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Author: Chris Findlay

New Policy & Advocacy Subcommittee Structure

September 15, 2026

BY: Bill Kallestad

Lutheran Services in America is launching a new subcommittee structure to expand upon our current Policy & Advocacy Committee to further develop our federal policy and advocacy priorities to ensure they are grounded in the experiences and expertise of our network.

The new structure will include three issue-focused subcommittees:

NOTE: AI, technology, and data will be explored as a cross-cutting issue across all three areas.

The subcommittees will create a regular forum for Lutheran Services in America members to share what they are seeing in their communities, identify emerging policy challenges and opportunities, and help shape Lutheran Services in America’s policy priorities and advocacy strategies. Members will also have opportunities to highlight innovative approaches and bring state and local experiences into our federal policy conversations.

Each subcommittee will be co-chaired by members of the Policy & Advocacy Committee and supported by Lutheran Services in America policy staff. The groups will meet between full Policy & Advocacy Committee meetings, with key recommendations and issues brought forward for broader discussion and alignment.

This is an important step toward a more member-driven policy and advocacy model—connecting the expertise of our members directly to the work of the Lutheran Services in America Policy & Advocacy team and strengthening our collective voice in Washington and across the network.

If you have questions, please contact Sarah Dobson at SDobson@lutheranservices.org or Bill Kallestad at BKallestad@lutheranservices.org.

Bill Kallestad is Senior Director of Public Policy and Advocacy for the Lutheran Services in America Disability Network.

Member Spotlight: Dr. LaSharnda Beckwith

September 16, 2026

BY: Ashley Washington

Our new Member Spotlight series features interviews with members across our nationwide network. This edition features Dr. LaSharnda Beckwith, the president and CEO of Lutheran Social Services of Southern California who serves on The Summit Advisory Committee and shares why CEOs can’t miss next year’s Summit February 7-10, 2027 in her community of San Diego!

Lutheran Services in America: What was your path to becoming CEO at your organization?  

LaSharnda Beckwith: My path here has really been two careers building toward a third. I spent almost thirty years serving in the federal government, and it was during that time that I completed my first doctorate, in Organization and Management with a specialization in Leadership. When I retired, I moved into higher education, where I served as a department chair, dean, and provost, and along the way I completed a second doctorate in Business Administration, specializing in Strategic Leadership. Each season taught me something different about building institutions, developing people, and leading through change, and when the opportunity came to bring all of that into faith based human services, it felt like everything I had learned was preparing me for this work.

Why did you choose to work for a Lutheran social ministry organization specifically? 

My faith and my leadership have never been separate things for me. I write a monthly column called The Power of Positive Faith, and I have always been involved in some form of social ministry. Earlier in my career I created Business for Missions programs at two universities, taking business students to India, Sri Lanka, Ukraine, and Romania to work alongside marginalized communities and help them build programs they could sustain on their own. I have also lived in two countries outside the United States and traveled extensively through Europe, Asia, the Middle East, and Latin America, and experiences like that have a way of changing a narrow view of the world and deepening an appreciation for diversity. Lutheran social ministry lets me lead with both my head and my heart, and to know that the work we do every day is part of something larger than any one of us.

What are your current strategic priorities at the organization?  

We just completed our 2026 to 2030 strategic plan and received full board approval in January of this year, and as we look ahead to that horizon, I see us at a pivotal moment, one shaped by the stability we have fought to regain and the growth we are now poised to accelerate. Growth, for us, is both mission driven and strategic. It means expanding our services responsibly, strengthening our presence across urban and rural communities, deepening our partnerships with government and community stakeholders, and raising the quality and consistency of every program we deliver.

It also means investing in our people, creating real pathways for leadership, improving our systems, and reinforcing a culture that values excellence, accountability, and compassion. At the same time, new opportunities are emerging that align with our vision and expertise, from innovation in managed care and expanded government contracting to capital development and integrated service campuses like the one we just opened in San Bernardino. What all of this asks of us is unity, clarity, and a shared belief in what we can achieve when we move forward together.

