remain a stubborn 2.9% for 2026.

Other Opinions — President Trump and others expect GDP to rise faster than that and also they expect to get a better check on inflation than the St. Louis Federal Reserve Bank predicts for 2026.  President Trump and some in his cabinet have been speculating that GDP could increase at a robust 4.0% + number for 2026 once the effects of Congress’ Big Beautiful Bill and its tax cuts come into effect.

Pointing to some evidence of that, this recent article from Bloomberg states that the U.S. economy expanded by 4.3% in the 3rd Quarter and has a more positive outlook.  Here are some quotes from that article:

• “The US economy expanded in the third quarter at the fastest pace in two years, bolstered by resilient consumer and business spending and calmer trade policies.”

• “Despite some evidence of softer consumer spending in the fourth quarter, “the floor for the economy is still strong,” said Ben Ayers, a senior economist at Nationwide. “We are optimistic that the economy will accelerate in 2026.”

• “Consumer spending — the main growth engine of the economy — advanced at a 3.5% annualized pace (based on the quarter). That reflected solid outlays on services, including health care and international travel. Spending on motor vehicles fell.  However, a softer labor market and high cost of living represent hurdles for the consumer in 2026.”

• “Growth held firm in 3Q. We expect full-year growth was dented by the government shutdown, but we expect a much stronger economy in 2026.”

Funeral Director Daily take:  So there you have it.  Two differing scenarios.

Tom Anderson
Funeral Director Daily

From my point of view there is not a whole lot those of us in the Death Care sector can do about changing the direction of Gross National Product and Inflation.  Our businesses are generally downstream from the market makers in those indexes.

What we can do is “anticipate and react” to the conditions coming our way.  How you do that cannot generate more demand for our services (deaths) but it can shift focus to your brand (creating more market share) and products that can be more profitable than other products.

For instance, if you sense a downward shift in the economy, one counter-intuitive move might be to increase advertising and promotion of your products and services as it might take a larger caseload to generate the same profits in a situation where revenue per case is now declining.

There is no exact science to this formula, but the more you are aware of what is happening around you the better you will be in anticipating and reacting to take advantage of the situation.

Here’s a few more predictions on the Economy for 2026:

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“A servant’s attitude guided by Christ leads to a significant life”

Everstory Partners, who may be the nation’s 2nd largest Death Care provider by serving over 65,000 families per year, recently announced completed renovations at their Cedar Hill Funeral Home just outside Washington, DC.  This press release from Everstory will give you more information on the recent transformation at the funeral home that serves about 1,400 families per year.

According to the press release, “Everstory Partners is transforming its funeral homes to emphasize hospitality and comfort for families.”

Again, according to the press release, “Everstory Partners’ mission is to create supportive spaces where individuals and families can find solace, meaning, and hope in the midst of loss. Since 1999, the company has grown to include 463 cemetery, funeral, and crematory locations serving more than 65,000 families a year across the United States (including Puerto Rico) on both a pre-need and at-need basis.”

Here is the website for Cedar Hills Funeral Home and Cemetery.

Here is the website for Everstory Partners.

LIlly Donohue
Everstory CEO

A Little History — You may recall that Everstory Partners grew out of the public company funeral home and cemetery operator StoneMor Partners that was taken private by Axar Capital Management in November 2022.  About a year later, the company re-branded as Everstory Partners.  Andrew Axelrod was the principal behind Axar Capital Management and today serves as the Chairman of the Board of Everstory Partners.  The day-to-day operations have been led by President and Chief Executive Officer Lilly Donohue since the take private movement in 2022.

The “Quiet Company” — If you Google “the quiet company” you will come up with at least one result that mentions Northwestern Mutual Life Insurance company who branded that way at one time.  Google’s definition of “the quiet company” said this, “formerly Northwestern Mutual, a financial giant noted for its understated, trust-focused approach.”

Northwestern Mutual has re-branded with a bolder approach than being the “quiet company” but I remember that moniker because I used Northwestern Mutual as the cornerstone of my financial holdings when I started in business over 40 years ago.  There is no doubt that they were understated, but financially strong with great ideas and avenues for their clients.

I bring this up because when I checked up on Everstory Partners I was very impressed with what I have seen in the past three years as to the development of the company . . . .and I had not heard much about what they were doing.  Here’s a brief video of Everstory Partners being featured on Viewpoint with Dennis Quaid that will give you some insight on how they have been rebuilding the company since the take private moment.

