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Hospice, Families, and Funeral Service

Posted By Administration, Wednesday, February 27, 2019
Updated: Monday, February 25, 2019
Hospice, Families, and Funeral Service

 

There are a number of proactive measures we as a profession can take in pursuit of remaining relevant to contemporary consumers. Developed from ideas presented by Kim Medici Shelquist, Senior VP of Planning & Development for Homesteaders Life Company, and Ernie Heffner, President of Heffner Funeral Chapel & Crematory, this post focuses on the relationship between end-of-life care and death care and the family’s experience.

Hospice

The first US hospice was established in 1974 and viewed as an alternative to current heathcare options for those at the end of life. Kim explained that, in many cases, traditional healthcare establishments were not welcoming, so hospice professionals had to fight for respect. The largest growth of hospice care providers in America occurred after Congress passed legislation in 1982 to create a Medicare hospice benefit allowing Medicare/Medicaid to fund hospice care. As of 2014, there were 6,100 hospices nationwide and more entering the market every year.

Facts About Hospice Providers

Most hospice care is not a non-profit endeavor but rather care provided by for-profit organizations and keenly attuned to demographics, networking, market shares and the competition. Ernie described that hospice organizations have changed significantly from the volunteer-based approach some of us may remember from the early days of hospice care and now have first-class marketing graphics and a business plan to match. The close personal relationship of a hospice care provider with surviving family members does not end with the patient’s death but can extend for more than a year after.

Ernie researched and reported many of the following statistics from the website of the National Hospice and Palliative Care Organization.

  • Free standing hospice organizations not affiliated with a hospital are on the rise, 58.3% in 2013 increased to 72.2% in 2015.
  • Not-for-profit hospices are decreasing, 34% non-profit in 2011 down to 31.9% in 2016.
  • Of all US deaths, 44.6% in 2011 occurred under hospice care, 46.2% in 2015. 59% received in-home care.
  • The average length of care decreased from 72.6 days in 2013 to 69.5 days in 2015. The median length of care decreased from 18.5 days in 2013 and to 17.4 days in 2014 and increased to 23 days in 2015.
  • Aftercare: Few if any funeral homes have an aftercare program like hospice. 92% offer community bereavement support. Through ongoing bereavement activities by a “bereavement coordinator,” the hospice organization maintains a relationship with the family long past the time of the patient’s death, in fact monthly for 13 months after the death.
  • Volunteers in Hospice Care: Statute requires that 5% of people hours are provided by volunteers. Many hospice organizations have a person dedicated to recruiting volunteers. In 2014, 430,000 volunteers provided 19 million hours of service.
  • Spiritual Advisor: Hospice organizations are required to have a spiritual advisor on staff. Hospice chaplains are often very well-trained in non-denominational, non-religious approaches to the spiritual side of life and death.

The Role of the Hospice Worker

Hospice care providers are a very special, caring group of people. They are held in high regard by the families they serve. Their opinions and advice are trusted. They are passionate, dedicated, and tenacious. There is little turnover, and even those who do leave often move to another hospice.

No other healthcare professional actively talks to family about the end of a life and planning the way a hospice care provider does. Kim explained that they do whatever is in their power to reunite families and meet patients’ needs, they are flexible and open-minded, and they figure out how to provide the best end-of-life experience possible. Ernie recommends the chapter “The Power of Presence” in Doug Manning’s book, The Funeral, to appreciate the connection and relationship hospice care providers have with families.

Almost half of all deceased people in the US last year were under hospice care before they ever got to a funeral home, crematory, cemetery, or anatomical gift registry. That’s significant, because unless you have a great community engagement program, a family’s first contact about funeral plans is hospice staff. Social workers ask patients and families about their wishes and intentions long before you see them. Statistically, these caregivers have built a very personal relationship with almost half of these families immediately prior to the death of their loved ones. If that doesn’t motivate you to think about what you’re doing in your community and your hospice outreach, I don’t know what will.

The average length of hospice stay is about 70 days. That’s a long time to create a relationship with the family. 59% of hospice patients receive in-home care. Hospice staff go in, day after day, and build that relationship and gather the details of their lives and their family dynamics. It’s a very different situation – we get three days, they get almost three months to hold those really hard conversations about really hard parts of a patient’s life. In that role, they become trusted advisors and the go-to people for all things related to death and dying.

Serving Hospice Families

The average hospice caregiver, no matter how well-intentioned, only knows as much about funeral service as someone who goes to a lot of funerals. Most are invited, and attend, many patient’s services and thus see many local funeral homes. But, there’s no aspect of hospice training that goes into the ins and outs of funeral service.

We use a lot of trade-specific information and technical jargon that is confusing to families and just as confusing to those caregivers. And if these people go to a lot of funerals, it means they go to a lot of bad ones, too. What does that caregiver think after they leave? If the next family asks, “What should we do?” they might not recommend your funeral home because they remember that bad service.