What’s one solution your organization is working on or has developed recently to address an organizational challenge?  

One solution we are actively working on is remixing our funding streams. For a long time we have looked closer to ninety percent government funding, with corporate and philanthropic support making up only a small slice each. That kind of concentration is a known vulnerability in our sector. Best practice in nonprofit finance generally holds that no single revenue source should make up much more than a third of your budget, because that is what keeps an organization steady when any one funding stream slows down or disappears.

Our goal is to move toward a healthier mix closer to one-third government, one-third corporate partnerships, and one-third private philanthropy. Getting there means building real corporate partnerships and growing our philanthropic base, not just chasing the next grant. It is a long term shift, not a quick fix, but it is the kind of disciplined work that positions us to keep serving our communities well no matter what happens with any single funding source.

Congratulations on your exciting new campaign to build a Community Wellness Campus! Can you tell us more about why LSS Southern California is leading this effort and where you are in the project? 

Thank you. Our San Bernardino Community Wellness Campus is a $50 million project, funded in part through California’s Project Homekey program, and we celebrated our ribbon cutting on July 14th of this year. We reached 90% occupancy very quickly, 135 of the 140 units are filled; which tells us just how great the need is in that community. We recently launched a Women’s Housing Program near our  campus, and we are now building out a robust workforce development offering, including a weekly training schedule along with ESL and GED courses. LSS Southern California is leading this effort because housing alone is not enough. People need a path forward, and this campus is designed to give them one.

Thank you for your leadership on our Advisory Committee to shape our signature convening, The Summit, which will be February 7-10 in your community San Diego, California.  Why would you recommend your peers register for The Summit? What can they expect?   

It has been an honor to serve on the Advisory Committee. I would tell my peers to register because The Summit is one of the few places where you can step away from the daily demands of running an organization and be with people who truly understand what that work requires. This year we are working to make the experience even more valuable, with peer breakout conversations organized by commonalists such as shared service type so people doing similar work can talk candidly with one another, and speakers who bring a fresh perspective on leadership and growth. San Diego is my home community, so I am especially looking forward to welcoming everyone here.

Your team is really engaged with Lutheran Services in America and participates in the Disability Network, Housing Solutions Collaborative, Policy Committee, & Lutheran Financial Managers Association. What value do you see in being part of the Lutheran Services in America network?   

Being part of the LSA network means we do not have to solve every problem alone. Through the Disability Network, the Housing Solutions Collaborative, the Policy Committee, and the Lutheran Financial Managers Association, our team has access to peers across the country wrestling with the same operational and policy questions we are, from Medicaid work requirement changes to housing legislation that affects projects like ours. That shared learning and shared advocacy strengthens every organization in the network, including ours.

  

For more about Dr. Beckwith and LSS Southern California, read about their Community Wellness Campus.

Midterm Elections: What We’re Watching

September 14, 2026

BY: Kylie Bowlds

With midterm Election Day quickly approaching, political analysts view both chambers as genuinely in play. The Cook Political Report currently gives Democrats the advantage in the fight for the House majority, and over the summer, they moved several Republican-held Senate seats to ‘competitive’ leaving more uncertainty. 

Spotlight on the Senate:  

Control of the Senate remains one of the central questions of the 2026 midterm elections. Although Republicans currently hold the majority, the outcome may hinge on a small number of races in competitive states. Democrats would need a net gain of four seats to take control in January 2027 — meaning they must retain every seat they currently have and flip four Republican-held seats. Throughout much of the cycle, analysts have viewed nine Senate races as the seats most likely to change party hands: six Republican-held seats in Maine, North Carolina, Ohio, Texas, Iowa, and Alaska, and three Democratic-held seats in Georgia, Michigan, and New Hampshire.