Like Northwestern Mutual, I could not help but think that Everstory Partners is restoring an “understated and trust-focused” approach to what they are doing. . . . and, that should bode well for them moving into the future.

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“A servant’s attitude guided by Christ leads to a significant life”

If you own, operate, or manage a funeral home or cemetery you get lots of advice — including from Funeral Director Daily at times.  However, I’ve also learned over 40+ years of business ownership in various enterprises, that while it it good to consider all the advice you get, it is most of the time best to “trust your own instincts on business decisions”.

With most family funeral homes and cemeteries the owners “live” the business.  Even when they are at home or somewhere else, “the business” is usually top of mind.  Because of that situation, nobody should know your business better than you. . . . . and when it comes to “big decisions” nobody should be more trusted to make them than you.

I thought of that the other day while I was running on the treadmill and watching a business channel on the TV.  This information about Ford Motor Company came across the screen.  The information was that Ford was “retreating from the EV (electrical vehicle) market and taking a write-down of $19.5 billion including an $8.5 billion charge for cancelled EV models.”

This quote came from the article, “Ford said it will pivot hard into gas and hybrid models, and eventually hire thousands of workers, even though there will be some layoffs at a jointly owned Kentucky battery plant in the near term. The company expects its global mix of hybrids, extended-range EVs and pure EVs to reach 50% by 2030, from 17% today.”

Tom Anderson
Funeral Director Daily

Funeral Director Daily take:  I thought of the “instinct and decision” issue while on the treadmill because I wondered how much Ford was influenced by the “Green movement” of one presidential administration to get so heavy on the way to building EV cars and trucks.  And, on the “Fossil fuel movement” of another presidential adminsitration to now get out of it — or at least tone down the movement.

It reminded me of when I operated our funeral home and had all kinds of advice from client families, clergy, business friends, and many other people who meant very well. . . . . . However, as helpful as they wanted to be, they didn’t understand the Death Care business.  I’m guessing that if I had acted on much of the advice they gave, I would have had to pivot from those decisions as well.

So, listen to advice — that is only being respectful, but make sure that you make decisions firmly on the data you have in place and on your own instincts.

It’s very difficult to compare Ford Motor Company to our funeral businesses, but I question how much Ford listened to the correct data and consumers and followed their instincts or if they simply got caught up in a  “following the herd” mentality when the herd was going in the wrong direction.

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“A servant’s attitude guided by Christ leads to a significant life”

We learned earlier this week that Pinnacle Funeral Service, a funeral home owner and operator based in St. Petersburg, Florida, has acquired the Malcore Funeral Home & Crematory as well as Simply Cremation in Green Bay, Wisconsin.  According to a press release, the funeral home was founded in 1921 and has been owned and operated by the Malcore family for several generations.

Again according to the press release, “Between Malcore and Simply Cremation, the businesses serve more than 750 families annually”.

Tony Kumming, President of Pinnacle Funeral Service made this prepared comment in the press release, “Malcore has been a trusted name in Green Bay for more than 100 years. Their early leadership in cremation and their long-standing dedication to families make this a meaningful partnership. . . . “

The press release also states that “Matt Malcore will continue to manage day-to-day operations, ensuring continuity for the families they serve. His wife, Lisa, will remain as a preneed advisor, and both of Matt’s parents will also stay actively involved in the business. . . “

Matt Malcore made this comment in a prepared statement in the press release, “Pinnacle will provide us with the tools we need to be successful. From the beginning, Pinnacle stood out for how they treat people—families, employees, and owners alike. They’re not trying to change who we are; they’re here to support our team and help us grow responsibly while staying true to our mission. . . . ”

According to Wikipedia, the Green Bay SMSA ranks 161st in the USA and has grown at a 1.6% rate from the 2020 Census until 2024.

According to the press release, Pinnacle Funeral Service, along with its partnership with Rollings Funeral Service, is one of the largest and fastest growing privately-owned funeral service operators in the United States with over 100 locations across 20 states.

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“A servant’s attitude guided by Christ leads to a significant life”

I had almost forgot that Hillenbrand Inc., the former parent company of Batesville, had itself agreed to be sold to Lone Star Funds last August (2025).  I was reminded of that transaction from this recent update in Financier Worldwide.