Some funeral directors ask, “Why do they tell them to do the cheapest thing?” Kim reminds us that the social worker has seen their hospital bills, heard about maxed-out credit cards, and sat with the widow afraid of losing the house after losing her husband. That social worker is not concerned about whether the funeral home is interested in offering an upgraded casket. If the social worker sees you trying to sell the family anything, they might remind them that they don’t need it. It’s not right or wrong—it’s just the way it is. We can talk about “that’s not her role” or “the family might have wanted to do something nice and she took their choice away,” but you’re talking about a dynamic where she was protecting them. Hospice social workers and caregivers take their role as advocates very seriously. They value collaboration. That means if you can create a relationship and build trust, you can position yourself as an advocate of the family, and you can collaborate on the process. If they see you acting in the best interest of their families, they will support you.

By the time the hospice family comes to the funeral home, you need to understand what they’ve been through. You are professional and passionate members of funeral service, but terminal illness is different. In a hospice situation, the family often has the opportunity to come together and say goodbye. Sometimes, they’ve done it three or four times. They’ve done the first part of the grieving process. They've had a lot of time to talk about death, to think about death, and often have additional support via hospice resources to prepare and guide them. The family is often present at the time of death, and it’s not unusual for them to have a brief ceremony right then. Kim explains that, the presence of the family, the words of the chaplain, the goodbye to their loved one – after that, they may not need a traditional funeral to process their grief. And it’s important for funeral professionals to understand that.

That’s not to say that there isn’t need or opportunity for service and ceremony, but we must remember that those in hospice have declined for a long time. Their survivors often say “I don’t want people to see my loved one like that.” It’s hard for families to think about a visitation because of the change that illness has brought. They don’t want their friends and families to remember the deceased that way, or worse, not recognize their loved one anymore. But they don’t necessarily understand what you can do about that. They don't always understand how body preparation can make a big difference—whether they agree to full embalming (which can reduce swelling or return moisture) or merely a shave and a haircut (which can make them look like themselves again).

Lastly, you know that these families are spread out, so they’ve spent time and money on travel in addition to the financial costs of long-term care, lost time at work and time with their immediate families. They are exhausted physically, emotionally, and financially. And this stress has likely heightened any kind of disagreements about medical care and funeral planning.

How to get started in developing a hospice outreach program

Developing a meaningful relationship with hospice care providers in the community is not about dropping off cookies at Christmas. It is a commitment to education that can benefit all concerned, providing the families we mutually serve with seamless and meaningful end-of-life transition. Ernie provides three key strategies for starting your hospice relationship:

  1. Research
    Read all you can to learn about the hospice profession. Then research your state’s licensing requirements for Registered Nurses (RNs) specifically the continuing education (CE) requirements and what qualifies for program content.
  2. Build formal PowerPoint presentations
    These need to be compliant with RN CE requirements. Include reporting, record-keeping system and handout material to be used. Then apply to get your program(s) certified by your state’s nurse licensing division.
  3. Recruit a hospice care provider as your outreach person
    This could be a part-time position about 18 to 24 hours per week. Consider recruiting a retiring hospice social worker interested in a part-time position. Have this person be your representative to offer continuing education. This person should also attend monthly networking events relevant to serving seniors.

In Conclusion…

Dr. Alan Wolfelt, internationally acclaimed grief counselor, author and educator, has said “Education starts with understanding the people we serve.” To that point, it is helpful to review the demographic and societal statistics of your community, understand how these facts dramatically impact end-of-life service providers, and embrace the adaptations needed by the profession—including further education and training—in order to remain prospectively relevant to contemporary consumers.

Like Ernie says, life is about relationships and experiences. We are in the business of celebrating the life of the individual by recognizing how they touched the lives of others. Our mission is to orchestrate and direct a meaningful ceremony with compassion, flexibility and options and in way that is as unique as the person who died.

 


Kim Medici Shelquist's remarks excerpted from her presentation at CANA's 2017 Cremation Symposium titled "Seek First to Understand: How will changing demographics and end-of-life care options impact the funeral profession?"

Ernie Heffner's full article is featured in The Cremationist, Vol 55, Issue 1, titled “Staying Relevant in a Changing World” featuring important discussion on the role of Celebrant services, the importance of minimum standards, hospice, and more. The Cremationist is an exclusive benefit of CANA Membership.

 


Ernie Heffner Ernie Heffner is President and Owner of Heffner Funeral Chapels & Crematory, York, PA. After graduation from Pittsburgh Institute of Mortuary Science, he joined his father in a two-location firm serving about 100 families annually, with a cremation rate of about 4%. The firm grew to 22 locations in 2 states with 100 employees. That growth was during the acquisition mania of the 1990’s. Subsequent to strategic contraction, the firm today serves from six Pennsylvania locations, continuing as a “Mom & Pop” firm owned by Ernie & Laura Heffner and operated by Heffner and John Katora, V.P. and Heffner associate of 38 years. Ernie appreciates the truth of proverbs 22:10, which he paraphrases as, “Minimize the challenges in your life and your life will be better.” Focusing on organic growth and the pursuit of relevance to contemporary consumers has led to gratifying results.