More recently, two additional GOP-held seats, in Kansas and Nebraska, have emerged as potentially competitive. Democrats face an uphill climb, targeting several Republican-held seats in states that strongly backed Trump. Several other states—Montana, South Carolina, Florida, Mississippi, and South Dakota—offer potential pickup opportunities for Democrats, but those races are widely viewed as longer-shot opportunities that would require notable upsets to flip.

From Solid Republican to Likely Republican? 

Kansas and Nebraska each present unusual circumstances that have drawn national attention to races that have not recently been contested.  

Kansas: Incumbent Republican Sen. Roger Marshall faces Democratic nominee Adam Hamilton, a United Methodist pastor who explored an independent bid before running as a Democrat. Hamilton won a crowded August primary and set a state record for Senate campaign fundraising. Kansas has not elected a Democrat to the Senate since 1932.  

Nebraska: Independent Dan Osborn is challenging Republican incumbent Pete Ricketts. Previously, Osborn lost to Sen. Deb Fischer (R) by fewer than seven points in 2024 in a state President Trump carried by twenty. Osborn has said he would not caucus with either party, meaning a win here would complicate the majority math rather than settle it. 

Why does this matter? 

Unlike the House, where a national shift can move dozens of races at once, the Senate turns on a handful of states. Of course, the ‘majority party’ in each chamber essentially sets the agenda including the federal funding for key programs supported across the Lutheran Services in America network, including — Medicaid, SNAP, aging and disability services, and child welfare among them. Engagement is essential as November approaches, and as we look ahead to 2027. 

Key Toss Ups in House:  

Republican:  

  • MI-10 OPEN (James) 
  • OH-07 Miller  
  • WI-03 Van Orden  

Democrat:   

  • FL-14 Castor 

Key Toss Ups in Senate:   

Republican  

  • AK Sullivan 
  • IA OPEN (Ernst)  
  • ME Collins 
  • OH Husted  
  • TX OPEN (Cornyn) 

Democrat  

Note that “toss-up” is a narrower category than “battleground” — several of the nine battleground races, including North Carolina and Georgia, are currently rated Lean rather than Toss Up. 

What can you do now?   

With the midterms approaching and many competitive toss– up races, we encourage our members to take the following steps to stay engaged and prepared:  

  • Monitor emerging candidates in toss-up Congressional and gubernatorial races, and track redistricting in your state to identify newly competitive seats as maps evolve.  
  • Strengthen voter outreach by making sure the people you serve understand any documentation requirements and changes to voter registration processes in your state.

Kylie Bowlds is an Issue Education & External Relations Associate at Lutheran Services in America.

Midterm Elections: Current State of Play

August 18, 2026

BY: Carl Dexter

With the primaries in full swing, both Democrats and Republicans are watching key races that will shape the midterm matchups in November and ultimately determine who controls Congress next year. Upcoming primaries will give heightened insight into the direction of the Democratic party, with voters in many states choosing between moderate and progressive candidates. 

Michigan in Focus 

Michigan has emerged as one of the most closely watched battlegrounds of the 2026 election cycle. The state features both a highly competitive Senate race and one of the nation’s key House battlegrounds, making it a critical test of political trends heading into November. 

In the Senate race to replace retiring incumbent Gary Peters (D), former U.S. Representative Mike Rogers, the Republican nominee, will face Democrat Abdul El-Sayed, a former Wayne County health director backed by Senator Bernie Sanders. El-Sayed secured the Democratic nomination in the August 4 primary after narrowly defeating U.S. Representative Haley Stevens approximately 48.5% to 47.5% in one of the cycle’s closest and most expensive Democratic primaries. The campaign highlighted ongoing debates within the Democratic Party over the strengths of progressive versus more centrist candidates. 

The battle for Michigan’s 7th Congressional District is expected to be one of the most competitive House races in the country. Republican incumbent Tom Barrett first won the seat in 2024 with 50.3% of the vote and is seeking a second term. On August 4, Democratic voters nominated William Lawrence, a progressive organizer endorsed by Senator Bernie Sanders, to challenge Barrett in November. Lawrence emerged the victor following a three-way primary, setting up a closely watched general election contest in a district widely viewed as a toss-up. 