The $3.8 billion transaction “will take Hillenbrand private and marks a significant strategic shift for the Batesville, Indiana-based company” according to the aticle.

Again, according to the article, “Upon closing, Hillenbrand will become a privately held entity and its shares will be delisted from the New York Stock Exchange.”

The article does make these comments about the future closing of this transaction:

“Recent developments suggest the transaction faces challenges. Several institutional investors have filed lawsuits questioning whether the $32 per share offer reflects optimal value, citing Hillenbrand’s recent revenue decline of 24 percent and adjusted earnings per share down 40 percent. Regulatory scrutiny also looms, with approval from the Committee on Foreign Investment in the United States (CFIUS) required due to potential national security considerations. The merger agreement includes reciprocal termination fees and an outside date of July 2026, allowing time to navigate these hurdles.

Despite these uncertainties, analysts maintain that the acquisition represents a logical conclusion to Hillenbrand’s strategic overhaul. For shareholders, the offer provides a clear exit at a premium, though the timeline may extend if litigation or regulatory delays persist.”

Tom Anderson
Funeral Director Daily

Funeral Director Daily take:  Hillenbrand, with different ownership, will apparently continue to be a going-concern operating company, but for me it somewhat brings an end to the historical parent company that made its way in funeral service with a history that can be traced back to John Hillenbrand’s original casket company founded in 1884.

Over the years, since I was growing up as a funeral director’s child, Hillenbrand was synonymous with quality and at one time or another had the brands of Hill-Rom, American Tourister, Medeco, and Batesville under their umbrella organization.  I’ve been a stockholder off and on over my adult life, but did not own stock at the time of the Batesville sale or at the current time of the pending sale of the rest of the company to Lone Star.

Having a history of owning stock with the company has me wondering about the value that stockholders are getting at $32 per share.  The linked article notes that the price per share at $32 is a 37% premium over what the stock was selling for at the time of the this current sale.  However, if you go back to December 15, 2022, when the sale of the Batesville division was announced (the closing was in 2023) the stock price was at $44. . . . . and from my searching and the following answer from Gemini AI, stockholders apparently received no special dividend from that sale:

“Hillenbrand did not issue a special cash dividend to stockholders from the proceeds of the 2023 sale of Batesville. The company used the net proceeds from the sale primarily for debt reduction.”

So, if that is the case, then Hillenbrand stockholders are receiving a $32 per share price a little over three years after the stock was selling at $44 —  that’s a 27% decrease in value after the announced sale of Batesville.  I’m guessing that might be one of the reasons for the potential lawsuits, according to the linked article, about shareholders receiving “optimal value”.

It makes one think. . . maybe Hillenbrand should have sold off the rest of the company and held on to Death Care company Batesville instead of selling Batesville and holding on to the rest of the company. . . . .i.e. maybe Hillenbrand management sold the wrong company back in 2022.

Related —  Hillenbrand’s press release when selling Batesville in 2022.

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“A servant’s attitude guided by Christ leads to a significant life”

American monument dealers have become accustomed to dealing with the rising cremation rates in the country and the dwindling sales opportunities for cemetery monuments that fact brings.

But now, according to this recent article from CNBC titled “An industry focused on death faces an existential crisis”, family-owned monument dealers have seen United States tariffs on certain imported products and countries cause havoc with their supply chain prices and choices.  Monument dealer John Dioguardi is quoted in the article saying, “I hope this all works out.  I have no idea if it will.”

A chart you can see in the article also poses the issue of how uncertainty reigns in much of the situation.  For instance, the chart shows that since January 25,2023, and up until October 27, 2025, family-owned and Cleveland-based Milano Monument’s custom duty and taxes on imported raw materials from China have fluctuated between 21% and 59% and rates in-between those two extremes.  Those duty or tariff percentages are added on to the wholesale cost of the imported material and then have to be figured into the price to charge consumers.

As you can well understand, the resulting higher retail cost of monuments then becomes a major decision for the consumer on what, or even if, they should buy a monument.  According to the article Milano Monuments’ Jim Milano states that “he and many peers are covering tariffs out of pocket” meaning that they have not passed on that cost to consumers in order to make sales.  He’s taken a pay cut as a result.

Furthermore, Milano makes this point, as quoted in the article, “If monument builders need to raise prices to account for tariffs, Milano worries it could push more consumers to opt for cremations.”

