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Background:
Recognizing the continuing benefit to be gained by developing programs, which have more than a one year life span, Grand Master Richard Mecartea appointed an ad hoc committee to assist in the development of a Long Range Plan. In addition he secured the commitment of the other elected officers in the Grand Line to support the development and execution of the Plan.
The initial effort was to define the Vision for the Grand Jurisdiction for the next five years and beyond. This was accomplished by calling together Masonic leaders from throughout the Jurisdiction and soliciting their input as to the destination the Long Range Plan should seek. Under the leadership of the Grand Master and Grand Lodge Elected Line the following Vision has been defined:
Freemasons
of Washington will be recognized as a relevant and respected Fraternity,
committed to attracting and retaining all men of high quality, who strive for
self-improvement and the opportunity to make a positive difference in their
community.
At this initial meeting eight areas of emphasis were identified as “Pillars for Progress.” These Pillars will be the supports, which will lead to the achievement of the Vision. The Pillars are:
Fraternalism (Fraternal Mentality)
Cooperation with Concordant Organizations
With these Pillars as the focus, the Long Range Planning Team was directed to hold a series of Regional Meetings throughout the Jurisdiction. Masons were invited to participate, who had been identified as leaders in their constituent Lodges, leaders in their Districts, or leaders within the Grand Jurisdiction, either now or will be, in the next three to five years. Meetings were held in Vancouver, Seattle, Tacoma, Everett, Spokane, and Pasco. Through seminar type discussions, opinions and ideas were received and have been incorporated into the first iteration of the Grand Lodge Plan.
It is intended that this be a living document, to be updated on an annual or more frequent basis throughout its life. The Long Range Planning Team solicits inputs from all Masons at any time so timely changes may be made to assist in achieving our Vision
Situation:
Several factors, external and internal, are involved to cause a decline
in participation and membership in the Fraternity.
Foremost is the amount of “leisure time” available within today’s
society. Hours spent on the job,
and commuting to and from the job, leave much less time for participation in
activities outside the home. Studies
have shown the average working male has limited time, which can be devoted to
leisure pursuits outside his immediate family.
Therefore, to become involved or join an organization, it must fulfill a
want or need. Lodge activities must
provide a “return on investment” that is worthy of the expenditure of this
limited leisure time. In short, the
participation must be relevant to the individual and enable him to see the
benefit to himself, his family, the Fraternity, and Society as a whole.
The Leadership of the Grand Lodge of Washington recognizes that to be successful, it must start at the constituent Lodge level. However, there are several ways the Grand Lodge can assist. The Grand Lodge has access to assets, which are not available at the local level. The function of this plan and its execution will be to make these additional assets readily available to all Lodges throughout the Grand Jurisdiction.
Pillars
for Progress:
Each of the eight Pillars for Progress is essential to the attainment of the strategic vision. Within each pillar there are broad or non-specific areas, objectives, which encompass several concepts or ideas. Within each of the objectives there are goals or actions, which can be specified and measured. In addition, time frames for accomplishment can be delineated. Both objectives and under-riding actions may be adjusted and updated during the life of this plan and the supporting execution plan.
The Pillars for Progress are numbered one through eight. This is not meant to establish a priority sequence.
Each Pillar is integral to achieving the vision and therefore equal
emphasis should be placed on the accomplishment of all goals/actions within each
objective. Because resources may
need to be appropriated to achieve some of the objectives and related actions, a
timeline has been established to provide a suggested flow and as a means to
provide focus at appropriate times.
Pillar No. 2
Education and Training
Pillar No. 3
Technology
Pillar No. 4
Family Involvement
Pillar No. 5
Community Involvement
Pillar No. 6
Public Relations
Pillar No. 7
Fraternalism
Pillar No. 8
Cooperation With Concordant Organizations
Rationale:
A lack of a comprehensive review of the organizational structure and functions of Grand Lodge is affecting the growth and development of Freemasonry in the Jurisdiction of Washington.