Michigan’s political landscape reflects broader national dynamics shaping the 2026 midterms. Democrats continue to navigate tensions between their progressive and moderate wings, while Republicans face the challenge of defending key seats and maintaining their congressional majorities. and maintaining their congressional majorities.  

Redistricting and State Legal Challenges 

Redistricting efforts and related legal challenges continue to contribute to uncertainty and the potential for major shake-ups post-election.  Following the April Supreme Court ruling in Louisiana v. Callais—which narrowed Section Two of the Voting Rights Act—states were allowed to redraw Congressional maps ahead of the midterms, and 10 states have done so:  Alabama, California, Florida, Louisiana, Missouri, North Carolina, Ohio, Tennessee, Texas.  Additionally, Maryland lawmakers held a special session to consider a partisan redistricting effort, while New York passed a redistricting amendment which could potentially lead to a gain of 4 Democratic seats, but which still requires another vote next year and public approval. Finally, redistricting plans were considered but failed in Virginia, South Carolina, Georgia, Indiana, and Washington. 

Key Races to Watch 

In the House, Democratic Toss Ups include: 

  • FL-25 Moskowitz 
  • OH-09 Kaptur 
  • TX-34 Gonzalez 
  • WA-03 Perez 

Republican Toss Ups: 

  • AZ-01 Open (Schweikert) 
  • AZ-06 Ciscomani 
  • CA-22 Valadao 
  • CO-08 Evans 
  • IA-01 Miller-Meeks 
  • IA-03 Nunn 
  • MI-07 Barrett 
  • NJ-07 Kean Jr. 
  • NY-17 Lawler 
  • PA-07 Mackenzie 
  • PA-08 Bresnahan 
  • PA-10 Perry 
  • VA-02 Kiggans 
  • WI-03 Van Orden 

Senate races that are expected to be competitive include: 

  • AK Sullivan (R) 
  • ME Collins (R) 
  • MI OPEN (Peters, D) 
  • OH Husted (R)

What You Can Do Now

With so many competitive races in the fast-approaching midterms, we encourage our members to take the following steps to stay engaged and prepared: 

  • Stay connected and monitor candidates in toss-up states and districts — including congressional and gubernatorial races. 
  • Monitor state level redistricting in your state to stay aware of any newly competitive seats that emerge as maps evolve. 
  • Leverage the August Congressional Recess to schedule meetings and site visits while lawmakers are back in their states and districts for several weeks. 
  • Strengthen Voter Outreach by ensuring your communities understand potential documentation requirements and any changes to voter registration processes. 

Carl Dexter is an Intern at Lutheran Services in America.

Medicaid Cuts Remain Out of Delayed Reconciliation 3.0

August 19, 2026

BY: Sarah Dobson

The outlook for a third budget reconciliation package has weakened. Importantly, the proposal still does not include instructions for additional Medicaid funding cuts, a key concern for many providers.

Senate Republicans were unable to secure enough support for a budget resolution before leaving for the August recess. After discussions with President Trump, they agreed to postpone consideration until at least September. While Senate leaders continue to argue that additional defense and other spending priorities will eventually require a reconciliation bill, the package’s prospects before the November elections now appear increasingly uncertain.

Senate Approves CR, Setting Up House Negotiations 

The Senate overwhelmingly approved a bipartisan continuing resolution (CR) that would fund the federal government through December 11, while the House has already passed a CR running through December 4. Given the broad bipartisan support for avoiding a shutdown, some version of a CR is widely expected to pass before the October 1 funding deadline. The remaining question is whether the House accepts the Senate bill or negotiates changes before a final package is sent to the President.