And while cremations and tariffs are a headwind for monument dealers at this time, monument company owner John Dioguardi, who we quoted earlier in this article, says the long-term fate of the business “is married in part to whether people want their loved ones to have any sort of memorialization”. 

Tom Anderson
Funeral Director Daily

Funeral Director Daily take:  While this article appears to be about tariffs and duties and the costs that they impart onto the retail sale of a monument for memorialization, I think there is a whole lot more to this article than that.

In the last few years I’ve taken the tact that “Death Care” really provides three distinct purchasable choices to the consumer for each death.  Those purchase choices are (1)Disposition, (2)Ceremony (or Celebration), and (3) Memorialization.

For the last 100 years or longer the vast majority of consumer spending on Death Care came from the “Disposition” category.  Because, if you chose “Burial” as the Disposition choice then the consumer purchased a traditional funeral the which included the professional services of the funeral director and merchandise such as a casket and vault.  The “Ceremony’ included the process to get the deceased, and purchased merchandise such as the casket and vault, from the funeral home into the ground, and in essence, was a part of the “Disposition” choice purchase.

Memorialization basically consisted of some type of monument marking the grave in the cemetery.  Some were elaborate, but most were purchased after death without much thought by the individual whose grave it marked.

Contrast that to today’s world where traditional funerals are minority of the dispositions.  Cremations are the vast majority of dispositions and, from my point of view, most consumers believe the process of cremation is a commodity.  Meaning. . that there loved one’s body goes to the crematory, they see none of the process, and they are handed a box of cremated remains.  The resulting “box of cremated remains” are the same (commodity) whether a direct cremation provider was selected or a high-priced luxury funeral home was used.

Most consumers do not expect to pay a high amount for this (cremation) disposition.

It’s also my opinion that today’s Death Care consumers will spend on the Ceremony (Celebration or Event) and a certain amount of Death Care clientele will make “Large sale” purchases of Memorialization products.  If you follow industry leader Service Corporation International (SCI) you will notice that for the past couple of years they have been much more aggressive going after what they call “Large sale cemetery sales”.  In their vernacular “Large Sales” means $80,000 or over.

And Global Growth Insights says this about “Large sale or Premium” Death Care sales:

The high-end and specialty funeral homes and services segment caters to a premium clientele that seeks exclusivity, personalization, and luxury in memorial arrangements. This niche but rapidly expanding category combines emotional value, heritage preservation, and sophisticated service design. In 2025, the luxury funeral segment accounts for nearly 7.5% of the total global funeral services market, valued at approximately USD $5.9 billion, and is expected to grow at a CAGR of 6.8% during 2025–2033 — outpacing the broader market’s average growth of 3.39%.

High-end providers focus on creating unique, culturally tailored, and experience-driven memorials. These include private mausoleums, personalized life celebration ceremonies, high-end floral artistry, premium casket materials, and digital heritage archives. Many also integrate smart technology and sustainability — such as QR-enabled memorial stones, carbon-neutral cremations, and virtual remembrance spaces — blending tradition with innovation.

So, yes — I think consumers and what they want is going to change funeral service.  And, I can sympathisize with these monument dealers at this time with the uncertainty and cost of tariffs.  However, I also see an incredible opportunity for the high-end memorialization products.  I think that there is a void to be filled with those consumers who have the assets to spend on celebration and memorialization.

The trends show dispositions of cremation as more-than-likely without the purchase of caskets or vaults.  If that money is going to stay in “Death Care” it will probably find itself going into more elaborate “ceremonies or celebrations” and “permanent memorialization”.

Tom Ryan
SCI CEO

I think by being able to partner with cemeteries monument and columbarium suppliers may find a smaller number but more profitable clientele in those that are looking for luxury or psuedo-luxury memorialization products.  It might take some up-front investment and risk, but one might also find a “Build it and they will come” attitude for cremation memorialization in cemeteries.  Here’s what SCI CEO Thomas Ryan said as recently as October 30, 2025, during the company’s 3rd Quarter Earnings Call:

“We have a lot of products that I’d tell you, consumers really don’t have familiarity with. I think a lot of cremation consumers come in and don’t really understand what we have available. So we’re really focused this year with some consumer research that we’ve done about trying to tie that consumer in a better way to educate them about what we have because we found in the focus groups that almost 0 out of 10 knew what we had and about 8 out of 10 once they saw it said, I’m interested in looking.”