 

Kim Medici Shelquist Kim Medici Shelquist joined Homesteaders in 2009 as Director of Marketing Communications after many years as Business Development and Communications Director of Hospice of Central Iowa. At Homesteaders, she added breadth and depth to the marketing department that resulted in the creation of several key B2C public relations and sales programs. Her efforts were also instrumental in helping Homesteaders become a recognized leader in preneed funding. Today, Kim oversees Homesteaders’ strategic planning and project management process as the Senior Vice President of Planning and Development. Her team is charged with identifying, evaluating and developing new opportunities that will help Homesteaders grow long into the future. Kim holds a bachelor’s degree in journalism and a master’s of business administration, and is a Fellow, Life Management Institute.

Tags:  aftercare  arranging  celebrants  consumers  education  marketing  preplanning  services  tips and tools 

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Personalization Is More Than Products

Posted By Administration, Wednesday, February 13, 2019

Trade shows make for a great opportunity to check out innovations in memorialization—scattering urns, the latest keepsake jewelry, contemporary stationery designs, and cemetery monuments. These products offer new ways for you to match the unique personalities of families and their loved ones.

But true personalization is so much more than products. From the moment you answer the phone, you have the chance to differentiate yourself from your competition and enhance that family’s experience. Then, once they walk in the door, you have the opportunity to infuse ceremony in each interaction and make a difficult process meaningful to the family.

Extracted from examples provided when Lindsey Ballard facilitated an interactive discussion on Best Practices in Personalization and Ceremony at CANA’s 2019 Cremation Symposium, we offer the following ideas as inspiration.

Removals

Transfers and removals offer a unique opportunity to gather helpful information about the family through observation of the home and the items of comfort that surround the deceased. Encourage your staff and removal technicians to take notice of décor, family photos, items on display that might reveal a passion or treasured activity, and even the colors that fill the space. Empower your staff to engage with the family—it’s here they can learn some of the stories behind these beloved objects and see what motivated people in life. These initial impressions can help start the conversation about ways to make a service personal and demonstrate that you care.

Symposium attendee Franklin Rainier, of Franklin J. Rainier, Jr. Funeral Home, shared a story about entering the home of a 95-year-old woman and finding it decorated with Pink Floyd memorabilia and album covers. When asked, the woman’s son confirmed that she had been a true fan. Back at the mortuary, Franklin and his staff played Pink Floyd and lit candles to honor her as they prepared her body.

Arrangement Conferences

For some families, such as those who make a direct cremation choice, the arrangement conference may be the only time they will be acknowledging their grief before moving on. Sometimes, a special window opens up during these conversations and it’s important to pay close attention. Attendee Rita Alexander, of the Cremation Society of Illinois, recommended being especially sensitive to the pauses in the conversation and allowing people as much time as they need to grieve in the safe space you’ve provided for them.

Attendees agreed that a primary strategy is to make the arrangement conference into a conversation, to put the pen down and get to know the family before filling out the forms. You can introduce yourself and your company and describe how the process will work, then invite them to converse and share. Ask them about themselves, the deceased, and family and friends—that’s the time to take notes. At Simon Dubé’s funeral home, a Dignity Memorial location, these notes are discussed in staff meetings to brainstorm how arrangers can make sure the family’s experience is special. Not everyone on staff is equally creative, but together they can design the meaningful service that each person deserves.

Attendee Keith Charles suggested keeping the acronym FORM (part of the word information) in mind to guide your questions: F” is for family and their relationship to the deceased. Make sure to acknowledge every single person in the room. O” is for the occupation of the deceased. What type of work did they do and what was its impact? R” is for recreation. Where did they go on vacation as a family and are there photos to use during the ceremony? And lastly, M” for motivation—what put meaning in their life? With this acronym to guide you, you’ll be sure to touch on the major aspects of someone’s life and gather valuable stories to create a meaningful service.

Viewings, Visitations, and Services

Attendees agreed that getting the family’s permission to personalize the service is the first step to providing a unique and memorable experience. Many attendees shared stories of services they’d performed that conveyed real meaning to the family they served. A signature purple door for a Friends fan, a dress carefully chosen and displayed with a tuxedo to re-create a meaningful dance memory, or the seemingly modest touch of preparing the body’s fingernails with a signature teal polish and passing it out to the family to wear, too. Never underestimate the power of the small gesture of service: accents of a favorite color, the gift of a small pin (such as an American flag pin in the case of a service for a U.S. veteran) distributed to each guest, and other touches go a long way to demonstrating you listen and care.