Senate CR Would Block Controversial OMB Grant Rule

Of particular importance to nonprofit organizations and service providers, the Senate bill includes language championed by Senate Appropriations Committee Chair Susan Collins (R-ME) that would block implementation for the duration of the CR of the Office of Management and Budget’s proposed overhaul of federal grantmaking rules. The proposed rule would give federal agencies significantly greater authority to change grant conditions, terminate awards, or withhold funding, raising concerns that grant decisions could become politicized. The Senate provision would prevent the administration from finalizing those changes while the stopgap funding measure remains in effect, setting up a likely year-end debate when Congress revisits government funding.

What Comes Next?

For now, the CR appears considerably more likely to become law than Reconciliation 3.0. Senate leaders have acknowledged that September will be crowded with funding negotiations and other legislative priorities, making it difficult to move a major reconciliation package before the election. The delay could also complicate consideration of a potential Budget Reconciliation 4.0 later this year, as Congress may have limited time to simultaneously pursue both a revived Reconciliation 3.0 effort and a new FY 2028 budget resolution. For providers, the immediate focus remains government funding and preservation of the Senate language temporarily blocking OMB’s proposed changes to the federal grantmaking process.

Sarah Dobson is Senior Director of Advocacy and Public Policy at Lutheran Services in America.

Member Spotlight: A Chat with Inspiritus’ John Moeller

August 20, 2026

BY: Ashley Washington

With this inaugural edition, Lutheran Services in America is launching a new Member Spotlight series featuring interviews with members from across our nationwide network. This edition spotlights John Moeller, president and CEO of Inspiritus, who began his journey pastoring churches before moving into the nonprofit ecosystem. Learn how John and the Inspiritus team are increasing scale through their housing and health model in the following interview.

What was your path to becoming CEO at your organization?

“I felt called to ministry during college. I began the ordination process and attended seminary. I grew my leadership skills and capacity while pastoring churches over the next 12 years. At a certain point along my journey, I felt that my gifts for ministry might be better aligned with faith-based human service work. Connecting people of faith to real human needs, meaningful work and profound community impact lit a fire within me. This year, I celebrate 25 years in this space, and I’m just as excited and invigorated as I was at the very beginning.”

Why did you choose to work for a Lutheran social ministry organization specifically?

“Lutheran serving organizations take on some of society’s greatest challenges and they often deliver programs at scale. In addition, where other organizations in the space see each other as “frenemies”, Lutheran serving organizations have a reputation for working together at every level to enhance the potential impact. Having worked in different types of environments, I can tell what a joy it is to work in this Lutheran ecosystem of partners.”

What are your current strategic priorities at the organization?

“Inspiritus is focused on three key pillars: 1) business model and financial sustainability, 2) program innovation and scalability, and 3) impacting the ecosystems in which we operate. The three pillars work together to form a self-reinforcing feedback loop that strengthens the entire organization.”

What’s one solution your organization is working on or has developed recently to address an organizational challenge?  

“Within our second pillar of program innovation and scalability, Inspiritus is attempting to build one integrated solution, that harnesses the strengths of all our programs, called the “Inspiritus model,” that will comprehensively address the housing, health and empowerment needs of all the individuals and families Inspiritus accompanies including refugees, immigrants, disaster survivors, children and families caught up in the child welfare system, adults with IDD/DD, and families wrestling with poverty.”

What excites you most about what’s happening within your organization right now? 

“It’s exciting to see leaders across Inspiritus, working on unified solutions to common problems facing individuals and families across different target populations.” 

What is one challenge and one opportunity you’re currently seeing within the health and human services sector?

“Funding for nonprofit human service nonprofits today is niched and highly fractured. The siloed funding creates fragile programs. Sudden drops or interruptions in funding expose these weaknesses posing an existential threat to the programs and their nonprofit owners. One way to mitigate this risk is to build integrated programs and solutions that cross historic program areas with braided funding sources. “

You’ve been a long-time champion and member of the Lutheran Services in America network…what do you find most valuable?

“I cherish both the emphasis on learning and development that LSA encourages and the friendships and collegiality that LSA fosters between leaders at multiple levels across the network.”

What advice would you give to new CEOs about getting involved in the Lutheran Services in America network?