Over the last half-century many societal changes have occurred which have impacted Freemasonry in this Grand Jurisdiction. Our Fraternity has not kept pace with the times. It has made some positive changes in recent years but more are necessary. A dedicated program to review and update our organization, and the way we do business, is needed to make our Grand Lodge capable of timely response to the needs of constituent Lodges.
Long Range Planning Committees have existed within the Grand Lodge of Washington in the past. A review of the Report of the Future Planning Committee at the 1987 Annual Communication reflects several recommendations, which would provide long-term benefit. The one recommendation, which was enacted, resulted in the publication of the The Masonic Tribune. Later committees were successful in implementing effective initiatives such as the Warden’s Seminar, instituted in 1993 and the Introduction of the New Candidate Education Program in 1993-1994. These have enhanced the quality of leadership and management at the local level, and resulted in better Masonically educated members when the latter program was used. However, these previous committees did not address the organizational structure of Grand Lodge.
Objectives:
Actions:
The following actions are to be completed within the first 12 months:
The following action will be completed within the first 24 months:
Pillar No. 2: Education &
Training
Rationale:
Masonic education has two critical elements: understanding
and practicing. Masons and their leaders need to be skilled at
addressing both. Understanding is a knowledge process; practicing is a decision
to put that knowledge into service.
Education has long been a priority in Freemasonry. However,
through the process of conducting discussions at Regional Workshops, it has been
discovered that Masons believe they are receiving insufficient Masonic
education. Through a series of well developed and presented courses of
instruction, Lodge Officers and members will gain an understanding of what it
truly means to be a Mason, increase their interest and involvement, and motivate
them to increase and share that knowledge.
Masonic leadership and management courses are becoming a
critical necessity. Limited
resources (people, money, facilities and time) require trained leaders to
effectively manage the affairs of the Lodge. A comprehensive Education and Training Program, available to all Lodges
is the surest way to allocate and use the scarce resources.
Objectives:
Establish and
implement education programs designed to teach and apply Masonic knowledge to
the daily lives of the membership.
Expand existing
educational programs to enable greater participation.
Mentor all
Masons to prepare them to take the next step in their Masonic Travels.
Ensure all
Masonic leaders a trained in the best methods to manage and allocate resources
to achieve optimum results.
Actions:
The following actions are to be completed within the first
12 months.
Expand Wardens Seminar. Twice per year, separating the Junior and Senior Wardens. The limited size of the present seminar restricts the opportunity for the Lodge leaders to learn the elements crucial for a successful tenure as Worshipful Master. The existing two day format is appropriate for the Spring meeting with a one-day follow-up in the Fall.
Expand the role
of the Masonic Research and Education Committee to develop and conduct regional
programs (one day) for Stewards & Deacons. Once a Brother has accepted an
appointment to the office of Steward or Deacon, he should have the opportunity
to begin the education that will lead him to the East. The pride that comes from
flawless ritual and floor work extends to every Mason. While perfection is
rarely achieved, engaging in the pursuit of perfection inspires and motivates
those who strive for self-improvement. The confidence which comes from planning and preparing, pays
large dividends when brothers are placed in leadership positions requiring
timely decisions.
Direct the
Masonic Research and Education Committee to develop and implement a Training
Program on how to conduct training (Train the Trainer). This is to be done with either in-house resources or by hiring
professionals to conduct the training. This program will be delivered to all
Deputies of the Grand Master, Committee Chairmen, and Grand Lodge Appointed
Officers.
The following items are to be accomplished within two years.
Direct the
Masonic Research and Education Committee to develop and implement a Training
Program for Mentoring /Coaching. The most fundamental building blocks of Masonic
knowledge and understanding begin immediately after a candidate becomes an
Entered Apprentice Mason. Well-organized and effectively delivered mentoring
will inspire and motivate the new Mason. Conversely, the lack of it leads to
disillusionment. Training to be accomplished at the District level, directed
through respective Deputy of the Grand Master.