Simon Dubé explained that taking time to requires a lot of work, but staff that are motivated by family service are willing to make the extra effort. Word of mouth is your most powerful advertisement. When you create an unforgettable experience, the conversation keeps going and spreads the word about how your firm goes above and beyond for the families you serve. Simon had many useful tips, including the recommendation that you invite the family to view the set up of the room an hour ahead of the service to make sure that they are comfortable with what you’ve done. This leaves plenty of time to remove a display if the family disagrees, and also provides them an opportunity to grieve and remember with the memorabilia in private.

Facilitator Lindsey Ballard pointed out that every moment can be an opportunity to turn service into ceremony. Handing a flag to a veteran’s family can be more than a simple keepsake if you use it to bring the family together to reflect on the symbol the flag holds. Lindsey does this by inviting close relatives to lay a hand on the flag while she recites a few words about commitment: a veteran to his country and theirs to his memory. In this way, a service for the family is transformed into a ceremonial experience they will remember.

Committal and Scattering

Be sure to inject ceremony at every pivotal moment, even during scattering. With a water scattering, you can pinpoint the GPS coordinates and give them to the guests. Balloon or butterfly releases can accompany an event. Processions will provide a really special memory for those in attendance. Don’t be afraid to ask local groups related to the deceased’s passions or occupation to participate as an honor guard. That could be firefighters, motorcycle groups, or high school athletic teams. At the end of a committal or scattering, as people are standing awkwardly, unsure about what to do next, give them an invitation to do something to finish with ceremony. For instance, they can leave a “handprint” by stepping up to touch the casket or urn before they leave.

Transfer of Urn Into Family’s Care

The urn transfer can provide an opportunity for ceremony, too. If the family is open to it, you can schedule a military honors ceremony for veterans with the military present and a flag-folding presentation. Another idea is to hand-deliver the urn along with the death certificate. You can wear a jersey when the family of a deceased fan comes in to pick up cremated remains.

Aftercare

It’s important to stay in regular contact with families before, during, and after the services. Suggestions for accomplishing this goal include memorial service for donors, annual remembrance events, and mailing special cards to the family on the date of the deceased’s birthday or the anniversary of the death.

This presentation included many images and stories that had several professionals tearing up in the audience. Interested in hearing the recording? The 2019 Symposium Recording is available for purchase. Visit the event page to learn more.

Tags:  arranging  consumers  personalization  services  tips and tools 

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Creating an Effective Cremation Development Strategy

Posted By Administration, Wednesday, August 22, 2018
Updated: Wednesday, August 22, 2018
Creating an Effective Cremation Development Strategy

 

Everybody knows some of the challenges we have in the industry right now, and that 2016 marked the first time there were more cremations than casket burials. Now, as we approach 2020, the cremation rate in the US is expected to be about 56%. This is one of the biggest challenges we face every day. Additionally, studies show that the percentage of people who feel a religious component is necessary to their service is declining rapidly. Five years ago it was about 50%, this year it’s about 40% -- a loss of about 10% of people who feel a need for a traditional religious component to their service.

Some more challenges: 70% of baby boomers do not want the same type of service that their parents or grandparents did and 62% want a much more personalized approach. Many of us, even some reading this, still only offer the very traditional services that we offered several years ago: 90% of cemeteries and funeral homes only offer very traditional things. So though consumers say they want something different, we offer them the same. We have a traditionalist mentality and the statistics mentioned above support that.

This one is probably our fault: 68% of families want an organized gathering of some sort, but only 16% know that they are able to have one. We’re the ones that said “Hey, let’s call this direct cremation and we can sell this for $495, $595, $695, $795 – cheap, cheap, cheap, cheap!” Finally, about 70% of families know they have an ability to be in a cemetery. I grew up in cemeteries, I’ve been in the cemetery business for 30 years – that statistic drives me absolutely nuts. We need to evaluate all of these challenges and find strategies to overcome them.

Strategy: Relevant Offerings

When we talk about relevant offerings, we need to give people a reason to see us other than visiting a loved one. In order to do this, you need to produce some relevant offerings at your location.

In cemeteries, I suggest having multiple products in one area: in-ground, above-ground; multiple price points – 6 or 7 is a good number (less and you look like a tightwad, more and you’ll confuse not only your families, but your staff as well); personal and private. Picture a planned community with some private homes, clusters of quad homes, and then a high-rise condominium that houses 800 people. You have a couple options as you flow through the space. But again, you have to make sure that you are giving people a reason to come visit you without visiting their loved ones. And it can be done.

Many businesses in our industry are opening their doors to other events. The right space can be used for a field trip, a wedding, and other community events. Relevancy is something we need and lack in this industry and we have to get out of our own way sometimes.