So, if I was a monument dealer, yes , I’d be a little discouraged about the cost of my product at this time. . . .and try to make the best of the situation.  But, I’d also find encouragement by what seems to be a growing “luxury” monument movement and the results SCI is having with their “Large sales” of cemetery products.

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“A servant’s attitude guided by Christ leads to a significant life”

Late last week we received this press release that indicates that Park Lawn Corporation acquired eight stand-alone funeral homes in locations spanning the greater Oklahoma City market.  It represents Park Lawn’s entrance into the state of Oklahoma.

The press release announced “Park Lawn Corporation is pleased to announce that, effective December 1^st, it acquired substantially all of the assets of Service Group of Oklahoma (SGOK), a group of businesses consisting of eight stand-alone funeral homes with locations spanning the greater Oklahoma City market.”

Jennifer W. Hay, CEO of Park Lawn made the following prepared comment in the press release about the transaction, “Entering Oklahoma marks an exciting milestone in our growth strategy. These eight locations have deep ties to the communities they serve, and we’re proud to support their continued tradition of excellence.  We are pleased to welcome Chad Vice, John Davenport and the entire SGOK team to Park Lawn.  Their passion, expertise and commitment to service make them an outstanding addition to our organization.”

You can access the Park Lawn Corporation website here.  

Tom Anderson
Funeral Director Daily

Funeral Director Daily take:  Acquiring eight established funeral homes around one major city in the United States will certainly add to the numbers of Park Lawn Corporation.  From my point of view, and this is only an anecdotal observation, it seems to me that the large national acquisition and operating companies have almost completely moved on from acquisitions in what I would call Regional Centers and are very much concentrating on what I would term mid-major and major cities almost exclusively.

That strategy makes sense. . . . . the numbers of deaths and the economies of scale make those communities very attractive to the large scale companies that can raise the combination of capital and secure the debt that it takes to acquire them.  It also allows for future “bolt-on” acquisitions in the future that can make those markets even more profitable for the operators.

If that is the strategy it leaves a lot of great communities and their funeral homes, probably outside of America’s largest 50 markets, available for acquisition by the next tier of consolidators — those that compete in a more regional sphere.  That’s good news for those operators.

While the brand names of the eight funeral homes acquired were not listed in the Park Lawn press release, here are the websites of those funeral homes that we believe may be included in the acquisition.

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“A servant’s attitude guided by Christ leads to a significant life”

I came across this recent article from USA Today titled “Americans are going into debt over death.  Here are affordability tips.”  Reading that article led me to a survey and results from Debt.com and another article, that you can access here, titled “The Financial Toll of Grief: More than 1 in 3 Americans took on debt after a loved one’s death.” 

The Debt.com survey, which was done in October, pointed out that in 2025, 37% of those surveyed had taken on debt after the death of a loved one.  That compared to only a 14% rate from one year earlier.  The survey also suggested that 57% of Americans say “they couldn’t cover a loved one’s funeral today without going into debt.”

Debt.com’s Chairman, Howard Dvorkin, made this comment about those results in the USA Today article, “This one was a little shocking and it kind of makes sense.”  The article then mentioned that “Inflation has lifted consumer prices by at least 24% since early 2020 seeding recent talk of a national affordability crisis.”  

The USA Today article also pointed out that those in the Generation X cohort of ages (born between 1965 and 1980) that fall between 45 and 60 have taken on more funeral debt than any other generational cohort.   43% of Gen Xer’s say that they have taken on debt to pay for funerals.

Tom Anderson
Funeral Director Daily

Funeral Director Daily take :  I suggest that you read the linked articles — the survey article has some very good graphics.  I found both articles to be good, honest, and because they were written  from a perspective that is not one of a Death Care professional they might contain opinions that we agree with, but are not always taken seriously because we are the pre-planning advocates.  For instance. . . here were a couple of comments:

• “When there is no funeral plan, survivors scramble”
• “Most people don’t have the family conversation (about death)”
• “Having that conversation is probably the most important thing”

While I’m no longer on the front lines of funeral service, I remember what it was like sitting with families who had just experienced a loved one’s death and did not have the resources, or credit ability, to fund the memorial experience that they would like to have.  It’s never an easy experience for the family members or the funeral director making the arrangements.