Revise the WMC
to make the New Candidate Education Program mandatory throughout the
jurisdiction. This program has clearly proven to be the most effective vehicle
for imparting Masonic education as a member progresses through his Degrees.
It is not meant to specify the proficiency requirements for individual
Lodges. The intent is to provide this self-taught curriculum to every
new Mason as he receives his Degrees.
Revise the WMC
to allow more copies of the Standard Work to be made available. Ideally, one
copy per Deputy of the Grand Master. This will make it easier to conduct Masonic
Ritual workshops at District and Regional levels. Additionally it will provide
an opportunity for brothers throughout the Jurisdiction to learn the lectures of
all three Degrees.
Revise the WMC to require completion of the Proficiency in Lodge Management Course as a prerequisite to becoming Worshipful Master. This self-taught course of instruction is the minimum required to enable a brother to properly manage a constituent Lodge.
Appoint a
committee under the direction of the Grand Secretary to develop and conduct a
course of instruction for all Lodge Secretaries. The content will include all changes and updates, which occur
as a result of Technology Initiatives.
Rationale:
Traditional methods of communication and management do not adequately support the activities desired and required by the individual Lodges and Grand Lodge. Lodges need access to membership statistics, easier methods of communicating with Grand Lodge and their own membership, easier methods for managing their finances and Lodge data. The materials and expertise exist to improve these functions and we have no logical reason not to use them.
Objectives:
Use every tool available to operate and communicate efficiently.
Identify members of the Jurisdiction who are experts at implementing and using such tools and recruit them to assist the Grand Lodge in acquiring and using them.
Provide sufficient funds in the annual budget to acquire these tools and support their implementation.
Purchase and maintain modern computer equipment and software for the Grand Lodge office and officers.
Train the Grand Lodge office staff to use these tools.
Offer discounted computer equipment and software to all Lodges and individual brothers.
Maintain one Grand Lodge website and use it as the
primary form of communication to the membership. Provide links to District, Lodge and “key” Masonic
websites.
Actions:
The following actions are to be completed within the first 12 months.
Change the title of the Internal Communication Committee to the Information Technology Committee. Select software/hardware/network experts (the bulk residing in the Seattle-Tacoma area) as members and direct them to examine the Grand Lodge office procedures and produce a report on how to apply technology to improve its internal operation and communication with the constituent Lodges. The Committee is also produce a report recommending the necessary equipment and training needed by each Lodge to manage their data and communication with Grand Lodge.
Assign the Information Technology Committee the responsibility to find the best means possible for acquiring the equipment, software and training specified by the aforementioned action.
Create and staff a Grand Lodge Web Master position. This person would maintain and enhance the single Grand Lodge website and offer his services to individual Lodges and Districts for development of their own sites or sites within the Grand Lodge site. This person would also maintain a Grand Lodge Web Calendar and “success stories” accepting submissions from individual Lodges as well as the Grand Lodge Team and other concordant bodies.
Create and issue videotapes or other electronic formats of all ritual work as authorized by the Code.
Set aside sufficient funds in the 2001-2002 budget to support the 12-24 month actions.
Grand Lodge to encourage all lodges to acquire and utilize the necessary hardware and software.
The following actions are to be completed within the next 24 months:
Purchase and implement the necessary hardware/software/training for the Grand Lodge Office.
Offer the necessary hardware/software training to individual Lodges.
Obtain and provide Liquid Crystal Display (LCD) projectors and laptop computers to facilitate the presentation of training in the various Districts throughout the Jurisdiction.
Pillar No. 4:
Family Involvement
Rationale:
Recent surveys have shown that time has become an extremely limited commodity resulting from the pressures of our busy society. Accordingly, men are reluctant to give up the time spent with their family, and the traditional Masonic meeting is a competitor for a brother’s available leisure time. In order to make Masonry attractive to men of high quality, initiatives must be undertaken to include the family into our Masonic endeavors whenever possible.