Offering food and beverage is one of the hottest trends in this industry. We’re trying to find ways, especially with our cremation consumer, to create value in what we do. Remember only 16% of families know they are able to have a gathering but 68% want one. How can we bridge that gap? It’s simple, folks: when a death occurs, between the death and when the service or cremation occurs, people eat an average of 7-9 times. That means we have 7-9 times to serve a family other than “Hey, how about a direct cremation today? Great, hand me your $695 and let’s go home.” Valuation consultants estimate that if you were to add just 12 hospitality services a year, it could bump the value of your business up $400k. With 12 a year at $600, that increases your sales and the value of your funeral home or cemetery.

Keep in mind that hospitality is a strategy. You’re not selling food, you’re not selling beverages, you’re not selling your room rental. We have to stop thinking like that. You’re selling experience and convenience. A widow who just lost her husband of 60 years has family coming in but the last thing she wants to worry about is how she’ll feed them. It’s an added stressor, so offer food trays and include it with the service or with the opening/closing fee. It becomes an automatic add-on – provide a nice platter to the family every time they come in. Stacie Schubert corporate catering for SCI, and she says “catering is for the busy, not the affluent.” Change your mindset. We think, “Catering? That’s going to be really expensive,” but it’s for people who are too busy to worry about eating the 7-9 times after a death occurs and before a service happens.

How can we plug in hospitality as part of what we’re doing? We don’t have to, but I can promise you somebody is. It may be your local hotel, country club, banquet halls, and restaurants. Every one of them is in the funeral home and cemetery space getting $1,500 for the ballroom plus food and we have the same facilities and can do the Same. Darn. Thing.

We need to create a space to hold a non-traditional funeral service. Today’s consumers are telling us repeatedly that the days of having a visitation from 6-8pm, a service at 8pm, and a graveside the next morning are done. We’ve got to find a way to meet the needs of the consumer instead of always saying “Here’s how I’ve always done it, I’m going to continue to do it this way.” I heard a joke recently,

How many cemeterians does it take change a lightbulb?

My granddaddy put that lightbulb in 40 years ago, why would I need to change it?

Provide a full catering package, and think past the funeral luncheon. A lot of people are following the family home with food after the arrangement conference because food is the last thing they’re thinking about after they just signed the authorization to cremate Dad. But they need to eat – they physically need to eat. So, people are following them home.

Give people what they want. I’m not saying you need to go out and build a huge facility, most people are retrofitting what they have.

Strategy: Education

None of this really matters unless you’re able to get the word out effectively. If only 16% of families know they can memorialize somewhere, we’re not doing a good job educating people about what their options are and about what we have to offer. We do a great job saying “direct cremation: $495,” but we don’t do a good job everywhere else. We have to be able to show we’re the experts, but more than that we have to be able to humanize ourselves to them. We’re not just creepy funeral directors, crematory operators, or gravediggers.

Did you know that YouTube is the second biggest search engine after Google? People are going to YouTube for information, 3 billion searches a month, but how many of us have an active YouTube channel? And how many people have an active email campaign? What about tying to a social cause? Giving a percentage to a charity or foundation – how hard would that be to do? You say “it’s not really relevant, John. These Boomers don’t care about that.” But guess what happens when a death occurs? They sit down with their kids or their grandkids and say “what are we going to do with Dad now?” And one of the kids, one of the 25- or 30-year-olds, googles “cremation” and sees a direct cremation for $495. So it’s not just the 80 year old person that we are serving anymore, it’s a whole lot of layers underneath that 80 year old person. And the younger generations do care about those kinds of things.

One idea is to get a cremation “genius” on your funeral home or cemetery staff – someone who specializes in cremation. Roll with me here – it’s not just how the crematory works, it’s “Oh, you want to wait and do this 6 months later? Okay. We’ll cremate Mom now, hold her here. Here’s a list of hotels, caterers, cemeteries and we’ll put this together and in 6 months we’ll have a service.” It’s similar to how you walk into an Apple Store and you talk to a “genius” and they know everything there is to know about their product. But in our funeral homes or cemeteries, we have one person who does a lot and they have to know everything. Yet with cremation we're generalists – we’re not focused on knowing everything there is to know about the process, what drives the cremation consumer, what they look like, or what pushes their buttons. But it’s what people expect.

Strategy: Sales

Everyone knows the old adage that value has to equal price, but I’ll take it a little further: the perceived value has to equal the price. Sales 101 in two paragraphs:

People buy for two reasons: to get rid of a problem they don’t want or to create a result that they want but don’t have. It’s that simple. Think of your position in your marketplace with your pricing just based on that. Now let’s break that down a little bit more. You’re selling utility, the value of your product. You don’t buy a can opener to sit and be pretty, you buy it to open cans. Consumers don’t pay for products, they pay for what the product does. We have got to define our added value. We have to create something significant for people we serve. A lot of cremation is low-cost, cheap and easy. I’m not saying it shouldn’t be that way, but you can still create value for “cheap and easy.”