And, I’ve worried lately about the apparent “K-shaped” economy and those it may be leaving behind in my own community.  With compounding inflation over the past couple of years and wage growth in many sectors of our economy not keeping up with that inflation, this affordability issue was bound to happen.

You can’t blame funeral homes and memorialization providers for raising their prices because inflation has caused virtually all of their expenses to go up.  For instance, Angie and I have lived in our home for 34 years and never had an insurance claim. . . however, only a few days ago I received an annual homeowner’s insurance premium renewal that is up 28.2% over last year’s premium.

I’m not so sure that the increases are over yet for me, for you, and for Death Care and other businesses. . . . . From my point of view, health insurance premiums are just one item that I see going up.  Think of this perspective — Social Security has announced a 2.8% cost-of-living increase for its recipients for 2026, but the basic Medicare premium for those recipient’s has been announced as a 10.8% increase in premium.

And, for funeral homes and other businesses. . . .if your health care costs are going up, then so is your cost of doing business and those costs will more than likely be passed on to client families — making affordability of funeral and cremation services move up for them.

In my opinion, the best thing that could happen for business, and the American consumer at this time, is for the inflationary cycle to settle down a little bit.

Related — You might be able to help families find hidden resources by using the no-cost Sunset App.  Here’s what one reader told me recently when he tried using the app, “I was on the Sunset Software App yesterday and was reminded that you introduced (me to it).  I think this is the BEST app I’ve seen so far for the ‘Estate Settlement’ side of the business.  Super Clean and so easy to navigate.” 

Here’s a link to what Sunset App can do.

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“A servant’s attitude guided by Christ leads to a significant life”

Amy Cunningham is a friend of mine.  She was a writer/editor who has become a funeral director and she has teased me that I was a funeral director who has became a writer/editor with Funeral Director Daily.

This second career for Ms. Cunningham has brought her to the forefront of a growing movement in America. . . the movement of Green Burials.  What is interesting about Amy Cunningham, however, is that she is not in some rural community in flyover country, but her and her funeral business are located in New York City and she is thriving in the world of Green Burials in that concrete environment.

This article from BK Reader and titled “Green Burials take root in Brooklyn” will give you a little idea about some of the thinking that is going on there when it comes to the world of “environmentally friendly” Death Care options.  For instance, Green-Wood Cemetery in the city allows the deceased to be buried anywhere in the cemetery in a non-treated pine box or burial basket.

Theresa Wozunk, a memorial counselor at Green-Wood is quoted in the above article saying, “It’s certainly not traditional but interest, in general, is way up.”  In fact, the article mentions that,  “Inquiries about placing the body directly in the earth, forgoing embalming and using biodegradable materials have increased so much (that) staff there organized an hours-long seminar this fall that was packed with about 80 curious residents, death doulas and family members planning after-death care.”

Funeral Director Cunningham is also quoted in the article saying,  “People who choose green burials like to think that their body has a usefulness to the earth.” 

And while any type of burial at Green-Wood is not inexpensive, Sleepy Hollow Cemetery, about 33 miles north of Brooklyn also offers a natural burial ground with a less costly grave site.  You can see information on that cemetery here.

Related — Here is the website for “Fitting Tribute Funeral Services”, Amy Cunningham’s funeral service in NYC.

Related Article —  Green Burials:  Old methods a new option for funerals.  The Signal (Nova Scotia – Canada)

Funeral Director Daily take:  There is no doubt that what I term the “Niche” funeral choices, such as Green Burials will grow in popularity over time.  There may actually be some emotional correlation between big cities and Green Burials.  Emotionally we know about the contrast that the more involved in technology we get, the more human contact we crave.

Maybe there is also some correlation between living in a very large city and craving a more simple way of Death Care?  That might explain what seems to be an odd, and seemingly growing, acceptance of Green Burials in large cities.

I also think that Green Burials will become more popular overall when a nexxus is reached between “interest” and “opportunity”.  I think that there is a lot of interest in the idea at this time, but the businesses that can and will provide an easier “commercial opportunity” for the public are not built-out as yet.  I think that will come providing easier access for the consumer and Green Burials will grow in commonality at that time.

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“A servant’s attitude guided by Christ leads to a significant life”

I grew up in the very homogeneous community of Alexandria, Minnesota.  From this Wikipedia article you can see that the city at the time of my growing up had a population of a little over 6,000.  Today, according to the same Wikipedia article the community’s “metropolitan area” – those that live, work, and/or attend school in the area is about 39,000.