“Lean in! Be vulnerable. Make friends. You don’t have to go it alone and you don’t have to have all the answers. Treat your colleagues in the network like your team. They would like to help because they remember a time at some point along the way that they also received a helping hand from a friend in the network.”  

What is one essential leadership skill you strive to model to your team?

“I’m trying to ground myself in the duality of our mission. It’s a holy one that addresses the earthly human condition. While Inspiritus is a capable organization, our leaders must actively resist the temptation of letting it become a factory that only produces outcomes where individual teammates fall in to the trap of becoming cogs in the wheel. We are first and foremost, an organization of human beings, called by a higher power, to love one another and those entrusted to our care.”

To read more about John’s health through housing work, read Inspiritus’ housing case study here. 

Opioid Settlement Dollars Are Flowing — But Not to the Families Who Need Them Most

August 15, 2026

BY: Uma Ahluwalia

Every state in the country is currently deciding how to spend a historic pool of opioid settlement money. In one of the largest single awards yet, New York Attorney General Letitia James secured $7.4 billion from Purdue Pharma and the Sackler family — money explicitly meant to remediate the harm the opioid crisis caused. That harm didn’t stop at the person who became addicted. It moved into their household, and often into their children’s lives.

So far, most settlement dollars haven’t followed it there.

Where the money has gone

Across the country, opioid settlement spending has clustered around a familiar set of priorities: jail- and community-based Medication-Assisted Treatment (MAT), naloxone (Narcan) distribution, and public-safety-driven overdose prevention. These are worthwhile investments that save lives.

But they largely treat individuals — often adults cycling through corrections or emergency systems — not families. Almost none of this funding has been designed around pregnant and parenting mothers and fathers trying to stay together with their babies, toddlers, and young children while getting well.

The population treatment dollars are missing

The child welfare data on this is stark. According to the National Center on Substance Abuse and Child Welfare, more than half of the children under age five who entered foster care in the U.S. in 2021 were removed at least in part because of a parent’s alcohol or drug use.

Stated simply, the single largest identifiable driver of foster care entry for our youngest, most developmentally vulnerable children is parental substance use — and it has not been treated as a treatment priority. The dollars set aside to remediate the opioid crisis have rarely reached the families where that crisis is now deciding whether a baby stays home or enters state custody.

The trend over time tells the same story. Child Trends’ analysis of federal AFCARS data shows the share of foster care entries tied to parental drug use climbed from 22 percent in 2007 to 36 percent in 2017, then largely leveled off — holding between 33 and 36 percent through 2023. Total foster care entries have declined in recent years, but parental drug use hasn’t faded as a driver alongside that decline: it’s remained a factor in roughly one in three cases for nearly a decade. This isn’t a momentary spike to react to — it’s a persistent, load-bearing share of the caseload the system has been carrying for years without treatment dollars catching up.

This isn’t a child welfare footnote. Research ties parental substance use not only to foster care involvement but to housing instability more broadly — two systems that already struggle to talk to each other, compounding risk for the same families.

A policy window is opening

There’s real reason for optimism. A recent Imprint article highlights work from Alex Adams pushing to make methadone and buprenorphine — two of the most effective medications for opioid use disorder — reimbursable under Title IV-E and Medicaid. That’s a meaningful lever: it starts building the financing infrastructure family-centered treatment needs to scale, separate from settlement dollars entirely.

Put those two things together — a one-time infusion of settlement money and a shifting reimbursement landscape — and there’s a real opening to fund something that hasn’t existed at scale: treatment designed for parents and their young children, together, before separation happens rather than after.

What it will take

None of this happens by default. Settlement funds are already being allocated, jurisdiction by jurisdiction, often by councils with no child welfare representation at the table. Redirecting even a portion of that money toward family-based treatment will require:

  • A clear, evidence-backed case connecting settlement dollars to child welfare outcomes, housing stability, and long-term cost avoidance
  • The right advocates and levers — state settlement councils, child welfare directors, and Medicaid/Title IV-E policy leads all need a seat at the table, not just corrections and public health
  • Models worth replicating — identifying jurisdictions already doing this well, so other states aren’t starting from a blank page

The opioid settlements were built on the premise that money should follow harm. Right now, it’s following the crisis backward — into corrections and emergency response — instead of forward, into the households where the next generation’s outcomes are actually being decided. That’s a solvable problem, but only if child welfare shows up to solve it.