People buy from you for two reasons: they like you and they trust you. If they like you and trust you, they’re going to buy from you. If they don’t, they won’t (or they might, but not much). Once they see the utility behind what you’re doing, they want to see the credibility. Once they think you can deliver what they want you to deliver, they want to make sure it’s relevant to them. This is often the most crucial stage in closing the deal. To successfully get through this phase of the sale, two key skills are required: the ability to question skillfully, the ability to listen carefully. Part of our biggest problem in dealing with the consumer is not listening. We already know. We’re programmed with what we’re supposed to say. When they skew, we try to bring them back.

So, dig a little deeper. Ask questions and listen to their answers: “Tell me about yourself and your family.” Push the papers, the contract away and ask them to tell you about them. Even with a direct cremation, do this and build value.

“If you could design the perfect way to remember your loved one after they are cremated, what would it look like?” Don’t just show them the 14 urns in the catalog or on the shelf, ask them to describe what the urn, the service, the keepsake would look like. Then make relevant suggestions and create value.

What do you do?

Make a plan.

Understand where you are, create a baseline. Take the key points from this post and create a strategic plan to get where you want to be. Decide what changes you would like to make and how you are going to make them. Focus on something you could implement immediately, then focus on the short term. “When I’m at the CANA convention next year, where do I want to be?” Set a target or improvement goal. Make the beginning something easy to create value. But then set the long-term goals and figure out what you need to do in a year to make it happen. Then, make it happen.

 


This post was transcribed and edited for length and clarity from John Bolton's presentation at CANA's 100th Annual Cremation Innovation Convention on July 27, 2018 at the Fort Lauderdale Marriott Harbor Beach Resort & Spa in Session 7 • Beyond the Niche: Creating an Effective Cremation Development Strategy, to lead us past the “If we build it, they will come” philosophy and break down the ins and outs of developing a true cremation strategy to effectively meet the needs of today’s non-traditional cremation consumer.

With a wide range of valuable networking and educational opportunities, the CANA Convention featured sessions that examined the last 100 years of CANA conventions and growth in cremation, evaluated where businesses are today, and focused on the next 100 years by providing strategic and practical information for long-term success. Missed it? You can access John's full presentation recording and all other speakers' wisdom on our Learning Management System. View session descriptions and pricing here: gocana.org/CANA18.

Save the Date for CANA's 101st Annual Cremation Innovation Convention in Louisville, Kentucky July 31-August 2, 2019.


John Bolton

John Bolton is President of Blackstone Cemetery Development, which specializes in the planning, development, construction and marketing of cremation garden areas and digital mapping. With over 15 years of cemetery development experience and 30 years in the death care business, John has designed and/or implemented over 500 cremation development projects across the United States. During his 30-year career, he has served in almost every facet of the industry. He has actively managed and owned medium to large cemeteries, and funeral home/cemetery combo’s in East Tennessee, and Southwest Virginia.

Tags:  arranging  consumers  events  public relations  services  statistics  tips and tools 

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What Canadians Know About Cremation

Posted By Administration, Wednesday, December 6, 2017
Updated: Wednesday, December 6, 2017
What Canadians Know About Cremation

 

What do Canadians know that might benefit their colleagues across the border? In order to try and answer that question, The Cremationist contacted successful members from the three most populous provinces— Louis Savard (Quebec), Laurie Cole (Ontario), and Ryan McLane (British Columbia)—to ask them for their opinions on factors contributing to Canada’s higher cremation rate, how that rate has affected the way they do business, how they approach cremation and talk to cremation families, what their experience with direct cremation has been, and what advice they might give to a U.S. colleague.


Louis Savard
Market Director for Quebec, Service Corporation International

The impact of rising cremation rates began for Canada in the 1980s and 90s. Since then, we’ve learned to live with the high rate. Because we’ve been experiencing high cremation rates since the 90s, it’s not a big deal for us. It’s just our day-to-day operation. We are living with it. Back then, it changed everything we did.

Celebrating the life of a loved one is the same. Cremation doesn’t mean people don’t want to make an investment. It’s not just disposal of the body and it doesn’t mean they don’t want to get together. There is the same need to celebrate the life of a loved one. Today, cremation and burial in Canada are the same. Visitation in Quebec is the same. Celebration and services, people meeting and talking together to celebrate the life of a loved one.

The cremation rate in the U.S. is going through what we went through 20-25 years ago. I work with an international company that serves the U.S. and Canada. The company only began adding catering services a few years ago in the U.S., but we started catering in Canada 20 years ago. It’s a big, big piece of the service we provide and adds a lot to our revenue. People sharing a glass of wine, being all together, having a eulogy at the same time as the reception.