Family involvement may also be an opportunity to rekindle the interests of those brethren who have stopped participating in lodge/lodge activities because of their desire to spend quality time with their family. However, this presupposes that we can make our meetings more meaningful and worth the time they spend away from the home, or develop and implement programs, which are of interest to the whole family.
The time spent in Masonic brotherhood should, to a certain extent, fulfill a brother’s needs as a Mason, yet, concurrently satisfy his wishes to be with his family or to meet their needs through his Masonic association.
To assist the wife and the family of a member to become enthusiastic, understanding and supportive partners as he pursues his Masonic life.
To develop a closer tie between the individual Masonic family by well-planned activities within the lodge framework which will include the wives and/or children.
To encourage social interchange between families or all lodge and concordant body members, including youth organizations.
Family involvement must be entirely voluntary and positive. Participation should be encouraged to the fullest. However, non-participation should not be considered to be a negative statement by family members.
The following actions are to be completed within the first 12 months;
Direct the Long Range Planning Team to form a focus group, composed of a cross section of brethren from throughout the Jurisdiction, and their wives to identify those family oriented activities/events, which could be conducted at Grand Lodge functions, such as the Grand Lodge Communication, cornerstones or district meetings. The composition of the focus group should be broad based in terms of age and experience. The report of this group to be made to the Executive Board of Grand Lodge prior to December 31, 2001.
Direct the Arrangements Committee to incorporate the recommendations into the planning for the 2002 and 2003 Annual Communication of Grand Lodge where possible.
Develop a database of family activities accomplished by constituent Lodges for dissemination/review by all Lodges in the Jurisdiction. This is to be accomplished by the Information Technology Committee.
Recognize and reward those lodges, which have implemented unique approaches to this Pillar. This should be done at both the District Level and at the Grand Lodge Communication.
At the Blue Lodge level:
Encourage the formation of focus groups composed of lodge brethren and their wives to identify and plan activities for family involvement. Ideally the age of those involved should span the generations to obtain a full spectrum of activities.
Review ongoing activities in the jurisdiction where some lodges have been working to get their families involved. Where appropriate, incorporate similar activities into local Lodge calendars.
Recognize the opportunities which youth concordant organizations provide for the outlet of family oriented activities. Plan coordinated activities with all youth orders/organizations meeting in the Lodge facility.
Rationale:
It is important to the future growth of the fraternity that constituent Lodges become more active in their respective communities. To be relevant in today’s society, the Masonic Fraternity must recognize that its members desire to use their personal and collective talents to promote the basic tenets of our institution outside the walls of their Lodge rooms. It is incumbent upon Grand Lodge to take the lead in this area and facilitate the efforts of all Lodges throughout the Jurisdiction.
Objectives:
Develop and foster positive relationships and partnerships within Washington as a community at large. Identify several causes/charities Blue Lodges can be identified with across the Jurisdiction (e.g., literacy, hospice, Habitat for Humanity, etc.). Grand Lodge should take the lead in statewide evaluation and coordination.
Provide recognition at District/Regional meetings for significant accomplishments by constituent Lodges, in relation to Lodges of similar size (membership), and recognition at the Grand Lodge Communication for the most notable, again, based on Lodges of similar size.
Seek ways in which Masons and Lodges can be significant and meaningful participants in the health, growth, and enrichment of the lives of others in the community, especially children.
To identify public perceptions of Masons in relation to secretiveness, openness, religion, and other aspects of Freemasonry in Washington that contribute to public distrust, or fear, and identify ways to eliminate or modify behaviors that foster such perceptions.
Recognize organizations and individual members of the community from outside of the Fraternity, who espouse Masonic ideals and character, for their outstanding service. Work closely with related organizations to promote membership growth and family involvement.
Encourage Lodges to develop and maintain fraternal Web sites and to link them to local and statewide community informational systems.
Actions:
The following actions are to be completed within the first 12 months.
Direct the Information Technology Committee to solicit inputs and build a database of community involvement activities from throughout the Jurisdiction. The inputs should contain a description of the project/program/activity, resources required to implement, local coordination required (civil authorities, other charitable organizations, non-profit organizations, etc), resources required (people, time, money, etc), major challenges encountered, and a point of contact for further questions.