Uma Ahluwalia is the Director of Leapp Strategies, LLC.

Remembering Susan Newton

July 16, 2026

BY: Alesia Frerichs

There are people whose lives remind us “what is possible.”

Susan Newton was one of those people.

It is with deep sadness that we share the news of Susan Newton’s passing. Many of us knew Susan as a leader, a trusted colleague, a dear friend, and someone who believed deeply that together we could make the world a better place.

As many of you know, Susan was diagnosed with a very aggressive form of cancer last November. While we knew this day would eventually come, her passing is still deeply sad.

For five years, Susan helped shape Lutheran Services in America in ways that will continue to be felt for years to come. She had an extraordinary ability to see the path forward, an unwavering belief in the power of our network, and a remarkable gift for inviting others into the work. Ideas that seemed ambitious became achievable because Susan inspired all of us to see what was possible.

Her leadership touched nearly every major initiative we have undertaken. She launched our Strengthening Families Initiative and established the foundation for Health Through Housing. She was incredibly proud of what we accomplished together—not because of the programs themselves, but because she knew they would create greater opportunity for people and communities.

As John Moeller, CEO of Inspiritus, so perfectly said,

“Susan was the CO (chief optimist). She was Jack of Jack and the Beanstalk. She was David of David and Goliath. With her bright eyes, large smile and contagious laugh, she shrugged off skepticism and made us all believers. Thanks to Susan, and in her honor, we will continue to drive fearlessly closer toward that grand vision.”

Those who worked with Susan experienced not only her optimism, but also her generosity, and determination to make a difference. As Nancy Ackerman, President and CEO of California Lutheran Homes, shared,

Susan’s “intelligence, warmth, humor, and commitment to meaningful outcomes inspired us all and leaves a lasting impact.”

But Susan was so much more than her work.

She was a devoted wife to Chris, a loving mother to Mackenzie and Harrison, active in her community, an avid gardener, an exceptional chef, and someone who generously shared her time by serving on numerous nonprofit boards. She embraced life with enthusiasm, curiosity, and joy.

Lutheran Services in America Board Chair David Trost, President and CEO of St. John’s United, reflected that

Susan had a “soft yet firm commitment” to her work. He added, “We remember her laughter. We remember her compassion. We remember her kindness, her generous spirit, and her unwavering hope.”

Susan leaves behind a remarkable legacy—not simply in the work she led, but in the people she inspired and the lives that will be changed because she dared to dream bigger. She reminded us that together we can accomplish more than any one of us could achieve alone.

She will be deeply missed and always be part of the Lutheran Services in America family.

Help us remember Susan: As we celebrate Susan’s life, we invite those who knew her to share a favorite memory, story, or reflection. We will gather and present these remembrances with Chris, Mackenzie, and Harrison as a tribute to the extraordinary impact Susan had on so many lives.

Alesia Frerichs is the President & CEO of Lutheran Services in America.

Rural Family Caregivers Bring Their Voices to Capitol Hill

July 16, 2026

BY: Regan McManus

In June, Lutheran Services in America worked in partnership with the RRF Foundation for Aging and the National Alliance for Caregiving to elevate the voices and lived experiences of rural family caregivers in federal policy conversations. Our network convened rural family caregivers from Minnesota, Montana, North Dakota, and South Dakota through its Rural Aging Action Network (RAAN) for a national caregiver convening and Capitol Hill advocacy day in Washington, D.C.

Caregivers participated in storytelling and advocacy training before meeting directly with members of Congress and their staff to share their experiences navigating caregiving in rural communities. Their stories highlighted both the strengths and challenges of rural caregiving and reinforced the importance of ensuring family caregivers have a voice in shaping policies that affect their daily lives.