The community was first settled in 1858 by immigrants, mostly from the Nordic European countries.  My father’s side of the family arrived in 1872 from Sweden and my mother’s side arrived a few years later from Norway.  Almost all of the settlers in those days were of the Christian faith — either of Roman Catholic or Lutheran backgrounds.

I tell you those details simply to point out that I am probably not well-versed enough on Jewish customs to comment, other than to say that there may be a lot Death Care professionals can learn, about the article that follows.  I read the following opinion article (that you can access in its entirety here) that appeared in “The Times of Israel” publication.  I found it a fascinating read on one Jewish author’s perspective on their traditions, the fact that Jews are (in the author’s opinion) turning to cremation, and where Jewish values may lead them in the future.

The following are some paragraphical quotes from the article that is titled “Cremation:  It isn’t just about money“.  There is more to the article that you can access in the link above, but these paragraphs will give you a good idea on what one Jewish author is wrestling with as to Jewish Death Care customs.

“When people say they’re choosing cremation because it’s cheaper, they’re not wrong. Traditional burials can easily cost upward of $25,000 once cemetery plots, coffins, vaults, and services are included. Cremation, by comparison, averages closer to $2,000. The math speaks for itself.

But money isn’t the whole story.

In my experience, cost is only part of the decision. Many families I meet have other reasons—deeper, more existential ones. They tell me they don’t want to “take up space.” They say no one visits graves anymore, and they don’t expect their children to visit theirs. They want to be part of the earth again—not sealed away in boxes within boxes. . . . . .

 

When Jewish leaders respond to cremation, the conversation too often stops at what Judaism forbids. We repeat that cremation is not part of Jewish tradition, that it desecrates the body, that it stirs memories of the Holocaust, and that it pollutes the air. All of that is true—and yet, by focusing solely on prohibition, we may be missing the deeper question of why so many Jews are turning to it in the first place.

The truth is, cremation is no longer a fringe practice. More than half of Americans now choose it, and its acceptance is steadily growing in the Jewish community as well. Cultural taboos fade with each generation. For many liberal Jews, the visceral associations with the Holocaust no longer carry the same weight. Meanwhile, new cultural values—environmental awareness, simplicity, and freedom from institutional control—are taking their place.. . . . .

 

Many who choose cremation are doing so because, to them, the conventional cemetery feels lifeless—acres of manicured grass, sealed vaults, pesticide-soaked soil, and heavy coffins. It feels industrial rather than sacred. When faced with that landscape, cremation can seem like the more ecological, even spiritual, option. . . . . 

 

The real problem is not people’s desire for cremation; it’s that the alternatives haven’t been compelling enough. If our cemeteries were places of life—where bodies return gently to the soil, where trees grow instead of headstones, where wildflowers bloom over graves—then perhaps fewer people would feel drawn to cremation as their final act. . . . 

 

For centuries, Jewish burial practices reflected their times and places. Abraham was buried in a cave, Jacob embalmed, Joseph carried in a coffin from Egypt, Moses buried in an unmarked grave. There was never one unchanging “traditional” form. The essence was always dignity, simplicity, and the acknowledgment that death is part of creation’s fabric.

We now live in a time of flux—religious, cultural, ecological. Our communities are shrinking, our cemeteries filling, our climate warming. If we answer the rise in cremation only with moral disapproval, we will lose both the argument and the opportunity. But if we respond with imagination—if we can offer ways of dying that honor both the soul and the soil—we can reclaim something profoundly Jewish.

There is deep wisdom in our tradition’s insistence on burial: to face the earth one last time, to let the body become part of the renewal of life. When done simply and sustainably, burial is not wasteful—it is generous. It gives back to the earth that has sustained us.

So yes, cremation is cheaper. But that’s not all it’s about. The rise of cremation is a symptom of a deeper spiritual hunger—a longing to live and die in harmony with the planet. Rather than fighting that impulse, we should honor it and guide it.

Green burials, conservation cemeteries, aquamation, terramation—these are not departures from Jewish values. They are, in many ways, paths to their fulfillment.”

In the end, the question isn’t whether we can afford to be buried. The question is whether we can afford not to return to the earth from which we came.

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