We need to adapt ourselves to what people want, because we have to create all kinds of ways to have a life celebration. We need to have an open mind. If each life is unique, each celebration is unique. If you have an open mind, you can do everything, listening closely and carefully and working with the family to celebrate a unique life. You cannot be trained for that—you have to be a person who is creative, working with families and listening attentively to build that honor.

People want to celebrate life. The funeral home is not where they live, where they meet with their families, where they have fun. They want to celebrate a life where they are comfortable.

With cremation we can do whatever we want. Not so much with a burial.


Laurie Cole
President and Owner of Cole Funeral Services

Cremation has become a choice for many families, religious or not. It really is not a cost issue: people truly just want to choose cremation as part of the service instead of choosing traditional burial. With an onsite cemetery, we offer many options for memorialization for cremation burial. Some families do choose to keep the urn or scatter the cremated remains, but we also have a lot of heritage at Pinecrest, so many families do have the option of placing urns with family members who already rest at Pinecrest. That being said, even if there is no room in a family plot, families may still choose to purchase land for the urn burial based on the heritage affiliation as well.

With cremation, families can also focus on more details and options for the service. They have more time to plan the event with us rather than with the more “traditional” type of service. They can turn their attention to items such as linen color, personalization of the photos, stationery, food and alcohol selections, and creating their own floral arrangements or music playlists and the like. A cremation family may choose a simple container or casket, but they tend to focus on the urn and possibly an urn vault. They don’t see the value in an ornate casket, but may find value with the urn, jewelry, an urn vault for mementos, the memorial cards, or the land/monument or niche.

When a family says, “We just want cremation,” as service providers, we should not assume this means direct cremation. It oftentimes means that they want cremation and not traditional burial, but they still want some sort of gathering with food and beverages, a service, and a viewing to honor their loved one. Yes, 80% of our families choose cremation. But of that 80%, only 10% request a true direct cremation—and I always share that fact with colleagues in the industry.

My advice is to communicate all the choices to a family, regardless if they say, “We just want cremation.” We are doing a disservice to our families if we do not show them all the options available, for some simply may not be aware of their choices and may see value in them once they know about them.


Ryan McLane
Market Manager for Vancouver Island, Service Corporation International

I have been witnessing requests for direct cremation for 20 years now in British Columbia. I don’t think this is a U.S. phenomenon in any way. This direct cremation concept begins with an active increase in cremation requests as a whole.

The cremation rate has been considerable for a long time now in British Columbia. Over the years, many people have discussed the reasons for this and agreed that a number of important factors come into play. The most common suggestion is the nature of our transient society in British Columbia. We have had a very high rate of immigration over the years, as well as a very high mobility rate among people retiring to British Columbia from other parts of Canada. This leads to fewer people in their social network and less family around them. When a death occurs, cremation is viewed as a way to ensure that end of life is “not so complicated” or a way to “keep it simple.”

Funeral directors can never assume that they know what the family is thinking. The most difficult thing to overcome is the perception that the family wants nothing but a direct cremation. So many times the family doesn’t even know what they are asking for. Many request cremation and nothing else. But what does “nothing else” actually mean to them? How can the funeral director be more involved? Families want to keep it simple. But what is your definition of simple?

I see a difference in the need for explanation to what is available to almost every cremation consumer. Many people who select cremation are not aware that they can still have a visitation, or still have a service and still have a cemetery plot. Once you start to explore the options with a family, they will want to create a personal service for their loved one. Many times this is independent of any mainstream religion, and oftentimes families have no affiliation with the local church.

Over the years, it has been evident that the cremation consumer is looking for value. That does not mean that the consumer is cheap but rather that they are focused on purchasing items or services that are meaningful to them. Personalization is very important, as well as efficiency. As time goes on, requests for embalming have been replaced with requests for catering. We’ve also had to adapt and create new traditions for the families that are not affiliated with organized religion and who want chapel services with or without viewings.

Funeral directors have to educate families. The cremation concept is not a new concept but people just don’t know realize all the options they can have for arrangements. Families need to make educated decisions with a funeral director. As traditions evolve, we as funeral professionals need to take the lead to educate and to continue to help create meaningful events for families to say goodbye to their loved ones.


This post has been excerpted from Vol. 53, No. 4 Issue of The Cremationist and edited for length. Members can read the full version and insights on cremation traditions around the world in the original issue.

The CANA network is one of the most powerful benefits of attending a CANA event and membership with the association. CANA provides the space where cremation professionals can share important conversations with people who get you and your business. Consider connecting with CANA and other industry experts at the 2018 Cremation Symposium for topics that inspire innovative thinking.

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Louis Savard, Service Corporation International’s Market Director for Quebec and Vice President of SCI Canada, entered funeral service in 1985. He was the National Sales Director for Atlas Casket and worked for three years at Lepine Cloutier Funeral Home as a sales manager in preneed before moving on to SCI in 1992, where he was involved in corporate development.