Under the direction of the Public Relations Committee develop, implement, and expand a speaker’s bureau throughout the Jurisdiction to build awareness of Masonry among key community organizations, government and community leaders.
Direct the Public Relations Committee to coordinate, on a statewide level, with service organizations to identify those areas of common concern where constituent Lodges may partner to be of greater service to the community.
Through the Public Relations Committee, sponsor/support community events statewide which enhance a positive image of the Masonic organization. Identify appropriate local fairs, festivals, and celebrations throughout the state. Encourage Lodges to participate in them through booths, participation in parades, youth sports team sponsorships, etc.
The following actions are to be completed within the first 24 months.
Similar to the Military Recognition Committee, develop a program to recognize members of the community from outside of the Fraternity, who espouse Masonic ideals and character, for their outstanding service. Actively encourage Lodges to forward particularly outstanding examples for Grand Lodge recognition. Develop media contacts to publicize such awards and activities.
Direct the Information Technology Committee to prepare and deliver a training program to enable Lodges to develop and maintain fraternal Websites and to link them to local and statewide community informational systems.
Direct the Public Relations Committee to develop and publish a video on What Masons Are and What Masons Do. This is to be oriented to those projects/activities, which are accomplished in this Jurisdiction. The purpose is to dispel any public perceptions of Masons in relation to secretiveness, openness, religion, and other aspects of Freemasonry in Washington which may contribute to public distrust or fear, and identify ways to eliminate or modify behaviors that foster such perceptions.
Rationale:
As an organization which fosters brotherly love, relief, and truth, Freemasonry in Washington has often been portrayed in a very different manner. We have made several attempts to change perceptions by the public at large, but have not done so from a measured and planned perspective, encompassing an extended period of time or directed to a specific audience. Consequently, resources have been expended on an annual basis based upon a one-year time frame.
A comprehensive public relations program will identify the target audience and the media, which it most frequently uses. It will provide the media with information, releases, and programs, which will appeal to the target audience. The information will accurately reflect the community involvement of Masons from throughout the Jurisdiction and the multitude of charities supported. It must be further realized that no single medium can provide the desired coverage. By using varying media types over an extended period of time the Fraternity can again regain the respect enjoyed during the middle of the last century.
Objectives:
Actions:
The following actions are to be completed within the first 12 months.
Direct the Public Relations Committee to develop a Long Range
Public Relations Program. This may
either be done in-house or through the services of a professional hired from
outside the Fraternity. The program
should include as a minimum, the identification of the target audience, media
they use or observe, and a proposed budget for at least a three-year time
period.
The following actions are to be completed within the first 12 to 36 months.
Rationale:
In
a recent survey taken in Washington State, members of the Masonic Fraternity
were asked, “What do you value most about Masonry?”
Over 75 percent replied:
“Comradeship, Friendship, Fellowship, and Brotherhood.” With this high
percentage, it is obvious that in Long Range Planning, the Promotion of
Fraternalism is unquestionably one of the most important Pillars from the
member’s perspective. If we as
Freemasons plan for our Fraternity to prosper with new membership and to have
Brethren remain active and return to Lodge, we must all be cognizant of the
common principles we share, and focus in a real sense on Comradeship,
Friendship, Fellowship and Brotherhood.
Objectives:
Actions:
The following action is
be completed within the first 12 months.
The following actions are to be completed within the first 12 to 36 months.
Pillar No. 8: Cooperation With Concordant Organizations
Rationale:
Many
members of the Masonic Fraternity are also members of concordant organizations.
These organizations share the same basic tenets and are another avenue to
participate in good works and fulfill the desire to make a difference in a
brother’s respective community. Through
this involvement Masonry will be strengthened and become more vital to its
members.
Objectives:
Actions:
The
following actions are to be completed within the first 12 months.
The following action is to be completed within the first 24 months