This effort built on the research and policy recommendations outlined in Lutheran Services in America’s Rural Aging Action Network e-report “Rooted in Care: Transforming the Future for Rural Family Caregivers.” The convening reflected the priorities identified in the e-report, which explores opportunities to strengthen supports and services for rural family caregivers at the federal and state levels.

We are grateful to the family caregivers and Rural Aging Action Network members—including Lutheran Social Service of Minnesota, Lutheran Social Services of South Dakota, St. John’s United, Immanuel Living, and Missouri Slope—for their leadership and commitment to advancing solutions that support rural older adults and family caregivers.

Regan McManus is Senior Director of Aging Initiatives at Lutheran Services in America.

Enterprise Capital Meets the Moment During Evolving Funding Landscape

July 15, 2026

BY: LSA Staff

Network Leaders and Experts Discuss the Need for Flexible Funding Amidst Financial Uncertainties and Challenges

Across the network, we are hearing the same challenges: executive leaders from member organizations are trying to diversify revenue streams, adapt to shifting macro environments like government funding uncertainty, and keep up with rising costs related to staffing retention and delivery of care. Lutheran Services in America is responding through a new strategy centering leadership and growth across our network, with a laser-focus on strengthening our network as a platform for scaling innovation in the health and human services field.

We kicked off last month with a peer learning session featuring Capitalize Good’s CEO and founder, Andrea Levere, who reminded leaders, “You have established yourselves as experts in tapping federal funding. Let’s look at ways to diversify that to other resources.”

The session, “Enterprise Capital Masterclass,” brought together executive leaders from finance, development, and operations, and focused on how to identify and leverage enterprise capital — multi-year, flexible funding invested directly into the net assets on the balance sheet — to better financially position organizations for long-term health and resilience amidst an evolving funding landscape.

Building on her session at The Summit this year, Andrea spoke of her partnerships with nonprofits to build organizational financial strength and resilience by leveraging different types of funding outside of the public sector — a crucial need and opportunity right now. Andrea recently highlighted this work for Stanford’s Social Innovation Review in “Nonprofits Need Enterprise Capital to Succeed,” sharing how enterprise capital builds net assets, enabling nonprofits to make investments in revenue-generation strategies and maintain resources to mitigate cash flow mismatches.

Below are three major insights from the session, which included dynamic small team break-outs to understand how to re-evaluate financial statements to optimize capital structures and identify matching funding sources to achieve bold goals. 

Why enterprise capital is critical now for organizational health:

  • Match capital to purpose. Enterprise capital acts as flexible, long-term funding that can attract additional debt or new funders, unlike one-year restricted grants, which aren’t built for long-term mission goals. Organizations need to be intentional about matching funding type to what they’re actually trying to accomplish. 
  • Unrestricted assets fund the wiring that keeps the lights on. Staffing retention, wages, and aging infrastructure maintenance are often an organization’s largest expenses, and unrestricted net assets are what make it possible to cover them as well as invest in product or service innovation and growth. 
  • Ask funders directly, and ask for more than money. Leaders should proactively name their risks and challenges to funders, and ask for both financial and non-financial support, not just grant dollars. “Ask for what you need, not what you think you can get.” 

Moving forward, Lutheran Services in America will be creating more opportunities for c-suite leaders to collaborate and share insights on organizational sustainability and growth

If you are interested in learning more about enterprise capital, Andrea Levere is available to explore how this work connects to your organization and you can email her directly at andrea@capitalizegood.org.

If you are a finance professional looking to connect with your peers at Lutheran Services in America, learn more about our Lutheran Financial Managers Association (LFMA) peer network and their upcoming conference, October 13–15 in Nashville!

Supporting
Our Neighbors,

TOGETHER.

Our shared Lutheran tradition of service to our neighbor is more vital than ever.

Join us as we work to ensure our network continues delivering essential services to all in need.

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