Laurie Cole, President and Owner of Cole Funeral Services and Secretary-Treasurer/Director of Operations for Pinecrest Remembrance Services, is a fourth-generation descendant of John Cole, founder of the original Pinecrest Remembrance Services, established in 1924. In addition to her tireless service to Ottawa through the Rotary Club of Ottawa Kanata Sunrise, a supporter of the Live/Work/Play program, she has also served on the Board of Directors of the Cremation Association of North America. A mother of two, Laurie is a country girl at heart and has even earned a college diploma as a veterinary technologist.

Ryan McLane is the current Market Manager for Vancouver Island with Service Corporation International. He has worked both in Vancouver and on Vancouver Island for over 20 years. He is also a Past President of the British Columbia Funeral Association.

Tags:  arranging  consumers  events  memorialization  services  statistics  tips and tools 

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Just Cremate Me

Posted By Barbara Kemmis, Thursday, October 26, 2017
Just Cremate Me

 

In recent months, preplanning and preneed have become hotly discussed topics in the death care industry. CANA has plans to address them at the Preneed Summit, a special addition to the Cremation Symposium in February – a meeting for preneed professionals and those looking to learn how to improve their preneed strategy. Stay tuned for more details.

In the meantime, consider CANA Executive Director Barbara Kemmis’s own experience with her parents.


One morning, my dad called me at work, which was a first. I was immediately concerned that bad news was coming, however it turned out my parents had made a resolution to “get their affairs in order.” They were starting the process of prearranging their funerals and updating all of their end-of-life documents. My dad’s plan was to have everything in order before I visited in a couple of months. He was calling to confirm that the funeral home he had chosen was a CANA member.

CANA gets similar calls and web inquiries from consumers regularly and it got me thinking: What does a CANA membership and CANA certification mean to the consumer? The funeral home my parents chose is well respected in the community and is a CANA member that proudly displays the CANA logo on its website and front door. The crematory operators are all CANA certified, which means the employer saw value in providing continuing education for the staff. I contacted the funeral home owner, DeWayne Cain of Rest Haven Funeral Homes in Rockwall, Texas why he sought this designation for his business and staff, and what it means to the community he serves.

Dewayne and his staff serve hundreds of families like mine every year. Dewayne said, “CANA is considered the authority in training and certification for crematory operators. The outstanding CANA workshops, seminars and continuing education courses help my staff and me stay current on best practices for crematories. Rest Haven’s affiliation with CANA is important to me and to the families we serve, because it demonstrates our commitment to the highest standards of integrity and professionalism.”

When I visited my parents, we went to the bank and spent time reviewing documents – living wills and worksheets from the funeral home. Not surprisingly, my mom had planned a lovely funeral for herself at which her many friends from church and her social clubs, former students and others could gather together. My mom is a social creature known for her party planning.

My dad’s worksheet simply stated, “Just cremate me.”

He explained that he didn’t want us to be sad or mourn him. He didn’t want a big deal made about his passing. He would be in heaven and we would see him again when it was our time. My mom and I looked at each other and then looked away. I said what she couldn’t at that moment. “I love you, Dad, and I will mourn you and I will cry when you die. I need to be surrounded by family and your friends and former students. I need to hear about the practical jokes you pulled in the classroom and the stories of your leadership in the church and community. I want to respect your wishes, but I will mark your passing. I love you too much not to.”

Cremation is really just the beginning of the conversation, though for too many people like my dad, it’s the end. Recently, I was saddened but unsurprising to read that an urn filled with cremated remains had been accidentally donated to Salvation Army. In a culture of well-meaning but uneducated consumers dealing with the new tradition of cremation, this situation is becoming all too common.

I’m grateful that my parents want to discuss preplanning and that I have access to the information provided by our members on the process, what to expect, and the importance of memorialization. As it says in the CANA Code of Cremation Practice, "Cremation should be considered as preparation for memorialization; and the dead of our society should be memorialized through a commemorative means suitable to the survivors."

The agreement I reached with my parents is that I will honor their wishes to be cremated and the details of the ceremony and final memorialization are underway. Our conversation continues about their “affairs,” and has become about much more than preplanning a cremation.


Barbara Kemmis

Barbara Kemmis is Executive Director of the Cremation Association of North America.A version of this post first appeared on Confessions of a Funeral Director.

Join CANA at the Preneed Summit for innovative thinking around preneed for all businesses, February 6, 2018 in Las Vegas.

All members can benefit from community outreach and consumer education programs by using the PR Toolkit to develop a strategy. Not a member? Consider joining your business to access tools, techniques, statistics, and advice to help you understand how to grow the range of services and products you can offer, ensuring your business is a good fit for every member of your community – only $470!

Tags:  arranging  consumers  preplanning  services 

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